Squadron Officer School - Cogito Yearbook (Montgomery, AL)

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makeup of an aerospace defense system, you placed cer- tain men on the radar staff and charged them to lay out a warning and control system that would immediately alert you to air attacks from any direction, any altitude, and provide a control system so your interceptors could make killing attacks. Others you selected for the weapons staff. These men had to know the complete destruction capa- bility of ground-to-air missiles, BOMARCS, and each interceptor aircraft. Based upon a radar system of their own design they placed these weapons at carefully select- ed points within your division. The weapons were poised ta hit any raid before the enemy could iam the radar system, drop decoys, or launch air-to-surface missiles. The plan must include a sufficient amount of armament to annihilate any maior enemy strike force. Still other mem- bers of your staff are capable of directing fighters to intercept points and reporting the probable kills achieved from any action taken. These men face you now. They await your order. Twelve weeks of concentrated learning flash through the computer banks of your mind and all then filter through the last bank - the evaluation bank - the stage when myriad bits of data are transformed into what is best described as sound military iudgment. You don't falter when you say, Launch 12 nuclear-tipped BOMARCS into the raid. Scramble Green and Blue flights for mop-up action. The order given, you suddenly realize what every com- mander does at that precise time. As well as you were prepared, you still have that gnawing concern. Might you have done better? Could you have known more, anticipated earlier, countered more quickly, or issued an order with a more telling and lasting effect? Now you know! ls it too late? Nol That order will have to stand but each succes- sive one will get better. You have the situation well in hand. Finally, the windup to the 'I4-week curriculum offers you and your eight hundred plus Classmates a l0-hour seminar in which you use basic information and aerospace history as a springboard - a platform for breakaway con- ceptual thinking against any and all future happenings, whether they involve space, exotic weaponry, Computer- ized military machinery, or tedious iungle warfare and counterinsurgency actions. Think. Think without limit. No checkrein on ideas. The Air Force of tomorrow needs yout ideas for the day after tomorrow - and it needs them today, for, just as your forces were conceived from the ideas developed yesterday, there is built-in lead time that cannot be forsaken. Go to it, Joe Jones. Nobody has been better prepared.

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we , 1 5 is 1 ii rim, if x Qu e ,Q M5 ml .W F35 -F '-11 ' . - A 'f l+ l5527l 'TV' ' 'H ini L s llgflefg ' .,f. . 1? ? IIfI'I , 'I-I -'Q si 'lil .I ii, --jg 'WfU'v N gggixjqgig- ii I..-e V ' 'lin , value? Y Q +IM It :eff ia ' 1 .1,Y W 7 Y -4 v is l. iYI.G! - :RNQW t,,t.1- me 2 xymx' I 5, ,mi Wh li'xvl.w',:v I IKNQW you 'vt,i,,,4 IA. I wruli - XIX? t,r..r i i '.,,,,g- 2 SPT ew un-nvpl., -2INSU?3Z1 rites fb. hi . .J .wi .il 1. it 52 FIELD ACTIVITIES LEADERSHIP We hear a lot about thresholds, thresholds to space, thresholds to war, and of course the old fighter pilots' threshold, 'through these portals pass the world's fastest mortaIs.' But I am especially concerned about another threshold, the threshold of leadership development. The Commandant of the Squadron Officer School is speaking on a subject of vital concern to the Air Force. The Air Force places this threshold somewhere between the third and seventh year of service, after the young officer has specialized in a particular field and has experienced a number of practical problems. Duringthis period of special- ization, the officer has a somewhat limited leadership role. He may command a bomber crew, or direct intercepts from an airdefense sector, however, at this point he needs to broaden his background and outlook. He needs more in- tensified, diversified experiences to bring into focus and strengthen his leadership potential. The young officer will n ot be a crew memberforever. He must mature and de- velop so that he can assume the increased responsibili- ties of higher rank. The Air Force feels that leadership -jrnftm W maturity and personal development can be hurried along HMAKI tt with carefully planned exposure to o sound professional result R, ,t,,,,,,,,.Lw 1. '-ft-.-muffin tm-5 ...si,t,4,u..,,,1 gg' -i. .., :wwf- M 1-' -!g,.,.i:UL!-tiil.-:lf HAI' L. 1- .1. assi- ,