Peter Markot, MAJ, MS, ILE Student, Ft. Belvoir, VA  on 30-Mar-2009
Sir, I agree that mentorship is important. When I entered active duty, I had a few general goals, but I wasn’t entirely sure how best to achieve them. I was very fortunate that my first boss took me under his wing and began the mentoring process. He took the time to share his career path with me and he discussed options that were currently available. He also expressed a genuine interest in my family, a trait that cannot be over-emphasized in the current operational environment. He exercised the formal approach during routine and OER counseling and the informal approach during lunches or visits to his house on college football Saturdays.

Twelve years later, I realize the value of my early mentorship experience. However, I don’t believe that all officers have been as fortunate as I have. Mentorship has been a subject of much debate over the last few years. Undoubtedly, the demands of the environment afford less time for mentorship efforts. But, without it, officers can often feel like they are in pursuit for all eternity of the undeclared major in their undergraduate program. We need a plan for the goals we are trying to achieve. I’m sure there a few who can accomplish this on their own, but I think the majority appreciates mentorship in some form or fashion to achieve success.

Mentorship is a personal responsibility. The individual who desires some form of mentorship needs to seek out potential mentors at every opportunity to shape his or her goals and the tools to achieve them. But I also believe that senior leaders need to make an effort to mentor junior officers. Senior leaders who fail to exploit opportunities and share their experiences are doing their subordinates a disservice.

Mentorship is not restricted by gender, race, religion or military specialty and it does not have to be exclusively formal in nature. All leaders can benefit from mentorship in some capacity because experiences shape our goals and expectations. The more experiences we have and therefore, the more we share can better prepare us to make informed decisions. Further, leaders who are mentored at an early point in their career can “pay it forward” for the leaders of tomorrow.

No matter how hard you try, you will never have all the answers. Even if you kid yourself into believing that you do, conditions are more than likely going to change. If you do not have mentors today, go find them. If you have not taken the time to mentor a junior leader, take an hour or take five minutes to do it. More often than not, the mentor and the mentoree will benefit from the experience. From a larger perspective, you have the ability to influence the current culture regarding mentorship by supporting it and emphasizing its importance. Everyone wins in the end.

MAJ James Hayes  on 29-Mar-2009
Good Afternoon Sir,

I wanted to take the opportunity to comment on the importance of mentorship thoughout my career. Just as several others have mentioned, mentorship for me has been both formal and informal, and I always appreciate the advice from officers who are willing to share their experiences.

What I find interesting is that only 05 and 06s commented on mentorship. I think it is important to remind the company and field grade officers that they are the most important mentors our new officers can have. I think the challege we (the MSC) faces is mentoring the LTs that are assigned to Divisional units. Quite often they are the only MSC around and officers from other branches serve as their mentors. I think this may be why we may loose some junior officers. They feel like they aren't cared for like their counter parts. I heard that several times while in division. Our Surgeon's sections need to be working with young MSCs and sharing all of the opportunities that are available to us. I think being an MSC provides more opportunities than any other branch.

I would like to pose a challange to fellow Majors and Captains... within the next 30 days, meet with at least thee junior officers and show them the MSC home page, ask who their assignments officer is (show them on the web page), and ask what they hope to achieve in the Army. When you are done, exchange phone numbers and follow up with them in a couple weeks. I believe this will open the door of communications and perhaps a mentor/mentee relationship will emerge. If we don't take care of our own, no body will.

Thank you for allowing me to share my opinions.

James H. Hayes MAJ, MSC ILE Student, FT Belvoir VA

COL Randal Schwallie  on 16-Jan-2009
I enjoyed reading everyone's comments on this critical and relevant topic. I also continue to seek ways to connect with those Soldiers who are actively looking for career guidance and professional assistance from our senior ranks. Along with the comments that were already made, I consider the following few points useful in my method of engagement:

1. I have to make the effort to reach out and publically make myself available in order to attract those Soldiers who want help. While I was stationed at Ft Sam, I volunteered to speak at multiple OBC and OAC graduations not just for their benefit, but for mine. That process continually forced me to reflect on my core values and beliefs, and to tap into the passion that drives us to succeed. One of my top priorities is to always make time for any lieutenant or junior Soldier who asks to meet with me. They are clearly the future of our Army.

