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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: Leadership

Banner Image for Relationships Forged in Fire. A Green Beret advises Colombian National Police Carabineros on basic rifle marksmanship at the International Police Training School of Colombia in 2009. Photo credit: CW4 W. Bryant"

May 20, 2026

Relationships Forged in Fire

Editor’s Note: This is the first time that this story has been documented from the U.S. side. The Soldiers in this story were never recognized for their actions; they did it selflessly because it was the right thing to do. This historical vignette is applicable to every Army Special Operations Forces (ARSOF) Soldier in our formation, especially as members of the Army’s premier partner force.

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.

Banner image for Perspectives: 21st Century Hedgerow Problems

Feb. 20, 2026

Perspectives: 21st Century Hedgerow Problems

Successful technology companies ruthlessly focus on how customers will use their products. Likewise, the best tool for senior leaders to determine where to invest constrained research and development (R&D) budgets is their soldiers. Army Special Operations Forces (ARSOF) soldiers at all levels are learning from the evolving pace and technology of modern warfare, as seen in recent conflicts from the clashes between Armenia and Azerbaijan to the war in Ukraine. Our formation is struggling to visualize how this evolution will change future conflicts. A significant challenge is the potential disconnect between leaders who make critical technology acquisition decisions and the tactical teams who will ultimately employ the new tools. To correct this imbalance, ARSOF leaders should involve soldiers at the tactical level in wargaming the potential employment of new and emerging technologies, thereby ensuring our formations receive the right tools and have a well-thought-out plan for integrating them appropriately.

Banner image for Review of Military Culture Shift: The Impact of War, Money, and Generational Perspective on Morale, Retention, and Leadership by Corie Weathers.

Nov. 21, 2025

Military Culture Shift: The Impact of War, Money, and Generational Perspective on Morale, Retention, and Leadership by Corie Weathers

How often have you heard the phrase, “Today’s generation is so different?” With four generations of Americans serving across the joint force, a key challenge is the “messy dynamic” of leading and caring for them regardless of age, experience, or beliefs.

Special Forces Operational Detachment – Alpha conducts raid training in preparation for large-scale combat operations.

Sept. 3, 2025

Perspectives: Optimizing Time and Task Prioritization for Special Forces Training and Education

The U.S. Army Special Forces Regiment faces a stark reality: too many training requirements and not enough time. This imbalance threatens operational readiness, forcing Special Forces Soldiers to juggle competing priorities while risking subpar performance in critical areas. To overcome this, the Regiment must adopt a focused, streamlined approach to training that prioritizes mission-essential tasks and mitigates the effects of overextension. Time is the most valuable resource. Without deliberate planning and prioritization, Special Forces Soldiers will be ill-prepared for the challenges of modern warfare.

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