Climate Change, the Military, and Behavioral Change

I agree with Elise Gilchrist of the Yale Program on Climate Change Communication when she boldly said that:

The same is being echoed by Cara Pikem, Bob Doppelt and Meredith Herr, author of “Climate Communications and Behavior Change” A Guide for Practitioners”. These authors said that cognitive and behavior change challenge is at the heart of global warming.

This is based on their observations that addressing global warming necessitates a shift in the thinking and behavior among people and organizations (even at the household levels) to motivate them to engage in climate preparedness actions or activities that reduce the carbon emissions. Furthermore, they believe that addressing global warming calls for changes in beliefs, assumptions and thinking not only about the environment but also about economy and overall well-being.[i]

Global warming and climate change (the two are different), are still relatively unpopular discourses in the military including the Philippine Army. Its understanding of the impact of climate change is often associated with the role it performs in Humanitarian Assistance and Disaster Response (HADR). It has yet to determine the impact and implications of climate change on the organization, as well the security risks associate with the phenomenon. It is still wanting of empirical studies on the effects of climate change on its military bases/ camps despite the perennial devastation its suffers due to climate change-induced disasters. Moreover, it has yet to develop a clear-cut strategy and policy on how to manage such security risks, including managing its own “negative” contribution to conditions that damage the environment and trigger changes in the climate.

While there have been a number of climate change studies undertaken, the results and recommendations [of the said studies] have yet to see light.  These studies and initiatives however, only focused on broad strategies to contribute to environmental protection and conservation such as what has been mentioned by Gilchrist. In particular, the human behavior aspect of the issue is often put on the sidelines to highlight policy and infrastructural solutions to the problem. 

Pikem, et.al, had proposed a plan to address the need for a behavioral change mechanism to address the behavioral aspect of climate change which can be used by the author to complement the RANAS Framework (Risks, Attitudes, Norms, Abilities, Self-Regulation). It contains tools and recommendations that can be applied to manage the impact of climate change on the Philippine Army by influencing the behavior of its stakeholders. 

1.     Creating the tension required to motivate people to address global warming- General concern about global warming in the Philippine Army is not enough and there is a need to highlight its impact on doctrine, organization, training, leadership, equipment, facilities and personnel, as well as on policy.

2.     Building Efficacy for Addressing Global Warming- This entails connecting global warming to other priority issues in the organization especially in military reservations such as the influx of illegal settlers, solid waste management, and poor infrastructures. It will take a closer look at the cause and effects of climate change other than the usual notion, and focus on tangible solutions to manage its impacts. Moreover, it will also give the stakeholders a clear role in the overall strategy.

3.     Building the benefits of addressing global warming- This might require making people directly experience or observe the positive benefits of mitigating or adapting to climate change. It will also require making stakeholders understand the consequences of their actions to the environment. For example, what are the consequences if energy in the camp is not managed properly? What happens of forests are denuded rapidly?

Managing the security risks posed by climate change on the military could be a costly undertaking initially. The organization must invest a significant portion of its resources to tackle various aspects of the organization (DOTMLPF) affected and highly vulnerable to climate change effects in the future. Human resources- the foremost resource available to the Army, will be the focal point of all efforts to manage the impact of climate change on the organization. Aside from the manpower needed to pursue these efforts, the utmost support and cooperation of all personnel particularly at Fort Magsaysay is paramount. Furthermore, aside from technical knowhow, climate change planning and advocacy requires immense level of passion and commitment hence the need for careful selection of champions and focal persons. Sustainable financing is also critical to ensure the continuity of programs, activities and projects. Logistical and/or materiel resources as well as facilities are necessary to ensure sustainability of climate change management initiatives.

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[i] https://climateaccess.org/system/files/Climate%20Communications%20and%20Behavior%20Change.pdf

Social Marketing Research and the Military

In 1951, Dr. G.D. Wiebe, a research psychologist asked: “Why can’t you sell brotherhood and rational thinking like you can sell soap?”. This seemingly innocent yet provocative question triggered controversy in the commercial marketing world. Marketing professionals claimed that a concept such a “brotherhood” cannot be marketed unlike a tangible product. Yet world renowned marketing gurus Koetler, Levy, Zaltman and others thought otherwise and must have in stead said: “Why not?”. The controversial idea hence gave birth to what is now known as Social Marketing- a hybrid of social science and commercial marketing.[i]

Koetler and Zalman coined the term Social Marketing in 1971 which refers to marketing practices in pursuit of social rather than monetary gains. It applies marketing principles and techniques to influence the target audience to voluntarily accept, reject, modify, or abandon a behavior for the benefit of individuals, groups, organizations, or society as a whole.[ii] It aims to bring about positive change in the target audience by applying relevant marketing tools such as market research, segmentation and differentiation, Marketing Mix (Product, Price, Place, Promotion (4P’s), etc., to solve various issues such as health and sanitation, environment, peace and security, gender equality, among others. The marketing tools applied by social marketers are not that different from the ones used by their counterparts in the commercial sector: both are aimed at bringing about behavioral change in the target audience.