2. I reflect on the AC model of career progression that includes critical gates and certain expectations at each rank. In the Reserve Components, we do not have formal professional expectations. Many of our Soldiers serve in a local unit as long as they can and take whatever job is open to them, even if it does not constitute advancement. Many of our junior Soldiers are not aware of critical points in their career, like command and key staff jobs. Sometimes taking a job like that means traveling to a different area or switching to a different program (AGR, M-Day, IMA or TPU) to gain that experience. I still use my original DA Form 4190-R as a tool to show how a little thought and direction can be very useful over a long period of time.

3. Nothing can replace experience and there is no better place to see and understand the AMEDD than in a deployed environment. We as leaders must encourage those who follow us to understand the Army (and other services) at levels well above our own. No where is this more visible than during a deployment in a field environment.

The bottom line is that we must shape the leaders of tomorrow with our genuine interest in their ability to think clearly and understand our organizations. In 10 years, no one will remember any of our names, but we can indirectly and positively influence our Army of tomorrow. I often remind our Soldiers that none of us own the Army. We serve and carry the torch for a while, but then we always hand it over to the next generation to continue to serve and protect this great nation.

COL Mark Melanson  on 08-Jan-2009
Agree with all of the comments above. Having experienced (as mentor and protégé), read, thought, spoke, and written on mentoring over the past 25 years, I think it is an essential leadership responsibility. I view there to be two forms of mentoring: formal and informal. Formal mentoring is mentor you do because it is in your duty description. Informal mentoring is that mentoring that you because you chose to do so and involves people that do not work for you. While both are important, I think informal mentoring is actually more powerful and effective and potentially longer lasting. Also, each mentoring relationship, like all human relationships, is unique and dependent upon the personalities of the people involved. Mentoring is clearly not a "one size fits all" proposition. Mentoring can be as passive as being a role model, or as active as providing career and personal guidance for decades. Also, you can have more than one mentor at a time. In fact, the typical person can actually have what is called a "mentoring constellation": commanders that mentor, raters and senior raters that mentor, subordinates that perform reverse mentoring, colleagues performing peer mentoring, and virtual mentoring (like this Blog). As the Chief alluded, it can last only minutes or much longer. I know for me personally it is the “good stuff” and currently the most fun part of my job.

Col Jerry Penner III  on 08-Jan-2009
When talking to most junior officers, I ask them to picture their lives at age 42. Are they married, how old are their kids if they have any or wish to, their interests and most importantly, what do they see themselves doing? Why age 42? Well, the typical LT will now be a LTC at or very near 20 years (provided they got out of college at age 22)---it’s that career map that was eluded to by my friend Dave Bitterman’s post. Once they describe what they want, then we work on the roadmap to get them there to include assignments, schooling, personal preferences, etc. It’s a technique that has always worked for me. Some people like 5 year plans…I prefer “life” over “career” plans, even if the long term goal does not include the Army. Not all of our young officers are locked in on a 20 year career. It still works to focus the officer on being the best they can be while they stay in the military. There are some that hit their targets and decide to stay because they are having so much fun or their life goals changed over time.

Col Jerry Penner  on 08-Jan-2009
I must say however that we need to do better. My concept of our mentorship opportunities are like collisions of electrons in atoms. Most of time those collisions are elastic and the electrons bounce off each other, quick exchange and then it is over. When mentorship really works, there is a satisfying click like the sound of two opposite poles of magnets coming together. I’ve been fortunate that a few of my collisions stuck together but give a great deal of credit to MG Elder Granger, COL (R) Chuck Hightower and BG Heidi Brown for their ability to foster their mentoring relationship with me over the years. It takes work. Many of you know what I’m talking about because you’ve experienced that magic from those that made a difference in your career.

Perhaps modularity has watered down our positive collisions especially in our TOE ranks. In the past, pure medical battalions brought large groups of MS officers in close proximity on a daily basis. My experience with FORSCOM units over the past several years tells me we are missing those opportunities. Young MS officer assigned to the line may deploy two or three times in five years and they missed significant opportunity to connect with a senior MS officer to mentor them. I’m reminded of a young West Point graduate that fell in the same scenario described above that left the Corps and is now a QM officer. She left because she felt that the QM Corps took care of her better while deployed---when asked if she had a mentor, the answer was no; missed opportunity for us. I’m sure there are other success stories that offset this one, but I’ve heard this played out more than a couple of times. Let’s not forget that this new breed of officer is different. They have different goals, they’re looking for short term successes and their interests are broad however their attention spans are shorter than ours were when we came into the service. One thing for sure, they will latch on a leader quickly if the attention on them is genuine.

