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300 Cards in this Set
- Front
- Back
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Identify the 5 Steps of COG's latter
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1. Polite
2. Why we're here 3. The Bid for Power 4. Constructive 5. Esprit |
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Polite Stage
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-Getting acquainted
- Need for team approval high - Need for team identity low - conflict absent - Some members rely on stereotyping - cliques form - Rules of behavior – keep ideas simple/avoid controversy Group members begin setting goals for themselves to get to the next stage |
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Stage 2: Why we’re here stage
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- Members take risk
- Want to know goals/ objectives - Cliques grow/ merge, wield influence - Need for team approval declines - Time spent here varies depending on task Hidden agendas surface disguised as group objectives – individual reasons will be different |
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Stage 3: The bid for power stage
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- Individuals seeks power
- Conflict rises to higher level - No strong team spirit - Thru cliques, members wield power - Team still doesn’t build an identity - Need for structure is strong - Roles are very important Establish team hierarchy; active listening necessary to get to the next stage |
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Stage 4: Constructive Stage
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- Members give up attempts to control
- Team spirit starts growing - Cliques begin to dissolve - Leadership is shared - Team identity becomes important - Conflict is dealt with as a mutual problem Get to the next stage thru multiple successes |
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Stage 5: Esprit Stage
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- Team morale high
- Individuality and creativity are high - Cliques disappear - Team is "closed" |
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2.1 & 2.2: Identify and define the 7 essential building blocks for successful team building
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1. Clear objectives
2. Openness 3. support and trust 4. cooperation and conflict 5. competence 6. individual development 7. leadership A2210 |
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3.1: Explain how a problem is solved using the 6 step problem solving process
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1. Identify the problem
2. Gather data 3. List possible solutions 4. Test possible solutions 5. Select best solution to problem 6. Implement the plan A2210 |
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1.1: Describe the USAF core competencies
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1. Developing Airmen – largest investment in our total force made up of Active Duty, Guard, Reserve, and civilian personnel – most critical asset.
2. Technology to war fighting – Translating technology into operational capability 3. Integrating operations – maximizing combat capabilities in all 4 service branches a1220 |
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1. Strategic attack
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offensive action aimed at generating effects that most directly achieve our national security objectives
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2. Counter Air
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maintaining air capabilities to maintain air superiority
a. Offensive counter air i. Escort ii. Sweep Past the FIBA b. Defensive counter air i. CAP (In the air) CAP: Combat Air Patrol ii. Alert (On ground) |
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3. Counter Space
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maintaining space capabilities to maintain space superiority
a. Offensive Counterspace b. Defensive Counterspace 5 goals: Degrade, Destroy, Deny, Disrupt, Deceive |
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4. Counter Land
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maintain superiority over surface operation by destruction of enemy forces
a. Interdiction – aerial maneuver against the enemies’ military potential before it can be used against us b. Close Air Support – Direct support to friendly surface forces in contact with enemy forces |
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5. Counter Sea
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Our capabilities extending into maritime environments. Includes sea surveillance, anti ship warfare, protection of sea lines, aerial mine-laying, air refueling
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6. Information Operations
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Actions taken to influence, affect or defend information systems and/or decision-making
a. Influence operations – i.e. propaganda b. Network combat operations – digital battlespace—Hacking, computers c. Electronic warfare operations – attacking the enemy over the electromagnetic battle space |
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7. Combat Support
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procurement, maintenance, distribution and replacement of materiel and personnel
a. Agile combat support – timely concentration, employment, and sustainment of US military anywhere b. Expeditionary combat support – the essential capabilities necessary to employ and sustain all elements of aviation and ground combat operations forces in a deployed location |
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8. Command and control (C2)
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a. Command – legal authority exercised over subordinates by virtue of rank or assignment; motivating and directing people to accomplish missions
b. Control – the process and system by which commanders plan and guide operations |
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9. Airlift
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the transportation of personnel and materiel thru the air—Air drop, hub and spoke, Direct delivery, Air land
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10. Air refueling
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the in-flight transfer of fuel between tanker and receiver aircraft
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11. Spacelift
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delivering satellites, payloads, and materiel to space
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12. Special operations
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forces that organize and employ in small formations capable of independent, supported, and supporting operations with the purpose of enabling timely and tailored responses across the range of military operations
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13. Intelligence
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the product resulting from the collection, processing, integration, analysis, evaluation, and interpretation of available information concerning foreign countries or areas.
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14. Surveillance
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continuous, systematic process of observation not oriented to a specific target
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FM 100-20 dictated that:
A. Land power is an auxiliary of Air Power B. Air power is an auxiliary of Land Power C. Air power and land power are separate but equal D. Air power is more important than land power |
C. Air power and land power are separate but equal
A3030 |
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ALLIED FORCE and DESERT STORM were different in that:
A. Land forces were not used during ALLIED FORCE. B. ALLIED FORCE used modern, cutting edge technology. C. DESERT STORM relied primarily on Air Power. D. DESERT STORM relied on more NATO nations. |
A. Land forces were not used during ALLIED FORCE.
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Which of the following is not part of the AETF?
A. COMMAFFOR B. AEWs and AEGs C. DRU D. AOC |
C. DRU
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TRUE or FALSE: In Operation ALLIED FORCE, air power was the supported force
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TRUE
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Surveillance is
A. a mission undertaken to obtain, by visual observation or other detection methods, information about the activies and resources of an enemy, or to secure data concerning the meteorological, hydrographic, or geographic characteristics of many different areas. B. the systematic observation of aerospace, surface or subsurface areas, places, persons or things, by visual, aural, electronic, photographic, or other means. C. a mission undertaken to obtain, by visual observation or other detection methods, information about the activities and resources of an enemy, or potential enemy, or to secure data concerning the meteorological, hydrographic, or geographic characteristics of a particular area. D. the specific and concentrated observation of aerospace, surface or subsurface areas, places, persons or things, by visual, aural, electronic, photographic, or other means. |
B. the systematic observation of aerospace, surface or subsurface areas, places, persons or things, by visual, aural, electronic, photographic, or other means.
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Possessing knowledge or requisite skills to accomplish the job best describes which block for successful team building:
A. Cooperation and conflict B. Individual development C. Trust and support D. Competence |
D. Competence
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The ultimate source of combat capability and most critical asset “ – This describes which USAF core competency?
A. Integrated Operations B. Strategic Attack C. Technology to Warfighting D. Developing Airmen |
D. Developing Airmen
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The ___________ is critical for handling crises, such as attacks on the base, as they emerge while minimizing the impact to wing and base operations
A. Special Operations Liaison Element (SOLE) B. Survival Recovery Center (SRC) C. Battlefield Coordination Detachment (BCD) D. Battle Management Center (BMC) |
B. Survival Recovery Center (SRC)
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9. Which target is considered unlawful to attack?
A. Enemy military aircraft/aircrew in neutral airspace B. Enemy civilian aircraft approaching a base at high speed C. Airmen parachuting from disabled aircraft, not resisting D. Both A & C |
D. Both A & C
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Which of the following is the senior most war-fighting echelon?
A. Wing B. AETF C. NAF D. MAJCOM |
C. NAF
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Which of the following of Col Warden’s Five Rings is defined as the facilities or processes without which the state or organization cannot maintain itself?
A. Leadership B. Organic Essentials C. Infrastructure D. Population |
C. Infrastructure
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t which phase in the conflict resolution model is the Military IOP highest?
A. Dispute B. Peace C. Hostilities D. Pre-Hostilities |
C. Hostilities
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Which of the following statements is true concerning surveillance and reconnassaince?
A. Surveillance complements reconnaissance by obtaining specific information within a certain time constraint. B. Surveillance complements reconnaissance by systematically obtaining information through a continuous process, not oriented to a specific target. C. Reconnaissance complements surveillance by systematically obtaining information through a continuous process, not oriented to a specific target. D. Reconnaissance complements surveillance by obtaining specific information within a certain time constraint. |
D. Reconnaissance complements surveillance by obtaining specific information within a certain time constraint.
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Precision engagement is metaphorically described as the _____ of joint service operations because of its ability to apply discriminate force precisely where requried.
A. Bonesaw B. Scalpel C. Sledgehammer D. Dagger |
B. Scalpel
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Which of the following is not a reason why nations stop fighting?
