The New Adventures of Army wospecs

1st Edition

July 2008

The Army Warrant Officer and Specialist Guidebook is for your reference only. Information/data contained in the WOSpec Guidebook is not to be extracted nor posted (in its entirely or in part) onto personal blogs or the public domain. No part of this publication may be reproduced, photocopying or otherwise without the prior permission of the Ministry of Defence.

The New Adventures of Army WOSpecs 1

My Personal Guide as a Leader

The New Adventures of Army WOSpecs2

Let the journey begins!

03 Foreword from Chief of Army04 Message from SAF Sergeant Major05 Note from Sergeant Major of the Army06 Preface07 Editorial Committee08 Our Army Mission and Vision09 Structure of Army10 SAF WOSpec Vision and Mission11 SAF Specialist Creed12 SAF Warrant Officer Creed13 History of the WOSpec Corps28 WOSpec Roles and Responsibilities35 WOSpec Training and Education Roadmap41 The WOSpec Support Channel47 WOSpec Leadership67 Learning Organisation92 Army Level Reading List


FOREWORD FROMFOREWORD FROM

Warrant Officers and Specialists (WOSpecs) form the backbone of the SAF. In the Army’s transformation into a 3rd Generation fighting force, the nature and demands towards our WOSpecs will inadvertently change and escalate. Our WOSpecs need to keep abreast to changes and be open to continual learning and upgrading. This ensures the Army WOSpec, as part of the larger SAF WOSpec Corps, remains relevant and ready for a spectrum of operations from peace to war time.

As WOSpecs develop and deepen their specialisation in the various fields, there are two issues that need to be addressed. First, it is crucial that the SAF core values are ingrained in the WOSpec. Secondly, they must recognize that their roles and responsibilities serve the bigger purpose of duty to the nation. The Army Transformation acknowledges these key issues and develops the WOSpecs with these issues in mind. In addition, the inception of the Specialists and Warrant Officers Institute in 2004 is a significant milestone in WOSpec development, where the ROA courses catered to all WOSpecs can now be administered centrally for an effective and integrated SAF fighting force.

Equipped with a wide variety of managerial skill-sets that complement their core competencies, the Army WOSpec is now better poised to lead its men to face any present and future challenges on the ground.

The Army WOSpec Guidebook is thus a crystallisation of the core business of WOSpecs. It is also a trove of information aimed to sustain the WOSpecs’ effectiveness and efficiency. Set against the textured history of Non-Commissioned Officers in the SAF, this guidebook provides hardware in the form of course information, software in the explication of ideology and heartware in emphasising the importance of journaling; all of which are necessary to develop relevant, responsible and motivated WOSpecs. A testament to the Army WOSpec’s rich experiences and deep expertise, this guidebook should be treated as the definitive manual of all things that are related to the Army WOSpec.

MG Neo Kian HongChief of Army

The Army WOSpec Guidebook is thus a crystallisation of the core business of WOSpecs. It is also a trove of information aimed to sustain the WOSpecs’ effectiveness and efficiency. Set against the textured history of Non-Commissioned Officers in the SAF, this guidebook provides hardware in the form of course information, software in the explication of ideology and heartware in emphasising the importance of journaling; all of which are necessary to develop relevant, responsible and motivated WOSpecs. A testament to the Army WOSpec’s rich experiences and deep expertise, this guidebook should be treated as the definitive manual of all things that are related to the Army WOSpec.


MESSAGE FROM

The SAF Warrant Officer and Specialist (WOSpec) Corps has always, and will continue to play a vital role in the 3rd Generation SAF. As transformation proceeds, the SAF WOSpec Corps must maintain its relevancy and position at the cutting-edge of military skills and competencies. At the same time, our WOSpecs must display a strong sense of commitment, passion and dedication in partnership with the Officer Corps for successful mission accomplishment.

Clearly then, the Army WOSpec Guidebook is a vital tool for WOSpecs in the Corps’ pursuit of excellence. The guidebook has three main aims.

First, it aims to educate our WOSpecs in the noble profession of soldiering. Through this, WOSpecs will gain a deeper understanding of the various regulations and manuals that govern their actions on the ground. This then ensures an increased effectiveness in application of concepts and theory on the ground.

Second, it serves to engage WOSpecs holistically. By providing detailed information on courses and explanations of concepts such as leadership models, the book explicates the reasons why we do what we do.

It then comes as a natural extension that education and engagement will lead to the WOSpecs being energized towards their purpose in the SAF. The book opens with the rich history of WOSpecs in the SAF, and it is upon this solid foundation laid by history that the book attempts to spur the present WOSpecs to strengthen their drive and passion towards their profession.

This guidebook arrives at an appropriate temporal juncture, as the Army WOSpecs seek to take ownership in Force Preparation in partnering the Officer Corps effectively as a World Class Fighting Force. I am confident that this guidebook will be an authoritative voice in the Army’s journey to excellence.

SWO Francis Ng SAF Sergeant Major


NOTE FROM

Introduction Our Army has two Corps: the Officer Corps and the Warrant Officer and Specialist (WOSpec) Corps. For an effective partnership between the two Corps, it is essential that each Corps recognises their distinct roles and responsibilities, and continually develop their people to the maximum potential. This inherently benefits the SAF in its transformation efforts.

The Army WOSpec Guidebook is the standard that all Army WOSpecs must live by and up to. It must be utilized not only as a means in establishing relevancy and a high quality of soldiering, but also as an ends for every Army WOSpec to attain. With its variety of information, this guidebook is a veritable knowledge well that Army WOSpec must put to good use.

As all good books are, it must not only be read for the mere sake of reading. Readers must transcend the word and grasp the principles and ideas that have been explained in great detail in the book. This will enhance the Army WOSpec’s understanding of their roles and responsibilities, thereby expediting the processes of educating, engaging and energizing the Army WOSpecs. The power of this guidebook does not stop here; as an ends, its content must be appropriately applied.

In this guidebook, our history is traced and our achievements highlighted. It must be used sensibly to value-add to our WOSpec Corps, where we take pride in our history, take stock of our present, and aspire to scale greater heights in the future.

In conclusion, I wish to extend my personal appreciation to the Editorial Committee for their professionalism, determination and perseverance in the publication of this book.

Happy reading.

SWO Chung Jeffrey Sergeant Major of the Army

In this guidebook, our history is traced and our achievements highlighted. It must be used sensibly to value-add to our WOSpec Corps, where we take pride in our history, take stock of our present, and aspire to scale greater heights in the future.

In conclusion, I wish to extend my personal appreciation to the Editorial Committee for their professionalism, determination and perseverance in the publication of


It is of paramount importance for WOSpecs to understand that serving in the Army requires them to be fully informed of the organisation requirements, trends, as well as individual and unit’s Mission Essential Task List (METL). The demands on the 3rd Generation SAF will be greater than before. The 3rd Generation SAF will continue to acquire and deploy cutting-edge weaponry and information technology; the need to work as an integrated force and to network various systems and capabilities. This will allow rapid dissemination of information and better situational awareness, better command and control and the synchronisation of sensors and fires in the battle space.

How do our WOSpecs stay ahead, relevant and effective in the many different facets of information available?

WOSpecs become competent and confident WOSpecs by using their time productively to study, and learn about their profession and themselves. They need to read, understand and apply the various SAF and Army regulations, execute lesson plans, and develop manuals, journals and articles to effectively and efficiently perform their business.

This guidebook is developed for our WOSpecs. It sets the pace and foundation for the WOSpec Corps. It also aims to educate, engage, energise and emphasise on WOSpecs as a professional Corps.

facets of information available?

WOSpecs become competent and

their profession and themselves. They need to read, understand and apply the various SAF and Army regulations, execute lesson

their business.

This guidebook is developed for

foundation for the WOSpec Corps. It


Advisors : SWO FRANCIS NG (Infantry) SWO CHUNG JEFFREY (Engineers)

Chairmen : SWO LIM ENG TEONG (Guards) SWO K. V. THALAPATHI (Guards)

Dy Chairman : MWO TAMIZH KANNAN V.R. (Guards)(Managing Editor)

Secretary : MWO TEO SEE KEONG (Guards)

Members : SWO TAMALINGAM (Armour) SWO TANG PECK OON (Commando) MWO K.CHANDRAN (Guards) MWO CHRISTOPHER NOEL (Signals) MWO WAN ENG BEE (Infantry) MWO NG SIAK PING (Commando) MWO (NS) THOMAS LIM (Armour) MWO DEVENDRAN (Logistics) MWO LIM SIANG YAM (Armour) MWO CHONG YONG KWANG (Infantry) MWO CHUA SONG CHIANG (Infantry) MWO (NS) KALAISELVAN (Infantry) 1WO RAYMOND KEE (Signals) 1WO CHUA WAH YONG (Infantry) 1WO CHUA HOCK GUAN (Engineers) 1WO (NS) KALAISELVAN (Infantry) SSG KENNY CHONG (Signals)

In Consultation : National Service Affairs Department (NSAD) Specialists and Warrant Officers Institute (SWI) SAF Centre of Leadership Development (SAF CLD) Control of Personnel Centre (CPC) Centre for Heritage Services (CHS) Army Information Centre (AIC) Military Security Department (MSD) G1 – Army SAF Printing Centre (SAFPC)


A World Class Army – Ready, Relevant and Decisive in service to our nation.

As part of an Integrated SAF, we are capable of a full spectrum of operations.

As a Learning Army with Thinking Soldiers, we uphold the highest standards of professionalism and military values.

Our People are Our Edge, we engage them to develop their fullest potential.

As an Institution that the Nation is proud of, we forge the fighting spirit of our nation to define our future and determine our way of life.

VISION

Our Army is to deter aggression, and should deterrence fail, to secure a swift and decisive victory. Our Army is to be ready and capable of conducting a spectrum of operations to protect our interests and the well-being of our citizens.

MISSION

protect our interests and the well-being of our citizens.



To be dynamic WOSpec that is disciplined, professional and operationally ready in defending our interests and sovereignty. A subject matter expert embracing the SAF core values, harnessing technology and cultivating the passion for continual learning.

MISSION

VISIONTo be an

Exemplary and Dynamic Professional

in a Corps of Excellence.

Disciplined, professional and operationally ready.


I am a Specialist of the Singapore Armed Forces.

With pride I lead.

I excel in my field, ensure the discipline of my men and their mission readiness.

I will overcome adversity with my fighting spirit.

I will defend Singapore with my life.

I always strive to achieve the best with my men. Always ready, ready to strike!


I am a Warrant Officer of the Singapore Armed Forces.

I embody the SAF core values.

I will discharge my roles and responsibilities with passion, dedication and commitment.

I will be sterling in my performance, working in partnership with the Officer Corps

in achieving mission success.

I am a dynamic leader ready for challenges.

I will defend Singapore with my life.



THE NCO CORPSWhen Singapore gained independence on 9 August 1965, our national leaders realised that the next important task was to build a credible defence force that would enable us to stand on our own to defend the land we call home.