As an idea, what if we centrally assigned new officers mentors? I’m sure there are guys like my friends Hall and Bitterman above and a host of others that would “volunteer” their time to make contact with the new or mid-grade officers and mentor them. With our current technology, we don’t even need to be on the same continent to look them in the eye. Scheduled MS chat rooms could bring groups of mentees together with their mentors…again, we already have this technology. These assignments could even be centrally managed by a core group of senior mentors and I’m not talking about branch managers. The senior mentors could maintain these officers until it came time for these officers to make AOC choices, the assigned mentor could pass them to right AOC group of mentors whether 70K, 70A, 70H, etc. Under this type of “forced” mentorship, we might actually create those positive collisions and not lose any of our sheep out of the fold.

The DSG is right that mentorship it is our role. Unfortunately, our jobs sometimes get in the way of doing right by our mentees. The business keeps us busy and the days, weeks and months go by rapidly. Our mentees may be the last thing we think about at the end of a day (week, month) - - - I submit that maybe they should be the first. These new officers know when they aren’t the top priority.

We could continue to leave it up to chance but think that maybe we should step it up a notch through a more formal program. Of course, less formal relationships can still grow through Silver Caduceus Society and other opportunities but maybe it is time for us to be more aggressive.

Just my thoughts on a little more radical approach. Welcome any converse views.

V/R Colonel Jerry Penner

Donald Hall  on 30-Dec-2008
I think you’ve really hit the nail on the head. I’ve long been uncomfortable with the idea that juniors and seniors should establish career-long relationships—although I do (and have) have some.

I see the mentor/mentoree relationship as a bit less formal than the Army’s definition. Like you, I feel that if I spend some “quality time” with a junior officer-subordinate or not-then that is mentorship. If I get a note from someone who used to work for me asking for advice, and I can help them out, that’s mentorship. If I can look at a briefing that someone has put together on another post, and offer advice on how to best present their case (or the minefields or pitfalls to avoid), then that’s mentorship.

Does it meet the Army’s official definition of mentorship? No. But on the other hand, it has a beneficial result for the Army and the recipient of my advice and experience. And to be honest, I find it to be one of the more enjoyable parts of my day.

As an aside, one of the things that my wife and I have done over the last few years is to reconnect with the ROTC programs where we were commissioned. I’d encourage others to do the same. Meeting the cadets at the functions I’ve participated in is immensely refreshing and, to be honest, revitalizing to this cynical old colonel.

COL Dave Bitterman  on 30-Dec-2008
Sir,

This is a great topic. I've had great relationships with mentors of my own throughout the years, and even better enduring relationships with those who have sought out advice.

I'm certainly not an expert in mentoring -- I only know what I know. What I tell those officers who come to see me are many of the same things that I was told as a young officer:

- develop a career map early in your career, starting with your ultimate career goal (if you know it) and working backward from there

- seek out multiple sources of information/multiple mentors, as the path to success differs for everyone. Don't limit yourself to a single mentor, nor to a single career field. How will you know you know what you want to do if you don't talk to more than one mentor, in more than one career field?

- face to face mentoring is best, but email does work, particularly if you already have an established relationship with a mentor

- junior officers might be surprised how many senior officers are willing to serve as a mentor. Ask.

- you have to love your profession. If you don't ... well, your work will likely reflect that.

vr

COL Dave Bitterman

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COL Dawn Smith  on 22-Dec-2008
This posting is to respond to two excellent questions/suggestions sent to this BLOG on the MSC Balanced Score Card. The first, from LTC Lisa Doumont, asked about the role of the Army Reservists in the MSC strategy. LTC Doumont noted she did not see reference to the Army Medical Department Reservist in our balanced scorecard wondered if the Reserve uniqueness was considered. She also noted asked if there is a plan to assess and leverage the collaborative opportunities between the Active and Reserve components as we move forward? Two good points. While the MSC Reserves are not specifically mentioned in the BSC, rest assured the Corps Chief and his senior leaders automatically consider our Reserve teammates as a critical part of the Corps and our success. In fact, the 5000+ MSC Reserve and National Guard Officers are considered so important that an Assistant Corps Chief for Reserve Affairs, COL Bob Tabaroni, was added to the Corps Chief’s leadership team to advise the Chief about those unique aspects and ensure we are optimizing the strengths they bring to the fight. Our Reserve officers are included on all of our Strategic Communication efforts as well as our recognition efforts such as the Award of Excellence and Junior Officer Week programs. BG Dave Smalley, Assistant Surgeon General for Force Management, Mobilization and Reserve Affairs; briefed the MSC senior leaders at the recent AMSUS Conference in San Antonio on the state of the MSC reserves. We would welcome any additional suggestions on how to improve our collaborative ventures such as inviting local Reserve officers to participate in local chapters of the Silver Caduceus.

