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 Hecht delivered an incomplete brief. SNC was nervous and unsure of the information he was relaying to his team. This uncertainty was displayed through him constantly repeating himself stumbling or stuttering and briefing the order out of sequence. SNC’s orientation simply stated that his team was located on MCB Quantico, Brown Field. SCN briefed his friendly situation in conjunction with the beginning of his mission statement. SNC failed to brief the entirety of the coordinating instructions. His brief as a whole lacked the structure of a five paragraph order. SNC lacked confidence and due to the lack of information, his order did not completely make sense. Prior to execution, SNC did not establish a plan which made it difficult for…
During this time, there were several miscommunications between headquarters and the platoon. Serial 2’s original path was a difficult and harsh terrain. The local offered an easier and quick path that Serial 2’s leader agreed upon. The local took the front of the convoy and led Serial 2 along the newly decided path. However, they came upon indirect fire, which was later, identify as mortar fire. The local stopped and took cover, which resulted in blocking the convoy on the narrow strip of pass. Serial 2’s members had to force the driver to drive in order to the convoy out of the danger zone. Serial 1 heard the firefight near Serial 2 and went towards it to provide fire. However, communications between Serial 1 and Serial 2 was never established during the incumbent firefight. As Serial 1’s members got into position, Serial 2 mistakenly Serial 1 as hostiles. During the…
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…
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…
Candidate Olsen's brief was thorough, confident, and clear. SNC spent an elongated time briefing his order. This took away from the time allotted to execute the mission. Prior to the execution phase, SNC posted security oriented in the wrong direction. SNC did not look at the obstacle prior to his initial plan. As a result, his initial plan lacked key elements required to complete the mission. Although, SNC did not anticipate points of friction he was able to recognize the need for a decision during points of friction. SNC was noticeably hesitant when making decisions. As a result, his fire team members stood around, not progressing towards mission accomplishment, and waiting for guidance and direction. The decisions SNC made during…
SNC’s order crossed the threshold of acceptable only because SNC mentioned the title of each of the five paragraphs in the five-paragraph order. SNC issued the order with neither confidence nor logic. SNC fabricated information pertaining to the leadership of fictitious higher units. SNC did not have a well-established plan thus resulting in Candidate Moore taking charge and leading the fire team. SNC overcame these initial deficiencies and failures, asserted himself, and took charge of SNC’s team by addressing the problems. SNC quickly formed a plan and executed it well by providing clear instructions…
Today, I learned how to set up an Evaporator for boiling sap from a sugar maple, red maple, and a silver maple to turn the sap into syrup. When Mr. Ploof said that today we are going to set up the evaporator, I thought he wanted to evaporate some rainwater. I found the evaporator and some equipment in the storage closet where Ploof hides all his treasures. The evaporator was under a bunch of junk and a fantastic weed whipper. First, we had to move the evaporator from the closet, into the right place under a giant chimney. On the evaporator is the boiling pan and the finishing pan. Under the evaporator is an insulation made by N.A.S.A that is used in space ships and satellites to allow the heat to stay inside the insulation, but does not show any signs of heat. Mr. Ploof was then preaching about how all the pans, pails, and jars. The cleaning process is to be washed in hot water using no soap, dried, then washed and dried again. This allows for no dust and bacteria to get in the syrup, which will make it dirty. We…
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 Fosbury Flop” by Rich Wallace told the story of how Dick Fosbury never gave up during his track and field career, specifically the long jump. For example, Wallace states “ his coach had never seen such an odd style”, which Fosbury had practiced over and over again. Fosbury had wanted to find a way to jump higher, so he began to practice new ways of jumping. His coach had tried to convince him to go back to the standard way of jumping, but, Fosbury never gave up on finding a new technique. Later on, the author states that at the 1968 summer Mexico City Olympics Fosbury was faced with the challenge of jumping higher than he ever had before. To clarify, Fosbury was faced with the problem of jumping higher than his previous records. He did…
In the other hand, Gen. Montcalm (British CG1) prepares his troops lined across the formation and moves forward until is given the command to shot the first volley. This attack was ineffective because was shot to far from the enemy so the French advance within 40 yards from the British. They form again and strike another volley to the British, this time the cotenants can see each other faces. British soldiers stand the attack and reassume their formation. While the…
FORT RUCKER, Ala. -- The battle buddy system teaches Soldiers how to work together as a team and how to look out for fellow Soldiers at all times…
This is when General Man’s began to apply more pressure. B-Company was being attacked by a numerically superior force. In the haze of the battle a platoon from Bravo pushed further west than the rest of the company inadvertently isolating themselves from their unit. They were effectively cut-off and surrounded. Shortly after the onset of heavy fighting, the remainder of LTC Moore’s unit had landed on the LZ. He arranged his units to reinforce those who were engaged in heavy fighting to the west, and protect the LZ from the advancing NVA to the…
Almost as soon as the Soldiers stepped off, the division Commander, General Hood, was maimed in the arm by artillery. The wound was incapacitating enough to take him out of the battle. His absence created a break down in communications among his subordinate leaders. As a result, the Texas Brigade Commander, General Robertson, was unsure where his Brigade’s position should be in relation to the rest of the 1st Corps’ assault across the field. With no instruction and little way to effectively issue his commands across the brigade, confusion among the Soldiers enveloped the situation. (Brig…