A. Winners/losers B. Loss of Morale C. Political Change D. Cost Benefit |
B. Loss of Morale
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True/False
Air Superiority is the degree of dominance wherein opposing forces are incapable of effective interference anywhere in a given theater of operations |
False
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Regarding information, which of the following abilities does Information Superiority NOT allow for?
A. Collect B. Command C. Exploit D. Defend |
B. Command
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Which of the follow accurately depict the two doctrinal views of space?
A. strategy-centric and global-centric B. effects-centric and global-centric C. space-centric and effects-centric D. space-centric and theater-centric |
C. space-centric and effects-centric
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“Attaining and maintaining a desired degree of space superiority by allowing friendly forces to exploit space capabilities while denying an adversary’s ability to do the same” describes which of the four mission areas of space functions?
A. Space Force Enhancement B. Space Control C. Space Force Application D. Space Support |
B. Space Control
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According to the foundational doctrine statement on leadership, all commanders should be…
A. objective B. leaders C. Field Grade officers (FGO’s) D. educated |
B. leaders
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Which of the following does not contribute to the idea of the Total Force?
A. Guard B. Civil authorities C. Reserve D. Civilian Personnel |
B. Civil authorities
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All of the following are components of the Dr. Strange Model EXCEPT:
A. Center of gravity B. Critical capabilities C. Critical requirements D. Critical assets |
D. Critical assets
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How many leadership competencies are there?
A. 6 B. 7 C. 8 D. 9 |
B. 7
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Tactical leadership is predominantly…
A. focused on group/teams B. focused on large organizations or systems C. complex and sophisticated D. direct and face to face |
D. direct and face to face
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True or False. Deployment readiness means ensuring each active duty, reserve and guard Airman stays ready to deploy anywhere in the world on short notice
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true
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True/False. The UTC is a 4-character alphanumeric code which defines a potential capability focused upon accomplishment of a specific mission that the military service provides.
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False (5 character)
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Global attack can be defined as:
A. Actions taken to create, effectively deploy, and sustain US military power anywhere at our own initiative, speed, tempo B. The ability of the Air Force to attack rapidly and persistently with a wide range of munitions anywhere on the globe at any time C. The ability to command and employ forces to cause discriminate strategic, operational, and tactical effects |
B. The ability of the Air Force to attack rapidly and persistently with a wide range of munitions anywhere on the globe at any time
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. ‘The timely movement, positioning, and sustainment of military forces and capabilities through air and space, across the range of military operations’, is which distinctive capability of the USAF?
A. Rapid Global Mobility B. Air and Space Superiority C. Global Attack D. Precision Engagement |
A. Rapid Global Mobility
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The USAF Distinctive Capability of Air and Space Superiority is as follows…
‘The degree of dominance that permits land, sea and air forces to operate at a given time and place without __________________ by the opposing force’ A. effective interference B. disruption C. being whooped on D. prohibitive interference |
D. prohibitive interference
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True or False:
The two fundamentals of leadership are 1) the mission, objective, or task to be accomplished, and 2) the people who accomplish it. |
true
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Out of all of the leadership competencies, which one should be emphasized more to know when it comes to teambuilding?
A. Exercise sound judgment B. Inspire Trust C. Foster Effective Communication D. Assess Self |
C. Foster Effective Communication
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True or False:
Lowering volume and pitch can indicate excitement and be used to make a strong point or show emotion |
False
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Which of the following does NOT affect the delivery of a briefing?
A. Foot work B. Posture C. Time of Day D. Hand Gestures |
C. Time of Day
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Leadership is the _______ and ________ of influencing and directing people to accomplish the assigned mission.
A. Art and discipline B. command and control C. Art and Science D. Science and skill |
C. Art and Science
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Leadership does not equal…
A. power B. supervision C. management D. command |
D. command
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. The 3 components to improve leadership are…
A. Air Force Core values, leadership competencies, leadership actions B. Air Force Core values, leadership actions, leadership experience C. Leadership competencies, leadership actions, occupational skill sets D. Leadership actions, professional and technical competence, guiding characteristics |
A. Air Force Core values, leadership competencies, leadership actions
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Which of the following is NOT an example of a Major Operation and Campaign (MOC)?
A. Desert Storm B. Operation Allied Force C. The Battle of Mogadishu D. Enduring Freedom |
C. The Battle of Mogadishu
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Which of the following is a category of Homeland Operations?
A. The Department of Homeland Security (DHS) B. The United States Coast Guard (USCG) C. Defense Support of Civil Authority (DSCA) D. Transportation Security Administration (TSA) |
C. Defense Support of Civil Authority (DSCA)
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The _______ is the source of the JFACC’s authority.
A. JFC B. JFLCC C. COMAFFOR D. SECDEF |
A. JFC
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. Functional component commanders normally exercise ______.
A. OPCON B. TACON C. ADCON |
A. OPCON
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. The JFACC is responsible to control execution of current joint air and space operations to include all of the following EXCEPT:
A. Intratheater air mobility B. Integrating operations C. Information operations D. Counterland |
B. Integrating operations
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Which of the following are not one of the 7 essential building blocks for successful team building?
A. clear objectives B. leadership C. followership D. competence |
A. clear objectives
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According to COG’s Ladder Model, cliques begin to disappear in the ________ stage of group development.
A. Polite B. Why We’re Here C. Bid For Power D. Constructive E. Espirit |
D. Constructive
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Close air support is defined as:
A. procurement, maintenance, distribution and replacement of materiel and personnel B. direct support to friendly surface forces in contact with enemy forces C. aerial maneuver against the enemies’ military potential before it can be used against us D. timely concentration, employment, and sustainment of US military anywhere |
B. direct support to friendly surface forces in contact with enemy forces
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The correct order of Warden’s Five Rings from most vital to least vital is:
A. Leadership, Infrastructure, Population, Organic Essentials, Fighting Mechanism B. Leadership, Organic Essentials, Infrastructure, Population, Fighting Mechanism C. Leadership, Infrastructure, Organic Essentials, Population, Fighting Mechanism D. Leadership, Organic Essentials, Population, Infrastructure, Fighting Mechanism |
B. Leadership, Organic Essentials, Infrastructure, Population, Fighting Mechanism
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Military theory is defined as:
A. Knowledge, principles and assumptions, based on historical experience and analysis, used to predict and explain the nature and/or behavior of war B. Officially sanctioned beliefs, warfighting principles, and terminology that describes and guides the proper use of air and space forces in military operations C. A specific statement of a desired end describing “what” a military force wants to accomplish D. A plan of military action based on doctrine, originating in policy, and shaped by situation-specific variables |
A. Knowledge, principles and assumptions, based on historical experience and analysis, used to predict and explain the nature and/or behavior of war
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______ believed in punishing civilians to force a government to surrender
A. Mitchell B. Trenchard C. Slessor D. Douhet |
D. Douhet
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Define Low Intensity Conflict
A. result of two nations having conflicting interests that might boil over into a serious situation B. within a state between two or more groups over the future of a state C. occur between state and nonstate actors, violence is at lower intensity (sporadic) and with shorter duration than declared wars D. use of unlawful violence or threat of violence to inculcate fear; intimidate governments or societies in pursuit of goals; state sponsored or non state actors |
C. occur between state and nonstate actors, violence is at lower intensity (sporadic) and with shorter duration than declared wars
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Identify the four instruments of power
A. Diplomatic, Informational, Economic, Communication B. Diplomatic, Informational, Military, Economic C. Diplomatic, Informational, Technological, Communication D. Diplomatic, Informational, Military, Technological |
B. Diplomatic, Informational, Military, Economic
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Some of the barriers to effective communication are:
A. Language Difference, Sender Breakdown, Vague Purpose B. Not Listening, The Situation, Method Breakdown C. Inappropriate Medium, Recipient Breakdown, The Setting |
A. Language Difference, Sender Breakdown, Vague Purpose
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. CGOs are mostly _______.
A. Tactical B. Operational C. Strategic |
A. Tactical
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What is the 3rd step in the problem solving process?
