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BY EXAMPLE: 2OCU’s
excellent leadership and training processes during the 2006
Fighter Combat Instructor course led to the squadron being publicly
recognised as the Air Force’s first Learning Centred Organisation.
Photo by LAC Steve Duncan |
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| FOCUSED: 2OCU ground
crew’s attention to detail contributed to the squadron’s
recognition. |
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THE search among Air Force’s
finest for “Odin’s attributes” has resulted in 2OCU at
RAAF Base Williamtown being accorded the inaugural honour.
For those not in the know, Odin was the Norse god of both “war and
victory” and “learning and wisdom”.
Late last year, Air Force Learning Futures hit on the name Project Odin
as entirely apt for its program, and called on members to let it know
about units that already met the requirements of a Learning-Centred Organisation
(LCO).
Project Odin’s WGCDR John Leonard spent some time observing exercise
brief-conduct-debrief processes around the mid-point of the 2006 Fighter
Combat Instructor (FCI) course.
As a result, 2OCU was chosen as the first Air Force unit to be publicly
recognised as an LCO.
Most Air Force members who have taken part in – or supported –
operations and operational exercises will recognise some of the examples
from 2OCU.
“Around 2500 years ago, Aristotle remarked that ‘excellence
is not an act but a habit’,” WGCDR Leonard said.
“All of us are capable of excellent individual acts but the exceptional
unit is one whose culture ingrains excellent habits.
“For example, in an LCO, the leadership ‘walks the talk’.
In the case of the FCI course, the early departure of two students had
left gaps in strike formations for key exercises. As a result, the XO
and course director filled those gaps as required.”
In spite of their seniority and their extensive experience, both SQNLDRs
had taken part in all student-led exercise planning, briefing and debriefing
sessions. Both had taken subordinate roles in the formations and both
had taken part in the extensive exercise debriefs.
“Significantly, both were quick to acknowledge their errors, in many
cases volunteering information before they needed to,” WGCDR Leonard
said.
“In one case, when a student admitted an error, the staff member
quickly stepped in and insisted ‘No, I was partly responsible for
that’.
“This attitude had apparently spread to the students, because the
one leading the exercise was the one most critical of his own performance.
“Mutual trust is clearly a central component of 2OCU culture.
“Each activity consciously built upon the accumulated knowledge,
skill and experience that had gone before it. Each activity was deliberately
designed to provide a strong knowledge, skill and experience base for
the ones who followed.”
2OCU members regularly looked for means of improving operational/training
feedback. In many cases, that feedback used very simple, informal methods;
the important factors were that it was captured for future reference,
and that others consciously made use of it.
“Any unit, flying or otherwise, can develop this sort of culture,
if necessary with support from Project Odin,” WGCDR Leonard said.
“We want you to tell Project Odin about it – so we can publicise
it – if your unit or one that you have served in recently, already
possesses the following attributes:
- respects and makes use of individuals’ accumulated experience;
- strongly encourages team or group learning;
- advocates on-going individual learning;
- has effective feedback loops with all stakeholders; and
- values, collects and distributes ‘lessons learned’ information.”
For more information on Project Odin, contact WGCDR John Leonard at john.leonard1@defence.gov.au
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