Military training in much of the world relies on a philosophy of breaking old habits, reshaping identity, and instilling discipline to prepare soldiers for the rigors of combat.
Military academies describe the process as “tearing down to build up.”
They believe this emotionally and physically demanding reconstruction is essential to forge the confidence soldiers need to survive and lead under duress.
The tear-down phase includes strict rules, loss of personal freedom, constant evaluation, obedience under pressure, deliberate stress exposure, sleep deprivation, time pressure, and a forced reliance on teamwork to overcome extreme physical challenges.
The buildup phase focuses on identity reconstruction, in which soldiers begin thinking of themselves as leaders and future officers.
Confidence is gained through mastery of difficult tasks until competence becomes automatic. Self-discipline replaces constant directives and orders, and learning how to plan, manage, and lead takes center stage.
Many graduates suggest the environment instilled the confidence, discipline, and leadership skills they would never have developed in any other system.
But the evidence on this approach contradicts popular wisdom.
While shared hardship increases group bonding, coercive environments, like those found in the military during the tear-down phase, have been shown to reduce creativity, impede candid communication, impair learning, and stifle sound decision-making.
Because the approach prioritizes compliance over adaptation, soldiers commonly develop anxiety, depression, and burnout.
So, despite centuries-old traditions, most military education over the last two decades has shifted toward more support, mentoring, and trust during the initial phase.
Today’s academies have learned that replacing old habits and assumptions doesn’t require constant criticism and control.
Unfortunately, the word hasn’t fully reached the many athletic and corporate teams that emulate the traditional military approach in their player and team member orientation and development.
Because several generations of former soldiers and officers experienced the harsher version of tearing down to build up, the philosophy has seeped into many institutions and teams.
Rather than exposing people to controlled adversity so they adapt and grow, too many leaders still believe the “pressure until they submit” approach is what builds mental toughness.
Over the years, corporations have developed traditions of extreme hours, sink-or-swim onboarding, internal team member competition, pressure testing under uncertainty, and a “pay your dues” mentality — all echoing the tear-down philosophy.
Thankfully, the trend is toward extinction. But traditions die slowly, especially when so many still believe in them.
The best leaders, even those from a military tradition, now insist on combining high standards with psychological safety, demanding training with coaching and mentorship, accountability with support, and authority with humility.
Decades of research now paint an unequivocal picture: Fear, coercion, and breakdown are not necessary to create personal or team excellence.
The tear-down philosophy in its original form needs to be torn down permanently. That’s an order.