A. Gather Data B. Test Possible Solutions C. List All Possible Solutions D. Identify The Problem |
C. List All Possible Solutions
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Defense Support System (DSP) Satellites
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a. Describe: DESERT STORM—detected scud missile launch, warned civilians
b. Mission: Detect, report missile & space launches occurring in satellite field of view (FOW) c. Characteristics: Detect missile launches, Observe infrared radiation—IR apart of electromagnetic spectrum |
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2. Space Based Infrared System (SBIRS)
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a. Describe: Not yet here, Highest priority space system, missile defense
b. Mission: Missile Warning, Missile Defense, Technical Institute, Battlespace Characterization c. Characteristics: Defense Support Program (DSP), SBIRS High, Space Tracking & Surveillance System (STSS) |
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3. Defense Meteorological Satellite Program (DMSP)
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a. Describe: Collects weather data, provides visual/infrared imagery of cloud cover, measures local charged particles, black/white images only
b. Mission: Jointly operated: Dept Defense, Dept Commerce & NASA |
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4. Global Positioning System
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a. Describe: Provides navigation data
b. Mission: Joint Direct Attack Munitions (JDAM) c. Characteristics: Won’t work when Satellite Alone, Receiver Alone and Geometry |
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5. Defense Satellite Communication System (DSCS)
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a. Describe: 6 High frequency transponders, provides comm links for management control
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6. Wideband Global SATCOM (WGS) Satellite System
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a. Describe: Provide comm. Services for CCDR to control tactical forces
b. Characteristics: DOD highest capacity comm. satellite |
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7. Milstar
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Joint Service Communications
a. Describe: Smart switchboard, send small receivers simultaneously b. Mission: Joint service satellite for wartime c. Characteristics: Most Advanced |
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8. Delta II
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a. Describe: Expandable launch, medium lift vehicle
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9. LGM 30G Minuteman III Ballistic Missile (ICBM)
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a. Describe: L=silo launched, G=surface attack, M=guided missile
b. Mission: Strategic weapon system c. Characteristics: only 1 warhead |
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10. KC-135 Stratotanker
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a. Describe: Can be refueled in air by KC-135&KC-10
b. Mission: Air Refueling c. Characteristics: 4 mounted turbofans under wings, shuttle cock shaped drogue attached to and trailing after boom |
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11. KC-10 Extender
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a. Describe: Refuel& carry fighter support personnel& equipment overseas
b. Mission: Air refueling c. Characteristics: 3 large fuel tanks under cargo fuel& 3 mina wing fuel tanks, has lightening for night operations |
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12. C-130 Hercules
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Describe: Aft loading ramp
b. Mission: Tactical Airlift, natural disaster relief missions c. Characteristics: Can operate from rough dirt strips, air drops troops &equipment in hostile areas |
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13. MC-130 Combat Shadow
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a. Mission: Air Refueling for helicopters: Extend range of combat search &rescue helicopters by refueling in hostile areas 2) Tactical delivery via airdrop/land
b. Characteristics: Usually fly at night with night vision goggles |
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14. EC-130 Compass Call
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a. Mission: Airborne tactical weapon system to prevent enemy C2 communications
b. Characteristics: Supports tactical air operations and special operations |
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15. AC-130 H/U Spectre Gunship
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a. Mission: CAS, Air interdiction & force protection
b. Characteristics: Side firing weapons, attack 2 targets simultaneously, carry Bofors cannon |
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16. MC-130 E/H Combat Talon I/II
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a. Mission: Infiltration, Exfiltration & Resupply of special ops forces in hostile areas
b. Characteristics: Terrain following/avoidance radars, air refuel helicopters |
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17. EC-130 E/J Commando Solo
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a. Mission: Single Ship Orbit, Conducts info/psych operations and civil affairs broadcasts in AM, FM, HF, TV and military comm bands
b. Characteristics: 4 engine transport |
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18. C-5 Galaxy
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a. Mission: Airlift, DESERT STORM/SHEILD
b. Characteristics: 1 of largest in world, take off & land in short distances, load/unload in front & rear, kneeling landing gear system, 4 turbofan engines, 12 internal wing tanks |
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19. C-17 Globemaster
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a. Mission: Tactical airlift& airdrop mission
b. Characteristics: 4 reversible engines also used by Boeing 757, winglets, 1st Army drop, 1st low altitude airdrop |
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20. F-15C Eagle
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a. Describe: Multi-mission avionics
b. Mission: Tactical fighter to gain air supremacy c. Characteristics: Air to Air Missions |
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21. F-15E Strike Eagle
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a. Describe: Dual role fighter, 2 seater with WSO
b. Mission: Tactical fighter, Air-to-Air & Air-to-Surface missions c. Characteristics: LANTIRN, displays daylight few at night |
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22. F-16 Fighting Falcon
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a. Describe: 6 barrel cannon, 2 sidewinder missiles at each wingtip, fly-by-wire sys.
b. Mission: Air-to-Air & Air-to-Surface c. Characteristics: Multi-role fighter, highly maneuverable, 9 G’s, ONLY fighter with wingtip missile rails |
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23. F-16CJ Wild Weasel
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a. Describe: Carry HARM in SEAD (Suppression Enemy Air Defenses) missions
b. Mission: SEAD missions, air-to-air, air-to-ground mission c. Characteristics: Longer range shots |
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24. F-22A Raptor
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a. Describe: Air dominance fighter, most advanced in world
b. Mission: Air-to-Air, Air-to-Ground c. Characteristics: Stealth, 6 AIM & 2 Sidewinder missiles, supercruise thrust |
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25. A-10 Thunderbolt II
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a. Describe: Twin engine, interchangeable parts, lots of visible bombs
b. Mission: CAS and support CSAR c. Characteristics: Can conduct in dark with night goggles, bulletproof glass, DESERT STORM |
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26. EA-6B Prowler
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a. Describe: Used for Nay, Marines & Air Force
b. Mission: Jam hostile radars and communications to protect fleet surface units, monitors electronic spectrum c. Characteristics: Included in every aircraft carrier deployment, ONLY AIRCRAFT capable of ALL DOD electronic countermeasures |
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27. B-52 Stratofortress (Big Belly)
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a. Describe: Long range heavy bomber, 5 crew
b. Mission: Bomber, Stat attack, CAS, AI, OCA, conventional and nuclear c. Characteristics: DESERT STORM |
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28. B-1B Lancer
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a. Describe: Blended body/wing, long loiter time, 4 crew
b. Mission: Bomber, conventional and nuclear c. Characteristics: Largest payload of un/guided weapons, 1st used in Iraq for DESERT FOX, used in OEF, OIF |
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29. B-2 Spirit
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a. Describe: (triangle shape), 2 pilots
b. Mission: conventional and nuclear Bomber c. Characteristics: Stealth, OIF, OEF |
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30. E-3 Sentry—Airbourne Warning and Control System (AWACS)
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a. Describe: Modified Boeing 757 with satellite on top
b. Mission: All weather surveillance, C2 and communications needed by Cdrs. c. Characteristics: Jam resistant, collects data, provide direct info |
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31. E-8 Joint Surveillance and Target Attack Radar Systems (JSTARS)
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a. Describe: Modified Boeing 757, 27 ft canoe shaped radome with 24ft antennae
b. Mission: Provide theater/ground/air Cdrs with ground surveillance to support attack operations c. Characteristics: Airborne battle management C2, ISR platform |
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32. E-4B National Airborne Operations Center (NAOC)
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a. Describe: Militarized Boeing,
b. Mission: NAOC for president & SecDef c. Characteristics: ACC is single resource manager for E-4 |
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33. U-2 Dragon Lady
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a. Describe: Carry signals intelligence payload
b. Mission: High altitude, all weather surveillance& reconnaissance c. Characteristics: glider-like, single seat, single engine |
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34. RC-135 Rivet joint/Combat Sent/Cobra Bell
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a. Describe:
b. Mission: 135S Cobra Ball provides scientific and technical assessments of foreign ballistic missiles and treaty verification---Distinctive Black Wing c. Mission: 135 V/W Rivet Joint supports theater and national level consumers with real time intel. Collection-reconnaissance d. Mission: 135U Combat Sent provides strategic electronic reconnaissance info to the president, SecDef, Dept of Def and theater commanders |
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35. MQ-1 Predator UAS
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a. Describe: Remotely piloted aircraft
b. Mission: Interdiction and conducts armed reconnaissance against perishable targets c. Characteristics: JFACC owned, a system, turbo engine and wet wings, M=mulit role, Q= unmanned aircraft system |
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36. MQ-9 Reaper Unmanned Aircraft System
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a. Mission: persistant hunter-killer against emerging targets to achieve joint force commander objectives—Intel and Recon.