The Singapore Armed Forces (SAF) was formed with two Corps known as the Commissioned Officers and Non-Commissioned Officers (NCOs). In 1966, the Singapore Armed Forces Training Institute (SAFTI) was formed to serve as a military training institution to train Officers and NCOs. Back then, the rank structure of the NCOs was as such: Lance Corporal (LCP), Corporal (CPL), Sergeant (SGT), Staff

Sergeant (SSG), Warrant Officer 2 (WO2) and Warrant Officer 1 (WO1). Warrant Officer (WO) ranks were worn on the wrists and that of the NCOs were worn on the sleeves. In September 1983, WO ranks were moved from the wrists to the sleeves, taking alignment with that of the CPL, SGT and SSG.

On 1 June 1969, the gradual expansion of SAF led to the establishing of the School of Section Leaders (SSL) in SAFTI. SSL was mooted to train Section Leaders. It saw the passing out of two batches of Section Leaders. On 1 October 1970, it was renamed School of Infantry Section Leaders (SISL).

HISTORY OF THE WARRANT OFFICER AND SPECIALIST

CPL Gucharan Singh receiving an award for best trainee from then Minister for Interior and Defence,

Dr Goh Keng Swee

Nov 1967. After the passing of the National Service bill,

the first Section Leader Course was conducted. In April 1968, the passing

out event was graced by Mr Lim Kim San


In the 60’s and 70’s, regular NCOs were traditionally seen as stickler for regimentation and disciplinarians. Their primary roles were conducting parades, drills and performing administrative tasks.


In April 1976, direct commissioning was introduced for outstanding senior NCOs. WO1 Shamsudin bin Shadan, WO1 Hong Seng Mak and WO1 Tan Lip Chiang became the first senior NCOs to be commissioned as LTAs.

Legendary RSMs: Ong Hui Pheng, “Tiger” Hong Seng Mak and Shamshudin


In April 1975, the SAF Boys’ School was established to equip students who were less academically inclined with combat, technical or service skills. Later, they became the bulk of SAF’s Regular Infantry NCOs (RINCO). RINCO scheme was formalised in September 1978 with its training wing being set up in “Terror Camp”, Sembawang. It moved its activities to the old Signal Wing at Pasir Laba Camp in June 1980.

RINCO was a six-month intensive course that covered aspects of physical fitness, field exercises, navigation exercises, compass reading, raid missions, and escape and evasion skills. The course effectively tested the soldiers of their toughness and built their confidence.

RECOLLECTION OF RINCOSWO Lim Eng Teong used to be an instructor in the Regular Infantry NCO Course (RINCO). The RINCO course was conducted with the purpose of further improving the NCOs in skills of jungle warfare.

“During the time, I was only a staff sergeant. RINCO was a six-month course that covered aspects of physical fitness, field exercises, navigation, compass course, raid missions and escape and evasion training. The course tested the soldiers on their toughness and confidence. It was an interesting confidence building course that sort of exposed them to an adventure type of training.”their toughness and confidence. It was an interesting confidence building course that sort of exposed them to an adventure type of training.”

My men’s toughness, confidence and skills were put to the test.


On 1 May 1982, SISL was renamed Singapore Armed Forces Infantry NCOs School (SAFINCOS) with a new motto, “With Pride We Lead”. The name was deemed more appropriate as it was synonymous with the evolution of our NCOs. NCOs are trained to be the experts in combat skills, especially in weapon handling, combat battle drills and small-group

tactics. They were expected to be experts in management and leadership, moulding the younger national servicemen into effective and disciplined soldiers.

On 1 July 1983, the SAF introduced Senior Warrant Officer (SWO) as the pinnacle rank of the NCO Corps. Three outstanding SAF Warrant Officers Class One (WO1) were promoted to the newly created rank. They were WO1 Sng Cheng Chye , WO1 Ong Hui Pheng and WO1 Wee Cheng Leong (RSN). On 1 July 1987, WO1 Lai Mai Lan became the first SAF woman to be promoted to the rank of SWO.



On 16 August 1988, 20 Warrant Officers from the three Services graduated from the first RSM course. In 1990, Warrant Officers were appointed as Platoon Commanders and Company Second in Command in SAFINCOS.

WO1 Richard, Ee Yew Kheng became the first SAF Senior NCO to be selected to attend the prestigious United States Army Sergeants Major Academy (USASMA), Fort Bliss, Texas, in July 1989. Since then, our Army has been sending deserving Warrant Officers to the academy every year.

16th Aug 1988, First RSM Course


RESTRUCTURINGOn 1 July 1992, SAF restructured NCO Corps into Warrant Officers and Specialists (WOSpec) Corps. This move was announced by Dr Yeo Ning Hong, Minister for Defence, when he visited SAFINCOS on 13 February 1992. This move provided servicemen with better career prospects and a visible progression to higher ranks. All basic vocationalists from the rank of Recruit to Corporal will be called Enlisted Personnel for the Army, Ratings for the Navy, and Airmen for the Air Force. The Specialist ranks range from 3rd Sergeant (3SG), 2nd Sergeant (2SG), 1st Sergeant (1SG), Staff Sergeant (SSG) and Master Sergeant (MSG).

These soldiers were expected to be experts in their respective vocation, having graduated from the Section Leaders or equivalent courses. They were given more authority to make decisions and be accountable to the management. The Warrant Officer ranks were equated to Junior Commissioned Officers. The Warrant Officer (WO) ranks ranged from 2WO, 1WO, MWO and SWO. Two grades i.e. Grade 1 and 2 were introduced for 2WO, 1WO and MWO ranks. The Warrant Officer will attain his Grade 1 upon promotion into the rank and Grade 2 thereafter.

All WOSpecs donned their new ranks on 1 July 1992. Warrant Officers donned their ranks epaulettes similar to those on the Officers. Specialists donned bolder rank insignias on their sleeves. All Specialists and Enlisted Personnel would address both the Commissioned Officers and Warrant Officers as “Sir”. This is to recognise the Warrant Officers’ enhanced status. However, Warrant Officers would continue to salute Commissioned Officers and address them as “Sir” as a mark of respect for their commissioned status.

All Specialists are commonly addressed as “Sergeants” in order to distinguish them from the enlisted personnel. The reason for this change is to acknowledge that the Specialists formed the backbone of the Army. With more ranks, each promotion merits an increment. The new rank structure would give NCOs something to look forward to every three to four years, instead of the usual eight to ten years previously.

1st July 1992. Restructing of NCO Corps to the Warrant

Officers and Specialist Corps



In the same year, SAF Warrant Officer School (SAFWOS) was set up in Pasir Laba Camp to run the Army Warrant Officer Course (AWOC) and Joint Warrant Officer Course (JWOC). JWOC was to prepare potential Warrant Officers to assume heavier responsibilities.

As a result, Warrant Officers began assuming more of the role of a Platoon Commander, Company Second in Command and Officer Commanding appointments in training institutions across SAF.

SAFINCOS was subsequently renamed School of Infantry Specialists (SISPEC) on 1 July 1992.

“What the SAF expects from you is what you do best: to take our young soldiers by the hand and show them what the SAF is all about. This sounds so simple, but yet is the most difficult thing to do. It requires leadership, dedication and skill. It requires firmness and understanding. It requires you to draw on all the experience that you have accumulated over the years. Do your job well so that we can continue to build a SAF full of good, committed and well-trained soldiers. This will make the difference between life and death, victory and defeat for you and your men, the SAF and our country.”

RADM (NS) TEO CHEE HEAN2nd Minister for DefenceJuly 1992, when SAFINCOS was renamed SISPEC


On 1 February 1998, SWO Richard Ee became the first SAF RSM and on 1 July 2000, SWO Gungadaran became the first Army RSM.

SWO Richard Ee


THE NEW PARTNERSHIP The New Partnership was launched on 28 January 2000. The SAF Premium Plan aims to promote a head-start in life for Specialists and a satisfying career for Warrant Officers. MINDEF demonstrated clearly once again that they are committed to creating a first class career for our servicemen and women. The vision of a highly skilled Warrant Officer and Specialist as mentioned in the New Partnership Review is as follows:

“Warrant Officers and Specialists are the repository of experience in the skills of soldiering. They would have skill-based knowledge in specialised areas like operations and maintenance of weapon systems, combat drills, regimental procedures, training and administration. They would be the most experienced personnel and subject matter experts. They must be the people to whom the NSFs and NSmen would turn to solve the problems on the ground.”

RADM (NS) TEO CHEE HEAN2nd Minister for DefenceJanuary 2000 during Premium Plan Launch

SWO Gungadaran


Financial benefits under the Plan:

The financial benefits are offered in the following accounts which are designed to reward you and provide financial stability.

STAGE 1 STAGE 2

STARTSpecialisT Account to Reward Ten Years Engagement at completion of Stage 1

After 10 years of service, you”ll receive a lump sum of approximately $25,000 - $35,000 (10 x last drawn salary).

CARECareer And Retirement Endowment- When you proceed to Stage 2, you”ll

receive a lump sum of approximately $25,000 - $35,000 (10 x last drawn salary) deposited into an investment account.

- Plus an additional 5% of your salary every month into this account,

- By age 55, you”ll have about $350,000 in your retirement account.

CPF TOP-UPEmployee’s CPF Contribution: Your contribution rate is lower compared to the private sector. (You”ll enjoy more take home Pay).

Employer CPF Contributions: The Army’s contribution matches that of the private sector through the CPF Top-up account (which is invested for better returns).

Total CPF Contributions:The Army’s contribution is pegged to the private sector. (Your benefits are always equal or better than the private sector).

ENABLEEmployee’s Needs And Benefits for LifeExpenses.

Stage 1 : 6,000 points, after 4 years of service

Stage 2 : 4,000 points for every 5 years of service

This flexible benefits system awards credits points (1 point is equivalent to $1) that you can use to pay for:- Personal development/Education- Personal and dental insurance- Dental treatments - Vacations- Buying of leave- Housing down-payment/Renovations- Maternity-related expenses- Children’s education/Day-care servicesLaunched on 28 Jan 2000


A SPIRITUAL HOME FOR THE WOSpec CORPSOn 10 July 2004, the Minister for Defence, RADM (NS) TEO CHEE HEAN officiated the SISPEC Ground Breaking Ceremony at Pasir Laba Camp.

“The SAF has started on a journey of transformation. We are in the process of building the 3rd Generation SAF. The 1st Generation SAF was a rather basic military force which we built from scratch. Today, the 2nd Generation SAF has capabilities which make it a strong deterrence. The 3rd Generation SAF will be greatly enhanced by technology to be a leaner and even more potent force.

2nd Generation

1990s

Combined Arms

1st Generation

1960s

Building the Blocks

3rd Generation

Present Onwards

Full Spectrum Force



There are two key elements that we must develop in each and every one of our soldiers. No matter how much technology may change the way we do things and the way we fight, it is ultimately the soldier who makes the difference.

The first element is values and attitudes, courage, ingenuity and professionalism. That is what will determine victory or defeat for the SAF. The leadership, motivation and professionalism of our commanders at all levels will make the difference in battle. So SISPEC has a critical role, for it is here that the SAF’s first-line commanders are moulded and developed. Any successful fighting army depends on its first-line commanders to lead its men in battle, to motivate them, to rejuvenate their spirits and lead them onto final victory.

