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 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 Rivera flawlessly issued his five paragraph order to his fire team. SNC was sure to cover all key points and state the paragraph that he was briefing at the time. SNC displayed an understanding of the concept of operations through his tactical mindset, ensuring to account for team members, their assigned tasks, and equipment updates. During certain points of friction SNC was able to make sound decisions, however he did realize that after making certain judgment calls he could have or should have approached it differently. None of the decisions made were crippling to the accomplishment of the mission. Though SNC established a plan prior to execution, his plan only allowed for once course of action instead of establishing that contingency…
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…
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 began the brief with Situation containing elements from Orientation and Execution added in. During the execution SNC gave specific individuals tasks based upon their capabilities as well as covering how each of the tasks would build upon one another ultimately leading to mission accomplishment. SNC is able to speak in a manner with authority while maintaining confidence and remaining calm. SNC recognized right away that he had chosen the incorrect plank to begin the execution and made the change immediately. When one of the FT members was timed out for 60 seconds, SNC did not hesitate to continue on without his assistance. SNC placed himself directly into the friction making decisions and executing right along with his FT members. After…
Candidate Yonker began his brief with strong command presence and confidence. He continued to give the rest of the brief with the same tone and presence that he was displaying to the fire team. SNC’s brief was presented in a clear and fluent manner. At the end of the brief all members knew what their tasks were and what their role was in accomplishing the mission. SNC maintained constant communication with every member throughout the evolution. Once the team hit the first point of friction, SNC positioned himself where he would be able to best assist the team. The problem was quickly identified and the team leader adjusted and continued with the solution. SNC effectiveness under a stressful situation allowed the team to maintain forward progression…
Candidate Hutchins gave an average brief, at times he stumbled through his brief, often using filler words such as “um” or “uh”. SNC lacked confidence and sounded unsure of the information he presented to his subordinates. Even though he displayed a lack of confidence his brief did include all the elements needed to execute the mission. SNC gave a detailed scheme of maneuver stating the different formations that will be utilized upon reaching each tactical control measure. The tasking statements were detailed and had specific roles for each team member. During the execution phase, SNC moved quickly to the objective but failed to maintain adequate dispersion within the team. Once they reached the objective the point man halted the team and reported…
Candidate Estrada, M. received the obstacle brief and only asked two question in order to clarify what he had missed. SNC wasted little time completing his notes and assessed the obstacle for a few moments before he briefed his team. His brief consisted of all the parts of the 5 paragraph order; however, he displayed lack of confidence in his tone of voice and gave a confusing brief that bounced around the 5 paragraph order. His decision making was slow during the execution and this was displayed through lack of communication to his team. SNC did not listen to the coordinating instructions very well, as he added they could not touch an area of the obstacle that was authorized, which was part of a previous scenario. The minimal communication…
Candidate Phillips conducted a five paragraph order brief, which covered all information and guidelines pertaining to the OSMEAC with the exception of the Command and Signal paragraph. SNC also failed to brief the Command sub-paragraph but did follow the five paragraph order format; however, he initially lacked confidence during the brief. SNC showed signs of nervousness in which he kept forgetting what to say and paused in between the brief making it distracting to listen to. The information that was briefed was accurate, based on the evaluator’s brief. SNC was able to develop an initial plan at the start of the mission. SNC was not able to adjust due to the intensity of the mission in which SNC asked his fire team for suggestion before implementing…
The Commander is the central figure in mission command and must blend the art of command and the science of control to integrate all joint warfighting functions. The Command and Control demonstrated during Operation Husky by Allied Forces failed to successfully meet the three key attributes of mission command and demonstrated numerous weaknesses integrating the joint force. Although Operation Husky was a victory for Allied forces, supporting paragraphs will provide examples of miscues that could have been detrimental to success; with subsequent paragraphs highlighting the integration of additional joint functions; fires and intelligence, during the operational level of Operation Husky.…
SNC’s briefed all pertinent information required in the five paragraph order. SNC’s Mission paragraph included an end state and actions on the objective. SNC’s Scheme of Maneuver followed the full course of the Mission. It was evident SNC had a well thought out, detailed plan and fully considered future requirements. During the Command and Signal paragraph, SNC stated the team would communicate in a “tactical whisper,” a decision which had detrimental effects on the team’s ability to communicate later on in the problem. Communication suffered due to the use of the “tactical whisper” and at one point, two subordinates stood idle as SNC attempted to tie knots in a rope. When the initial plan failed, SNC sought creative solutions to the…
Operation Anaconda an Ill Structured Problem An ill structured problem is a situation or dilemma that does not have a clear concise objective or solution, or a clear process to solve it. Operation “Anaconda”, which took place in March 2, 2002 would prove to be one of those problems. The three major reason reasons why Operation Anaconda fit this definition so well is due to failures in several areas. The first area of failure was the Command element, even though there were many joint force commands in the area.…
At the operational level, the doctrinal attributes of mission command and proper integration of other joint functions were not followed during the planning, organizing and execution of Operation HUSKY. Integration by definition is “The arrangement of military forces and their actions to create a force that operates by engaging as a whole.” Three attributes essential to effective mission command not maximized during the operation include commander’s intent, mutual trust, and a command climate of understanding. Not fully integrating the joint functions of fires and intelligence also directly affected the overall effectiveness of the operation.…
- Failure to report important information (the finding of a submerged submarine) and assuming it is unnecessary in order to protect it from being passed on to superiors so that it doesn’t interfere with the initiative strategy resulted in disasteric ending. The loss of 2,340 people and 19 vessels…