b. Describe: Full video, direct strikes to enemy, slightly larger than A-10 |
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37. RQ-4A Global Hawk Unmanned Aircraft System
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a. Mission: Intel and surveillance
b. Describe: Can remain on station for 24hrs, LRE, MCS |
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38. HH/MH-60G Pave Hawk
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a. Mission: Helicopter to conduct day or night operations into hostile environments to recover downed aircrew or other isolated personnel during war---Civil search and rescue, emergency aero medical evacuation, disaster relief
b. Describe: Automatic flight control system, night vision goggles, color weather radar c. Characteristics: Retractable fueling probe |
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39. Uh-1 Huey
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a. Mission: Airlift of emergency security and disaster response forces, security surveillance of off base movements of nuclear weapons convoys, response to SAR
b. Characteristics: Flight in instrument and night time conditions |
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40. CV-22B Osprey
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a. Mission: Conduct long range infiltration, exfiltration and resupply missions for special ops forces
b. Describe: Tiltrotor aircraft, vertical take-off/landing, wings rotate |
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41. AOC
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a. Known as the Falconer
b. Ops Center to plan, task, execute, monitor and assess activities |
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42. F-35 A Lightning II
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a. JAST—joint advanced strike technology
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43. C-27J Spartan
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a. Medium tactical airlifter
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44. EA-18G
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a. Used to replace EA-6B Prowler
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15. Reconnaissance
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surveillance by obtaining specific information of the enemy
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16. combat search and rescue (CSAR)
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recovering isolated personnel
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17. Navigation and positioning
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Providing accurate location and time of reference in support of strategic, operational, and tactical operations
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18. Weather Services
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supply timely and accurate environmental information to commanders at the strategic, operational and tactical levels.
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A1620 1.1 Describe the principle of effects-based targeting
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Selecting targets to produce physical and psychological consequences in order to achieve an objective
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2.1: Define the center of gravity
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Characteristics, capabilities, or localities, from which a military force derives its freedom of action, physical strength or will to fight
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2.2: Identify each of Colonel Warden’s Five Rings
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The most vital is the first going outward
1. Leadership 2. Organic essentials 3. Infrastructure 4. Population 5. Fighting mechanism |
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2.3: Identify the four components of the Dr. Strange model
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1. Center of gravity (CG)
2. Critical capabilities (CC) 3. Critical requirements (CR) 4. Critical vulnerabilities (CV) |
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2.4: Identify nodal analysis
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Def: A technique used to model a system by breaking the system into its component parts (nodes) and then analyzing and describing the relationships (links) between those components parts.
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A3010 1.1 Military theory
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Knowledge, principles and assumptions, based on historical experience and analysis, used to predict and explain the nature and/or behavior of war.
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Air and space doctrine
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Officially sanctioned beliefs, warfighting principles, and terminology that describes and guides the proper use of air and space forces in military operations.
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Objectives
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A specific statement of a desired end describing “what” a military force wants to accomplish.
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Strategy
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A plan of military action based on doctrine, originating in policy, and shaped by situation-specific variables.
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Contextual Elements
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Elements of the situation that the military commander cannot control but must deal with to achieve the objective. Political, International, Sociocultural, Economic, Leadership, Environmental, and Public Opinion are all examples of contextual elements.
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Operational Elements
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– Internal elements, or things specific to the organization you are working within that you must work with (Can be influenced). Logistical, Technological, Informational, Targeting Science, Deception, and Training are all types of operational elements
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Given several scenarios, identify the one that accurately depicts how contextual elements and operational elements influence the “Theory, Doctrine, Objectives, and Strategy” model of doctrine evolution.
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Contextual and Operational elements affect strategy.
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3.1 Identify the 3 levels of war in terms of objectives, mechanisms, and strategy.
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Strategic
Operational Tactical |
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Strategic
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Objective: World leaders establish national or multinational strategic security objectives
Mechanisms: Decisions of world leaders Strategy: Command level strategy, or overall strategy of the military forces |
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Operational
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Objective: link strategic objectives to tactical employment
Mechanisms: Decisions of commanders Strategy: Picking and choosing battles and operations with the largest chance of success |
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Tactical
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Objective: Achieve victory in battle
Mechanisms: Individual sorties/firefights Strategy: Destroy specific targets |
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4.1 Summarize airpower development through the end of WWI.
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Initially balloons were used for ISR. Then zepellins for maneuverability. Then airplanes for even more enhanced maneuverability. Shortly after the adoption of the airplane for military use it began performing DCA missions, then CAS. The theories that were developed were to have 1 airpower commander, that air superiority was important to victory, and that strategic attack could be used to defeat an enemies will to fight.
Lack of preparedness. Lack of experienced crews. We were not properly trained. None of the pilots had combat experience. Yet, Americans planned, executed, and won the greatest air battle of the war. |
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4.2 Identify examples of the operational functions of air and space power from the history of WWI, and articulate what distinctive capability they would support.
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d
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A3020 1.1 Identify the key concepts contained in the airpower theories of Douhet, Mitchell, Trenchard, Slessor, and the Air Corp Tactical School
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Douhet, Mitchell, Trenchard, Slessor, and the Air Corp Tactical School
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Douhet
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WW1 demonstrated inevitability and totality of wars
Modern technology had produced an unbreakable stalemate on the ground Airpower would restore mobility to war Air superiority Airpower should be used to bomb “vital centers” Aircraft provide tactical surprise Psychological effect of bombardment would be more pronounced than the physical effects Use of incendiary gas bombs *Mechanism- punish civilians = government surrender Air force should be a senior rather than junior partner in the defense establishment Little need for specialty aircraft to assist ground or sea |
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Mitchell
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Called for an independent Air Force based on strategic bombing
Reduced emphasis on surface warfare Aircraft, although generally complementing surface operations, can at times dominate them Utility of strategic bombing in disrupting and possibly destroying a large portion of an enemy’s war-making capability Primary air fight Air superiority |
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Trenchard
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Rejected strikes on the general population
Attacks on enemy morale- destroy enemy’s will to fight Air superiority Command of Air-to-Air battles Independent Air Power Use technology and heavy bombers and pursuit |
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Slessor
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Strategic bombing on tangentially related to the goals of the expeditionary force
Isolation of the battlefield with airpower Interdiction- targeting communications, transportation, fuel, supply, and ammo, and enemy field headquarters. Air superiority Equality of air and ground commanders |
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Air Corps Tactical School
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Bombardment as a potentially powerful weapon
Daylight, High-Altitude Precision Bombing of Pinpoint Targets Using air power to strike at the vital points of a nation’s structure rather than conducting exhausting wars of attrition Interdependence of the segments of the economic structure of a nation/ breaking vital links |
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1.2- Identify how the airpower theories of Douhet, Mitchell, Trenchard, Slessor, and ACTS influenced not only WWII airpower doctrine, but also the air and space power doctrine of today.
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Douhet influenced WWII and the modern AF firstly with his theory of mobility, the capability of airpower that has an advantage over ground forces. Airpower also eliminated the element of surprise in early recon missions of WWI, influencing information superiority. Airplanes could fly over "vital centers"- the key industries and structures that a state operated from. His theory of attack at any time, any where influenced global attack today. He was the first to believe in an independent air force, commanded by airmen only who understood it, influencing post WWII movements for the Department of the AF, with a centralized command.
Mitchell's theories began as seeing airpower as a revolutionary weapon that complimented and contributed to the army and navy capabilities, influencing combat support. He then called for an independent air force, reducing emphasis on surface wars. He wrote a doctrine manual not for public propaganda to state how exactly airpower should be employed in a war. This led to his ideas on strategic bombing to destroy the enemy's war-making capabilities. He eventually furthered his belief in complimenting sister services, but also implied that airpower would also dominate them. Trenchard also believed in targeting the enemy's vital centers strategically. He theorized strategic bombing accuracy was the best way, influencing emphasis on precision engagement. Rapid Mobility and Global Attack were based on airplanes' incredible speeds. He also believed in air superiority first. Slessor influenced today's expeditionary force. He believed in attacking the enemy's supply lines, influencing what is now called interdiction. He also believed in targeting communications and transportation nodes, fuel depots, ammo centers, and enemy field HQs. This was called "isolating the battlefield." This especially influenced strategy on D-Day. He emphasized, though, on air superiority first. Combat support was reached, he thought, through equality of command between the army and RAF, unlike Mitchell's and Douhet's views. Since the ACTS had no long precedent or body of doctrine to back itself up like old army doctrines, the ACTS became inevitably and directly involved in developing air doctrine. |
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A5010 1.1 Define the elements of the spectrum of conflict.