The second element is professional and technical competency. The high-tech nature of the 3rd Generation SAF will place greater demands on the professionalism and technical competency of the 3rd Generation Specialist. He will have to thoroughly understand and make optimal use of the variety of weapons and network systems in the 3rd Generation SAF.

Our soldiers must be able to exploit technology to give them a sharp edge over their adversaries. The 3rd Generation Specialist will

have to lead his soldiers in a demanding and complex battlefield. With better situational awareness and reach, the 3rd Generation Specialist will have to exercise his leadership and command over a wider expanse of the battlefield. He will also be expected to take on higher

levels of responsibility as he is given greater latitude and more training.”

RADM (NS) Teo Chee HeanMinister for Defence10 July 04, Groundbreaking Ceremony for SISPEC Development


10 Jul 2004, Minister for Defence, RADM (NS) Teo

Chee Hean, officiated at the groundbreaking ceremony for SISPEC at Pasir Laba Camp.


17 September 2004 marked a new era for the WOSpec Corps with the inauguration of the Specialists and Warrant Officers Institute (SWI). SWI is formed from the merger of SAFWOS and the School of Infantry Specialists (SISPEC), under the umbrella of 9th Singapore Infantry Division/HQ Infantry. Through the merger, syllabus and trainings for our WOSpecs were knitted more effectively. This would help the WOSpecs to learn and acquire the skills and knowledge required in a 3rd Generation fighting force.

“The SWI will be the place where we groom and develop Warrant Officers and Specialists. It will be the analogue to SAFTI Military Institute next door. This will promote a deeper sense of belonging and motivation for all our Warrant Officers and Specialists to bring out their best qualities”

RADM (NS) Teo Chee HeanMinister for Defence17 Sept 04, Inauguration of SWI

The inauguration of SWI symbolises the recognition and emphasis in promoting continual learning to our WOSpec Corps. Embodying the core values, culture, heritage and pride, SWI will strengthen the backbone of our Army with a “sense of belonging.”

17 Sep 04Inauguration of

the Specialists and Warrant Officers

Institute (SWI)


A review in addressing Warrant Officers was done in January 2006. All Sergeant Major appointment holders would be addressed as “Sergeant Major” and the general population of Warrant Officers would be addressed as “Encik” for the men and “Cik” for the women.

1 June 2006, 1WO Jennifer Tan became the first female to be appointed as a manoeuvre battalion RSM in 46 SAR.

A review in addressing Warrant Officers was done in January 2006. All Sergeant Major appointment holders would be addressed as “Sergeant Major” and the general population of Warrant Officers would be addressed as “Encik” for the men and “Cik” for the

1 June 2006, 1WO Jennifer Tan became the first female to be

WAY AHEADThe WOSpec Corps serves as the backbone of the SAF. WOSpecs need to be ever ready to adapt and meet new challenges as we surge towards the 3rd Generation SAF. The WOSpec’s vision, mission and creeds provide clear direction for the Corps as it rises to meet future challenges. There will be much demand and competencies required of the WOSpecs. The spirit of continual learning must be firmly etched into the hearts and minds of every WOSpec.



CHRONOLOGY OF

HISTORY

9 Aug 1965 Singapore Gain Independence.

1966 SAFTI formed.

1 Jun 1969 SSL formed.

1 Oct 1970 SSL Renamed to SISL.

Apr 1975 SAF Boys’ School established.

Apr 1976 Direct Commissioning Introduced.

Sept 1978 RINCO scheme formalised.

Jun 1980 RINCO moved to Pasir Laba Camp.

1 May 1982 SISL renamed to SAFINCOS.

1 July 1983 Senior Warrant Officer rank introduced.

1 July 1983 First SAF woman promoted to SWO.

16 Aug 1988 20 Warrant Officers graduated from first RSM Course.

Jul 1989 First SAF Senior NCO selected to attend USASMA.

1990 Warrant Officers appointed as PC and COY 2IC in SAFINCOS.

1 Jul 1992 NCO Corps restructed into WOSpec Corps.

1 Jul 1992 SAFINCOS renamed to SISPEC.

July 1992 Formation of SAFWOS.

1 Feb 1998 SWO Richard Ee became the first SAF RSM.

28 Jan 2000 SAF Premium Plan Launched.

1 Jul 2000 SWO Gungadaran became the first Army RSM.

10 Jul 2004 SISPEC moved to Pasir Laba Camp.

17 Sept 2004 Inauguration of SWI.

1 June 2006 1WO Jennifer Tan became the first femalemanoeuvre RSM in 46 SAR.

A review in addressing Warrant Officers was done in January 2006. All Sergeant Major appointment holders would be addressed as “Sergeant Major” and the general population of Warrant Officers would be addressed as “Encik” for the men and “Cik” for the women.

1 June 2006, 1WO Jennifer Tan became the first female to be appointed as a manoeuvre battalion RSM in 46 SAR.

WAY AHEADThe WOSpec Corps serves as the backbone of the SAF. WOSpecs need to be ever ready to adapt and meet new challenges as we surge towards the 3rd Generation SAF. The WOSpec’s vision, mission and creeds provide clear direction for the Corps as it rises to meet future challenges. There will be much demand and competencies required of the WOSpecs. The spirit of continual learning must be firmly etched into the hearts and minds of every WOSpec.



ROLES AND RESPONSIBILITIES

Backbone of the Army, WOSpecs are taught to train, lead, and take care of their soldiers. They direct soldiers, take actions required to accomplish the mission, and enforce good order and discipline. They also make sure that their subordinates and they are prepared to function as an effective unit. While commissioned Officers command, establish policies, and manage resources, WOSpecs conduct the Army’s daily business.

As leaders, WOSpecs must make sure that our soldiers clearly understand their responsibilities. While the Commanders set overall policies and standards, all the other leaders must provide guidance, resources, assistance and supervision necessary for soldiers to perform their duties. Mission accomplishment demands that Officers and WOSpecs work together to advise, assist and learn from each other. The mentioned responsibilities fall into two categories: command and individual.

Command Responsibility refers to collective or organisational accountability and includes how well the unit performs on their missions. For example, a Company Commander is responsible for all the tasks and missions assigned to the company and his superiors will hold him accountable for completing them. WOSpecs are not only responsible to fulfil their individual duties, they also have to make sure that their team and unit emerge successful in the missions assigned. The amount of responsibility delegated to the WOSpec depends on his mission, the position he holds and his own willingness to accept the responsibility.

Individual Responsibility requires a WOSpec to be accountable for his personal conduct and lead by example. As soldiers mirror the WOSpec’s conduct, they are equally accountable for their actions to their fellow soldiers, leaders, unit and the Army.

duties, they also have to make sure that their team and unit emerge successful in the missions assigned. The amount of responsibility delegated to the WOSpec depends on his mission, the position he holds and his own willingness to accept the responsibility.

requires a WOSpec to be accountable for his personal conduct and lead by example. As soldiers mirror


ROLES AND RESPONSIBILITIESROLES AND RESPONSIBILITIES

NA

NA

Role Model (Demonstrate SAF Core Values, Technical and TacticalCompetencies, Curiosity, Creativity, Courage and Continuity)

SME in own vocation (Technical and Tactical, Behavioural, Managerial, Instructional and Staff Competencies)

Sect Comd(3SG-2SG)

Pl Sgt(1SG-SSG)

CSM(MSG-2WO)

Bn RSM(1WO)

Bde SM(MWO)

Fmn/Div SM& above (SWO)

Operational Discipline

Force Preparation

Fitness Trainer NA

Trainer TrainerCoachTrainer Trainer

CoachTeach, Coach and Mentor

Administration

Custodian of Culture & Values

Enforce Standard (Safety, System, Practices and Leader Behaviour)

Situational Awareness (Operational – Full Spectrum. Administration- ACE, NE, L.I.V.E. etc)

Continuous LearningFormal (ROA Courses) and Informal (TNMS, COPs, Seminars, Interaction, Mess Life)

Self (Individual reflections, Group [Learning Pair] and Team AAR)

Catalyst for Positive Army Experience

Grooming WOSpecsNA

SME in Parade and Ceremonies

NA

NA


A WOSpec leads by example, trains and enforces standards, maintains discipline, takes care of soldiers, continues to improve, and learns and adapts to changing environment. His responsibilities are divided into 14 broad categories:

1. SME in Own Vocation A WOSpec must be a specialist in his own vocation. He provides combat power to help win battles. He must know his job well, be able to train his soldiers in individual fieldcraft, minor tactics, and weaponry and equipment training. He will gain technical proficiency through formal Army training programmes, self-study and on-the-job experience.

Tactical competence requires him to know war fighting doctrines so that he can understand his leader’s intent - to win battles by understanding the intent, mission, enemy, terrain, troops and time available. Technical and tactical proficiencies are attributes of an effective WOSpec.

2. Operational Discipline The ultimate outcome of military discipline must be the product of achieving combat effectiveness and the ensuring of mission accomplishment. WOSpecs manifest and enforce emphasis on punctuality, equipment and weapon maintenance, accuracy, realistic and tough training, smartness, safety and physical fitness.

Precision Fire See Further

Lean and Lethal

Nowhere to Hide

Unstoppable Force

Fully Mobile

Battlefield Networked



3. Force Preparation WOSpecs are the custodian in Force Preparation. They must be competent to ensure weapons, equipment, vehicles etc. are serviceable and are equipped to soldiers according to respective unit’s Mission Essential Task List (METL). They are also required to inspect and check their subordinates’ proficiency and competency prior to any mission or task. WOSpecs execute tasks in force preparation for any missions and deliver the desired outcome in partnership with the Officer Corps.

Conventional Defence

Homeland Security

Humanitarian Aid & Disaster Relief

Peacekeeping Operations


ROLES AND RESPONSIBILITIES4. Fitness Trainer Combat fitness is a cornerstone of every military organisation. All WOSpecs must be fit to fight, train soldiers and lead them in combat. He is required to conduct, supervise, monitor and provide corrective action on physical fitness training and development of our soldiers. An example is for all the soldiers to pass the Army’s IPPT and BMI standards. This will greatly enhance the “Lean and Fit” image of our WOSpecs and soldiers.

5. Enforce Standard WOSpecs will set, maintain and enforce high standards in training, operations, administration, safety, soldiers’ behaviour, systems and practices within established policies and regulations.

6. Trainer WOSpecs must be skilled trainers and leaders that demonstrate technical and tactical proficiency, show confidence in the tasks they undertake and have a sense of responsibility. They must possess good teaching methods, techniques and skills. They should also possess training skills such as grasping of subject matter, effective communication skills for formal and informal instructions, innovative, ability to motivate others, and awareness of soldiers’ abilities, personal and professional needs.

7. Administrator WOSpecs must be effective administrators in managing resources and running the daily business of our Army. They will ensure smooth and effective administration in training and peacetime operations, and provides the best form of welfare for our soldiers and organisation.


8. Custodian of Cultures and Values WOSpecs are responsible for directly communicating the Army’s culture and values to our soldiers, making sure that they understand them entirely. They will deal directly with the soldiers and should have immediate influence in moulding junior servicemen and women; teaching them the tradition, culture, practices and heritage of the Army.

