Episode 29: Leonard Wong Discusses a Culture of Dishonesty in the Army

Dr. Leonard Wong, a research professor at the Strategic Studies Institute (SSI) of the U.S. Army War College, led an important study titled: “Lying to Ourselves: Dishonesty in the Army Profession.”  The study, which was published in 2015 generated much discussion as well as some consternation and reflection. www.strategicstudiesinstitute.army.mil/pdffiles/PUB1250.pdf In this episode, Host Dawn Kernagis and IHMC’s Director Ken Ford talk with Wong about his study and its implications. Wong also lectured about his study at IHMC in Pensacola last September: https://www.ihmc.us/lectures/20160907/. Wong’s research focuses on the human and organizational dimensions of the military and includes topics such as leadership development in the military profession. He is a retired Army Officer and taught leadership at West Point. He is also an analyst for the Chief of Staff in the Army. Wong’s research has led him Iraq, Afghanistan, Bosnia, Kosovo and Vietnam. He has testified before Congress and has been featured widely in the media, including the New Yorker, the Washington Post, the New York Times, PBS, NPR, 60 Minutes and CNN. Wong is a professional engineer and holds a Bachelor’s from the U.S. Military Academy. He also has a Master’s and a Ph.D. in business administration from Texas Tech University. 1:43: Ken reads five-star iTunes review from “CC Rider,” which is entitled “Intelligent Podcast: What a Relief:” “What a pleasure to hear intelligent, articulate people discussing worthwhile topics.” 2:17: Dawn describes Wong’s bio. 3:18: Dawn welcomes Wong and Ken. 3:42: Wong describes his role at the U.S. Army War College, as well as the College’s structure. When Army leaders arrive at the War College, they’ve generally been in the Army for twenty years. They’re at the point of thinking strategically about leadership and their roles. 5:27: Wong’s research into this topic started over a decade ago, with the question of how to build more time into the schedule of junior offices to facilitate innovation. Wong and his colleagues discovered an overwhelming amount of requirements, which were stifling Innovation. In the back of his mind, Wong concluded: ‘If we require more than they can possibly do, what are we reporting?’ 6:36: Wong, in conversation with his colleague Steve Gerras, once asked him what he was doing on his computer. He was supposedly doing mandatory training, but not really. He said, ‘I know, I’m just saying I did it.’ Wong realized then ‘how casually we approach lying, but we don’t call it lying.’ 7:15: The theory of Wong’s subsequent study came from a book entitled “Blind Spots: Why We Fail to Do What’s Right and What to Do About It,” by Max Bazerman and Ann Tenbrunsel (http://amzn.to/2gBJtib), along with what David Messick called ethical fading. The methodology was to use focus groups from various ranks throughout the Army, including staff officers at the Pentagon. 8:12: Dawn mentions that Wong’s study had a precedent: In 1970, the U.S. Army War College published a study showing that lying in the Army was pervasive. Digitization, the audit culture, and downsizing have made it worse today. 8:43: Wong says, “The Army is like a compulsive hoarder. It collects requirements, and it never gives any up. We always add more. We keep adding to the pile. Technology has made a huge influence on this.” Now, with email and Internet, we can ask people to provide digital signatures, and do various online trainings. 9:42: Wong characterizes another part of the problem: “The Army has had a giant emphasis on being a profession. It’s a good thing, but it’s made us believe that we are better than we are. We forget that we are humans. We forget that we are talking about people who can fall to the same temptations, go the same route, as an ordinary human.” 10:35: Ken asks about Wong’s description of people in the Army being so overwhelmed that they have to prioritize. 10:50: Wong says,