The Unethical Behavior of the 3rd Brigade, 101st Airborne Division

American soldiers are moral warriors. Military ethics and the spirit of warriors constitute the two basic principles of military honorary norms. You can not separate one from the other. This obligation has also been applied to people with power. "Science without conscience is nothing but a destruction of the soul," Lovely wrote in the early 17th century. More than ever, soldiers need ethical references to guide their actions and achieve victory, especially in revolt environments where excessive use of force can jeopardize task completion.

The reader should understand that I was not originally writing the US military. I concentrated on the first brigade and the third brigade of the 101 airborne division. I think that the 101st is the most elite sector in the war. During my field investigation, I observed several sensational events of drug abuse and disciplinary action reported by the media at the end of the war, but these events are rare and are by no means essential to experience . There are ethnic tensions and ethnic violence, but there is a universal pattern of harmony between ethnic groups. This is a story the media missed.

Second row soldier, Bravo, 2nd battalion, 101 airborne division 2 to 327 infantry regiment, Charlie Company, 2nd Infantry Regiment, 3rd Infantry Regiment 2nd Infantry Regiment, the most wonderful work experience in my life You allow me to fail and learn. You never gave up your support. Thanks to veterans of today's forefront services in Afghanistan, Iraq, Jordan and many other countries. Most people deployed today are at risk from leaving home many times. The masses in the United States have largely forgotten your lasting sacrifice, but your veteran did not

From 2014 to 2017, I was assigned to the 101st Airborne Division (Air Strike) 3rd Brigade Battle Team "Rakkasans" and decided to use ACT's leader and mentor as a leader of the platoon. The mentor included platoon leader, platoon leader, first sergeant, and other first sergeant, and commander of the squadron and brigade. The inputs I choose are goal management, leader selection, mentor selection, and personal development plan. In a leadership relationship, the parties must be tolerant of the introduction of new relevant information and this interest in participation is to share knowledge, tasks or question lines through dialogue and other kinds of interactions. Because I did not receive the communication I wanted, I feel that my efforts are in vain.