Posted on Apr 27, 2015
Does the military promote learned helplessness?
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Learned helplessness can prevent people from achieving their goals, something I've experienced first hand. Check out Audible: http://bit.ly/AudibleVe More wa...
Many times before, I have reached a roadblock and turned to a superior for an answer. Our institution and the chain of command re-emphasize this behavior. So as a culture in the military, are we promoting learned helplessness? What do you think? Check out the video below for more info on learned helplessness...
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Posted >1 y ago
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Great question, LTJG (Join to see). As a special education teacher, we hear a lot about this concept in the classroom, especially as it relates to parenting and some students coping skills.
I feel like there's always going to be those in the chain who require more explicit directions, prompting, and guidance - those who are much better followers than leaders. Hopefully, we shouldn't see too many of these folks being promoted up the chain, so I would think that eventually they will fall off the radar. But in the lower ranks, sure, that's where I'd expect to see more of these behaviors, if only for the lack of assigned leadership roles.
I feel like there's always going to be those in the chain who require more explicit directions, prompting, and guidance - those who are much better followers than leaders. Hopefully, we shouldn't see too many of these folks being promoted up the chain, so I would think that eventually they will fall off the radar. But in the lower ranks, sure, that's where I'd expect to see more of these behaviors, if only for the lack of assigned leadership roles.
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I think that depends on your command. They are there to give guidance and assistance if needed, but if they are properly mentoring they should be teaching you to take the guidance and to move forward and accomplish the mission with it.
My time in the Army has changed my approach to things where I am now more likely to run with guidance and complete a goal. If I screw up I just ask for forgiveness and adjust fire for future operations.
My time in the Army has changed my approach to things where I am now more likely to run with guidance and complete a goal. If I screw up I just ask for forgiveness and adjust fire for future operations.
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Sgt Aaron Kennedy, MS
Sir,
I think there's a "point" where it just clicks in someone's career. The "forgiveness than permission" point, which seems to happen at the Senior Lance/Lt level for most people. Just enough experience & knowledge to make you dangerous, but enough butt chewings (in recent history) to make you cautious.
By the time you hit "Seasoned," you start asking/telling folks "Why didn't you think of this?" or "You don't need me for that. Take the reins a bit. I'll back you if you aren't stupid."
I think there's a "point" where it just clicks in someone's career. The "forgiveness than permission" point, which seems to happen at the Senior Lance/Lt level for most people. Just enough experience & knowledge to make you dangerous, but enough butt chewings (in recent history) to make you cautious.
By the time you hit "Seasoned," you start asking/telling folks "Why didn't you think of this?" or "You don't need me for that. Take the reins a bit. I'll back you if you aren't stupid."
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Yes & no.
Depends on the leaders you've had previously.
Usually at the junior most level, we embed this, and then we start chipping away at it.
Start with tight reins, and then loosen them progressively as the scope of responsibility increases, and knowledge increases. It's like teaching someone to drive a car. You keep them slow at first, at then once you've seen they are capable, you let them go farther and faster. When they show they are not capable, you rein them back in.
Some leaders let the reins loose very early, some not so much. Staff officers tend to get a lot of hands on time with their troops so they are able to chip away at this sooner. Command level officers tend to have more troops, and less direct interaction, which throttles that back quite a bit.
Depends on the leaders you've had previously.
Usually at the junior most level, we embed this, and then we start chipping away at it.
Start with tight reins, and then loosen them progressively as the scope of responsibility increases, and knowledge increases. It's like teaching someone to drive a car. You keep them slow at first, at then once you've seen they are capable, you let them go farther and faster. When they show they are not capable, you rein them back in.
Some leaders let the reins loose very early, some not so much. Staff officers tend to get a lot of hands on time with their troops so they are able to chip away at this sooner. Command level officers tend to have more troops, and less direct interaction, which throttles that back quite a bit.
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