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Knowledge Management and The Old Guard

By Sgt. Maj. Joshua R. Carrigg

U.S. Army Military District of Washington (USAMDW) and Joint Task Force-National Capital Region (JTF-NCR)

August 15, 2025

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This lead image for the article is a composite: one half is a photograph of a Soldier in a helmet, camouflaged uniform, and sunglasses. The other half of the image is a photograph of the Soldier in a navy blue dress uniform with matching tie and cap, white gloves, and a collared shirt, holding a shining rifle before him. A solid black background appears behind the isolated figure. This image is the first in a series of five accompanying the article.

A structured knowledge management system within The Old Guard (TOG) could foster a robust learning environment, promote continuous development, and enhance operational efficiency. (U.S. Army photos by Sgt. Kimberly Villigran (left) and Elizabeth Fraser (right), graphic by NCO Journal)

Effective knowledge management is essential for ensuring military readiness and mission success. The 3rd U.S. Infantry Regiment (The Old Guard) exemplifies this requirement, highlighting the urgent need for enhanced training and development processes within this historic regiment.

Established in 1784, the distinguished unit is the oldest active-duty infantry regiment in the Army (Public Affairs Office, 2024, para. 1). It serves as the official ceremonial unit and escort for the president and boasts a rich history of service. The regiment has participated in key events such as the War of 1812, the Mexican-American War, the Civil War, and both World Wars.

Today, the unit is renowned for its ceremonial duties at Arlington National Cemetery in Arlington, Virginia: guarding the Tomb of the Unknown Soldier, honoring fallen Soldiers, and reflecting American history’s sacrifices. The Old Guard (TOG) continues to uphold its traditions while adapting to the modern military landscape, making it a cornerstone of American military heritage (Public Affairs Office, 2024).

A structured knowledge management system within TOG could foster a robust learning environment, promote continuous development, and enhance operational efficiency. Achieving this requires a comprehensive needs assessment and technology and systematic processes used strategically to facilitate learning and optimize knowledge transfer among personnel.

A vertical photograph shows a Soldier standing outside in camouflaged uniform and cap. A patch on his upper arm reads “Honor Guard.” At his side are what appear to be multicolored flag streamers. The gaze of the Soldier leads the viewer’s eye toward the left edge of the photograph. This image is the second in a series of five accompanying the article.

New Soldiers often lack access to critical institutional knowledge, resulting in inefficiencies and a steep learning curve. Existing documentation often fails to capture tacit knowledge, which is difficult to transfer through traditional training methods. (U.S. Army photo)

Problem

Personnel turnover, rapidly advancing technologies, and the complexity of the operational environment underscore the need for effective knowledge management.

Army Doctrine Publication 6-0, Mission Command: Command and Control of Army Forces (2019), defines knowledge management as the process of “enabling knowledge flow to enhance shared understanding, learning, and decision making” (p. 65).

New Soldiers often lack access to critical institutional knowledge, resulting in inefficiencies and a steep learning curve. Existing documentation often fails to capture tacit knowledge, which is difficult to transfer through traditional training methods.

This knowledge management (KM) gap hampers individual Soldier performance and negatively impacts unit cohesion and mission effectiveness. As then Capt. Matthew Longar wrote a few years ago, “Poor KM can lead to tactical errors and lost lives as outdated and irrelevant products are disseminated and acted upon” (2018, p. 3).

The inability to effectively share and use knowledge in the ranks poses significant risks to operational success. The commander of the 3rd U.S. Infantry Regiment summarized the problem: “The current transfer of knowledge in The Old Guard is more like lore and is transferred from person to person instead of codified [Standard Operating Procedures (SOPs)].”

Needs Assessment

I conducted a comprehensive needs assessment to address the problem. The process involved gathering data from stakeholders such as the regimental commander, staff members, Soldiers, and other leadership personnel. Key factors included:

  1. Current Training Gaps: Assessing training programs to identify ineffective knowledge transfer areas. TOG has the available technology for effective knowledge management, but no one is formally trained to use Army-provided programs. Even signal personnel face knowledge gaps in knowledge management systems.
  2. Technology Use: The needs assessment evaluated the TOG technological tools and platforms used for sharing knowledge. Although the Army supplies TOG with the proper technology, it is not used. Instead of fully leveraging it, TOG uses simple systems, digital folders, outdated SOPs, and analog products.
  3. Cultural Barriers: I examined the organizational culture surrounding knowledge sharing, including apprehension or resistance to new methodologies. Regimental Staff members often stick to the status quo, stating, “That’s just how we do it.” They prefer familiar systems over new ones given the high-profile missions.
  4. Resource Availability: I assessed resources facilitating training and development. The Regimental Operations Officer noted, “There are opportunities available that we can send people to. The issue we have is the allocated school slots for our personnel. All courses require negotiation with outside units.”