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International Crisis, Low Intensity Conflict, Terrorism, Civil War/Revolution, International War
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International Crisis
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result of two nations having conflicting interests that might boil over into a serious situation
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Low Intensity Conflict-
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often occur between state and nonstate actors, violence is at lower intensity (sporadic) and with shorter duration than declared wars
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Terrorism
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use of unlawful violence or threat of violence to inculcate fear; intimidate governments or societies in pursuit of goals; state sponsored or non state actors
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Civil War/Revolution
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conflict within a state between two or more groups over the future of a state
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International War
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large scale conflicts between states, carried out by armed forces
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1.2 Distinguish between the levels on the spectrum of conflict.
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IC Example: Tensions between the US and North Korea
LIC Example: Present situation in Iraq Terrorism: Khobar Towers, USS Cole Civil War/Revolution: American Civil War International War: WWII International crisis: - Involves no armed struggle Low intensity conflict - Prevalent, often unanticipated - High-priority goals of one or more actor - Limited response time Terrorism - Defined by intent to cause terror - Often a tool of non-state actors against states, but can be sponsored by states Civil War/Revolution - At least one actor is non-state - Future of state in dispute International War - Conflicts between states, carried out by armed forces - May not be declared as war - Higher level of violence and more sustained than low intensity conflict |
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3 levels of mil operations
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ECD: Engagement Cooperation Deterrence
Contingency and Crisis Response (CCR) operations. Major Operations and Campaigns (MOC). |
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ECD: Engagement Cooperation Deterrence
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Arms Control
Consequence management Counterdrug operations Foreign humanitarian assistance Military-to-military contacts Nation assistance Recovery Operations also: unilateral and multilateral exercises |
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Contingency and Crisis Response (CCR) operations.
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Combating terrorism
Counter-chemical, biological, radiological, and nuclear (C-CBRN) operations Enforcement of sanctions and/or maritime interception operations Enforcing exclusion zones Ensuring freedom of navigation and overflight Non-combatant evacuation operations (NEO) Peacekeeping operations Peace enforcement operations Protection of shipping Show of force operations Strikes and raids Support to counterinsurgency Support to insurgency |
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Major Operations and Campaigns (MOC).
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Desert Storm
Allied Force Enduring Freedom Iraqi Freedom Also: WWI & WWII, Vietnam, Korea, etc. |
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Identify the three categories of Homeland Operations (HO).
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Homeland Defense (HD)
Defense Support of Civil Authority (DSCA) Emergency Preparedness (EP) |
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Homeland Defense (HD)
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– as the protection of US territory, sovereignty, domestic population, and critical infrastructure against external threats and aggression, includes force protection actions, counterintelligence, air and space warning and control, counter-terrorism, critical infrastructure protection, air, space, and missile defense, and info security operations
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Defense Support of Civil Authority (DSCA)-
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support during and in the aftermath of domestic emergencies and for designated law enforcement and other activities. Missions include but are not limited to, preventing or defeating terrorist attacks, crisis management and consequence management due to CBRN incidents, response to natural disaster
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Emergency Preparedness (EP
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those planning activities undertaken to ensure DoD processes, procedures, and resources are in place to support the President and the SecDef in designated national security emergency
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3.2 Identify the relationship between Homeland Security and Homeland Operations.
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The AF’s role in Homeland Security is Homeland Operations incorporates all applications of air and space power within the US designed to detect, preempt, respond to, mitigate, and recover from the full spectrum of threats and incidents in the 50 US and the US territories and possessions, whether man-made or natural.
Homeland Security is to prevent terrorism, while Homeland Operations included everything that might happen to the country |
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4.1 Given a scenario, identify which IOP (Instruments of Power) is used.
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Four elements are Political/Diplomatic, Information, Military, and Economic Remember: DIME
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Lesson Objective 5 (Cognitive): Know the conflict resolution model.
5.1 Know the characteristics of each phase of the conflict resolution model. |
model (the thing with boxes progressing from peace to conflict and back to peace)
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Lesson Objective 6 (Cognitive): Know the importance of a well-defined end state.
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- Guides military efforts
- Prevents unnecessary waste of life - Know when to stop fighting - Affects conduct during/after ops |
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6.1 State the three reasons why nations stop fighting
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Winners/losers Cost benefit (it is not worth it to continue fighting) Political change
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6.2 Identify the important benefits of a well-defined end state.
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- Guides military efforts
- Prevents unnecessary waste of life - Know when to stop fighting - Affects conduct during/after ops |
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A4410 Lesson Objective 1 (Cognitive): know IP communication fundamentals
1.1 - Know the the ASBC definition of IP communication |
• Face to face multidirectional exchange of verbal messages and non-verbal signals between two or more people for the purpose of finding a shared meaning
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1.2– List the factors that influence IP communication
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• Knowing yourself
• Knowing others • The message o Words • Vocabulary • Language • Phrases • Sentence structure • Sentence clarity o Paralanguage • Rate • Diction • Tone • Rhythm • Fluency • Volume o Nonverbal behaviour • Gestures • Facial expressions • Eye contact • Body language • Positioning • The situation • The setting o Location o Space o Time |
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1.2 – Identify the barriers to effective IP communication
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Language difference
Not listening Sender breakdown Method breakdown Recipient breakdown Vague purpose Inappropriate medium |
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• Knowing yourself
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Perceptions, established by years of experiences, work as filters to assign unique meanings to words. Understanding how you tend to assign meaning to words or react to certain issues or situations gives you an advantage.
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• Knowing others
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Understanding the receivers we communicate with is another critical component of effective interpersonal communication. The more we know about our people, the better we’ll be able to communicate effectively with them
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• The message
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o Words
Not all terms and phrases mean the same thing to all people. • Vocabulary Use commonly understood terms, don’t try to impress someone with your vast stores of million-dollar words; use concrete terms rather than abstract terms • Language English is the standard language in the USAF; leaders at every level are expected to follow the standard conventions of this language. Cursing, exploitive terms, embarrassing remarks, and the like are inappropriate and unprofessional. • Phrases Other countries and different areas of the US occasionally use different terms to describe the same thing; be careful to select phrases your receiver can identify with. • Sentence structure Use proper English grammar to correctly arrange and express your thoughts in the form of sentences; your audience expects you to follow certain rules in your conversation. • Sentence clarity Confusion often occurs when too many items are combined in a single sentence, when modifiers get crossed, and when number (singular, plural) or perspective (1st, 2nd, 3rd person) or time (past, present, future) get mixed up o Paralanguage The manner in which we say things • Rate The number of words spoken within a specified time; rates often increase due to stress; some people have constant rates, while others speak in bursts • Diction A combination of articulation (precise use of lips, tongue, and teeth to form sounds) and pronunciation (pronouncing words properly) and choice of words. • Tone Tone can be considered in two dimensions: manner of expression (i.e. harsh, aggressive, gentle, passive, etc.) and relative pitch (i.e. high, low, varying, monotonous) • Rhythm Recurring patterns of variation in speech (i.e. rising and lowering waves of volume, pitch, or rate) • Fluency Using pauses effectively to provide desired flow and effect. Pauses are typically described in three dimensions: length (milliseconds to minutes), filled (vocalized) and unfilled (silent), and location (ending of a though, beginning of a thought, etc.) • Volume loudness o Nonverbal behaviour When paralanguage and words sharply contradict one another, receivers tend to rely more heavily on paralanguage and other nonverbal cues such as body language. • Gestures Customarily the use of hands to show emphasis, transition, enumeration, etc.; sometimes accompanied by tonal inflections, pauses, or other nonverbal behaviors • Facial expressions Expressions of fear, surprise, joy, sadness, anger, disgust, etc. Are conveyed through brow, eye, and mouth configurations • Eye contact When the sender and receiver are both looking into one another’s eyes • Body language Messages sent through body posture (slouching, sitting erectly, lounging, crossed arms, etc.), and behaviours (stomping a foot, pointing a finger, shaking the head, etc.) • Positioning Proximity or distance between sender and receiver (which may vary as the conversation progresses), and the configuration of their respective positions (standing, sitting, facing head-on, side-by-side, etc.) |
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• The situation
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Understanding the primary reason for the interpersonal session will help you be prepared to receive certain cues
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• The setting
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o Location
Occasions will arise when a location offering fewest distractions will be necessary; the situation will often dictate the level of privacy needed; prepare locations for necessary seating, lighting, temperature, etc. as necessary o Space The distance between yourself and the other person will be predicted upon your relationship o Time Advanced planning needed to prepare for the interactions (pre-session) must be considered as well as the time spent actually in the session (mid-session) and spent time following up on proposed actions or promises after the session has closed (post-session) |
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A2310
2.1 – Describe the Foundational Doctrine Statement “Leadership is the art and science of influencing and directing people to accomplish the assigned mission. |
Highlights two fundamental elements of leadership:
1) Highlights the mission, objective, and task to be accomplished 2) The people who accomplish it Transforms human potential into effective performance in the present and prepares capable leaders for the future. |
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2.2 – Describe the Foundational Doctrine Statement “Leadership does not equal command, but all commanders should be leaders.”
