I.

(1)

As a Second Lieutenant, I could display my commitment to the Army by:

(2)

J.

To me, the most important ideal value of the military is

which I can uphold by

SECTION IV (omitted)

Lieutenant Marten has recently been assigned as a platoon leader of a truck platoon in "A" Company, 1st S&T Battalion.

During his in-briefings with Captain Samps, the Company Commander, one of the points mentioned was the Commanding General's policy on fraternization, which stated that no commissioned officers should fraternize in any way with female enlisted soldiers. A policy letter had been disseminated and provided to Lieutenant Marten to read.

Captain Sampson emphasized his support for this policy to Lieutenant Marten, and mentioned that he had caught one of his previous lieutenants ] ng with a female enlisted soldier and had recommended him for an Article 15, which the lie.enant had received from the Commanding General.

The following week, Lieutenant Marten was at the Officers' Club late one night with a fellow lieutenant; the two decided to go downtown for something to eat. Lieutenant Marten and his friend stopped at a fast food restaurant. As they eating, Lieutenant Marten noticed a car that looked very similar to his company commander's Co parked across the street at a motel. He continued eating and talking with his friend. Sudde, he noticed his company commander come out of the motel room with a woman. He recognized the woman to be Specialist Five Allison from the battalion head quarters section.

The following day, as Lieutenant Mar n sat in is office trying to decide what he should do about the incident, he thought to himself hat the company commander was very competent at his job, had treated Lieutenant Marten very well, and seemed to be happily married (with several children).

About this time, Sergeant Jones, Lieutenant Marten's platoon sergeant, walked in and said he needed to talk with Lieutenant Marten. He had also seen the company commander coming out of the motel room with the woman the previous evening. He was very upset about the incident, particularly since he had thought that the lieutenant who had received the Article 15 for the same infraction was very competent and had every intention of marrying the enlisted woman. He asked Lieutenant Marten what he intended to do about this incident.

B.

Does anybody have a responsibility to act in this situation? If yes, who? What responsibility does he have?

C. Does it change LT Marten's responsibility to act knowing that personal conduct is an explicit written standard? What if the standard were not written, or if no one had ever said anything about it?

If you were LT Marten, how does CPT Sampson's behavior affect your respect for him? Would you still consider him a good leader? Would you trust him in combat?

D.

E. How would you feel if you had witnessed the battalion commander engaging in such conduct? A general officer?

SECTION VI (Omitted)

Lieutenant John James has been on active duty for one year and has been assigned to the 1st Battalion, 28th Artillery at Fort Sill, OK.

He has been the Battalion Adjutant for the past year and as such, has developed close working relationship with LTC Smart, the Battalion Commander.

Through this daily contact, LT James developed a great deal of admiration for LTC Smart, both on a personal and on a professional basis. Additionally, LT James has learned from other officers on post that LTC Smart is highly regarded by his peers and senior officers for his honesty and his professional competence. They all indicate that he is sure to be selected on the next Army War College list and that he will probably be promoted to the rank of Colonel.

During this assignment, LT James has been working on a master's degree in management through an extension course provided at Fort Sill by the University of Oklahoma. One of his requirements for degree completion is to submit a thesis on some aspect of management.

One Friday afternoon the battalion had a beer call at the Officers' Club. During the beer call, LT James was discussing his work for his degree with LTC Smart. LT James related to his commander that he was having trouble visualizing a format for his paper although he had decided to do research in the area of motivation theory. LTC Smart told LT James that he had a copy of the thesis he wrote while earning a master's degree when he was a student at the Command and General Staff College at Fort Leavenworth. His thesis was on Motivation in an All Volunteer Army and dealt with motivation theory, organizational theory, and incentives. If LT James wanted to, he could use it as a guide for format and organization. LT James accepted the offer and picked up the thesis the following Monday.

During the next several weeks, LT James spent most of his off-duty time at the various libraries at Fort Sill and at the University of Oklahoma doing extensive research of the literature for his thesis. During this research, he discovered a report prepared several years earlier by a large research firm with a title similar to the title of his battalion commander's thesis. As he read through the firm's paper, it became evident that major sections of his commander's thesis were duplicates of the firm's earlier report. Further careful comparisons between the two papers yielded the fact that, except for an opening summary paragraph and several transition paragraphs, the papers were exact copies of one another. At no point in LTC Smart's paper is this report cited or in anyway referenced. It is now clear to LT James that this is a case of plagarism by LTC Smart.

B.

related?

C.

Does it make a difference in terms of what you should do that the act is not directly job

How much weight does LTC Smart's reputation have in determining what you should do?

