I think we can recognize the opacity of the current culture. I want us to switch the framing from operational effectiveness to organizational effectiveness. Operation Honour framed misconduct as a problem that undermines operational effectiveness; and I think moving forward, it would be prudent to talk about organizational health. Organizational effectiveness is a prerequisite for operational effectiveness, and the way that the forces get ready for operations is through training exercises and certification. You plan and practice until your instincts are right, and even in difficult. complex environments with high stress and sleep deprivation, you will perform in a way that is consistent with your training.
On the other hand, we have Operation Honour training, which consists of passing on information about sexual misconduct. It's ticking the box, and we don't worry so much about how the information is retained or applied beyond monitoring who's up to date on their training and who's not.
While I fully agree with my colleagues that it's important to look at culture, I think it's important to look at culture through different phases of the career and at how military identity is developed throughout these stages. I also really believe in the importance of some more bureaucratic fixes, and training is one of them. We need to give this kind of training as much importance as the other types of training that happen in the military. Here, I think a different approach is needed, and—