As Army leaders develop their junior Soldiers, case studies offer a promising but undervalued option. A case study is an in-depth investigation of a single instance, event, or situation, providing detailed insights into complex issues in their real-life context.
Within the profession of arms, developmental case studies can take many forms. Shorter summaries of battles or current event articles can occupy a single session and foster productive discussion. Another approach leverages book-length case studies over several weeks and involving several sessions to discuss a range of topics related to the comprehensive reading of an entire book.
While many advocate for unit professional reading programs, I argue more leaders should consider book-length case studies; the Center for Junior Officer’s Read2Lead resources that make implementation easy.
The book-length case study
Book-length case studies offer a superior developmental experience by providing a holistic view of leadership and events over time. They allow readers to understand the context, observe character development, and relate personally to the challenges faced. Given their length, longer case studies also allow leaders the time to relate themselves to the characters and their respective challenges. Reviewing a battle summary or discussing a current event article can sometimes present friction in trying to relate the synthesized and abbreviated takeaways to the reader’s own situations. Longer narratives enable a deeper understanding of leadership dynamics and concepts, and thus allow Soldiers to better apply lessons learned to the challenges they themselves face. But given the significant commitment required for a book-length case study, the programs must be executed well.
Doing it right
West Point’s Center for Junior Officers houses several pre-made book-length case study products called Read2Lead. Below, I highlight how a unit might employ Platoon Leader: A Memoir of Command in Combat by James R. McDonough as a book-length case study aimed at developing new lieutenants. Before starting, leaders should consider the purpose of their case study program, the program’s structure, and their approach to critical dialogue.
Purpose
A book-length case study program is not a book club. A case-study must help readers leverage the lessons they learn against their own challenges. As the program’s leader, you must intentionally select the right book for their audience—and inform the audience of why you selected that book. The book should align with your unit’s current or future mission, have characters your audience can connect with, and have parallel experiences between the book’s characters and your audience.
Prior to implementing your book-length case, I recommend leaders critically read the proposed book to ensure it will resonate with your audience. The Read2Lead Module on “Platoon Leader” presents critical questions by chapter. Leaders should present similar questions prior to meetings to convey your program’s purpose as well as encourage writing and note taking while reading and reflecting.
Structure
The complexity and nuances that are strengths of the book-length case study require time and deep study. Ahead of time, publish a timeline that aligns chapters and leader development sessions with your unit’s availability. Doing so turns a larger case study into several smaller, manageable, but beneficially compounding leader development sessions. These compounding sessions discourage cramming reading and sustain momentum. The Read2Lead Module on “Platoon Leader” breaks the 244-page book down into either three or six session plans. Trying to discuss an entire book in a singular session is often counterproductive and negates the benefits of using a book-length case study.
Critical Dialogue
The bulk of the development in a case-study review program occurs not in the individual reading of the book but in the structured discussion and debate. Your structured leader development program will spark dialogue organically, but posing key questions ahead of time will prime your audience for engagement. Each session should challenge Soldiers to critically reflect on events that occurred in the case study. Asking open-ended questions will spark debate and connect to participants own thoughts and challenges. Below are example questions from The CJO’s Read2Lead Module on “Platoon Leader”
Are LT McDonough’s actions contrary to what we are typically told about moving slowly when entering a new leadership position? Do you agree with his approach or think he should have conducted himself differently?
LT McDonough describes multiple incidents where he must resolve a conflict between himself and one of his Soldiers. Pick one and assess it. Do you think he acts appropriately? Why or why not? Do you think he should have handled the situation differently? If so, how might you handle a similar situation?
Conclusion
Incorporating book-length case studies into unit LPD programs can significantly enhance the development of junior Soldiers. The success of such programs hinges on a clear purpose, structured implementation, and critical dialogue. The Center for Junior Officer’s 25 Read2Lead modules, such as the one based on "Platoon Leader”, make implementing a book-length case study easy. With intentional design and execution, book-length case studies can transform LPD programs into powerful tools for developing competent, reflective, and adaptive Army leaders.
The Center for Junior Officers is a scholarship and resource hub focused on connecting Junior Officers to the Profession of Arms by delivering and producing developmental and inspiring content. You can find articles, leader development resources, and more at their website CJO Home - The Center for Junior Officers (army.mil)
Great thoughts about the power of using book length case studies as a way to wrestle with principles that can be applied today
I like how the discussion was opened up.
But I would like to see the discussion and raise a fairly complicated and complex question or issue
Is this the development and product implementation due to a lack of proper counseling, mentoring, training, and coaching per current doctrine and policies in place?
Or is this the development and product implementation due to a lack of doctrine and policies being followed (due diligence lack from leaders) when providing their evaluation reports which has been lacking since I’ve been in? And the senior leadership states no red flags are on the play because it is always a centralized command issue and not the ARMY as a whole?