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- Any Air Force member can be a leader and can positively influence those around him/her to accomplish the mission; however the vast majority of leaders are not commanders.
- Individuals who step forward as leaders simultaneously serve as both leaders and followers at every level of the Air Force. - Leaders positively influence their entire organization, without necessarily being the commander. - Mission: The leader’s primary responsibility is to motivate and direct people to carry out the unit’s mission successfully. - People – A leaders responsibilities include the care, support and development of the units personnel. Successful leaders have continually ensured that the needs of the people in their unit are met promptly and properly. - All Air Force leaders share the same goal, to accomplish the organization’s mission. - Bottom line: You should be a leader first… |
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2.3 – Describe the Foundational Doctrine Statement “The abilities of a leader, which are derived from innate capabilities and built from experience, education, and training, can be improved upon through deliberate development.”
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You can improve by…
- Living the Air Force core values - developing enduring leadership competencies - acquiring professional and technical competence - acting on such abilities to accomplish the unit’s mission, while taking care of the unit’s personnel 3 Components to improve… - Air Force Core Values – guiding characteristics for all Air Force leaders - Leadership Competencies – occupational skill sets and enduring leadership competencies that Air Force leaders develop as they progress along levels of increased responsibility. - Leadership Actions – actions leaders use to get things done |
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2.4 – Describe the Foundational Doctrine Statement “The core values are a statement of those institutional values and principles of conduct that provide the moral framework within which military activities take place.”
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Consists of three fundamental and enduring values…Integrity, service, Excellence
- Guides the way Air Force members live and perform - Airmen must fully internalize the values so as to know how to automatically act in all situations |
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3.1 – Using the leadership construct model, describe the relationship between levels of leadership (tactical, operational, strategic).
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CGO’s are mostly tactical, but flow into operational
Relationship: Leadership is developmental, leadership cuts across all competency categories and all levels of leadership, and there is overlap among specific competency behaviors across competency categories - Tactical – leadership is predominantly direct and face-to-face; mostly personal leadership competency (CGO) - Operational – Leadership tasks become more complex and sophisticated (group/teams, programs)(FGO) - Strategic – Leaders have the responsibility for large organizations or systems General |
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3.2 – Using the leadership construct model, describe the categories of leadership competencies (personal, people/team, institutional).
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- Personal – focuses on face to face interpersonal relations that directly influence human behavior and values; exercised at all levels
- Personal leadership at the tactical level focuses on short range planning and mission accomplishment -Skill Sets - knowing the technical and tactical competence of individual Airmen - perform leader tasks - problem solving -performance counseling - followership that implements policy and accomplishes missions -People/Team – more interpersonal relations and team relationships - Tailor resources to organizations and programs and, when in command, set command climate - leaders focus on mid-range planning and mission accomplishment -Skill Sets - technical and tactical competence on synchronizing systems and organizations - sophisticated problem solving - interpersonal skills - shaping organizational structure and directing operations of complex systems - tailoring resources to organizations or programs - establishing policies that foster a healthy command climate - Institutional – Exists at all level; predominantly the strategic level - Establishes structure, allocates resources, articulates strategic vision - Skill Sets - technical competence on force structure and integration on unified, joint, multinational, and interagency operations - resource allocation - management of complex systems - conceptual competence in creating policy and vision and interpersonal sskills emphasizing consensus building and influencing peers and other policy markers |
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3.3 – Describe the 7 tactical leadership competencies of the CGO.
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Suggested Acronym: FAIL APE
1. Exercise sound judgment “E” 2. Adapt and Perform under pressure “A” 3. Inspire Trust “I” 4. Lead Courageously “L” 5. Assess Self “A” 6. Foster effective Communication “F” 7. Promote collaboration and teamwork “P” |
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a4310
1.3 – Outline how physical behaviors can enhance a briefing. |
Footwork, posture, and hand gestures can all affect the delivery of a briefing. Moving towards a specific section of your audience can help them feel as if you are briefing that directly. Using emphatic gestures can help make a strong point, or show excitement or strong emotion about a topic. Finally, confident posture typically conveys that the briefer is competent and really wants to get a message across.
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1.4 – Outline how the use of voice can enhance a briefing.
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Changing your volume, tone, and pitch can alter your message for better or worse depending upon how these changes are applied. For example, raising volume and pitch can indicate excitement, and be used to make a strong point or show emotion. Lowering volume and altering tone can raise tension and cause the audience to metaphorically lean forward on the edge of their seats to see what the briefer has to say next.
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2.1 – Identify how visual aid construction contributes to a briefing.
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Using simple, easy to read visual aids can help the audience follow the briefers presentation. Color and background choice are important to make the supplements pleasing and effective. The color choices can also alternately bore, sedate, or pique the listeners’ interests.
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2.2 – Identify how visual aid organization contributes to a briefing.
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Good organization of visual aids can help the audience follow the flow of the presentation, and can also aid the briefer in knowing when to transition to the next topic.
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2.3 – Identify how the proper use of visual aids contributes to a briefing.
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Proper use of visual aids will keep an audience engaged through entertainment, emotional impact, or validation of claims/arguments.
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Lesson Objective 4 (Cognitive): Know the requirements for the briefing exercise
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[S] – State the requirements for the briefing exercise
Overview Pattern Smooth transitions Concise, hard-hitting conclusion |
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a1630
1.1 - Define the WMP. War and Mobilization Plan |
- AF doc that provides policies, forces and planning factors for wartime ops. Provides AF planners w/ a common, standard reference they need for planning.
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1.2 - Define the UTC
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Unit Type Codes - 5-character code identifying a capability the AF provides (page 10)
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1.3 - Define TPFDD
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Time-Phased Force Deployment Data - the JOPES database portion of an OPLAN; the breakdown of in-place and deployable units, force routing and movement requirements and estimates.
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1.4 - Define deployment readiness
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. Ensuring each Airman stays ready to deploy anywhere in the world on short notice. (page 12)
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2.1 - Identify the role the WMP plays in joint planning
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¬Supporting document to the JSCP (Joint Strategic Capabilities Plan)
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3.1 - Identify the role of the UTC
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Strengthen the AEF as building block to powerful Air Expeditionary Wings, Groups, and Squadrons.
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3.2 - Identify the role of TPFDD
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Provides the CCDR with time-phased lift requirements for personnel, supplies, and equipment.
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3.3 - Identify the role of MAJCOM FAM
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MAJCOM Functional Area Manager. Provides expert guidance for UTC tasking. Approval authority for UTC tailoring action. Also coordinates with installations. Approves or disapproves shortfalls.
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3.4 - Identify the role of IDO
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. Installation Deployment Officer. At the wing level, this person directs, controls, coordinates and executes deployments and installation exercises. Provides the UDM with their units' deployment requirements.
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3.5 - Identify the role of UDM.
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Unit Deployment Manager. Responsible for the day-to-day management of their unit functions. Manages all deployment readiness and training aspects. Monitors the UTC and UMD (unit manpower document) authorization. (page 8)
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3.6 - Identify the role of ART
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. AEF UTC reporting tool. System for reporting UTC readiness. Provides planners a timely, accurate status of UTCs. Helps to protect shortfalls.