It is quite understandable for readers to easily confuse themselves on the difference between social and commercial marketing precisely because of the word MARKETING. Marketing, as defined by the American Marketing Association (AMA), refers to activities, set of institutions and processes for creating, communicating, delivering and exchanging offerings that have value for customers, clients, partners and society at large. However, people often relate it with “flowery” words to promote a particular product among consumers. This is why marketing is often shunned by many because of the “subtle” deception that comes with it. On the other hand, social marketing can be easily misconstrued these days as marketing using the social media (Facebook, Twitter, Instagram, Youtube, etc.) as platform. I initially thought that social marketing solely refers to selling products through the internet. Social marketing nowadays has been increasingly reliant on social media platforms to promote various advocacies. Many volunteer organizations, NGOs, civil society and people’s organizations have found remarkable success in their respective endeavors by capitalizing on the power of this innovation.

The contrasts between social and commercial marketing can be summed up according to its output, outcome and impact to consumers/customers or target audience. Commercial marketers peg the success of their marketing campaign on tangible outputs like volume of sales, brand popularity, market share, product reach and other measurable parameters. On the other hand, social marketers are concerned with how the outcome of their programs will improve individual lives and uplift societal conditions. The goal of social marketers can be said to be more noble in nature than that of their friends from the commercial side.

Depending on whom you are talking to, social and commercial marketing can be both easy and difficult but many practitioners point to the former as the more difficult field than the latter. After all, selling a desired behavior- an intangible product is not as easy as selling something that can be seen and felt.  Social marketing is about delivering social gain. It focuses on reaching the target audience, influencing their behaviors and satisfying the needs of the society as a whole- the social good. On the other hand, commercial marketing is about earning profit- the financial good, by satisfying individual customers through physical products or services. However, there is no doubt that both disciplines are customer-focused and needs all available and relevant marketing tools to attain their objectives. Likewise, the results in both fields are monitored, measured and evaluated to serve as basis for future performance improvements.

Social Marketing, being a controversial idea initially struggled to make it big in Western countries like the US and the UK. In fact, the idea was first widely used far from where it was conceived- in India, where it was adopted to implement a family planning program. However, once it was able to break free, its potential began to be discovered by many. Sally Dibb in her article “Up, up and away: Social Marketing Breaks Free”, said that social marketing ideas can be applied to a vast array of problems, to various groups of people and at different levels and scopes. It could be applied to individuals, groups, communities, villages, and even at the national and global arena. Social marketing is most visible in campaigns to promote gender and development, smoke-free public places, drug and alcohol-free communities, breastfeeding, women empowerment and many others. It can be utilized to influence policy-makers to legislate laws that promote overall social welfare and well-being, or influence people’s behavior on contemporary social issues like open defecation, garbage disposal, responsible voting, sexual health, etc.

Social Marketing is practiced mostly by government units and agencies to effect the desired change in behavior among their constituents. Sectoral, non-profit and development organizations have also adopted this field to create positive social change. Local Government Units for example may use social marketing to change the perception of its residents on reproductive health. The Yellow Boat of Hope Foundation (YBH), an NGO on the other hand, conducts advocacy campaigns to influence people’s attitude towards education.

Meanwhile, Social Marketing Research (SMR) refers to the study or investigation of the behavior, needs, attitudes, opinions, motivations or other characteristics of individuals, a particular sector of a community, or of an entire population to identify pertinent issues and concerns that could influence or support the decision-making process of service providers. Essentially, SMR gives credence to the decisions and actions made by these entities by making available relevant empirical data. Like other research fields, it usually begins by identifying the goals and objectives of the study. The researcher/s (either an individual or a research group) must have a good grasp of the client’ mission, vision and core values. They must be cognizant of the overall intent of their client to guide them throughout the process. They must be able to establish the goals and objectives of the study to ensure that they are on the right track; and identify the specific information needed to achieve the desired objectives. SMR likewise includes designing the overall research methodology including its framework, data collection process, and data analysis, and must be able to recognize its limitations, and its implications to the organization. Furthermore, it must have a means to effectively communicate its findings.[iii]

On Behavioral Change

According to the International Evaluation Group (IEG), behavior refers to the outward manifestation of an individual’s response- an action or change in action, to a situation. Quoting Kahneman, IEG said that response emanates from an individual’s automatic or deliberate decision-making process. On the other hand, behavior change, also called desired outcomes, are observable changes such as maintenance, improvement/enhancement, and increase or decrease in specific behaviors targeted or supported by behavior change activities. In the context of international development, these outcomes are individual’s behavioral responses to specific interventions such as the provision of information and incentives or other behavioral design elements. These interventions are referred to as behavior change activities and focus on affecting or shaping individual decisions and decision-making process.

