The official USAJFKSWCS website will migrate at the end of October 2026.

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Banner illustration for An Institutional Home for ARSOF Robotics: Establishing a SORD-Training Company for Standards, Training, and Doctrine (Illustration by Special Warfare Journal staff.)An Institutional Home for ARSOF Robotics:
Establishing a SORD-Training Company for Standards, Training, and Doctrine

ARSOF requires a dedicated institutional organization to develop, standardize, and sustain robotics training, doctrine, experimentation, and Special Operations Robotics Detachment (SORD) support. Currently, these functions are scattered across schools, MOS pipelines, ad hoc initiatives, and unit-level efforts. Each group builds SORD capabilities independently with its own standard and its own assumptions, which means the force has many versions of "trained" and no agreed definition of it. Standardization of institutional training is an explicit role at the U.S. Army John F. Kennedy Special Warfare Center and School (SWCS). A SORD Training and Integration Company (SORD-T) within SWCS would provide the missing connective tissue between MOS pipelines, advanced robotics courses, operational detachments, and emerging technology. This article is not focused on any singular course it presents a force-design proposal, focusing on a sustainable, neutral, institutional home for robotics capability generation.
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Tag: Identity

Banner Image for The Relentless Pursuit of an Exceptional Experience U.S. Army Soldiers with Group Support Battalion, 10th Special Forces Group (Airborne), move to clear a building on a compound during close-quarters battle drills. Green Berets from 10th SFG(A) provided expertise and guidance for the Soldiers, training the squads and embedding with them through the drills. (U.S. Army photo by Sgt. Rhianna Ballenger)

May 7, 2026

The Relentless Pursuit of an Exceptional Experience

The most meaningful similarity between my time as a collegiate baseball coach and my time as an Army officer is not the presence of hierarchy, discipline, or standards—it is the responsibility to cultivate an exceptional experience for the people entrusted to me. In both professions, performance is inseparable from experience. Leaders who pursue experience deliberately and relentlessly are rewarded not only with better outcomes but with stronger teams, deeper trust, and organizations capable of sustaining success over time.

Who We Are, What We Do: Framing the Special Forces Identity Debate banner image, with an U.S. Army Green Beret assigned to 3rd Special Forces Group (Airborne) overlooks a training course during exercise at Fort A.P. Hill, Virginia.

Sept. 25, 2025

Who We Are, What We Do: Framing the Special Forces Identity Debate

“Our nation will require answers without even knowing the questions—but answer you will.” -Command Sgt. Maj. Dave Waldo, addressing a graduating Special Forces Regimental First Formation in 20241 Over the past year, a public debate has emerged over the Special Forces Regiment’s identity: who Green Berets are, what missions define us, and how we remain relevant in great-power competition. The conversation is occurring beyond official channels in LinkedIn® posts, podcasts, and professional journals—an indicator that the community is wrestling with foundational questions.

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