REASON FOR CONSULT: Acute on chronic renal failure. Patient is an 87 year old Caucasian male who has a history of hypertension, severe peripheral vascular disease, chronic renal insufficiency, and atrial fibrillation. He was admitted yesterday for treatment of an infected toe. The plan was to obtain an angiogram to check patients’ blood flow; however he was discovered on admission labs to have acute on chronic renal failure, patient states he is unaware of kidney problems before. He states he is able to pass his urine without difficulty, no obstructive symptoms, no history of kidney stones, no urinary tract infections, no hematosis, no dysuria, and no diabetes mellitus. Patient states he has a history of hypertension, but it has been very mild. He has had trouble with vascular disease to both legs.…
Candidate Weber displayed a sense of nervousness while initially briefing his fire team. He stumbled over his words at the onset of his brief. SNC used phases such as, “I would like…” when giving orders which showed a lack of confidence. Prior to planning he did not take to time to recon the surroundings. Upon execution, SNC’s ability to lead and confidence strengthened he appeared much more clam. He positioned himself well around the fire team to ensure orders were received accurately. This also enabled him to monitor the security and progress of the task. SNC’s was penalized 60 seconds as a result of a team member touching a red area. SNC remained focused and he quickly revised his plan to remedy the situation and keep pushing. Candidate…
Candidate Spencer took the time to develop a plan and write his order prior to briefing. SNC briefed an extremely detailed five paragraph order, including an exhaustive Execution paragraph, and accurate information from higher’s warning order and fragmentary order. However, SNC spent 80% of his time prepping and briefing his order, showing an inability to effectively manage his time. Once SNC began executing the mission, he did not compensate for the time spent on his order, and his sense of urgency was lacking. SNC had a low frequency of verbal and non-verbal communication with his team and thus had some difficulty maintaining awareness and control of his team member’s movements. Upon consolidation, SNC controlled his security well, assigning…
Candidate Miller struggled to deliver a five paragraph order that was in accordance with the OSMEAC format. Although SNC was able to brief some of the information he received from the instructor, he only mentioned "mission" and "signal" before briefing the sub-paragraphs. Additionally, SNC delivered the order with choppy, mumbled phrases and utilized excessive filler words. Candidate Miller displayed minimal confidence, and although he briefed a scheme of maneuver prior to execution, it was clear that he was making it up as he briefed. The tasks he gave to his fire team also lacked clarity and gave the impression they had not been thought through. During the execution, SNC used phrases that displayed lack of assertiveness such as "we should…
Candidate Dorney displayed a great amount of confidence throughout the entire evolution. He started off by getting accountability of his fire team. He spoke clearly and made constant eye contact with each member of his fire team as he briefed the five paragraph order. SNC requested a situation report from each fire team member. He stressed that time was of the essence. SNC gave the fire team specifics on how they would execute. He kept constant communication with the security and made sure there was no site of the enemy. SNC moved quickly and made his fire team move quickly as well. At the point of friction, there was no hesitation to devise a new plan and SNC ensured each member was aware of the change in plans. The fire team did…
Candidate Holthe's five paragraph order was clear and concise. It was easy to understand and flowed well. However, he did brief parts as more of a check in the box without applying them to the execution. For example, he briefed hand and arm signals when they were clearly communicating utilizing voice. Initially he identified security but he then told them it would not be necessary so he did not establish it. SNC briefed a concise scheme of maneuver and his tasks were clear in order to accomplish the mission. SNC did fail to make the necessary adjustments to his plan in a timely manner. When it was clearly evident that his plan was not working he did not make an adjustment until eight minutes into the execution phase. SNC did not move…
SNC conducted a five paragraph order that was incomplete. SNC addressed all paragraphs of the five paragraph order with the exception of the Command and Signal paragraph. A subordinate prompted SNC to brief the Command and Signal portion of the order. SNC also did not task any of his fire team to get the magnetic azimuth. Despite having an incomplete five paragraph order, SNC did brief the order with confidence, using an aggressive voice which demonstrated a clear understanding of the mission. SNC developed an initial plan prior to starting the execution. SNC struggled with inter-team communications during the execution of the mission, which caused the fire team to step off in the wrong direction. The fire team got lost and had to be instructed…