What is the relevance of behavioral change in development management? Again, IEG said that to effectively deliver sustained services, service providers must overcome not only constraints in hard resources but also limitations in psychological resources. The latter refers to people’s mental capabilities that allow them to reach their full potential considering the different political, economic, social, cultural and other factors in the external environment. These factors shape people’s behavior- they often determine how people would behave under certain circumstances. For example, in the Philippines, people from the countryside are more concerned about their public behavior such as the public display of affection, compared to those who live in the metropolis like Makati. On the other hand, those who grew up in urban areas are more conscious about how they look, or how they dress up as compared to those who hail from the provinces. The perception of social acceptance varies from place to place, from ethnic group to ethnic group, and from community to community. Some tribes value honor and pride than others. While some put more premium on their live stocks and lands than the education of their children. This kind of diversity makes the delivery of social services such as WASH (water, health, sanitation and hygiene) more complicated and challenging than it seems.

A development manager must understand that development interventions cannot be implemented at random without understanding the community and the individuals that make it. People behave or react differently when subjected to or provided with programs or interventions. For example, encouraging people to avoid open defecation by building toilets for them could be positive for some, but can be misconstrued by others as interfering with their way of living. Sometimes, tailor-fitting or customizing programs to suit the needs of the people or certain sectors of the community brings out better results. As such, development managers must strive to understand the dynamics in the target community as part of their planning process. A thorough stakeholder analysis must be complemented by an equally comprehensive needs analysis and assessment to correctly determine what is or are needed by whom, and why.

Social Marketing Research and Behavioral Change in the Military

Social Marketing and Behavior Change are both familiar disciplines in the Philippine defense and military sectors especially the Philippine Army (PA) although there might be some variations in its practice and application. The Civil- Military Operations (CMO) which is comprised of Information Support Affairs, Civil Affairs and Public Affairs, is the closest field there is when we talk about social marketing and behavior change. CMO are planned activities undertaken independently or in coordination with civilian entities to support the accomplishment of the PA mission. Its primary goal is to gain popular support and weaken the enemy’s will to fight. CMO is a vital component of PA’ operations along with Combat Operations and Intelligence. It is characterized by activities that influence the beliefs, emotions, behaviors, attitudes, and opinions of intended audiences to facilitate military operations. It establishes and maintains good relations between and among military forces and establishments, government and non-government civil authorities, and the populace or stakeholders. The Civil Affairs pillar in particular, are operations planned, supported and executed to promote public trust through cooperation, collaboration and conduct of sociological and developmental activities in order to gain popular support. It consists of activities designed to win the hearts and minds of the people; gain their willing cooperation, support and confidence; and induce their active participation in the attainment of national objectives and goals.

The Armed Force of the Philippines (AFP) Internal Peace and Security Operations Plan relies heavily on the correct employment of CMO to facilitate the participation of all stakeholders in the quest for long-lasting peace and sustainable development in what is called the ‘whole-of-nation” approach. It is hinged on the Filipino tradition of “Bayanihan” or helping each other. To encourage the active support and involvement of all stakeholders, the AFP and the entire government must be able to understand the behaviors, attitudes, perceptions and beliefs of all sectors of the Philippine society towards peace and development, and all underlying issues that prevent the country from attaining it. Due to the country’s diversity, a “one-size-fits-all” solution doesn’t simply work to hammer out peace and usher in development. A comprehensive study- a social marketing research is needed to understand the people’s goals and aspirations vis-à-vis their apprehensions concerning peace, security and development. Many programs and interventions in the past fizzled out because they failed to factor in the different socio-political and socio-economic impacts on the target beneficiaries and communities. Most of these interventions were directed only at symptoms and not the root causes of the problems. They targeted only what was visible and failed to unearth the essential ones. They addressed only the observable manifestations of behavior and overlooked what is underneath. As a result, the problem continues to follow a vicious cycle. The government and the military ought to learn how to address issue using behavioral change lens- in a more dynamic, inclusive, consistent and sustainable manner.

