OETI JOURNEY

In Jan 05, when the Base Commander LTC David Lim informed me that I would be posted to Ordnance Engineering Training Institution(OETI) as an Instructor in EWTW, a sense of trepidation and dread filled me. My impressions of OETI then remained fully rooted in the memories of my technician days in Weapon Optical Training Wing (WOTW) in 1984. Back then; it had only been slightly more than twenty year since the move from Dover Camp to its current compounds. To maintain the facade of the brand new building then, a disproportionate amount of time was spent on area cleaning, which extended to almost the whole of every Saturday.

Training was predicated on breaking down the trainees and then rebuilding them from scratch, seemingly with the intent of churning out young technicians who would not need to think but would be expected to react to any situation in a template manner. As such, the focus of the curriculum was on the indoctrination of tried and tested dogma, rather than enhancing the trainee’s analytical abilities. In line with the kind of technical training that did not require trainees’ feedback, the instructors were exceedingly strict almost to the point of being cruel. Understandably, I did not particularly enjoy my OETI trainee’s life.

Given these preconceived notions, I was surprised when I first met my instructors on the first day of work. All of them were ex-technicians, with substantial unit experience under their belts. More importantly, were their attitudes and orientation. They were enthusiastic in the grooming, rather than just the training, of trainees, and they personalized care and concern. While still believing in the importance of discipline, they were also fervent in ensuring that the trainees did the right things, rather than merely doing things right. Gone was the old environment of fear and intimidation. Under the “new” culture of learning and empowerment, the trainees were able to able to apply their minds and become the “thinking soldiers” the SAF is seeking to cultivate. The relationship between the OETI faculty and the trainees were one built on trust and respect. OETI moved away from the mindset that we could really teach everything the trainees needed to know in ten to twelve weeks to a new paradigm which focused on enhancing the Army Technician s’ capacity for life-long learning. To achieve this, the OETI curriculum shifted its attention on leadership development and the strong values inculcation in the trainees.

It was in this refreshing and dynamic OETI environment that I began my three plus -year posting in OETI, one of my most enriching experiences in the SAF. My fellow instructors were from the various AMBs and other than imparting different perspectives to the trainees, there was a lot of cross-learning at the instructor-level as well. One moment we would be giving a lecture on technical Lesson, the next we would be planning maintenance operations, following that, conducting FDX for the different level of leadership training for the technicians.

At a personal level, other than deepening my military knowledge base, my contextualization of the various SAF operations was significantly broadened as well. For example, we would be zooming in on fundamentals, such as FCSSB operations, and then the next day, zoom out to planning for Maintenance company-level operations in the context of a Battalion mission. I have also learned a lot from the 16 batches of BTT trainees, 6 batches of MSCC and seven batches of LOCC, which I had. With the culture of greater openness, my trainees were able to question long-held assumptions underlying our maintenance skills and procedures and to come up with fresh and effective recommendations to make sure that our training constantly keeps up with time.

A number of trainees had also impressed me with their perseverance and passion to be an Army Technician. Despite adversities and unfortunates’ circumstances, they would adopt a “never-say-die” attitude and innovate to come up with creative solutions to age-old problems or inspire their fellow technicians to rise up to the occasion. However, what impressed me more was the moral courage they had demonstrated throughout the whole course. The majority of them would readily own up to their own shortcomings and learn from their mistakes. This could be the result of the success of OETI which focuses on values inculcation. The importance of this cannot be understated for it is the set of moral values that the trainees have internalized that would ultimately be the conscience that guides the newly Army Technicians when making day-to-day tough decisions.

I have personally benefited from my OETI experience. When I assumed my new appointment after my OETI tour, I had the skills and experience to train and groom the new generation of great soldiers, whether in terms of maintenance operational knowledge or values inculcation. Once the commanders had the right values, running the company will be the breeze. While in OETI, I have also learned a set of useful tools to inspire and engage my trainees. The trainees thought of initiatives that will benefit them and work on it. This incredibly successful initiative was just one of many things. I have OETI to thank.

Prepared By: 1WO SARAVANAN.

WSM EWTW

Various Appointments:

• INSTRUCTOR, 2005
• PLATOON COMMANDER, 2005-2006
• WING SERGEANT MAJOR 2006-2008
• COURSE SERGEANT MAJOR –1^st LOCC to 6^th LOCC
• MSCC INSTRUCTOR – First six batches
• SAFETY COMMITTEE
• EVENTS ORGANISNG COMMITTEE

QUOTE: Trust men and they will be true to you;

Treat them greatly, and they will show themselves great.

– Ralph Waldo Emerson