Brett327 said:
And those individuals should be identified and administratively separated for inability to adapt to military life. They can go cause trouble at McDonald's, or somewhere the taxpayers aren't subsidizing their neuroses. That kind of behavior is no less disruptive or damaging to unit cohesion then a habitually drunk E-2, or an insubordinate E-5.
Brett
Ah, but how do you plan to identify "those individuals?" Habitually drunk E-2s or insubordinate E-5s are easy to spot, counsel, try to change, and then send up for administrative "assistance." Those tools are already in place, and those are the very same leadership challenges we've had for 230 years.
Tell me, how do you identify someone who is looking for a chance to be offended? Do you think it is wise to spend your resources "seeking and destroying" those types? (Again, I don't know how you would do that.) Perhaps the witchhunt would only stifle those with legitimate complaints (and we all know that legitimate incidents still occur).
Or do you wait for them to come to you with a complaint, investigate the complaint, and then decide whether to pursue it based on its merits (or lack thereof)? If the complaints are without merit, do we just *can the person complaining, or do we try to bring that person back on board?
I freely admit that "those types" of people have been, and will continue to be, thorns in our sides. However, I argue that the answer is not to ID and can them immediately. We cannot take the easy way out. "Those types" of people are a big leadership challenge, but isn't leading people our duty?
We owe it to the individuals, the services, and the nation to provide quality
leadership to "those types" as we have led the other types malcontents in our ranks.
(True, sometimes leadership means giving them a solid kick in the pants, but I think you get the gist of what I'm saying.)