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[i] http://samucommunications.com/why-cant-you-sell-brotherhood-and-rational-thinking-like-you-can-sell-soap/

[ii] The Future of Social Marketing by Olivier Serrat. https://www.adb.org/sites/default/files/publication/27593/future-social-marketing.pdf

[iii] https://www.amsrs.com.au/about/definition-of-market-and-social-research

Climate Change and the Philippine Army (Part 2)

In 2013, a US Department of Defense (DoD) concluded that “the effects of climate change will adversely impact military readiness and natural and built infrastructure unless these risks are considered in decisions”. It said that planning, design, and operations of military facilities must consider future climate conditions. It should also be factored in making strategic infrastructure decisions across military services. The country’s vulnerability to the effects of climate change, and the geographical disposition and location of PA’s vital installations highlights the need for similar studies to be conducted, and for immediate actions to be undertaken. However, the PA has yet to consciously develop sustainable and environment- friendly installations and facilities, and build and operate camps that has a sustainable waste management system, efficient and effective energy management system and a system to manage its vital resources like water and forest reserves.

Climate change poses serious security risks to critical military installation of the PA. It threatens the mission, resources and capabilities of the installation as well as the operations, readiness, and strategies of its tenant units. The mandates, tasks and functions of the forces that the installation hosts, especially the combat and combat support or sustainment units are vulnerable to its effects.

Climate change has significantly altered the way military operations and warfighting as a whole is being conducted, hence, the need for an immediate review, revalidation or revision of doctrines to fully- integrate the role of military installations in operations. The increasing frequency of climate change-induced disasters requires PA’s more vigorous participation in Humanitarian Assistance and Disaster Response (HADR) Operations thus underscoring the need to have a thorough look into its doctrine on the proper employment, deployment, safety and security of its assets for HADR. Climate change affects the quality of trainings received by individual soldiers and units, as well as the actual operations of tenant units which subsequently affects overall mission accomplishment. It also highlights the need for more effective supply management system to manage the risk of spoilage, loss, destruction, damage and wear and tear of equipment, as well as the associated increase in the Life Cycle Cost of equipment. Climate change-induced disasters compromise the security of strategic assets inside installations which has long-lasting impacts on the organization’s strategy and national security. Cost and availability hinders the immediate re-acquisition and rebuilding of these assets. The PA will have to invest huge resources on robust equipment that can withstand adverse weather conditions, as well as for the construction of climate-resilient infrastructures and facilities including storage and/or warehousing facilities.

Climate change compels the PA leadership to implement measures to secure its assets such as personnel, equipment and facilities against disasters, and prods them to develop and implement effective ways to preserve and protect the environment. It affects the decision-making ability and morale of combat leaders especially those who are exposed to adverse weather conditions. However, its effects are more significantly felt by soldiers whose health, morale and welfare put on the line every time extreme weather events occur.

Installations are heavily dependent on civilian utilities and infrastructures which puts them in jeopardy whenever extreme weather events occur. When resources such as water and energy are compromised, other installation assets are affected as much. Prolonged dry spells induce water scarcity which causes the deterioration of living conditions, and creates stress and tension among personnel. Power outages demoralize households and compromises daily operational activities.

Nonetheless, the environmental awareness and consciousness of the military has also increased due to the increase in climate change awareness. Military activities particularly training and operations disturb and damage the natural ecosystem. Ammunition and explosives residue contaminate soil and water bodies. Noise generated during training triggers stress in humans and animals alike. Massive use of heavy equipment and vehicles causes soil erosion and enormous carbon emission to the environment. Solid wastes and chemical residues produced or emitted during these activities pollute the environment.

The PA remains, and will continue to be vulnerable to the different security risks posed by the effects of climate change. Hence, it needs to immediately assess the impact of climate change, and manage the security risks it poses to the organization. Current efforts and interventions, and environmental protection and preservation initiatives such tree-planting/growing, clean and green, implementation of “Carless Day”, closing down and banning open pit dumping and burning, installation of solar lamps, and implementation of Solid Waste Management System and establishment of Materials Recovery Facility (MRF) must be enhanced and sustained.

The PA may look at the feasibility of implementing a Net Zero Program to manage its utilization of water and energy, as well as the disposal of its wastes. Perennial water shortage prompts the organization to develop alternative sources of water and innovative water-generating technologies for its installations. Water conservation measures and efficient water use must be implemented in all tenant units and households. Water re-use and recycling in offices and households shall be promoted. The organization must also study, design, develop and implement rainwater harvesting system, and plan for a suitable wastewater treatment facility inside its bases. It needs to conduct relevant studies and develop strategic approaches to manage its energy usage in all military installations, and implement viable energy conservation measures such as replacing old lighting fixtures with modern, energy efficient ones. Old “electricity-hungry” equipment must be replaced gradually, while installation of solar lamps and other proven energy saving systems inside camps must be pursued. The feasibility of establishing a solar energy plants inside military reservation areas must be considered.