9. Situational Awareness WOSpecs are required to have high situational awareness at all times. This will require them to read widely and keep abreast of the political and military situation in the potential area of operation. In short, the Army needs WOSpecs are also expected

to know higher HQ policies. Examples are the ACE Framework, L.I.V.E., National Education, etc. They must fully internalize them and communicate these policies to their subordinates.

10. Continuous Learning Due to the constantly changing demands, WOSpecs should possess a positive attitude towards continual learning. Knowing themselves allows them to take advantage of their strengths and work to overcome their weaknesses. They should be seeking means to self-improve and to continually develop their strengths. To be a competent leader, they must continue to learn new doctrines, equipment, technology and policies. Continuous learning will create the determination, will, confidence and desire needed to lead effectively.

Lethal and Precise

Urban Capable

Greater Survivability

Agile and Mobile


11. Catalyst of Positive Army ExperienceOur Army is constantly looking into ways to improve the quality of our soldiers’ experience and WOSpecs play a pivotal role in managing this aspect of the training. Strong leadership from WOSpecs must be shown and felt at all levels. As our soldiers pass through the National Service (NS) system, they will encounter numerous administrative and support touch-points. These touch-points, when implemented professionally and efficiently, will leave lasting and positive experiences on our soldiers.

12. Role Model Our soldiers will look upon WOSpecs as a role model. If a WOSpec expects courage, competence, candour, commitment and integrity from his soldiers, he must first demonstrate them himself. His soldiers will then mirror his behaviour. He must set high, but attainable goals and standards. WOSpec will always be at the forefront to instruct, guide and groom his soldiers. It is important for him to be exemplary at all times be it in behaviour or professional skills. He also needs to know his men well and be mindful of their welfare.

13. Grooming WOSpecs WOSpecs must guide and groom fellow WOSpecs. They must assume ownership in ROA development and career management

of the WOSpec Corps.

14. SME in Parade and Ceremonies WOSpecs must be

proficient in executing all regimentation matters,

including drills, uniforms and ceremonial procedures.


mindful of their welfare.

13. Grooming WOSpecs WOSpecs must guide and groom fellow WOSpecs. They must assume ownership in ROA development and career management

of the WOSpec Corps.

all regimentation matters, including drills, uniforms and

ceremonial procedures.



The increasingly dynamic and ever-changing environment creates much impetus to continuously re-examine the training and military education of SAF WOSpecs. As the nature of the operating environment changes, new demands will be made to our WOSpecs. This implies the need to ensure WOSpec training and education remains relevant.

In the new learning paradigm, learning can and must take place at anytime and anywhere, even beyond the official curriculum hours. The need to acquire skills quickly both on and off the actual job becomes crucial in maintaining its relevance. As learning has begun to transcend the geographical confines of classrooms and lecture halls, continuous learning and personal upgrading has become part and parcel in meeting the challenges of the next generation environment.

Residential ROA courses would continue to be central of WOSpec career advancement. A clear set of pre-requisites and the product specification at every different rank will be determined to guide and motivate WOSpecs to realise their fullest potential and stay relevant in the next generation environment. This realignment of pre-requisites is designed with the intention to raise the professionalism and image of next generation WOSpec.

GROOMING SYSTEMThe grooming system consists of two components: Route of Advancement and Training and Education roadmaps. This is designed to groom our future Warrant Officers (WO) to gain sufficient experience and knowledge to serve as subject matter experts/specialists, innovators and decision makers accountable to the management, and taking on bigger role in Warrant Officers leadership and managing WOSpecs.

The grooming system can also be broadly differentiated into two stages: the Specialist Stage and the Warrant Officer Stage.

Specialist StageSpecialist Stage focuses on operational appointments like Sect Commander, Platoon Sergeant and Company Sergeant Major equivalent, and taking on instructional and staff tours. Specialists will also attend Specific Progressive Development Courses according to their vocations. The end state is to equip them with the right level of professional knowledge, leadership skills and experience to prepare them to effectively hold the various appointments.


Warrant Officers StageThe second stage of the career emphasises on developing and realising the full potential of our Warrant Officers. Warrant Officers will develop their skills to apex level, such that they will become effective trainers, coaches, stewards, instructional designers, theory builders and teachers. They will serve in appointments like Battalion Regimental Sergeant Major, Brigade/Institute Sergeant Major, Senior Staff, Instructional Designer and pinnacle appointment based on their vocations.

General Military Education (GME)All WOs and Specialists will have five GME programmes at various stages of their careers. Conducted at Tri-Service levels, they are Specialists Enhancement Programme (SEP), Joint Warrant Officers’ Course (JWOC), Advance Leadership Programme (ALP) Senior Leadership Program (SLP) and SWO Enhancement Programme (SWO EP).

20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55

Ground Tour (Sect Comd/Instr/PL Sgt/Basic Staff)

CSM/Staff/Instr Bn RSM Senior Staff/Instr Bde RSM Apex Appt

Grounding Stage/Operational Role

Grooming Stage/Subject Matter Expert/Role Model

3SG 2SG 1SG SSG MSG

2WO

1WO

MWO

SWO

TRAINING & EDUCATION ROAD MAP

BASIC CSE

SEP AWOC/JWOC

ALP

SLP

CSM Cse or equiv

PL SGT or equiv

RSM Cse

CLASS

Centre for Management Development (CMD) Courses

19

App

tsA

geRa

nks

SWO EP


ICT NSF NSF 0 1 2 3 4 5 6 7 8 9 10 Year (1st year) (2nd year)

TOS NSF NS Age 19 20 21 22 23 24 25 26 27 28 29 30 31 Rank 3SG 2SG 2SG 1SG SSG MSG Appt Sect PI Training Comd Sgt CSM RSM Bn RSM (BSLC, (PS Cse Cse (2nd Bn) ISLC) CSM Cse) Bn Trg NA NA L H L L H H H H H H Cycle (ATEC II)

Centre for Management Development (CMD) CoursesCMD courses are developed in alignment with SAF Leadership Competency Model. The concept of CMD is that subscription to training courses will be driven by demand based on the Professional Development Roadmap of individuals that will be translated into to a Personalized Training Roadmap. This will ensure all Warrant Officers and Specialists will receive his/her training on-time and on-need throughout his/her career.

Educational UpgradingAs the Army becomes more advance and technology becomes more sophisticated, Warrant Officers and Specialists need to become highly skilled and nimble by continually upgrading themselves. Enhancing academic qualification of the Warrant Officers and Specialists will be key to a highly skilled workforce.

Every serviceman will have the opportunity for a mid-career education to carry them over the long career. Additionally, the CLASS awards provide study sponsorship for full and part-time studies. Candidates must meet the criteria which will include academic and military performance, entry requirement of the various educational institutions and demonstrated potential to be awarded the sponsorship.


In line with our commitment to recognise the contributions of NSmen in key appointments, the following privileges will be accorded to our Key Appointment Holders (KAH):

KAH (NS) AllowanceKAH (Key Appointment Holders) will receive NS allowance of $1,880 (with an annual increment from $95 up to a maximum of $2,545). Allowance will be paid on a yearly basis and KAH will receive first pro-rated payment in May.

Self-development and Management CoursesEvery work year, KAH will be entitled to enrol in two self-development and management courses organised by MINDEF Centre for Management Development.

Feel free to check the latest course details posted at http://mcmd.www.ns.sg. If KAH require assistance for NS Portal password, contact e-NSNSNS at 1800-3676767.

Invitation to Exclusive SAF FunctionsMINDEF and SAF organise functions occasionally whereby KAH presence will be greatly welcomed. These include functions such as SAF Day parades, NS Officers’ promotion ceremonies, etc.

Uniform for Special EventsAt those afore mentioned special functions, appropriate uniforms (SAF No. 1, SAF No. 2 and the SAF Service Dress) will be made available to KAH. They are entitled to the No.3 Dress.

GP Car During ICTKAH are a Major (or above) holding the appointment of CO or a 1WO holding the appointment of RSM, KAH may use a GP car for the duration of his ICT (this is subject to the availability of GP cars at KAH respective unit).


Recreational ToursSAF Personnel Services Centre (SAFPSC) organises tours during school holidays with concessionary rates for MINDEF/SAF personnel. These tours are also extended to KAH immediate family members. KAH may apply directly to SAFPSC or call us at 6373 1158 for information on tours.

Various SAF Clubs MembershipsMembership application forms to the various SAF related sports and recreation clubs: SAFRA Club House, National Service Resort & Country Club, SAF Yacht and Temasek Clubs are available. Newsletter and Defence News KAH will receive monthly newsletter, and a bi-monthly e-newsletter Defence News through e-mail. If KAH latest e-mail address has not been updated or captured on the MINDEF website, log on to http://www.ns.sg and update at the eSelf-Update portal. If KAH require assistance for NS Portal password, call e-NSNSNS at 1800-3676767.

SAF Holiday Chalets/BungalowsSAF Holiday Chalets/Bungalows in Singapore, West Malaysia, Indonesia and Western Australia are open to KAH. Bookings (available at SAFPSC) should be submitted to SAFPSC at least two months in advance. For more information on SAF Holiday Chalets/Bungalows, visit SAFPSC at http:/ /mindef.gov.sg/dmg/des/psc or contact SAFPSC at 6373 1158.

SAF Child Development Centre (CDC)SAF CDCs are open to children aged 2-6 years old. Every year, a total of 15 places are reserved for children of NS KAHs on a first-come, first-served basis. For further enquiry, contact the respective CDCs’ Principals at:

Depot CDC: 6373 1531/6373 1532

Gombak CDC: 6768 3259/6768 3163

Chevrons CDC: 6861 7371


In addition to childcare services for pre-schoolers, Depot CDC also offers before- and after-school care services for primary school children. Two places are reserved for children of NS KAHs. For further enquiry, contact the Depot CDC Principal.

Certificate Of Appreciation And Command PlaqueUpon completion of tour, KAH will be presented a specially designed and framed Certificate of Appreciation signed by the Chief of Army at the annual Appreciation Dinner for NS Key Appointment Holders, ROVERS and Volunteers. If KAH are holding a command appointment, KAH will receive a command plaque.

Responsibility (NS) Allowance Appointment holder are entitled to attend two competency development courses organised by Centre of Management Development (CMD) every work year between 1 April and 31 March of the next calendar year.

As a token of SAF’s recognition of the additional responsibilities and contributions that come with the new appointment, Responsibility (NS) Allowance will be paid from the date of appointment. The allowance will be paid in May every year.


The concept of a bigger role for Warrant Officers leading and managing their own Corps allows Warrant Officers to take ownership of the WOSpec Corps cultivating their subordinates with the correct attitude, professionalism and entrenching them firmly the SAF Core Values. The Support Channel adequately addresses the professional work relationship at the various levels of command. It also addresses the fundamental niche areas where the WOSpec Corps is expected to train and guide his men to achieve mission success in partnership with the Chain of Command.

WOSpec Support Channel is a useful learning and knowledge community, where the hierarchy allows knowledge to be organised and disseminated. This would build the WOSpec Corps to be a much stronger pillar of support for the Officer Corps.

