POE456 NEPDP / PQPFM

Winter 2017

 
 

Professor

  1. David Last, PhD

  2. Office: G406; telephone 613 532 3002; email last-d@rmc.ca

  3. Office hours as posted www.davidmlast.org

  4. Program web site for additional information: http://www.davidmlast.net/NEPDP/NEPDP.html


References

A.NCM DP5 Report 16 June 2014

B.Annex A to NCM DP5 Questionnaire Report, 2014


Description

  1. Conducted as directed research projects (DRP) with weekly interaction in Winter term 2017, this course of studies will assist senior non-commissioned officers attending RMC for two academic terms to integrate knowledge, skills, and abilities appropriate to supporting the command team at the formation level (DP5). It consists of five modules exploring: ideologies of military professionalism; managing change; leadership and social capacity; analytical tools and creative use of research; and visioning and organizational aptitude.  Students will participate in weekly seminars, for one academic credit.  It integrates expert speakers and small group tasks to provide career-relevant education. Colleagues from other departments will be engaged to ensure content appropriate to individual projects and learning objectives.


  1. The course code POE456 Topics in Public Administration and Policy is appropriate because the course will address the institution of the leadership team, and provide NEPDP candidates with the tools for describing, measuring and evaluating programs and policies against their intended effects. However, students may bring in other disciplines and departments to pursue their particular research interests.


Language

  1. As a DRP, the students will work in the official language of their choice.  External resources will be sought in both official languages.  All texts are available in English and French.


Where it fits in the program

  1. This seminar is intended to prepare CWO/CPO1 for contributions to the CAF Senior Leadership Team at the operational/strategic level. NEPDP students are eligible; others require instructor approval.


Learning objectives

  1. Students will synthesize and evaluate knowledge, concepts and behavioural indicators for a fully effective CWO/CPO1. These include (Ref A):

  2. Evaluate tools to assess organizational needs

  3. Understand alternative approaches to planning and organization to maximize organizational performance

  4. Demonstrate systems approaches to complex organizational problems

  5. Demonstrate facilitation and communication skills in hierarchical and non-hierarchical situations

  6. Evaluate alternative moral reasoning

  7. Demonstrate capacity for institutional leadership in mixed-rank settings


Marking scheme

Participation 30 percent (weekly feedback on deliverables)

Briefing notes 20 percent (2 notes, with external evaluation)

Small group tasks30 percent (divided amongst modules)

Presentations  20 percent (includes book reviews, readings)


This is a generic marking scheme; because each student is completing directed research, individual learning contracts will be developed. These are posted on the assignments page.


Course outline

(outside resources sought for Winter 2017)

1. Introduction

2.Professional ideology – Osside Centre, CF Chief

  1. a)Who am I and what am I good for?

  2. b)Ethics-knowing what right looks like

c)What happens in the rest of my service?

d)What happens in my life after service?

e)Career management and planning to match institutional and personal needs

3.Managing change – outside resource, former NEPDP students, senior leaders

a)Bad situations I have known, and how to improve them

b)Critical thinking about solutions

c)Leading upwards and outwards: bad bosses, bad neighbours, damage control, and optimization

d)Evil close to home, and telling truth to power

4.Leadership and social networks – outside resources – Training Wing

a)Teaching and learning as leadership tools

b)Cadet seminar (presentation)

c)Chaplains, social workers, and off-base help: processes and hiccups

  1. d)Evaluating alternatives

5. Cadet Seminar

  1. a)what do they know about officer-NCM relations, and intergenerational relations?

  2. b)how do they behave and what should change?

  3. c)what do they need to understand to be more effective?

  4. d)how best to convey the knowledge at this stage of their careers

6.Analytical tools and creative use of research – resources, RMC SSAV

a)People, resources, technology – big variables in command structures and team approaches to management

b)Calling friends – how to make the most of command team networks

c)Evidence-based policies and expert apprentice learning

d)Decisions about trusted expertise

7.Visioning and organizational aptitude – resources, creative design team, OCAD

a)Big-picture problem identification

b)Discussing visions in the Command Team

c)Translating vision to action

  1. d)Evaluating and adjusting implementation

  2. 8.Next steps

  3. a) Next year’s candidates - preparation and hand-over

  4. b) Your next job and how to approach it



 

POE456 Topics in Public Administration and Policy 

This site and its links were prepared for 2016--2017

It will be revised if offered in 2019-2020

NCMs constitute a profession within the profession of arms, looking after people and making things happen properly as part of the leadership team.

POE456 is presented in winter term 2017 as a special seminar series supporting directed research projects for the members of the Non-Commissioned Member Executive Professional Development Program (NEPDP)