Absolute ban on non-environment compliant public transport system inside camps such as jeepneys and tricycles must be implemented. To reduce carbon emission, old military vehicles must be gradually phased out, while use of electricity-powered vehicles inside camps should be promoted. Efficient transport system to minimize trip generation should be designed and implemented. Anti-smoke belching campaign must be seriously implemented, while non-motorized transportation such as cycling and walking should be encouraged and incentivized. The installation’s power infrastructure designs should be improved by using climate change resilient materials. Transmission lines may be reinforced, re-directed or redesigned to reduce energy loss and decrease chances of being damaged during disasters. Moreover, the PA shall develop and implement formal asset management approaches that incorporate effects of climate change and other environmental factors.

The implementation of the Solid Waste Management System must be sustained in collaboration with the local government unit. Special hospital MRFs must be put up and secured to avoid hospital wastes and other hazardous materials from leaking into the open environment. Appropriate Memorandum of Agreement (MOA) with suppliers for the collection and disposal of hospital wastes and other heavy pollutants shall be pursued to compel suppliers and contractors to be responsible for collection and/or recovery of waste materials and residues of the products that they sell to the PA.

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[i] With excerpts from the author’s MRR: A Strategy to Manage the Climate Security Risks of Fort Magsaysay Military Reservation

Climate Change and the Philippine Army

LET’S FACE IT! Climate Change is real, and it is here to stay unless we stop it. It is irreversible, and it is yet to show any signs of slowing down. Its effects have claimed lives by the thousands and damaged properties by the billions. It is bound to affect all of mankind regardless of where we live or what we do. It is real, and it is scarier than we think.

Climate Change: What do we know?
Climate change refers to significant changes in global temperature, precipitation, wind patterns and other measures of climate that occur over several decades or longer. The Philippine Atmospheric, Geophysical, Astronomical Services Administration (PAGASA) says that climate change is one of the most fundamental challenges ever to confront humanity. According to Conservation International, the 2016 Carbon Dioxide concentration in our atmosphere was 400 parts per million- the highest ever recorded in millions of years. It was also the warmest year with surface temperature of 0.99 degrees Celsius- higher than mid- 20th century averages. Global temperature has risen, NASA claims. The oceans are warming, the ice sheets of Greenland and Antarctic are shrinking, and the sea level has risen about 8 inches in the last century. If this trend continues, which part of the earth will remain?

At present, about 800 million people or 11% of the world’s population are living in areas vulnerable to climate change impacts such as droughts, floods and extreme weather events and sea level rise. German Watch’s Global Climate Risk Index 2015 identified the Philippines as the country most affected by climate change impact in 2013. It was hit by five of the ten deadliest typhoons in the last ten years. The 2013 Super Typhoon “Yolanda”, the strongest ever recorded typhoon in the history of mankind, killed about 6,300 Filipinos and displaced over 4 million others in only a few hours.

Poverty, Climate Change and SecurityAccording to the study “Poverty and Climate Change Reducing the Vulnerability of the Poor Through Adaptation”, poor communities are the most vulnerable to the impacts of climate change. It affects access to drinking water, health, and food security in many countries including those in Asia. Disasters drive people to hunger, health problems and poverty due to loss of or lack of jobs and livelihoods. Poverty and illness are often cited as among the root causes of insurgency. People tend to pin the blame on the government for failing to do something about their situation. This is the reason why communities heavily affected by insurgency are those in disaster-prone areas. Disasters give rise to civil unrest and armed conflict which the military will have to address. This drives the military’s need to invest on capabilities that both address internal security operations, and Humanitarian Assistance and Disaster Response (HADR). This is a major tradeoff for an organization that is perennially constrained in terms of resources. While it needs to develop strategic capabilities to defend the country against external threats, it is tied down with internal security problems, and must engage in disaster response as well.

Impact on, and Responses of the Philippine Army
As one of the active components of the National Disaster Coordinating Council (NDCC), the Department of National Defense (DND) has long recognized the key role the military plays in times of disasters. Its military arm, the Armed Forces of the Philippines (AFP) along with its major services are tasked to establish communication linkages, provide security coverage, assist in the reconstruction of damaged structures, provide transportation facilities for the rapid movement of relief, supplies and personnel and for evacuation of disaster victims, and to organize reaction teams when disasters strike. HADR is now considered as one of DND’s security concerns or Mission Areas along with Territorial Defense, Security and Stability.

How capable is the AFP to respond to the impacts of climate change? How is it affected, and how does it prepare itself to mitigate the effects of climate change? How does it affect the way the organization performs its mandate? What measures are being undertaken to make it more responsive in addressing the impacts of this phenomenon to the Filipinos?

Dr. Wu Shang-su of the The Diplomat observed that Typhoon Haiyan exposed the AFP’s insufficient capacity in addressing or responding to HADR. He said that responding to disasters and calamities in the Philippines is likened to an armed conflict with a foreign country considering its geographical location and the number of typhoons experienced by the country each year.