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4.1 - State your role and responsibilities for deployment readiness
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Ensuring your people, as well as yourself, are ready to deploy.
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A1520: ISR Operations
1.1- Define the terms "intelligence," "Surveillance," and "Reconnaissance." |
isr
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ISR
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an activity that synchronizes and integrates the planning and operation of sensors, assets, processing, exploitation, and dissemination systems in a direct support of current and future operations.
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Intelligence
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the product resulting from the collection, processing, integration, analysis, evaluation, and interpretation of available information concerning foreign countries or areas; it is the information and knowledge about a topic obtained through observation, investigation, analysis, or understanding.
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Surveillance
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the systematic observation of aerospace, surface or subsurface areas, places, persons, or things, by visual, aural, electronic, photographic, or other means.
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Reconnaissance
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a mission undertaken to obtain, by visual observation or other detection methods, information about the activities and resources of an enemy or potential enemy, or to secure data concerning the meteorological, hydrographic, or geographic characteristics of a particular area.
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1.2- Define the intelligence collection disciplines.
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GEOINT
SIGINT MASINT HUMINT OSINT |
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Geospatial Intel (GEOINT)-
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the exploitation and analysis of imagery and geospatial information to describe, assess, and visually depict physical features and geographically referenced activities on Earth.
- imagery (optical & non-optical) - geospatial information -Imagery Intel (IMINT)- a likeness or presentation of any natural or manmade feature or related object or activity and the positional data related to the image from the time the image was acquired. |
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Signals Intel (SIGINT)-
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a category of intelligence comprising either individually or in combination all communications intelligence (COMINT), electronic intel (ELINT), and foreign instrumentation signals intel (FISINT), however transmitted.
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Measures and Signature Intel (MASINT)-
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scientific and technical intelligence obtained by quantitative and qualitative analysis of data derived from specific technical sensors for the purpose of identifying any distinctive features associated with the target.
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Measures and Signature Intel (MASINT)-
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scientific and technical intelligence obtained by quantitative and qualitative analysis of data derived from specific technical sensors for the purpose of identifying any distinctive features associated with the target.
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Human Resources Intel (HUMINT)-
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The intelligence collection discipline that uses people in the area of interest to identify or provide insight into adversary plans and intentions, research and development, strategy, doctrine, and capabilities.
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Open Source Intel (OSINT
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uses information of intelligence value that is available to the general public. (ie. newspapers, radio, t.v., internet media)
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2.1- Describe the AF ISR principles
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Integrated- ISR working in close relationship
Accurate- implies reliability and precision Relevant- meet's the CC's needs Timely- available as required Fused- combined, evaluated, and analyzed for accuracy Accessible- easily retrievable for ISR personnel Secure- protected information while still informative to CC's Survivable, sustainable, deployable- redundancy of critical intel, protection against the adversary's asymmetrical threats, info assurance measures, and hardening of comm capabilities; Sustainability- ability to maintain the necessary level and duration of ops depends on ready forces and resources in sufficient quantities to support stated requirements; Deployable- rugged, small, and lightweight with ease of transport, set up, and immediate connectivity and interoperability. Unified Effort- clearly defined functions that minimize duplication, maximize sharing of info among services agencies and allies, and are mutually supportive Persistent and Global Reach- complicates enemy planning and reduces enemy choices while creating options for commanders Network Centric- the natural progression of technology and employment that aids in the efficient exchange of actionable info to operators at all levels. |
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2.2- List the 6 ops within the AF ISR process.
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-planning and direction
-collection -processing and exploitation -analysis and production -dissemination and integration -evaluation and feedback |
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A1410: Joint Organization
2.1 Describe how the Goldwater-Nichols Act restructured the DoD. |
Strengthened civilian authority through SecDef’s new role of dominance over all services; CJCS appointed the principle military advisor, clarified operational command- all CCDRs report directly to POTUS and SecDef, COCOM authority given to unified commanders, shortened chain of command
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3.1 Identify the geographic Unified Commands and their area of responsibility.
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European Command (Stuttgart, Germany)
Southern Command (Miami, FL) Central Command (MacDill AFB, FL) Pacific Command (Honolulu, HI) Northern Command (Peterson AFB, CO) Africa Command (Dijboti, Africa; formerly Stuttgart) |
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3.2 Identify the functional Unified Commands.
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Special Operations Command (MacDill AFB, FL)
Transportation Command (Scott AFB, IL) Strategic Command (Offutt AFB, NE) Joint Forces Command (Norfolk, VA) |
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4.1 Describe Combatant Command (COCOM), Operational Control (OPCON), and Tactical Control (TACON).
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COCOM: command authority over assigned forces vested only in the commanders of combatant commands; cannot be delegated or transferred; is the authority of a CCDR to perform those functions of command over assigned forces; full authority to organize and employ commands and forces as the CCDR considers necessary to accomplish assigned missions
OPCON: provides full authority to organize commands and forces and employ those forces as the commander considers necessary to accomplish assigned missions; is inherent in the COCOM TACON: is limited to the detailed direction and control of movements or maneuvers within the operational area necessary to accomplish assigned missions or tasks; gives direction for military operations; controls designated forces (i.e. sorties, ground forces, etc.) |
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4.2 Describe the roles of and relationships between the Supported Commander and the Supporting Commander.
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SecDef designates a support relationships between CCDRs and/or within a combatant command; The supported Commander ensures the supporting commander understands assistance required; time, level, place and duration of support; forces and resources allocated to support effort; relative priority of support effort; level of authority to modify support effort; degree of authority of supported commander over supporting effort
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5.1 State the source of the JFACC’s authority.
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Appointed by the JFC; JFACC has authority over forces or military capability made available to them as delegated by the JFC
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5.2 Define the functions and missions of the JFACC.
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Plans, coordinates, allocates, tasks, executes, assesses air and space operations to accomplish assigned operational missions; exercise TACON; control and execute joint air and space operations; coordinate CSAR, intertheater air mobility support, SOF operations; assess joint air and space ops; supported commander for counterair ops, strategic attack, and AI, SR, target priorities
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A3030: Strategic Bombardment
2.1 Identify key concepts contained in FM 100-20. |
-Flexibility is the key to airpower
-Airpower centralized; one air commander -Theater commander exercises control over one air commander and one for ground forces -Joint planning and training essential for success -"Land power and air power are coequal and interdependent; neither is an auxiliary of the other" -Air superiority is first priority, 2nd-Interdiction, 3rd-Close Air Support |
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2.2 Identify how key concepts in the FM 100-20 influenced today's air and space power doctrine
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We still use these key concepts:
Centralized planning, decentralized execution- critical when we fight wars, so it is part of our doctrine Air superiority important- one of our operational functions as well as a distinctive capability After air superiority is achieved, now we can use interdiction and CAS (also operational functions) *We use these lessons learned from history to create theory and then derive doctrine |
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A1510: Space Fundamentals
1.1 Identify the two doctrinal views of space operations |
1. Space-Centric: The physical domain where space-centric activities are
conducted to achieve objectives 2. Effects-Centric: using Effects Based Approach to Operations (EBAO) to enable integrated space planning to achieve operational effects beyond the traditional platform-centric, attrition-based view of warfare |
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1.2 State the purpose of each of the four mission areas of space operations.
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1. Space Force Enhancement (SFE): Contribute to maximizing the effectiveness of
military air, land, sea and space operations (e.g. ISR, warning, communication, PNT, Blue force tracking, space environment monitoring and weather surfaces) 2. Space Control (SC) **this may also be known as ‘counterspace’: attain and maintain a desired degree of space superiority by allowing friendly forces to exploit space capabilities while denying an adversary’s ability to do the same (e.g. surveillance, protection, prevention and negation) 3. Space Force Application (SFA): execute missions with weapons system operating in, through or from space which hold terrestrial-based targets at risk. 4. Space Support (SS): provide critical launch and satellite control infrastructure, capabilities and technologies that enable other mission areas to effectively perform their missions. |
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1.3 Describe the effects space operations bring to war fighting
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Force multiplication
Global persistence, perspective and access Situational Awareness Highly accurate, all-weather weapon system employment Rapid operational tempo Information superiority |
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A2230: Team Challlenge
1.1 – Discover, during the Team Challenge debrief, the importance of teamwork in accomplishing the mission. |
- Working as a team is vital to the success of any mission that requires more than one person. Each individual must fulfill their particular role or the team is weakened. Being a good follower is as important as being a good leader when it comes to teamwork. Trust is an important factor that allows each teammember to be confident in the others competence. Listening is also a key element, listen to other ideas and act accordingly.