Objectives Of WOSpec Support ChannelThe WOSpec Support Channel structure recognises the sacred principle of a single Chain of Command. The Support Channel structure crystallises in the area of accountability and ownership of the Corps. Besides spelling out the roles and responsibilities of WOSpecs, the Support Channel also establishes the relationship between WOSpecs and Officers at the various levels of command. WOSpec Support Channel must build soldiers up in the areas of mission capabilities in order to ensure mission accomplishment. Therefore the Chain of Command and the Support Channel must co-exist to ensure a professional partnership.

The Support Channel optimises the untapped resources of the WOSpec Corps for the betterment of the organisation. It also reinforces the necessity of the WOSpecs to support the WOSpec leaders, which is critical in allowing the enhancements to take shape, hence bringing the Corps to the next higher level of development.


CHIEF OF ARMY

FMN/DIV COMD

BDE COMD

BN COMD

OC

PC

SGT MAJOR OF THE ARMY

FMN/DIVSGT MAJ

BDE SGT MAJ

BN RSM

COMPANY SM

PLATOON SGT

SECTION COMD

Existing Chain of Command.

Each level of SM is answerable to next superior SM; parallel to Chain of Command.

Each SM responsible for grooming & training of subordinate SM (1 level down), on WOSpec role and responsibilities.


An important part of effective leadership is the ability of Officers, Warrant Officers and Specialists to work together with soldiers. To develop effective work relationships, they must know their respective roles and responsibilities. The Support Channel establishes the professional work relationship between WOSpecs vertically and with the Officers Corps both vertically and laterally. It is incumbent on the users of this channel to ensure that the Chain of Command is kept informed of actions implemented through the WOSpec Support Channel and to eliminate the possibility of operating the WOSpec Support Channel outside of command policy and directives. Emerging issues should be brought to the attention of the Chain of Command and resolved through coordinated effort.

The Chain of Command must reinforce this aspect for the WOSpec Support Channel to function in harmony with the Officers Corps.

RELATIONSHIPSome of the work relationships in a Battalion are as follows:

Platoon Commander And Platoon Sergeant (PC And PS)Platoon Commanders must realise that they can acquire a tremendous source of assistance through their learning from their Platoon Sergeant and Specialists. As a Platoon Sergeant, his task is to convey his knowledge and experience with tact and diplomacy so as not to be disrespectful to higher ranks. He should also understand that learning from all areas of work is a life long pursuit. And remember he is never so knowledgeable that he cannot learn something new from the Platoon Commander.

Officer In Command And Company Sergeant Major(OC And CSM)A company is the reflection of the OC and the CSM’s ability to lead and perform. It is thus vital that the OC and CSM work well together, and develop and agree on the company’s goals, standards and objectives as a priority of their cooperation for the benefit of the company. This partnership should be based on mutual trust and respect. They must take each others’ role into consideration and give honest responses. It is also essential for them to be open with each other as openness leads to proper sharing and supporting between the team.


Commanding Officer And Regimental Sergeant Major (CO And RSM)CO and RSM must be dynamic, broadly experienced and dedicated professionals. Their selflessness, personal integrity, moral values and courage must be unassailable. More importantly, they cannot work as individual or singly. They must be the ones incorporating the whole command level. The CO’s relationship with the RSM is vital and it must be based on mutual trust and respect.

It is their responsibility to make sure that everyone knows that the CO trusts the RSM, so that RSM will operate from a position of strength. To minimize potential conflicts, responsibilities must be clearly spelt out in order to establish focus and efficiency. It will also serve to provide accountability. A good command relationship is built upon honest communication and being able to disagree without disrespect.

As the senior WOSpec of the Battalion, the RSM commands special respect. All WOSpecs will look to the RSM as their role model and there is no substitute for the influence the RSM exerts.

CONCLUSIONIn the process of leading and training towards mission accomplishment, there have to be teamwork and togetherness among Officers, Warrant Officers and Specialists. This is a desirable outcome of close co-operation and should be a source of complementary strength rather than a cause of conflict.

Ultimately, the tripartite partnership can be a powerful force multiplier in the accomplishment of missions. It is thus important that the tripartite partnership among Officers, Warrant Officers and Specialists be built with the framework of a Shared Vision, Clear Roles, Clear Rules and Good Relationships.



A SHARED VISION

CLEAR ROLES

CLEAR RULES

GOOD RELATIONSHIPS

Shared Vision – PartnershipOnce a shared vision is established, the tripartite partnership will have a clearer picture of the team’s objectives and purpose. This will help them understand why certain results are desired and the need for them to effectively play their part. Consequently, they will become more committed and responsible towards the outcome of the team’s performance. A team’s success ultimately depends on how each member takes on the team’s shared vision as their own. It is through a shared vision that interdependence creates a strong bond in a team.

Clear Roles – Everybody Has a Part to Play There must be a clear understanding of their roles and areas of responsibilities in the tripartite partnership. This will help them to understand how each individual fits and integrates into the team.

The New Adventures of Army WOSpecsThe New Adventures of Army WOSpecsThe New Adventures of Army WOSpecsThe New Adventures of Army WOSpecs


Clear Rules – Standard Operating Procedure Every organisation must have well-defined rules and procedures governing work standards and methods. Some of these include decision-making, conduct of meetings, conflicts resolution, conducting meetings, standards of personal behaviour, etc. Once everyone has a crystal clear understanding of how things are suppose to work, problems can be resolved more effectively.

Good Relationships – Harmony Breeds Wealth A relationship cannot be solely based upon work alone. Certain qualities like openness, trust and respect are needed to maintain the bond. The tripartite partnership must work out the kind of relationship the group should maintain before committing to each other and to the group. In such an atmosphere, confidences can be shared, difficulties will be worked through together and members will learn to better cope with each other.


The bedrock of SAF leadership lies in a strong foundation of values and ethics. SAF Leaders possess a dynamic capacity for self-awareness, and self-management as they employ a range of leadership competencies and styles to influence and inspire people to accomplish the mission, while building long-term commitment and also improving the organisation.

As military leaders, SAF Leaders influence people with a good understanding of SAF’s mission and purpose, the SAF’s operating environment and the desired outcomes of the SAF. All SAF Leaders, NS or regular Officer, Warrant Officer or Specialist, are capable of influencing and motivating effectively at their respective organisational levels. They are well versed in the art of warfare as they are savvy in handling the complexities of the world outside of the SAF. They are sought after as part of the national talent pool.

A Leader in the SAF, A Leader Anywhere!

LEADERSHIPLEADERSHIP


Leadership is defined as a process of influencing people to accomplish the mission, inspiring their commitment, and improving the organisation.

• Accomplishment mission

• Inspire commitment• Improve the

organisation

The SAF Leadership Framework articulates that the bedrock of SAF leadership lies in a strong foundation of values and ethics. SAF Leaders possess a dynamic capacity for self-awareness, and self-management as

they employ a range of leadership competencies and styles to influence and inspire people to accomplish the mission, while building long-term commitment and also improving the organisation. As military leaders, SAF Leaders influence people with a good understanding of SAF’s mission and purpose, the SAF’s operating environment and the desired outcomes of the SAF.

OPERATING ENVIRONMENT

DESIRED OUTCOMES

(social, societal,cultural, temporal, technological,organisational)

(e.g. will to fight, engagement, organisational learning, etc.)

Styles

BehaviouralCompetencies

Values

Mission & Purpose

styles to influence and inspire people to accomplish the mission, while building long-term commitment and also improving the organisation. As military leaders, SAF Leaders influence people with a good understanding of SAF’s mission and purpose, the SAF’s operating environment and the desired outcomes of the SAF.

Self

PeopleInfluence to


This triangle provides a framework for specifying “what SAF Leaders need” for effective leadership. The hierarchy of “building blocks” says values must always form the basic foundation, upon which competencies and a full range of styles are best employed in leadership. The “Self” (consisting of self-awareness, self-management and personal mastery) is most difficult to attain,and includes a good understanding of one’s own values, competencies and styles. The hierarchy does not prescribe a sequence for development or imply that some “building blocks” are more important than others.

The circle emphasises that SAF Leaders must influence people with a good understanding of the SAF’s mission and purpose, the operating environment and desired outcomes. It is these three aspects of the “leadership context” that shape the specific contents of the framework, i.e. the specific styles, competencies and values desired in each Service or level of leadership in the SAF.

Together, the “building blocks” (triangle) and “leadership context” (circle) spell out the scope of concerns of LD system in the SAF. In other words, when we think of “leadership development in the SAF”, it includes education and training in the domain of values, competencies, styles and “self”. All this must be done in cognisance of the mission and purpose of the SAF, the SAF’s operating environment, and the desired outcomes.


The SAF LCM specifies the leadership behavioural competencies and skills for effective leadership. It consists of five competency domains, namely, “Conceptual Thinking”, “Social”, “Mission”, “Developmental” and “Self”. Of which, the first four are “core competencies” that directly affect leadership performance on the job, while the fifth competency domain is a “personal meta-competency” required for leader adaptability and growth.

The SAF LCM specifies the leadership behavioural competencies and skills for effective leadership. It consists of five competency domains, namely, “Conceptual Thinking”, “Social”, “Mission”, “Developmental” and “Self”. Of which, the first four are “core competencies” that directly affect leadership performance on the job, while the fifth competency domain is a “personal meta-competency” required

SAF LEADERSHIP COMPETENCIES AND SKILLS

Competencies

Skills

Core Competencies(For Leader Performance)

Conceptual Thinking Social SelfDevelopmentalMission

Creative Thinking

InterpersonalEffectiveness

SelfManagement

Developing Team

Decision Making

CriticalThinking

Communicate to Influence

Self AwarnessDeveloping PeoplePlanning

EthicalReasoning

Personal Mastery

Improving Organisation

Execution

Meta-competency (For Growth/Adaptability)


1. Shows sensitivity to the higher intent when analysing situations.

2. Evaluates options and identifies the best solution when faced with problems.

1. Understands rationale behind army regulations.2. Gathers inputs or information to identify the critical issue.3. Takes a logical approach to solving problems guided by

regulations and information gathered.4. Proposes alternative options or solutions.

ORG

AN

ISA

TIO

NA

LD

IREC

Tfor the 14 Skills for Army Warrant Officers and Specialistsfor the 14 Skills for Army

1. Visualises the future state of the organisation.2. Reviews and questions the current status and thinks outside

the box.3. Recognises and generates innovative solutions.

1. Thinks beyond emphasis on regulations and looks at different ways to achieve intent effectively.

2. Considers new and unconventional ways to avoid a recurrence of past mistakes.

3. Makes improvements to current processes. e.g. SOPs.4. Brainstorms for ideas to solve problems.5. Demonstrates an open mind to ideas and willingness to

incorporate new ideas.

ORG

AN

ISA

TIO

NA

LD

IREC

T

ARM

YA

RMY



1. Inculcates a strong sense of civic mindedness and public awareness among men.

2. Believes and lives principles through actions and decisions despite external pressure.

1. Respects authority and follows rules and procedures.2. Takes responsibility for own actions and does not make

excuses or blames others for mistakes.3. Practises impartiality and does not abuse power and

authority when dealing with men.4. Supports rather than criticises unpopular but necessary

decisions made by superiors in their absence.5. Upholds discipline directly and appropriately on the

spot.6. Takes a stand for what is morally and ethically right and

does not wilt under pressure from peers and superiors.7. Discharges duty passionately through actions and

decisions without fear or favour.8. Exercises moral courage by standing up for what you

believe is right.9. Demonstrates fairness and objectivity in addressing

issues.10. Does not intentionally act purely for personal gain and/

or to the detriment of others or the organisation.11. Demonstrates core values to subordinates and peers

through words and actions.12. Shapes command environment based on core values

through daily examples and training.