What theory or theories might a court use to hold Wallace liable for insider trading?…
SNCs’ five paragraph order contained pertinent information, but was heavily punctuated with the use of filler words such as “uh” which hindered the flow of the order and made it difficult to understand. SNC’s Situation paragraph was briefed out of sequence. During movement to the objective SNC moved throughout the squad to ensure proper dispersion and physically moved subordinates who did not immediately correct dispersion. Upon receiving enemy contact, SNC issued clear orders and ADDRAC. SNC lost mission focus, to resupply a desperate squad, and instead allocated his entire squad to assault a lone enemy’s fighting position. During the assault, SNC lead from the front, directing his fire team leaders to alter direction of attack and maintain…
SNC confidently addressed all paragraphs of the order in a logical and confident manner. SNC’s initial plan lacked specific tasking and direction. SNC had initial difficulty issuing orders and direction. SNC used phrases which included “Let’s get two candidates” to complete a task and “do you want to give it a try.” SNC used available resources and became more confident in leading as SNC’s subordinates responded to tasking and began to gain momentum. SNC overcame friction points. As SNC made initial success, SNC became more directive and assertive in leading after the first candidate overcame the obstacle and secured the ammo can. SNC was…
The first thing that SGT. Walsh should do as a supervisor it that he needs meet the every officer that is under his command and introduce himself and get to Know the officers that he will be working with. Another than that he also should see if they have any concerns that they what to tell me so he can address them.…
SNC completed the 5 paragraph order ensuring all of the basic guidelines were covered. The loud and demanding voice of SNC illustrated that SNC was confident in his plan and knew and understood the mission. SNC used the hand and arms signals as the form of communicating with his fireteam. SNC provided a successful security plan that helped the fireteam during the time of friction. SNC and his fire team were engaged by enemy contact and SNC was able to locate the direction of the enemy and return fire and lead his fire team to safety but to also accomplish the mission. SNC made decisions without relying on other suggestions and executed the plan in a tactical manner SNC displayed a sense of urgency instructing his fireteam to move with caution.…
Candidate Gantz demonstrated an above average knowledge of the five paragraph order. His brief was confident and contained the required information in the appropriate order. Prior to giving his brief SNC took the time to look at the obstacle and come up with an initial plan and while briefing his plan he used the obstacle to ensure his team members understood what was just briefed. During the execution he led his team with good command presence and a bias for action. SNC seemed to become discouraged when faced with a point of friction, but once he regained his situational awareness, his confidence returned. SNC was able to articulate his intent to his team members. SNC did set security, but needs to check on security from time to time, which…
1. What industry does the IDEO company belong to, and how would you describe IDEO’s “value proposition” (what customers anticipate from IDEO’s services), in contrast to that of other competitors in that market space? (Please include a few other typical customers, and analyze differences in words or a table format).…
The problem of marketing Complan is somewhat unusual. It is, and it is perceived as, 'far superior' to competing products. And that is precisely the problem. As one housewife remarked, "It's too much of a good thing. Do I really need all that?" The origin of Complan explains its vastly superior formulation. It was developed by Glaxo Laboratories as a complete and balanced nourishment for serious medical and surgical patients unable to take normal food. Introduced into the Indian market in the early sixties, Complan was first promoted 'ethically', that is, to doctors who then prescribed it for their patients. This ethical positioning as complete and balanced nourishment obtained very good support from doctors and a growing, if modest, tonnage of sales was achieved. However, after some time growth levelled off. In 1970, Glaxo set up a Family Products group in the Company with the object of promoting some of its ethical brands over-the-counter, that is, promoting them directly to consumers with mass media advertising. It was judged that this would greatly increase their sales volume. Complan was one such product and it more than justified those expectations—for a while.…