E. Can you see any good reasons why LTC Smart may have done what he did? Might there be extenuating circumstances?

SECTION VIII (omitted)

SECTION IX
(To be completed in class)

12. SPECIAL SITUATION:

Arriving at his first unit of assignment, 2LT Vargo was surprised and pleased to be assigned as the company executive officer. In that position he could observe all activities of the company and could acquire the skills and knowledge required to become a company commander. He was also pleased that he would be the company training officer, a position he felt uniquely qualified to fulfill because of his academic specialization in education while in college.

Upon entering the battalion, LTC Swift, the Battalion Commander, indicated 2LT Vargo was being assigned to an especially good unit with fine NCOs and an especially fine commander, Captain Jessop. LTC Swift explained his emphasis on giving the Noncommissioned Officers the responsibility and authority to perform the jobs which were rightfully theirs. He also discussed officer professionalism, emphasizing loyalty and integrity, and stated he would in no way tolerate unethical behavior.

2LT Vargo's first week in the company was quiet as the company was in the field. He spent his time in the administrative area reading unit Standard Operation Procedures and other plans and documents. He learned from Staff Sergeant Dixon, the training NCO, that most of the soldiers would be taking the hands-on or practical component of their annual Skill Qualified Test (SQT) at the end of the month and only had 3 weeks to prepare for the test; unless they made good use of the training time they would score poorly and this, in turn, would impact adversely on their promotion potential. SSG Dixon and 2LT Vargo then developed the required weekly training schedules for the next three weeks. The first week's activities included one-half day every day devoted to cleaning up equipment used in the field and the other half devoted to SQT training conducted by squad leaders. On the second and third weeks, all duty time was devoted to SQT training and was to be conducted by 2LT Vargo. When Captain Jessop returned from the field on Friday, he signed the training schedules. They were then distributed to the Battalion and Brigade Headquarters and posted in the company area.

On Monday of the following week, Captain Jessop turned the company over to the Noncommissioned Officers and announced a Saturday inspection. He then spent his week in his office except for the two afternoons playing golf, once with his platoon leaders and once with the Battalion Commander. The men spent the week working on the equipment and neglected the training. 2LT Vargo's attempts to have the First Sergeant do something about the training fell on deaf ears.

On Friday afternoon 2LT Vargo took the report required by Battalion to show deviations from the scheduled weekly training to the Company Commander for his signature. Captain Jessop was enraged, saying, "We always follow our training schedule. Make the report to reflect no change from the scheduled training, sign it, and get it to the Battalion ASAP." 2LT Vargo complied.

Saturday morning's inspection was ill-received by Captain Jessop who, after inspection of the third armored personnel carrier (APC), told the First Sergeant the unit was not ready for inspection and he should get the company squared away for a reinspection the next Saturday.

The second week, which should have been devoted exclusively to SQT training, was devoted to spit and polish preparation for Saturday's reinspection. Golf and other activities filled Captain Jessop's week. When 2LT Vargo asked about SQT training, Captain Jessop told him not to worry about the SQT training. He stated the company was ready for the SQT testing. Furthermore, Master Sergeant Massingale, the Noncommissioned Officer in charge of the Brigade team that would conduct the SQT testing, was an old friend of his who would "take care" of their men.

Saturday's

On Friday afternoon 2LT Vargo again reported the unit followed its training schedule. reinspection was passed with flying colors as was the inspection of individual clothing and equipment conducted the following Tuesday.

On Wednesday of the third week, with 3 days of training left before the testing, 2LT Vargo was able to begin his training program. On that same afternoon, LTC Swift, the Battalion Commander, visited the company. Upon his departure he expressed great satisfaction with the training and the appearance of the men and equipment. Asked by the Battalion Commander to assess the men's preparation for SQT testing, Captain Jessop indicated they were super ready. 2LT Vargo winced when he heard this because he knew the opposite to be true. SQT training was conducted on Thursday and Friday with only limited improvement noted. Captain Jessop again told 2LT Vargo to report a full week of training.

On Friday afternoon's Happy Hour at the Officer's Club, LTC Swift approached 2LT Vargo and congratulated him on the fine training program he had conducted. LTC Swift indicated Captain Jessop had told him that 2LT Vargo was solely responsible for working long hours of training into a tight training schedule. As Captain Jessop stepped up to the two, LTC Swift asked 2LT Vargo how the men would do on the test on Monday. Over the Colonel's shoulder Captain Jessop gave him a scowl indicating, "Watch yourself young lieutenant."

C. What evidence of conflicting institutional pressures are present? How should conflicting institutional pressures be resolved?

D. What actions can 2LT Vargo take to preclude the recurrence of this situation?

E.

What, if any, examples of unethical behavior are present in this case?

F.

Tradition states that an officer's word (or signature) is his bond. Is it? Should it be? What actions can or should be taken to reinforce this tradition?

SECTION X (omitted)