ORG

AN

ISA

TIO

NA

LD

IREC

T

for the 14 Skills for Army Warrant Officers and Specialistsfor the 14 Skills for Army

ARM

Y


1. Adopts a consultative approach, seeking inputs from others.2. Convinces sub-units by highlighting the higher HQ intent.3. Establishes feedback with superiors, peers and subordinates.

ORG

AN

ISA

TIO

NA

LD

IREC

T


ARM

YO

RGA

NIS

ATI

ON

AL

1. Adapts communication style to suit different audiences and situations.

2. Communicates clearly the rationale and importance of tasks, training and unpopular decisions.

3. Raises issues with superiors directly to prevent communication breakdown.

4. Checks back with audience to clarify doubts.5. Practices active listening to ensure clear understanding of

issues.6. Provides clear and timely information to relevant parties to

aid them in completion of their tasks.7. Influences others by articulating the impact of their

actions.



1. Liases and collaborates effectively with external agencies by understanding their perspectives and concerns.

2. Handles issues, feedback and objections tactfully and constructively.

3. Shares the learning points gained from the mistakes of others without embarrassing those who make mistakes.

4. Anticipates needs of men and takes steps to address them at an organisational level rather than taking action only when there are complaints.

ORG

AN

ISA

TIO

NA

LD

IREC

T


ARM

Y

1. Demonstrates genuine consideration for the needs and welfare of subordinates by looking into their well-being.

2. Refrains from reprimanding and challenging other commanders in front of their subordinates.

3. Makes self approachable to subordinates by being around and being patient, and attentive when they bring up issues.

4. Does not use vulgarity and insults when reprimanding subordinates.

5. Uses non-work related activities to build rapport and relationships with others.

6. Provides constructive criticism across all levels tactfully.


ARM

Y

1. Provides an overview of higher intent and planning guidance to sub-units to aid them in their action planning.

2. Addresses co-ordination issues between sub-units.3. Leverages on past experiences to problem solve when

planning.4. Identifies and briefs sub-units of possible problem areas.5. Anticipates potential issues/problems and thinks ahead of

what may happen.

DIR

ECT

1. Seeks to clarify and understand higher intent when given instructions.

2. Sets clear objectives and standards for tasks.3. Develops feasible and detailed action plans systematically

including timelines, sequence of events and division of labour.

4. Priortises tasks based on urgency and importance.5. Plans concurrent activities to minimise preparation time.6. Thinks through issues and implications of actions and

develops contingencies.7. Highlights possible issues and suggests suitable solutions.


ORG

AN

ISA

TIO

NA

L




ORG

AN

ISA

TIO

NA

LD

IREC

T

1. Conducts preparation for mission.2. Monitors and ensures timely execution of tasks and

achievement of standards.3. Reacts to changes to the plan to ensure mission success.4. Exercises initiative by taking appropriate action in the

absence of orders.5. Maintains command and control over men on the

ground.6. Mobilises resources effectively.

ORG

AN

ISA

TIO

NA

LD

IREC

TA

RMY

ARM

Y

1. Makes difficult decisions when required and stands by them despite pressure.

1. Makes prompt decisions at critical milestones to facilitate sub-units in carrying out their tasks.

1. Operates based on guidelines to achieve outcomes.2. Leverages on authority and influence to secure resources

to meet objectives.3. Resolves ambiguity over responsibility and expectations

among subordinates.

Fight with your head Lead with your heart Think on your feet


1. Sets high performance standards and stretches goals for subordinates.

2. Provides continual constructive feedback to address performance gaps of subordinates.

3. Encourages calculated risk taking and provides room for learning from mistakes.

4. Identifies talent and provides them with learning opportunities to develop them.

ORG

AN

ISA

TIO

NA

LD

IREC

T


ARM

Y1. Provides guidance to subordinates to ensure that they are adequately equipped to carry out their responsibilities.

2. Recognises strengths and weaknesses of subordinates and conducts activities to help subordinates improve.

3. Demonstrates trust in the capabilities of subordinates and provides adequate autonomy when delegating tasks.

4. Appreciates/recogniese efforts and accomplishments, and rewards accordingly.



1. Inspires commitment towards a common goal/objective by explaining why an activity is important.

2. Strives to build trusting relationships among team members.

3. Forms effective teams and fosters co-ordinated team effort across sub-units.

4. Resolves conflicts across teams effectively.

ORG

AN

ISA

TIO

NA

LD

IREC

T


ARM

Y

1. Establishes new roles, reponsibilities and relationships between team members.

2. Aligns team members to the team goals/objectives by involving team members in the development of team’s goals/objectives.

3. Encourages co-operation and cohesion among team members.

4. Inspires and motivates team members to meet challenges or when faced with setbacks.

5. Builds morale among team members by leading by example.

6. Recognises and resolves conflicts within the team.



1. Establishes the rationale/purpose for change and acts as a change agent to steer others to accept changes.

2. Manages challenges and adapts to changing circumstances.

3. Identifies and overcomes potential obstacles to change proactive.

ORG

AN

ISA

TIO

NA

LD

IREC

T

ARM

Y1. Adopts an open mindset to organisational changes.2. Demonstrates the will to change by accepting and

adapting to changes in the workplace including new ways of doing things.

3. Displays and maintains flexibility in dealing with unfamilar situations or ambiguity.

4. Encourages others to change by communicating the rationale and benefits of change.

1. Attunes to own emotions and impact on self and others.2. Recognises own conduct’s effect on others.3. Demonstrates a deep understanding of one’s own

strengths, limitations and underlying drives.4. Displays candour and assesses oneself accurately and

realistically.5. Demonstrates humility and is comfortable to talk openly

about strengths and limitations.6. Knows when to ask for support and guidance.

ALL

LEV

ELS

SAF



1. Keeps disruptive emotions and impulses under control.2. Demonstrates flexibility in adapting to ambigous or

changing situations.3. Adjusts thinking in the face of new data or realities.4. Generates a positive outlook and sees the upside in

situations when the odds are down.5. Remains calm and focused under stress.6. Develops a positive sense of one’s self worth and

capabilities.7. Demonstrates an openness to self disclosure and

accepts feedback constructively.8. Projects and maintains physical/mental alertness and

perseveres despite exhaustion, discomfort or monotony.9. Multi-tasks effectively when faced with competing

demands.10. Balances work and personal issues.

ALL

LEV

ELS


SAF

10. Balances work and personal issues.


ALL

LEV

ELS


SAF

1. Continually clarifies own beliefs and assumptions.2. Challenges and sees current reality (“here and now”)

clearly and accurately.3. Reflects and actively engages in personal visioning and

goal setting.4. Manages the resolution between the interplay of

personal visioning and current reality.5. Proactively solicits and values feedback.6. Seeks to constantly upgrade and improve oneself to

keep current.7. Pursues diverse knowledge beyond own specialist/

technical area.8. Creates or seizes learning opportunities to develop self

and takes accountability for own development.9. Demonstrates the drive and passion to strive for

excellence.10. Displays a sense of commitment to personal and

organisational growth.



LEVEL 1ARMY WOSpec COURSE MAP 3SG - MSGCritical Thinking Fundamentals of Problem SolvingCreative Thinking Creative Thinking Made Easy Mind-Mapping Made EasyEthical Reasoning Ethics at WorkCommunicate to Influence How to Handle Difficult People Essential Communication Skills Grammar for Better Communication Reports, Proposals & Minutes that Work Proficiency in Letters and Emails Speak with Confidence Understanding and Using Body Language Effectively Partnering Your Boss at WorkInterpersonal Effectiveness Effective Working Relationships Making EQ Work for You Fostering Effective Interpersonal Relationships: A TA ApproachPlanning Proiect Manaaement Appreciation Time Management Skills - Working and Managing YourselfDecision Making Decision Making Made EasyDeveloping People Essentials of Leadership Enhancing Performance through Effective Supervision Facilitation Skills for InstructorsDeveloping Team Be a Team Player Taking on a Challenging TeamImproving Organisation Making Change Work for You Process and System Improvement Awareness Course IS0 9001 : 2000 Singapore Quality Class (SQC) Awareness Course Singapore Quality Class (SQC) Manager CoursePersonal Mastery The 7 Habits of Highly Effective PeopleOther Relevant Courses For Win Over Dissatisfied Customers Military Personnel Superior Frontline Skills

LEADERSHIP BEHAVIOUR


LEVEL 2ARMY WOSpec COURSE MAP 2WO - 1WOCritical Thinking Problem Solving With A Critical Mind Problem Solving The Innovative WayCreative Thinking Edward de Bono’s Six Thinking Hats for Officers Mind-Mapping® for Managers Creativity - You can Unlock It!Ethical Reasoning Ethics for Military Commanders Managing Difficult People with EaseCommunicate to Influence Effective Communication Skills for Managers Grammar for Professional Communication Impactful Reports & Proposals Effective Negotiation Skills - Create a Win-Win Situation Presenting with Confidence & Ease Making Meetings Work for You Projecting a Professional Image Effective Voice and Presentation Skills Write with Customers in Mind Effective Persuasive Skills at WorkInterpersonal Effectiveness Treating others with Tact and Diplomacy EQ: The Manager’s Tool for Professional Excellence Interpersonal Skills at Work Conflict Resolution Networking for SuccessPlanning Project Planning and Control Planning and Managing Projects Time Management Skills - Working and Managing YourselfDecision Making Effective Decision Making How to Prioritise and Make Decision Under Pressure


Six Thinking

Hats

White HatInformation Available & Needed

Yellow HatBenefits and Feasibility

Red HatIntuition and Feelings

Green HatAlternatives and Creative Ideas

Blue HatManaging the Thinking Process

Black HatCaution, Difficulties and Problems


LEVEL 2ARMY WOSpec COURSE MAP 2WO - 1WOExecution The Art of Delegation Essentials of Crisis Management & Business Continuity Business Continuity Plan: Project Initiation and ManagementDeveloping People Writing KPIs Effectively Enhancing Performance through Effective Supervision Developing High Performance Leadership Effective Interview Techniques Leadership Styles that Yield Results Managing Performance for Better Results Coaching Your Frontline Staff for Quality Service * Facilitation Skills for Instructors The Allen Management Skills Programme: How to Succeed as a Middle-level Manager (NEW-Public Run) Engaging Staff through Effective FeedbackDeveloping Team Developing Effective Teams Leadership: The West Point Way Facilitation Skills for ManagersImproving Organisation Managing Change Effectively * Planning for Knowledge Management Implementation Process and System Improvement Awareness Course IS0 9001:2000 Process-based Internal Auditor Training Singapore Quality Class (SQC) Internal Assessor Course Singapore Quality Class (SQC) Manager Course Organisational Excellence Manager Course Singapore Quality Class (SQC) Awareness Course Organisational Excellence Awareness Seminar for ISO, PDS, SQC Certified OrganisationsPersonal Mastery The 7 Habits of Highly Effective People