“…despite the AFP’s extensive experience in responding to frequent earthquakes and typhoons, its lack of capacity for airlift and sea transport limits its humanitarian capabilities in the archipelagic environment…[it] is unlikely to be able to deliver satisfactory quantities of materials and other aid to one or more affected areas…”

Andrew Jacobs of the New York Times echoed the same:

“…as American cargo planes and military helicopters zipped across the sky above this decimated city, ferrying badly needed supplies to typhoon survivors, Philippine soldiers were working with what little they had — relying on motorcycles and boats to ferry messages between the army’s provincial headquarters and stricken municipalities… some of them more than a hundred miles away.”
These kinds of observations drive the organization’s need to improve its HADR capabilities alongside efforts to modernize its capabilities for territorial defense. For its part, the Philippine Army is currently revisiting its fundamental Doctrines to incorporate HADR as one of its core competencies. The newly created Philippine Army Operating Concept identifies HADR as one of it Enabling Competencies- central and foundational abilities inherent in all Army operations. Training curriculums are continuously being developed, and trainings are being conducted to improve the organization’s capability to support the national and local government’s HADR efforts.

It is also redesigning its Organization to make it more responsive to the country’s HADR needs specifically by organizing and capacitating a National HADR unit- an engineer battalion dedicated solely for HADR Operations. Likewise, all major units across the country have dedicated active and reserve units to act as first responders in times of disasters. They are in constant communication and coordination with local government units for training and capability development.

Likewise, it has also invested in major Equipment such as mobility, and command and control, communications and computer systems to further improve its ability to respond to crisis. Facilities such as Mobile Command Centers are also being developed along with Battlefield Management Systems to aide commanders in their decision-making during crisis.

On top of these initiatives, it has been engaging with its traditional allies and partners in the Asia-Pacific Region to boost disaster response capabilities. Subject Matter Expert Exchanges are being regularly held to share valuable experiences and develop capabilities jointly.

Effects on Soldiers
While the military is heavily engaged in HADR, it is also prone to the devastating effects of climate change. Its primary resource- the soldiers, are among the most vulnerable sectors when disasters strike. They often find themselves assuming the role of first responders while awaiting the arrival of appropriate disaster response agencies. They are often the first ones to arrive in disaster-stricken areas and often become victims themselves. Through the years, many soldiers have lost their lives and equipment while responding to disaster victims. Lieutenant Colonel Carangan was thankful he survived his ordeal during Typhoon Yolanda but many others weren’t as lucky. There were also some who lost their families while they, the soldiers, were saving others somewhere.

Long- term Challenges
Unfortunately, climate change advocacy is still a relatively unpopular discourse in the AFP. Awareness is yet to be incorporated in most trainings and even in daily operations. Large scale combat operations such as that of Marawi utilized some of the biggest military armaments – land, sea and air assets, that contributed enormous quantities of carbon emission. Massive amounts of gunpowder residues were left in the air contributing to environmental pollution, not to mention the noise that it created.

Internally, the organization’s budget is yet to incorporate significant resources dedicated to sustainability and climate change resistance. It has yet to develop sustainable and environment friendly bases and facilities. It has yet to establish and operate camps that consciously reduce energy, water, and paper consumption, or initiate the conduct of any research or studies to determine the short and long- term impacts of climate change to the organization.

Climate change is real. Hence, the AFP’s response should also be real. It is time we gather our acts togethers, and walk the talk before it is too late.

HUMAN BEHAVIOR IN DEVELOPMENT ORGANIZATIONS

I have always been interested in how people act and behave- as an individual, as part of a team and as part of larger organization. As I have observed, some people’s behavior vary depending on the crowd they are with, the situation they are in, and the expectations of others around them. There are also some whose actuations are consistent regardless of who they are with, or what and where they are. Human behavior is such a huge puzzle for me. It is as intriguing as economics and as baffling as the solar system. As such, when the course Human Behavior in Development Organizations (HBDO) was opened, I had nothing on but my five senses. The entire course was like journey. It opened myself for introspection back to the immediate past, and got me reflecting about my future as a soldier, a development manager, a leader, and most importantly, as father and a husband. Questions after questions, I have had the most important realizations about my life, about my own attitude and behavior, beliefs and biases, and emotion and motivation. Answers did not come easily. Some are still left hanging. Some, I have intentionally left for me to ponder on as I continue my journey in development management.

On Leadership
Leadership is one of the most basic things I have learned as a soldier. Our trainings are replete with various lessons on leadership- tactical, operational and strategic for both combat and non-combat situations. With HBDO, I was able to revisit what leadership meant for me beyond the BE-KNOW-DO framework. I had the chance to look back and refresh myself on the military’s Principles of Leadership and assess myself how I fared on each. What kind of leader was I? What kind of leader am I now? What do I aspire to be?