The second suggestion was from MAJ Christopher David about the importance of addressing feedback mechanisms and frequencies into the scorecard format. He is exactly right about that. Many strategic plans fail because, as you know, any system that is not monitored will deteriorate and fail to meet its goals. At this time, we are in the initial stages of developing the Data Collection Plan that goes with our scorecard. This plan includes the Who, What, Why, When, Where and How of data collection for each performance measure. In fact, we included a Strategic Objective on our Strategy Map that addresses this important monitoring effort. Strategic Objective 8.0, which reads “Assess the strategic objective measures to determine if they are achieving targets” will ensure we keep our eye on the BSC ball as we use the scorecard to reach our strategy map goals.

Thank you LTC Doumont and MAJ David for your observations and suggestions!

LTC Rex A. Berggren  on 15-Dec-2008
When LTG Schoomaker took over as The Surgeon General, one of his first efforts was setting a strategy for the command. TSG has continued the use of the Balanced Scorecard, and although it is not the only strategic management system available I personally think it works well for an organization of our size and complexity.

The Army Medicine Balanced Scorecard was approved by TSG in April, and to date 9 of the 11 Major Subordinate Commands have presented their plan for cascading (CHPPM's BSC Alignment Briefing is today). As you mentioned, in January we begin our Corps BSC Alignment Briefings (to include Civilian and Enlisted Corps).

TSG will continue his practice of talking about the Army Medicine BSC, and will expect individuals to explain how they personally impact the BSC (to include how Medical Service Corps officers impact the Medical Service Corps BSC). I encourage everyone to take some time and look over the MSC BSC and if you are interested in more information, please see the following link for information on the Army Medicine BSC: https://ke2.army.mil/bsc

LTC Berggren Chief, Strategic Planning

LTC Lisa Doumont  on 15-Dec-2008
Hi Sir, Thank you for your initiative in the arena of creating the MSC Strategy. I am gaining a better understanding of strategy than I ever cared to thanks to my current enrollment in the Army War College. Tough stuff! I am a U.S. Army Reserve CSH CDR and was in attendance when you spoke to the 807th leadership in Salt Lake City in October. As a reservist, I appreciate the importance of my Soldiers and my unit in the Army Medical Department. I take this responsibility very seriously and continuously try to attain the highest personnel, training and logistical readiness. I write because I do not see reference to the Army Medical Department Reservist in your balanced scorecard. I understand that we could not possibly be considered in all of your measurable metrics but I also do not see that our uniqueness was considered. Is there a plan to assess and leverage the collaborative opportunities between the Active and Reserve components as we move forward? I have a large number of direct commissionees that would benefit greatly if, in their early years, they had brief opportunities to interface with their ROTC/USMA counterparts on active duty. All that aside, this is great material for our OPDs and Officer calls. HOOAH!

V/R, LTC Lisa Doumont

Christopher David  on 15-Dec-2008
Sir,

Long time MSC, first time blogger. I just spent the past hour looking at the balanced scorecard and strategy map. I think your team has put an excellent document together. I do have one suggestion. I recommend putting a column that addresses feedback mechanisms and frequencies into the scorecard format.

I hope this helps. V/R CJD Christopher J. David MAJ, MS 44th MEDCOM

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CPT Jules Toraya  on 10-Aug-2010
Sir,

The Medical Service Corps has a strong heritage of leadership. How do you see our team contributing toward the DoD's voluntary goal of producing 25% of all energy consumed on DoD installations from renewable energy resources by 2025? (Ref The National Defense Authorization Act of 2007)

I ask because I want to gain responsibility as a project manager, so that I can work every day to make renewable energy more prevalent within the DoD. There is immense opportunity for leadership! Especially, when you consider that the Army Energy Program strategy is nonexistent at this time. http://army-energy.hqda.pentagon.mil/renewable/strategy.asp

Can you help me get involved with this Army initiative?

