ISR Mastery Model for MCISRE Workforce Professionalization

ISR Mastery Model for MCISRE Workforce Professionalization

Main Project Capabilities & Focus Areas
Challenge
The Marine Corps Intelligence, Surveillance, and Reconnaissance (ISR) Enterprise Plan calls for modernization of ISR processes, tools, organizations, and human capital investments to meet the demands of intelligence operations. Tasked with preparing ISR Marines for Fleet duties, the Marine Corps Intelligence Schools (MCIS) are leveraging science and technology solutions to transform the ISR learning model.  The challenge is to support MCIS in these efforts by identifying the performance requirements of ISR Marines in the future operating environment as well as instructional approaches to optimize the development of 0231 Intelligence Specialists.
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Solution
CPG developed an ISR Mastery Model describing what all-source intelligence specialists, or ISR professionals, do and how they perform at five different levels of proficiency. We are in the process of developing diagnostic assessment tools to assess an individual’s current stage of learning and experiential learning recommendations to further professionalize the ISR workforce.
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Result
The ISR Mastery Model is guided by the research literature on cognitive skill acquisition and expertise. It is customized to Marine Corps ISR professionals as a result of knowledge elicitation with over 45 Marine subject-matter experts. Nine ISR Key Performance Areas, or competencies, are presented in the model, as well as performance indicators describing the nature of an individual’s performance at each of the five stages of development. The model’s use of five levels of proficiency allows for diagnostic specificity as the basis for objective assessment tools that enable trainers and leaders to evaluate an individual’s current stage of development and evaluate training and other activities for their ability to accelerate development from one stage to the next.
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This effort is sponsored by the Office of Naval Research.​​​​​​​

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