I realized that I was and still am a transactional leader most of the time. I often focus on setting goals, rewarding achievements and recognizing superior performance especially when I am placed in- charge of a small unit. Proactive that I am, I try to anticipate things, constantly running scenarios in my head, and consciously developing actions and counter actions. I take immediate action when my team or unit is confronted with a situation. Victory favors the prepare, or so they say.

There are many occasions when I also practiced transformational leadership. When entrusted with leadership of a problematic or dysfunctional unit, I had to find ways on how to put it on reverse, and stir it forward along a new course. Adoptive or situational leadership also comes in handy for me when dealing with an ‘alphabet soup’ organization. Company leadership is very much different from small unit leadership. The principles may be the same but the art and science behind it are quite different. On many occasions, I had to put together a team of soldiers with diverse backgrounds and personalities. They came from various ethno-linguistic groups, had assorted cultural and religious biases, dissimilar level of skills, and most importantly, different motivation. I had to adopt my style to the team’s ‘personality’, and the task or mission at hand. Failing to recognize this kind of diversity could easily lead to the breakdown of the team. The lack of solid teamwork and camaraderie among soldiers results to mission failure, and worse, to loss of lives.

A leader’s leadership style is not developed overnight or acquired in an instant. Lt. Col. Enrique Ileto, a bemedaled Army officer said, his leadership style is a blend of that of his former commanders. I agree. We tend to adopt leadership styles practiced or embodied by persons we admire, idolize or respect immensely. Three of my former commanders were among the greatest influencers of my career. They have immensely contributed to my growth us an officer and leader and until now, I still consult them about leadership decisions, career moves and even family matters.

A big part of our personality is shaped by our environment: the family we grew up with; the circle of friends we have; the peers we relate with; the organization we belong to; and the society we live in. It is also heavily influenced by people’s expectations and institutional mandates. I have always encouraged collective decision- making because my family always consulted us when making decisions that could affect the entire family. My parents despised conflict in any form and were more into forging consensus and creating harmony among the family members. They were always willing to sacrifice anything to give us the best despite their meager resources. They were always ready to go the extra mile without expecting anything in return. When it was my turn to lead a unit, I saw to it that my men lived and worked in harmony amidst adversity and diversity. I shared to them what my parents taught me, what the academy has honed me for- to give more and take less.

Barbara Kellerman in her article “Leadership- Warts and All” said that “leaders weren’t always nice”. She said Machiavelli admired “unscrupulous leaders who exercised authority with an iron fist”. Machiavelli, according to Kellerman, believes “the only truly bad leadership is weak leadership”. Perhaps she was right. Perhaps Machiavelli was correct as well. There are no perfect leaders and there are no unblemished organizations. I, for one, wasn’t always nice to my men. I generously rewarded people but I punished twice as much. I was liberal with privileges but I was hard on people when it comes to mission accomplishment. I surely made a lot of mistakes and bad decisions but one thing I am NOT guilty of, was the lack of decision. An unwise decision is better than having no decision at all. Faced with a perilous situation, soldiers always looked up to their leaders for decision. It might be not be the best decision at that moment but it is just what soldiers need, and it must come quickly. Lack of decision kills more soldiers in the battlefield than bad decisions. Soldiers would always be willing to die for something rather than fight for nothing.

Reflecting on my past, I often wonder how I did as a leader, from the perspective of the men I led. I knew I had a vision for my unit which I articulated to my men when I started my stint. But was I able to effectively and clearly communicate it them? Was I able to develop the culture of giving rather than taking in my unit? Was I able to instill pride in them? Was I able to effectively carry them to victory? Was I able to meet their expectations of me as their leader? What about my superiors who entrusted me with leadership? How about my fellow leaders?

My introspection was both humbling and eye-opening as I realize I wasn’t as good as I thought I was. Perhaps not even close. But as I look back, it also dawned on me that I still haven’t maximized my potential as a leader, and that there is bigger room for me to develop. But what kind of leader do I really want to become? Do I want to be charismatic like Obama? Inspirational like Gandhi? Or a revolutionary like Bonifacio? And what kind of organization do I want to build? What kind of organizational culture do I want to create and promote? A ‘just-do-it’ and ‘giver’ kind of place ala St John the Compassionate Mission, or a ‘to-each-his-own’/ ‘taker’ organization like Goodjobz?

On Motivation

Why do soldiers do what they do? Why do they go to battle knowing that it is always a ‘50-50’ chance- you either go home alive and unscathed, or go home lifeless or injured? Most soldiers like me would tell you that they love being a soldier. It is what we have always wanted to do. It was my childhood dream, and being in the Army is a dream come true for me. This might be a classic example of Intrinsic Motivation. We find soldiery personally rewarding. Soldiery is a hazardous profession and yet thousands are lining up to enlist. Training is literally blood-sweat-and-tears but volunteers are overflowing even for the most grueling courses.

