Journal Entry on Army ELOs
Identify three (3) enabling learning objectives (ELOs) from the module and reflect upon its concepts and theories. Furthermore, utilize the three (3) ELOs and discuss your major takeaways from each and expound upon how you can utilize this newly gained knowledge and develop members of your organization for mission success.
* Ensure that you cite material IAW APA standards if utilizing sources to support your response.
Selected ELO and documents to use, please cite at least one.
F103- Developing Army Organizational Capabilities (ELO: 400-SMC-1011.1.4)
Use U.S. Army War College. (2025). 2023-2027 How the Army runs: A senior leader reference handbook.
F107- Army Readiness
Journal Entry on Army ELOs
· Headquarters, Department of the Army. (2020). Army Strategic and Operational Readiness (AR 525-30). Chapter 1, pp. 1-3, Chapters 4-5 ( 8 pgs.)
· Headquarters, Department of the Army. (2019). Force Generation – Sustainable Readiness (AR 525-29). Chapter 3, pp. 14-17 (3 pgs.)
F108- Force Management White Paper
· TRADOC Pam 71-20-3 (2011), The U.S. Army Training and Doctrine Command Concept Development Guide, Appx E (CONOPS and White Papers, para. E-1 and E-2), (1 page).
· TRADOC Regulation 71-20 (2013), Concept Development, Capabilities Determination, and Capabilities Integration, Chapter 3, (5 pages)
Journal Entry on Army ELOs
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Identify three enabling learning objectives (ELOs) from the module, Reflect upon the concepts and theories of each ELO, Discuss your major takeaways from each ELO, Explain how you can utilize this knowledge in your organization, Describe how this knowledge contributes to mission success
Comprehensive Answer
In this journal entry, I will reflect on three enabling learning objectives (ELOs) from the module: developing Army organizational capabilities, Army readiness, and force management. Each of these areas provides essential insights into sustaining and improving mission success at the organizational level.
Developing Army Organizational Capabilities (ELO: 400-SMC-1011.1.4)
This ELO emphasizes the processes and structures that enable the Army to build and sustain capabilities necessary for operational success. The concept highlights how organizations must align resources, doctrine, and leadership to meet evolving strategic demands. My major takeaway is the importance of deliberate planning and synchronization across the force. I can use this knowledge to better align my team’s efforts with higher-level objectives, ensuring we contribute effectively to the larger mission. As the Army War College (2025) notes, organizational capability development requires an integrated approach that balances people, training, and modernization.
Army Readiness (F107)
Army readiness focuses on maintaining the capacity to respond rapidly to emerging threats. The Army defines readiness through dimensions such as personnel, equipment, training, and sustainment (HQDA, 2020). My key takeaway is that readiness is not static but must be consistently monitored, assessed, and improved. I can apply this lesson by emphasizing training and resource stewardship within my unit to maintain operational readiness. Additionally, understanding readiness frameworks ensures that leaders prioritize resources to close gaps, ultimately improving responsiveness.
Force Management (F108)
This ELO highlights the processes through which the Army designs, develops, and fields future forces. Force management integrates lessons learned, doctrine, and capability needs into future planning (TRADOC, 2011). My takeaway is that force management is a forward-looking process that requires leaders to think strategically while balancing present demands. I can use this knowledge to develop subordinates by encouraging them to think beyond immediate tasks, fostering innovation and adaptability within the organization.
Conclusion
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