THE FOREIGN SERVICE JOURNAL | SEPTEMBER-OCTOBER 2025 35 respected, diverse, and interdisciplinary commission. The ideas contained in this article are intended as a contribution to a longstanding discussion, not the final word. Second, great care needs to be taken to design an implementation plan. There are many options. An official curriculum could be offered simply as voluntary guidance. A required training program might be developed for all officers. Or the substance of the curriculum could be integrated into the hiring and promotion standards of the State Department. Third, the department’s processes must be updated to ensure the skills taught in training are actually used. Research suggests that training new skills that aren’t used on the job is a waste of time and resources. The precepts of the curriculum—the process by which country strategies are designed, for instance—might be formally spelled out in official State Department doctrine. The first iteration of the curriculum will not be perfect. Any attempt must be subject to ongoing scrutiny and based on feedback and evaluation. In this manner, the curriculum must be dynamic, constantly evolving in response to an ever-changing world. Ultimately, good ideas aren’t enough to change anything in Washington. Progress requires people in positions of authority to speak up and agitate for change. To rebuild trust with Congress and the American people, the Foreign Service needs to up its game. Adoption of a cutting-edge curriculum would demonstrate that the Foreign Service remains committed to leadership. n The Foreign Service must take the lead in demanding high standards for itself.
RkJQdWJsaXNoZXIy ODIyMDU=