Through interviews and focus groups, the needs assessment pinpointed specific barriers to effective knowledge transfer and helped clarify the training requirements of personnel at various levels.

A horizontal photograph shows a crowd of men and women in black shirts and shorts, “Army” emblazoned in yellow on their chests, standing at salute while lining the side of a road behind a row of blue traffic cones. This image is the third in a series of five accompanying the article.

I examined the organizational culture surrounding knowledge sharing, including apprehension or resistance to new methodologies. Regimental Staff members often stick to the status quo, stating, “That’s just how we do it.” They prefer familiar systems over new ones given the high-profile missions. (U.S. Army photo)

Solution

Based on the needs assessment findings, the proposed solution involves implementing a systematic knowledge management framework integrated with technology. This framework includes knowledge repositories, mentorship programs, regular training sessions, feedback mechanisms, monitoring, and evaluation. This approach will foster a conducive learning environment for knowledge transfer and monitor outcomes effectively.

Framework

  1. Personal Knowledge Management: Enforce good personal knowledge management practices. Personal knowledge management empowers Soldiers to systematically organize, store, and retrieve their knowledge using digital tools like Microsoft OneNote, Obsidian, and Evernote (Clowser, 2024, paras. 11-16). This approach increases learning speed, collaboration, and productivity.
  2. Knowledge Repositories: Establish centralized digital repositories where Soldiers can access documentation, training materials, and real-time operational data. Implement a secure platform that supports real-time and flexible personnel collaboration (U.S. Army Training and Doctrine Command, 2024, paras. 15-19).
  3. Enhancing Knowledge Management Using Generative AI (GenAI): GenAI can help digitalize and manage Soldier knowledge, preserving tacit knowledge, enhancing productivity, and providing a competitive edge for future missions (Clowser, 2024, para. 4).
    To fully leverage GenAI, TOG should focus on structured notetaking, investing in technology for efficient data management, and creating centralized training plans for software proficiency to ensure Soldiers can maximize the benefits of digital tools (Clowser, 2024, paras. 23-27).
  4. Mentorship Programs: Develop formal mentorship initiatives pairing experienced personnel with newer Soldiers to facilitate hands-on knowledge transfer and build decision-making confidence.
  5. Regular Training Sessions: Conduct regular professional development sessions for leaders focusing on current technologies, tactics, and procedures to keep personnel updated on evolving operational standards.
  6. Feedback Mechanism: Establish structured feedback loops where Soldiers can share insights and lessons learned from their experiences, fostering a continuous improvement environment.
  7. Monitoring and Evaluation: Incorporate evaluation metrics to assess training and development program effectiveness, using pre- and post-assessments to measure knowledge retention and application (U.S. Army Training and Doctrine Command, 2024, para. 29).
A horizontal photograph shows a bareheaded Soldier in uniform sitting at a desk, a laptop before him, and beyond it, a large external monitor filled with pie charts, bar graphs, and other information. While photorealistic, the illustration is clearly the product of artificial intelligence. This image is the fourth in a series of five accompanying the article.

Generative AI (GenAI) can help digitalize and manage Soldier knowledge, preserving tacit knowledge, enhancing productivity, and providing a competitive edge for future missions. (AI-generated graphic by NCO Journal)

Creating a Learning Environment and Knowledge Transfer

Implementing the framework will cultivate a dynamic learning environment that promotes knowledge sharing and continuous Soldier development. Encouraging a culture of openness and collaboration empowers personnel to share their unique insights and ask questions without fear of reprimand (U.S. Army Training and Doctrine Command, 2024, para. 30). The proposed knowledge management framework supports knowledge transfer through formal channels and informal networks to share experiences and skills.

The mentorship program will drive experienced Soldiers to share their tacit knowledge, providing newer Soldiers with valuable insights to incorporate into formal training materials. Additionally, regular workshops will create opportunities for Soldiers to address operational challenges collectively, enhancing their problem-solving abilities and adaptability (U.S. Army Training and Doctrine Command, 2024, para. 27).

