Military Review English Edition September-October 2014 - Page 62

appealing or relevant. This shift meets leadership expectations of “millennials.”13 Research has shown, “one of the best ways to keep them [millennials] engaged is to communicate a large vision, worthy of their devotion, and then set high expectations.”14 Communicating a PME, instead of a series of rules for your weekend, would appeal to millennials. The weekend safety brief is a valid forum for discussions about the PME. Shifting to that topic is likely to have a positive impact on the good order and discipline of the organizations that make such a change. We also need a better method of delivery to make such a safety briefing stick with the target audience. The New Weekend Safety Brief This conversation begins by describing what we have been doing and why that is generally an ineffective method. The next objective is to identify exactly what we want to accomplish through the weekend safety brief. To close, we will examine a new method for making soldiers more likely to do the right thing. In their 2007 book, Made to Stick: Why Some Ideas Survive and Others Die, authors Chip and Dan Heath offer a helpful model with which we will be able to improve our organizations.15 To be intellectually honest, proving that the current mode of weekend safety brief is a failed method runs into a small challenge since there is no body of literature documenting the topics and formats of weekend safety briefs or any scientific data available with which to measure their effectiveness. That said, most leaders in the Army can turn to their own anecdotal evidence and experience to inform a discussion about the value of current techniques. Essentially, the reader is asked to accept this argument even though a lack of available records places it in the category of a planning assumption. Chip and Dan Heath, in a later book, Switch: How to Change Things When Change is Hard, describe a common human situation where the obstacle to change can best be described by the confession, “I know what I should be doing, but I’m not doing it.”16 The Heaths, two brothers, consider this a problem that deals with conscious awareness, but a lack of drive on the emotional side. Our subordinates often know what to do and may even believe that they should do it. The problem is that they are not motivated enough to do it. 60 The weekend safety brief that consists of a list of do’s and don’ts speaks only to the part of the human brain that already knows not to drink and drive or commit domestic violence. The problem is that it fails to address the part of the brain that is going to do something about it. In