KPIsIPPT ✔SOC ✔BMI ✔Shooting ✔AHM ✔USMS ✔UWMS ✔



LEVEL 3ARMY WOSpec COURSE MAP MWO - SWOCritical Thinking Critical Thinking: A New Paradigm for Peak Performance (Public Run)Creative Thinking Tony Buzan: Good Thinking and Mental Toughness (Public Run) Mind-Mapping® for Managers Edward de Bono’s Lateral Thinking Application for Senior ManagersCommunicate to Influence Positive Influencing Skills (Public Run) Influencing, Persuasion and Empowering Skills (Public Run) Dynamics of Writing Impactful Reports & Proposals Effective Negotiation Skills - Create a Win-Win Situation Think on Your Feet® Projecting a Professional Image * Effective Voice and Presentation Skills Effective Persuasive Skills at Work (NEW)Interpersonal Effectiveness Planning EQ: The Manager’s Tool for Professional Excellence Moving from an Operational Manager to a Strategic Thinker (Public Run)Decision Making Decision Dynamics (Public Run) Creative and Rational Decision Making (Public Run)Execution Business Continuity Startegy Development Crisis Leadership in Business Continuity Management


CRITICAL THINKING

SKILLS

Reasoning

Analyzing Evaluating

Decision Making Problem Solving

Reasoning

Evaluating

Problem Solving

Analyzing


LEVEL 3ARMY WOSE COURSE MAP MWO - SWODeveloping People Writing KPIs Effectively The Allen Management Leaders Programme: How to Succeed at Leading (Public Run) Solution-Focused Leadership CoachingDeveloping Team Developing Your True Leadership Potential (Public Run) Leadership for High Performance Teams Sponsoring a Cross-functional Team (NEW)Improving Organisation Leading Change in a Dynamic Organisation Planning for Knowledge Management Implementation Fundamentals of Benchmarking (Public Run) Fostering Systems Thinking and Personal Mastery in your Organisation Developing a Customer Focused Strategy for Excellent Service Embracing Change and Managing Organisational Transitions Process-based Internal Auditor Training Singapore Quality Class (SQC) Internal Assessor Course Singapore Quality Class (SQC) Manager Course Organisational Excellence Manager Course Singapore Quality Class (SQC) Awareness CourseSelf Management Organisational Excellence Awareness Seminar Managing Self, Managing Others (Public Run)


The New Adventures of Army WOSpecs 67The New Adventures of Army WOSpecsThe New Adventures of Army WOSpecsThe New Adventures of Army WOSpecsThe New Adventures of Army WOSpecs

Definition of Learning OrganisationA Learning Organisation is one where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free and where people are continually learning how to learn together.

- Peter Senge

Definition of Organisational LearningOrganisation Learning is the intentional use of learning processes at individual, group and system level to continuously transform the organisation in a direction that is increasingly satisfying to its stakeholders.

- N. Dixon

Why we should bother with organisational learning?Besides the mission, purpose and operating environment, leadership in the SAF is also unique because of the complex nature of the “desire outcomes” in the SAF’s mission, SAF leaders are required to lead in a manner that not only leverages on technology to get the job done, but also constantly builds and maintains their followers “will to fight”. It is vital that our leaders are able to engage their followers at work. Moreover, just like any organisation, the SAF leaders must lead people in a manner that ensures constant organisational learning. Hence, the kind of leadership required in the SAF is one that must balance a host of outcomes that matter – not only to the SAF – but also to the individuals who serve with them.

- SAF LD Doctrine Directive 02-2004


Note the limited scope forthe Quality of Work to

grow if the predominantpreoccupation is only on

Performance.This space defines the Quality of Work.

Performance

Experience Learning

The fundamental results of WORK - Performance, Experience, and Learning - are interdependent. If individuals aren”t learning, their performance will decline over time; if their predominant experience of work is boredom or stress, both learning and performance will suffer.

The Systems Thinker, Volume 8, Number 6, August 1997


Responsible leaders should ask themselves, “What good theories do we have that provide practical guidance for ensuring our organisation’s future success?” The more clearly you can articulate your organisation’s theories about what leads to success, the more deliberate you can be about investing in the elements that are critical to that success.

One such core theory would be based on the premise that as the quality of the relationships among people who work together increases (high team spirit, mutual respect, and trust), the quality of thinking improves (people consider more facets of an issue and share a greater number of different perspectives). When the level of thinking is heightened, the quatity of actions is likely to improve (better planning, greater coordination, and higher commitment). In turn the quaIity of results increases as well. Achieving high quality results as a team generally has a positive effect on the quality of relationshlips, thus creating a virtuous cycle of better and better results.

The most important point about this kind of systemic theory is that the success is not derived from any one of the individual variables that make up the loop, but rather from the loop itself. [This] ... forces us to pay attention to how all the variables are doing and how each is affecting the others in the loop.

Organising for Learning:Strategies for Knowledge Creation and Enduring Change


Quality of Relationship

(Communication)

Quality of Actions

(Planning)

Quality of Results(Vision)

Quality of CollectiveThinking

(Reflection)

S S

S S

REINFORCING ENGINE OFSUCCESS

As the quality of relationship rises, the quality of thinking improves, leading to an increase in the quality of actions and results. Achieving high-quality results has a positive effect on the quality of relationships, creating a reinforcing engine of success.

Source: Organising for Learning, Daniel H. Kim

SS

(Communication)(Communication)SS (Communication)(Communication) SS

SS



The stool is a metaphor for the core learning capabilities (aspiration, generative conversation and understanding complexity) that will help an organisation build the capacity to create the future or results it truly desires.

Source: The Art and Practice of the Learning Organisation

• Personal Mastery• Shared Vision

• Mental Models• Team Learning

• Systems Thinking• Personal Mastery • Mental Models • Systems Thinking

Capacity to Create Your Own Future

Organisational Learning Capabilities

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Quality of CollectiveThinking

(Reflection)


Each discipline provides a vital dimension in building learning organisations. Systems Thinking is represented in the center because it serves to integrate the disciplines, fusing them into a coherent body of theory and practice.

Personal Mastery

Shared VisionTeam Learning

Mental ModelsPersonal MasteryPersonal Mastery

Shared VisionShared VisionTeam LearningTeam Learning

Mental ModelsMental Models

Systems Thinking

The New Adventures of Army WOSpecs 73The New Adventures of Army WOSpecsThe New Adventures of Army WOSpecsThe New Adventures of Army WOSpecsThe New Adventures of Army WOSpecs 73

Learning to expand our personal capacity to formulate a coherent picture of the results we desire as individuals and having a realistic assessment of the current state.

“The essence of Personal Mastery is learning how to generate and sustain creative tension in our lives.”

Source: The Fifth Discipline, Peter M. Senge

Principles and Practices of Personal Mastery

Personal Vision

Holding Creative Tension

Commitment to the Truth

Using The Subconscious

Integrating Reason and Intuition

Seeing Our Connectedness to the World

Compassion

Commitment to the Whole



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The New Adventures of Army WOSpecs74Source: The Path of Least Resistence, Robert Fritz

Creating

Vision

Current Reality

Problem Solving

Generative Orientation

ReactiveOrientation

Focus ison what I want

Creative Tension

Emotional Tension

Focus ison what I don”t want

Structural Tension

Gap





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Principles of Building Shared Vision

Building a sense of commitment in a group by developing shared images of the future, we seek to create and the principles and guiding practices by which we hope to get there.


Anchoring Vision to Purpose and Values

Personal Vision

Spreading Vision – Enrolment – Commitment – Compliance


Other Choices

Tertiary Choice

Secondary Choice

Primary Choice

Fundamental Choice

– Which?

– How?

– What?

– Why?

Activities –

Tactics –

Strategy –

Vision –

Purpose –

Source: Foresight as the Central Ethnic of Leadership by Daniel Kim

Area of Focus Relevant Questions:Organisations tend to ask all these questions – Who, Why, What, How, Which at Activities Level, without first determining the fundamental choice.

Core Values – Who are we?Identity –

The New Adventures of Army WOSpecs 77The New Adventures of Army WOSpecsThe New Adventures of Army WOSpecsThe New Adventures of Army WOSpecsThe New Adventures of Army WOSpecs 77

Managing Mental Models

Skills of Reflection - Recognising Leaps of Abstraction - Recognising Left Hand column

Inquiry Skills - Balancing Inquiry & Advocacy

Mental Models are deeply ingrained assumptions, generalisations or even pictures or images that influence how we understand the world and take action.

The discipline of working with the mental models starts with learning to unearth our internal pictures of the world, to bring them to the surface so as to examine and change them if necessary.




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The Ladder of Inference provides a framework for exploring mental models. The reflexive loop illustrates how our mental models can influence the way we view reality. We make leaps up the Ladder of Inference from data to values and assumptions, and then operate based on those assumptions as if they are reality. It can also be called the paradigm - creating loop, because it is the process through which, over time, we develop a shared set of cultural assumptions and values about how we view reality.

Source: Organising for Learning, Daniel H. Kim

The reflexive loop (our beliefs affect what

data we select

next time)

MANAGING MENTAL MODELS

Skills of Reflection - Recognising

Leaps of Abstraction

- Recognising Left Hand column

Inquiry Skills - Balancing Inquiry

& Advocacy

Loop

s of

obs

trac

tion

Paradigm creating loop

I take actions based on my beliefs

Observable “data” and behaviour (as a videotape recorder

might capture it)

I adopts beliefs about the world

I draw conclusions

I made assumptions based on the

meaning I added

I add Meaning (cultural and

personal)

I select “data” I want


Discipline of Team Learning Dialogue and Discussion Dealing with: “Current Reality” Practice



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Team Learning is the process of learning how to learn together. It is also the process of aligning and developing the capability of a team. Central to Team Learning is use of reflection and inquiry skills and the practice of dialogue.


Loop

s of

obs

trac

tion

Paradigm creating loop

I take actions based on my beliefs

Observable “data” and behaviour (as a videotape recorder

might capture it)

I adopts beliefs about the world

I draw conclusions

I made assumptions based on the

meaning I added

I add Meaning (cultural and

personal)

I select “data” I want


To provide time & space for everyone within a group to have an opportunity to reflect out on a common subject.

To improve the quality of collective thinking by hearing and making more explicit the individual perspectives/assumptions within the group.

To prepare the way for more reflective, dialogic conversation.

CHECK-IN PROCESS Take one minute to “center” yourself Someone starts off by holding an object that physically symbolizes the

“right to speak”. The speaker takes some time to say whatever he or she wants, with

no constraints. While the speaker is talking, no one interrupts. When the speaker is done, he or she says, “I’m in”. The rest

acknowledge by saying, “You’re welcome.” The speaker passes the talking object to adjacent person. The process is repeated until everyone has had a chance to speak.

CHECK-OUT PROCESS Follow same process as check-in. Only difference is each person finished by saying “I’m out.”



Listen and learn with a spirit of inquiry. Suspend judgements and assumptions. Treat each other with respect. One conversation. Be present. Be here now.