MAJ Dan McGill  on 31-Dec-2008
Sir,

I'm afraid I have to agree with COL Smith that some of the ideas in these papers are a bit far-fetched. The technology ideas (nano-tech, avatars) I believe are actually the most plausible. After all the first cell phones were the stuff of fantasy used by CAPT Kirk to talk to the Enterprise and today are completely ubiquitous. However the idea that we are suddenly, 20 years from now, all getting along so well under government direction flies in the face of 10,000 years of human history. One read through the Federalist Papers tells us that our entire system of government (arguably the most successful in history) was in part based on the principle that man will serve his own needs prior to serving the needs of others. Liberty flourishes under the restraint of goverment, not the growth of it.

While these serve as an interesting and stimulating basis for discussion, I think our most effective conversations will more effectively balance history. I don’t know if COL (R) Richard Ginn’s history of the MSC is still in print, but it is a worthwhile reference for our officers. Many of the challenges we face today are less unique than we like to think. It is always an effective strategy to have a conversation with those who have come before you when trying to determine future actions. Reading both our history and military history in general is often the only way to hold that conversation.

Vr Dan

LTC Echols  on 10-Dec-2008
Sir,

Thank you for sharing these forcasts. We now have an AKO site which includes these forecasts, reports from the work in the 1990's you described, and information on our current efforts in the area of Futures.

https://www.us.army.mil/suite/page/599008

LTC Echols

Nick Coppola  on 06-Dec-2008
MG Rubenstein,

The “first” MHSS 2020 Conference was held in Arlington, VA from 16-18 September 1996. This was the document/book presented to participants and MHSS senior leaders. Department of Defense, Assistant Secretary of Defense (Health Affairs). 1997. Envisioning Tomorrow to Focus Today’s Resources - Military Health Service System in the Year 2020. I know there were some follow up MHSS 2020 meetings – and I see you have some of the scenarios posted on your blog, but I don’t see the one’s from this original 1996 meeting.

I was at the MHSS 2020 conference as LTG Ron Blanc's Baylor Admin Resident. He asked me to keep a blog of the daily events (not all of it can fit here due to space). This is what I still have from my notes ***************** Summary Report to LTG Blanc POC CPT Nick Coppola 16 September 2006 (Monday):

Attended the opening ceremonies of the Military Health Service System (MHSS) 2020 Conference. The conference started out with an overview of the four scenarios the SRA corporation is looking at as either possible, plausible, wild card or expected occurrences facing the MHSS in the next 20-25 years.

The four strategies discussed were: Third Wave Intervention, The Dark Side, Global Mind Change and the Transformation. The scenario I worked on with Bob Olson (The Dark Side) received the second highest rating from the group of attendees as the most likely scenario to occur by the year 2020. The overall results of the some one-hundred participant vote is as follows:

Scenario Likelihood Preference

Third Wave 33% 20% Dark Side 24% 3% Mind Change 23% 38% Transformation 12% 31% Others 6% 7%

The highlight of the conference was a keynote address by Dr. Steven Joseph. Dr Joseph discussed the movement away from the Gateway to Care concept to the development of TRICARE.

17-18 September (Tuesday/Wednesday) The emphasis for Tuesday of the MHSS 2020 conference focused on formulating a strategic vision and mission statement for the MHSS as a whole.

Wednesday’s time was spent brainstorming concepts, opinions and wild card visions for combat medical treatment and evacuation for soldiers on the battlefield as well as other scenarios. We did not get consolidated feedback for this group work; however, some of the concepts and ides were as follows:

- Individual kevlar smart suits that would regulate an individuals autonomic functions when exposed to gas, biological or foreign projectiles.

- “Brilliant Medics” A concept coined and accepted by COL Scott Beaty, where a 91B has so much technology, robotics and communication capabilities with him, he will be able to perform “Star Trek” like physician and computer assisted treatment on a casualty.

- “Nano technology.” Instead of antibiotics and evasive surgery, tiny nanobots injected into your body will perform cellular and tissue repair from In-Vitro habitats

- Immediate evacuation off the battlefield and return to CONUS through reusable, one man space shuttles which transport a man into space, home and then return empty to the unit ready to be used again.