Now this is the challenge for leaders, a test of leadership. Soldiers already have that inherent motivation to serve- the reason why they enlisted in the first place. The challenge is on how to keep this motivation going, to keep the fire burning and to keep soldiers moving forward despite adversities and challenges. Those who have lost a meaningful reason to serve, and lost someone to motivate and inspire them are usually the ones who bolt out and abandon the service first. Those have managed to keep the fire in them alive are those who survive the most dangerous missions.

What does it take to develop, maintain and sustain the motivation of soldiers? Is it enough to give them autonomy or develop their competence? In my experience, quality training along with adequate equipment are among the most crucial factors that motivate soldiers. Soldiers are competitive and competition sometimes comes at a huge price-life. As such, they must hone their skills to perfection, and continuously polish it to stay alive. Training develops their competence, and competence gives them confidence. The more confident they are the more motivated to serve they become.

However, it goes beyond the physical or material aspects. To endure the rigors of training and survive hazardous environments, a soldier must be motivated not only by his salary, not only be promises of benefits, not only by awards and medals, but more importantly by his own passion to serve and do good for the people and the country. Soldiers need to be constantly counseled as they need somebody to talk to. They have their own dreams, hopes and aspirations. Family support is as critical to keep them energized, inspired and motivated.

Meanwhile, it also goes without saying that a leader must also be motivated enough to be able to motivate others especially his subordinates. “Knowing one’s self and seeking self-improvement”; and being “tactically and technically proficient” are principles that develop a leader’s competence. He must be courageous enough to be able to set the goal for the organization, and lead toward its pursuit. He must be committed enough to inspire commitment among his subordinates. He must be competent enough to promote and build confidence among his people. And most of all, he must possess integrity to foster accountability, fairness and equality in the organization.

Over and above these attributes, a leader must have a heart to be successful in leading. He needs a big heart to have the courage to lead both in times of peace and war. He needs a bigger heart to motivate people to have equal or even greater motivation than him. And he needs an even bigger heart to be able to create an environment that promotes these values, and build an organization that opens unlimited opportunities for people to progress and succeed.

On “Rethinking Marketing”

How do you usher in transformation in your organization? How do you adopt to changes within your group? How do you adapt your business to the environment, to the market? These were the questions I asked myself as I browsed through Roland Rust’s piece on “Spotlight to Reinvention: Rethinking Marketing”.

Reading Rust brought me back to my very own organization- the Philippine Army. In 2011, the Philippine Army embarked on an ambitious transformation program aptly dubbed the “Army Transformation Roadmap (ATR)”. The ATR is an 18-year transformation and governance program aimed at transforming the PA into a more professional, capable, responsive and dynamic organization that can effectively perform its mission and better serve the people. It was developed based on the Performance Governance System (PGS) which is a local adaptation of Harvard’s Balanced Scorecard framework. The Vision of this transformation- “By 2028, to become a world-class Army that is a source of national pride” sounds ambitious but its framers think it is attainable. Two of the strategic objectives espoused by this program are: “to develop and communicate a brand image consistent with the Army’s Core Values; and “to engage and partner with key stakeholders”. These objectives are being pursued through a set of strategic programs which are implemented and monitored through a performance governance scorecard.

Looking closely, how does the Philippine Army, a government entity market itself as a brand? What goods and services does it sell or provide? Who are its primary customers or stakeholders? How does it build, cultivate and nurture its relationship with its clients?

The PA’s serves its customers- the Filipino people with its products or major final output: the safety and security of the land. Before, only a handful knew of the relevance of the military especially its role in nation-building. Now, the PA serves as a catalyst of societal change and usher of community development. Through the ATR, the PA is now mastering stakeholder engagement which is undertaken through Civil- Military Operations (CMO) by soldiers who specifically cater to its customers. How does it work? CMO entails a coherent and systematic application of words and deeds- of messages and actions. Just like a Chief Customer Officer, CMO Operators look primarily into the welfare of its clients and continuously seek ways on how to serve them better. Both the government and the enemies of the state battle for the support of the people hence, gaining their hearts and minds is the key to long-term success. This is aptly captured by Rust’s Customer- Manager Driven relationship where building long-lasting relationship and customer welfare are given premium by the organization. This is a major turn-about for an organization that has long been accustomed to doing things by itself and without regards to its stakeholders. Now, the PA strives to strike a balance between mission accomplishment and the welfare of the people that it serves.

Almost seven years after ATR was introduced and adopted, the PA is now in full gear to pursue its own brand of transformation. The advent of information technology has made this journey more challenging and interesting at the same time. Like any organizational transformation initiatives, humps and bumps are expected along the way but the PA is more steadfast than ever to attain its goal. As Rust said, transformation is inevitable…and will soon be the only competitive way to serve customers.