Act Assess

Design

Observe

Perce

ive

Operationa

lise

ReflectConceptualise

“Concrete World”

“Conceptual World”


Balancing Inquiry and Advocacy

INSIGHTS

INQUISITION

AdvocacyInquiry

Curiosity Clarity

Criticism Competition

Depth of Listening


Goals What would you like to talk about? Achieve? Resolve? Solve?

What would you like to accomplish in the time we have available?

Reality What is happening now? What have you tried so far?

Options If you had unlimited resources, what might you do?

What’s Next Of these options, what are your most powerful next steps?

Source: Partnership Coaching, Rebecca Bradley

Goals

Options

What’s Next

Assess Current Reality Reality

Set Goal

Determine Next Steps

Brainstorm




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Systems Thinking is the discipline concerned with shifting minds from seeing parts to seeing wholes. It is a framework for seeing inter-relationships rather than things, for seeing patterns of change rather than static “snapshots”.

Sources: The Fifth Discipline, Peter M. Senge



In the most basic sense, a system is a group of interacting, interrelated, or interdependent parts that form a complex and unifield whole that has a specific purpose.

CHARACTERISTICS OF SYSTEMS Systems have purpose. All parts must be present for a system to carry out its purpose

optimally. The order in which the parts are arranged affects the perfomance of

a system. Systems attempt to maintain a certain “balance” (in pursuit of its

purpose) through feedback.

Source: Introduction to System Thinking, Daniel H. Kim

The New Adventures of Army WOSpecs86 The New Adventures of Army WOSpecs 87


Most people find themselves stuck in the reactive (events) and adaptive (patterns) action modes. Although these action modes have their usefulness, they do not have lasting effect and greater leverage to influence one’s future. Managers need to learn to operate at higher levels of perspective (systemic structures, mental modes and vision) and develop their capacities to be more creative, reflective, and generative.

Source: Introduction to Systems Thinking, Daniel H. Kim

Vision

ƒMental Models

ƒSystemic Structures

ƒPatterns

ƒEvents

Generative

Reflective

Creative

Adaptive

Reactive

LEVE

RAG

E IN

CRE

ASE

S

Levels of Understanding

Action Mode

Time Orientation

PresentSource: Organising for Learning by Daniel Kim

The New Adventures of Army WOSpecs86 The New Adventures of Army WOSpecs 87


A journal is a personal record used to keep track of experience whether that experience becomes the basis of a public history or science, or is a record of self, for the self-only. The term journal had its origin in the French word jour, or day. A journal is a record, a daily record if one adheres carefully to the defined meaning. Like trying to do any chore once a week when it should be done daily, one cannot enter into a journal for a whole week by opening the journal for a whole week by opening the journal just once. (You don’t eat one big meal each week or try to read a week’s worth of newspapers in one sitting-instead you engage in those activities daily.) The point is that you should make entries in your journal daily.

Writing journals, diaries, or daybooks is a method of keeping track of what happened during your day, from mere facts (like what the thermometer at the airport read at noon) to details of personal psychological growth you perceived as a result of some encounter. Facts, events, and moments of insight are equally valid subjects of journal entries.

To get the most from textbooks and the course it accompanies, you need to actually apply the concepts it describes. Journaling is a basic tool to accomplish this goal.


Endless drama in a group clouds consciousness. Too much noise overwhelms the senses. Continual input obscures genuine insight. Do not substitute sensationalism for learning.

Allow regular time for silent reflection. Turn inward and digest what has happened. Let the senses rest and grow still.

Teach people to let go of their superficial mental chatter and obsessions. Teach people to pay attention to the whole body’s reaction to a situation.

When group members have time to reflect, they can see more clearly what is essential in themselves and others.

As a result of your journaling efforts,:

Reflect upon processes and strategies to support your learning and development.

Reflect upon processes and strategies to support and effect organisational change.


AARs

* Reflect on “PAST” lessons learnt* Determine Mission & Learning

”OBJECTIVES”(Operational Military Knowledge,

Leadership Behaviour, Values)

* Planning & Preparation

Reflection

Conduct Supplementary Training

Before Activity Review (BAR)“Learning from EXPERIENCES“

During Activity “Learning IN

PRINCIPLES: Moving forward by looking back Begins with an end in mind Multi-level Learning Resource and support learning Capitalise on memory and recency effect

SAF Knowledge Management System

Operational Military Knowledge

& Leadership Development

* Individual Level

* Team level

* Commander Level

+

* Team Level

* Team Level

Reference: LD Doctrine Directive 6/2007 dated 20 November 07


* ”INDIVIDUAL” & “TEAM” levels (Operational Military Knowledge, Leadership Behaviours, Values)

* ”ORGANISATIONAL” level (SOPs, Doctrine, Leadership Stories & Case Studies)

Review Practices

Post Activity Review (PAR) “CONSOLIDATE Learning”

e.g. SOPs, Doctrines, Leadership stories, Case Studies.

SelectTransferSystems

Translating Lessons

Learnt into Heuristics

/ Coaching

Redesign Training

(Self-Reflection)(Facilitation)(Coaching)

(Conceptualise)(Application)

Review (DAR) / ON ACTIONS“

During Activity “Learning IN

PRINCIPLES: Moving forward by looking back Begins with an end in mind Multi-level Learning Resource and support learning Capitalise on memory and recency effect


1. This list is to be used in conjunction with those from units and courses. Some of the items may overlap with the Vocation-level and Work Performance Reading Lists. This list is not exhaustive. Please refer to 9th Division/Infantry website to view the detail publications and resources.

SELF-READ (27)

READ

COURSES (21)

MUST

Infantry/Guards Bn Manual Vol 1 (95)

Rifle Platoon and Sect Manual Vol 1 (05)

Rifle Platoon and Sect Manual Vol 2 (05)

Aggressor Regiment & Abv (03)

Aggressor Supplement 04 Aggressor Manual (BN and

below) (99) SO & P Manual (01) Rifle Company (prov) (07) Military Symbols (99) JSP 10 (94) CSS Precis (2nd Edition) Artilley Precis (Prov) 06 Engr Precis Armour Precis (01) Signal Handbook (05) Infantry/Guards Bn Manual

Vol 2 (01) SAF Planning Norms (01) TSR Infantry Platoon Manual

Provisional (07) Infantry Battalion SOP (01) Battalion RSM Handbook

(05)

Manuals The Army Manual The Soldier Manual The Army Safety System Manual The Army CSS Manual Foundation of 3rd Gen Army (UC) LOAC Handbook 04 Bn UO Manual 1,2,3 [Bn Doct,

Manual (Bn), LL from past Ops] ASO Manual (02) PT Manual (96) Military Law (87) SAF Core Values SAF Leadership Competency

Development Handbook, 2005 SAF Leadership Framework (04) Our Army Customs and

Traditions (06)

Political/Social Kwa Chong Guan (ed),

Defending Singapore (1819 - 1965 ), POINTER Supplement

Tan, Andrew, Southeast Asia, Treats in the Security Enviroment

Huxley Tim, Defending the Lion City: The Armed Forces of Singapore

Founding Fathers, Great Singapore Stories


SELF-READ (27)

MUST READ

Military Jon E Lewis (ed), The Mammoth

Book of True War Stories United Nations Peacekeeping:

A Decade of SAF Participation. POINTER Supplement, July 1999

POINTER Monograph No 1, Creating the Capacity to Change: Defence Entrepreneurship for the 21st Century

POINTER Monograph No 4, Spirit and System: Leadership Development for a Third Generation SAF

James D. Pendry, The Three Meter Zone

Three Block War Article (Refer to SWI website)

The Strategic Corporal Article (Refer to SWI website)

Management/Leadership Peter M. Senge, The Fifth

Discipline Fieldbook Stephen & Covey, The 8th Habit,

from Effectiveness to Greatness


GOOD-TO READ (17)

Manuals How to Conduct Training

(05) Guide to Sleep

Management (06) ECA Development Doctrine Leading Our Soldiers Well Rationalising and

Optimising the Will to Fight in SAF

SAF Instructors’ Handbook The Full Range Leadership

Model and its Application to the SAF

Political/Social Lee Kuan Yew, The

Singapore Story: Memoirs of Lee Kuan Yew Vol I & II

Dalgit Singh, Singapore: An illustrated History, 1941 - 1984

Andrew Tan, Malaysia - Singapore Relations - Troubled Past and Uncertain Future?

Military Stephen Ambrose, Band of

Brothers Lo Kuan-Chung, Romance

of the Three Kingdoms (trans by C.H.Brewitt-Tylor; also Moss Roberts )

Management/Leadership SAF Leadership

Competency Model (04) Dandridge Malone,

Small Unit Leadership: A Commonsense Approach

Avigdor Kahalani, The heights of Courage

Edward de Bono, Lateral Thinking

Harvard Business Review on What Makes a Leader



The images used in this Guidebook are taken from: SAF Pioneer Magazine Army News Army Recruitment Centre Building Our 3rd Generation Army SISPEC Commemorative 2000 Learning Army Journal

(SAF Centre of Leadership Development)


Designed by: Pure Design Pte Ltd

Printed by: Hobee Print Pte Ltd

The WOSpec Guidebook is a testament to the Army WOSpec’s proud history, rich tradition, deep expertise and leadership

qualities. It is a must read, must reflect and must act for the WOSpecs

and if I may add the Officers too. Congratulations... another piece of great work by the WOSpec Corps.

- COL Nelson Yau, Hd NSADI applaud the efforts of the Army

WOSpec Corps in putting together this guidebook. Its rich and well researched

content will guide and uplift the professionalism of our WOSpec Corps in the continual journey towards learning

and excellence. It is informative and also usefu;l for our Officers to be better acquainted with the partnership with our

Warrant Officers and Specialists.

- COL Tan Chong Lee, ACGS (Pers)The SAF Warrant Officer and Specialist Corps and the SAF Officer Corps form

the 2 immutable halves of the SAF leadership. The strength of the SAF

lies ultimately in the strength, creativity and determination of this leadership

partnership provided by the Officer and WOSpec Corps. Upon this partnership, I have confidence that the SAF will grow

from strength to strength.

- BG Chan Chun Sing, COMD 9 DIV/CIO

This book marks the transition of WOSpec Corps from old-school to contemporary

generation. Conveying important messages in a more leisure channel and it entices younger generation WOSpecs to read

more and learn more.

- 1SG Tan Chai Choon (Regular)

Another Army Culture and Experience (ACE) Initiative

The book is very interesting as it enable us to learn about the

history of WOSpecs, their role and importance to the SAF.

- 3SG Nick Kim (NSF)

Colourful pictures that captivates the attention of the reader. A

complete guide to being a WOSpec. All specialists should read it.

- 3SG Jasmond Tan (NSF)

Every so often there comes a book that make you sit up and think about your place in the Army as a WOSpec. This isn’t one of them but it will keep

you motivated. It’s simply magnificient!

- 3SG Mahmud (NSF)

An engaging, well-presented book written concisely for the WOSpecs.

It is a useful reference for all WOSpecs to refresh their knowledge

and skills and rediscover their profession to stay relevant.

- 2SG Mickey Lau (NS)

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The New Adventures of Army wospecs

Leadership & Management