- Wellness reports tied into a commanders OERs and fitness reports.

- Education for health and wellness beginning at kindergarten level and continuing throughout the persons adult life.

- Interactive medical units in everyone’s home which will assist in self help family therapy.

- Global health networks of some sort which are dynamic, learning and interactive.

POC CPT Nick Coppola *************************

6 December 2008

That's all I can find in my notes about the first MHSS 2020 conference. If you are interested sir, I believe I still have the MHSS 2020 conference book in my archives someplace.

vry,

Nick

COL Guy Kiyokawa  on 04-Dec-2008
Sir,

These are great papers and several hit the heart of focus areas in MEDCOM Facilities Management. In particular the paper titled, "Energy and Resource Availability in 2039" emphasizes MEDCOM's initial Sustainability efforts.

Today the Nation is focused on what is known as the “Green Movement”. MEDCOM is implementing a green movement and is in the process of developing a corporate healthcare sustainability strategy that addresses mission, reducing our environmental footprint, enhancing our healthcare environment and strengthening our place in the community.

MEDCOM has already made strides to ensure our sustainability. Such accomplishments include the virtual elimination of mercury in our medical treatment facilities; elimination of the hazardous waste stream generated by wet chemistry methods for developing X-rays; elimination of Army owned medical waste incinerators; and development of an energy strategy that provides direction to reduce energy consumption. We will continue with our sustainability efforts and incorporate programs such as chemical substitutions. We will implement process and equipment changes, embrace emerging technology and design our facilities to ensure they incorporate sustainable practices from the on-set. MEDCOM is conducting energy facility audits to identify potential improvements in practices and equipment further reducing energy consumption.

There is much more work to be accomplished at MEDCOM. We can learn from our peers in the private sector. MEDCOM (CHPPM) is in the process of attaining corporate membership to Practice Green Health; a healthcare industry forerunner in developing and employing sustainable practices.

MEDCOM will distribute a Sustainability Strategy Questionnaire to each MTF (Thru MTF C,LOG). The purpose of this questionnaire is two fold; to establish a base line that provides information on the current standing of potentially sustainable programs and practices, and to identify best management practices at each MTF. We can then strategize how to implement successful practices throughout the MEDCOM where applicable.

The HQ MEDCOM Sustainability POC is Mr. Damon Cardenas.

COL Dawn Smith  on 04-Dec-2008
Greetings Sir, I enjoyed reading the 2039 papers although some of them made my head hurt trying to wrap my mind around the concepts – particularly Paper #6 about time! We will operate in multiple time constructs simultaneously? Wow – I have enough trouble operating in one construct now! Overall, I thought the picture they painted of the year 2039 to be quite optimistic, overly so in my estimation. All the major problems of our world seem to be nicely ironed out by 2039 as the global players put their selfish and hedonistic desires aside for the common good and everything gets worked out inside the “virtual world.” I didn’t even see any loose ends like those pesky mega-rogues that pop-up every now and then, or the religious and economic fault lines that cause our current clash of civilization issues. Nonetheless, I think the papers are very worthwhile reads and an excellent gambit to launch some heuristic thinking and discussion.

Ref the medical future – I believe the forecasts about the mind-boggling advances in medical technology are probably pretty accurate – some of them will have immense, positive impacts on military medicine in particular. My guess is that many of the predicted advances will come FROM military medicine – we have already seen this happen in the last few years in the area of trauma treatment. Still, discussions of Nanobots circulating in our bloodstream (Paper #11) and automatically induced metabolic hibernation for Soldiers with traumatic combat injuries who are then scooped up by unmanned cocoons and whisked to the trauma facility miles away (Paper #13) definitely makes for stimulating consideration.

The prediction of the combined “purple” military healthcare system is, in my estimation, right on the money although I think the predicted size of 15,000 to be too small. I also remain somewhat skeptical over the predicted advances in population behavior. The idea that the healthcare system can actually get smaller because the general population gives up all of its current self-destructive behavior and becomes, in concert with its medical “avatar”, the model of healthy living in the next 30 years a bit of a stretch. Still, there may be glimmers of this in our own military communities. We currently champion, demand in fact, an emphasis on preventive medicine and healthy lifestyles, particularly for uniformed members, which puts us way ahead of the general population. All in all, enjoyable reading although I had to read some of them in bites and reread others to digest the concepts!

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