Training Outcomes Implementation and Monitoring

A structured plan is vital for a successful knowledge management system. The plan includes:

  1. Pilot Testing: Run a pilot program within a single company or staff section to assess the framework’s effectiveness and make necessary adjustments based on feedback.
  2. Training the Trainers: Equip key personnel with skills to facilitate knowledge sharing and manage digital platforms effectively.
  3. Continuous Assessment: Regularly measure the impact of training initiatives through surveys and performance metrics to identify areas for improvement.
  4. Adjusting Strategies: Refine training strategies and knowledge management practices based on feedback to align with the organization’s evolving needs.
A vertical photograph shows a Soldier in a navy-blue dress uniform and black gloves, pulling on the brim of a cap with a black visor. This image is the fifth in a series of five accompanying the article.

Implementing a systematic knowledge management framework will cultivate a dynamic learning environment that promotes knowledge sharing and continuous Soldier development. Encouraging a culture of openness and collaboration empowers personnel to share their unique insights and ask questions without fear of reprimand. (U.S. Army photo)

Call to Action

Military readiness and mission success depend on effective knowledge management. Leaders must address training gaps, promote technology, and embrace cultural change to foster innovation and adaptability.

Implementing a robust framework that combines structured programs, mentoring, and regular evaluations is essential for knowledge transfer and operational excellence. By prioritizing these strategies, Army leaders ensure improved Soldier performance, stronger unit cohesion, and enhanced mission success, preserving our legacy while adapting to future challenges.

Conclusion

Effective knowledge management is vital for maintaining The Old Guard’s operational readiness and success, especially considering challenges like personnel turnover and evolving technologies. A systematic knowledge management system that enhances training and development processes will create a robust learning environment that encourages continuous growth and strengthens team cohesion.

Addressing training gaps, technology use, cultural resistance, and resource availability is essential for fostering improved knowledge sharing and operational efficiency. A Journal of Military Learning article sums it up well:

As the U.S. military leans forward in shaping the future of military learning, it is essential to better understand and cultivate not only explicit knowledge acquisition but also the tacit knowledge that is needed to become an expert in any area. (Babin & Garven, 2019, para. 1)


Initiatives like these equip Soldiers to meet the demands of their roles, contribute effectively to mission success, and enhance organizational performance. A structured approach to knowledge management will ensure that TOG remains the cornerstone of American military heritage while effectively adapting to the demands of modern military operations.

References

Babin, L., & Garven, A. (2019). Tacit knowledge cultivation as an essential component of developing experts: A literature review. Journal of Military Learning, 3-18. https://www.armyupress.army.mil/journals/journal-of-military-learning/journal-of-military-learning-archives/jml-apr-2019/babin-garvin-tacit-knowledge

Clowser, M. (2024). Digitalize your brain. NCO Journal, 1-4. https://www.armyupress.army.mil/journals/nco-journal/archives/2025/february/digitalize-your-brain

Department of the Army. (2019). Mission command: Command and control of Army forces (ADP 6-0). https://armypubs.army.mil/epubs/DR_pubs/DR_a/ARN34403-ADP_6-0-000-WEB-3.pdf

Longar, M. (2018). News from the CTC: Where did I put that? Knowledge management at company and battalion. Center for Army Lessons Learned. https://api.army.mil/e2/c/downloads/2023/01/31/fde6d37c/km-at-company-and-bn-jan-18-public.pdf

Public Affairs Office, 3rd U.S. Infantry Regiment (The Old Guard). (2024). The 3D U.S. Infantry Regiment (The Old Guard) – JTF-NCR/USAMDW. Defense Media Activity. https://jtfncr.mdw.army.mil/oldguard

U.S. Army Training and Doctrine Command. (2024). KM training and professional development portal. Training and Doctrine Command (TRADOC). https://www.tradoc.army.mil/ocko/training-portal/knowledge-management-overview

 

Sgt. Maj. Joshua R. Carrigg serves as operations sergeant major for U.S. Army Military District of Washington (USAMDW) and Joint Task Force-National Capital Region (JTF-NCR), Fort McNair, District of Columbia. He has served in leadership assignments and positions over the last 22 years ranging from infantry squad leader to protocol officer to interim regimental sergeant major. Carrigg also served as the senior enlisted leader for the 60th Presidential Inauguration, Joint Task Force — National Capitol Region. He is working on his bachelor’s degree in political science from Troy University and is a student of the Distance Learning Sergeants Major Course, Sergeants Major Academy, Fort Bliss, Texas.

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