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1.2 Predict the consequences of not working as a team.
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1) The mission may get completed, but you could alienate the rest of the team and it is therefore weakened.
2) You may fail the mission depending on the demands of the resources. Know your people. Get the most you can out of each person. Diversity is a good thing and each person will be able to add to the success of the team. |
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1.3 Relate individual accomplishment to team achievement.
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- An individual accomplishment is usually a reflection of the entire teams effort. There is usually someone who gives up their time, resources, or manpower that allows you to accomplish the mission.
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1.1 Define the USAF Distinctive Capability of Air and Space Superiority
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The degree of dominance that permits land, sea and air forces to operate at a given time and place without prohibitive interference by the opposing force
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1.2 Define the USAF Distinctive Capability of Information Superiority
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The degree of dominance in the information domain which allows friendly forces the ability to collect, control, exploit and defend information without effective opposition
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1.3 Define the USAF Distinctive Capability of Rapid Global Mobility
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The timely movement, positioning and sustainment of military forces and capabilities through air and space across the range of military operations
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A1320: Distinctive Capabilities Part 2
1.1 - Define the USAF Distinctive Capability of Global Attack |
. The AF's ability to attack rapidly and persistently with a wide array of munitions anywhere on the glob at any time.
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1.2 - Define the USAF Distinctive Capability of Agile Combat Support.
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Actions taken to create, effectively deploy and sustain US military power anywhere at our initiative, speed and tempo.
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1.3 - Define the USAF Distinctive Capability of Precision Engagement.
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The ability to command, control and employ forces to cause discriminate strategic, operational and tactical effects.
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A1424: AF Organization
Lesson 1Objective: Know the role of HQ USAF 1.1 Identify the role and responsibilities of the Secretary of the Air Force (SECAF) and the Secretariat. |
SECAF: Civilian head of the Air Force. Responsible for and has the authority to
conduct all affairs of the Department of Air Force including research and development, and any other activity prescribed by the president of the secretary of defense. (e.g. Training, operations, Administration, logistical support and maintenance, and welfare of personnel). Secretariat: Name given to the staff that helps the Secretary accomplish his/her responsibilities (e.g Under Secretary of the AF, Deputy Under Secretary for International Affairs, Assistant Secretary for Acquisition, Assistant Secretary for Warfighting Integration, Assistant Secretary for Financial Mgmt, Manpower, Reserve Affairs and Installations, Environment and Logistics) |
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1.2 Identify the role and responsibilities of the Chief of Staff of the Air Force (CSAF)
and the Air Staff. |
Appointed by the President w/ Senate Confirmation to preset over the Air Staff, the
CSAF serves as a member of the JCS and the Armed Forces Policy Council and is the principle adviser to the SECAF. As a member of the JCS, advises the POTUS, National Security Council and the SECDEF. Responsible for the efficiency of the AF and day-to-day preparation of its forces for military operations (organizing, training, equipping and sustaining the Air Force). |
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2.1 Outline the function of the Major Commands (MAJCOMS)
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MAJCOMS are the mechanism through which the USAF organize train and equip
personnel to deploy in support of a Combatant Commander. Seven of the nine are considered operational and serve as the air components to their respective UCCs. |
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2.2 - Describe the structure of a typical MAJCOM.
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Usually consist of 2 or more Numbered Air Forces (NAF) and have a managed
headquarters. Below the NAF are Wings, Groups and Squadrons. |
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2.3 - Outline the function of the Numbered Air Force (NAF).
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The senior warfighting echelon, providing operational leadership and supervision.
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2.4 - Identify the structure of the NAF.
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Not a managed headquarters, so they lack a complete functional staff. Most NAFs have
Air Operations Groups and Air Intelligence Groups assigned under them as DRUs. Commanders. NAFS do have a Safety, Staff JAG, Standardization and IG officials. Consists of Wings, Groups and Squadrons. |
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2.5 - Define the Air & Space Expeditionary Task Force (AETF)
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Air Force assets presented to a Join Force Commander for a mission. Commanded by the
COMMAFFOR and consist of a A-Staff and an AOC with subordinate Air Expeditionary Wings (AEW) and Air Expeditionary Groups (AEG) |
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A1830: LOAC & Code of Conduct
1.1 In a given scenario, distinguish the 5 principles of the Law of Armed Conflict. |
Military Necessity- only permits the use of force needed to accomplish the mission
- Distinction- distinction between military objectives and civilian objects - Proportionality- Civilian loses must be proportionate to the military advantages sought (does not apply to military facilities) - Humanity – No use of weapons that cause undue suffering (least possible deaths while still gaining submission of the enemy) - Chivalry- Waging of war in accordance with well-recognized formalities and courtesies (allows for lawful ruses) |
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1.2. Describe the consequences for military members not following the Law of Armed Conflict
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Subject to criminal prosecution and punishment (could be national or international forum)
- US Military can be prosecuted under UCMJ or international military tribunal - “I was following orders” doesn’t save you – You are responsible for your own actions |
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2.2. In a given scenario, distinguish whether someone is a lawful combatant, an unlawful combatant, a noncombatant, or of undetermined status.
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Lawful Combatant- Authorized by governmental authority or LOAC to engage in hostilities
Unlawful Combatant- Combatants that don’t have any authorization from a government or international law (think bandits here) Noncombatant- People not authorized as combatants (includes civilians accompanying military, POW’s, wounded, medical, and chaplains) Undetermined Status-Must be treated in accordance w/ Geneva Convention POW standards and have a tribunal convened to determine status |
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A1460: Air & Space Power Command &Control
1.1 Define the AOC Weapon System. |
Operation command center of the JFACC; senior element for tactical Air Control System; provides capability to plan, task, execute, monitor, and assess the activities of assigned or attached forces; operational-level C2 of air and space forces
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1.2 State the roles and responsibilities of the five divisions of an AOC.
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1)Strategy- receives JFC commander guidance (JAOP); develops, refines, disseminates, and assess the progress of the JFACC’s strategy; long range planning; function- provides strategy for the air campaign on a given ATO day; produce: JFACC Air Operations Directive
2)Combat Plans GAT- receives: AirOps directive, function: build target list to accomplish the AOD’s strategy for a Given ATO Day; produces: Joint Integration Prioritized Target List (JIPTL) MAAP (Master Air Attack Plan)- receives approved JIPTL, available assets; function- match target w/ appropriate weapons and air craft, some maybe soft targets; produces- MAAP (Master Air Attack Plan) ATO/ACO Production Team- ATO is published 12-24 hours prior to execution; Airspace Control Order (ACO), and SPINS (Special Instructions) C2 Planning Teams- develops a detailed C2 execution plans and the data link architecture for the JFACC 3)Combat Operations Division- execute and monitor the ATO; time sensitive targeting (TST) response, in flight emergencies, initiate personnel recovery, broadcast threat updates; where the JFACC and AOC director come to “see” the war Assessment- return to strategy division, system-wide analysis of the air campaign; receives results from Combat Ops, tactical assessment from ISR; produces assessment of the JAOP (Air Campaign) 4) ISR Division- battlespace awareness, targeting and tactical assessment, ISR Ops 5) Director of Mobility Forces and Air Mobility Division- plans strategic and theater air mobility effort independent of 4 other divisions |
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3.1 Identify steps in the development of the ATO within the AOC.
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GAT team develops the JIPTL (Joint Integration Prioritized Target List; MAAP team develops MAAP to accomplish JFACC tasks and objectives, includes matching weapon and aircraft; ATO Team publishes ATO 12-24 hrs prior to execution
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4.1 Identify the two main organizational components of a WOC and their purpose.
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Battle Management Center- responsible for mission accomplishment and assessment, includes Expeditionary Wing Commander, staff and group commanders
Survival Recovery Center- responds to base attacks, threats, and emergencies; responsible for sustainment and survivability so the mission can continue |
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4.2 Identify the higher level organization to which the WOC directly reports.
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WOC reports to the AOC
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A1425: Operational Domains
1.1 List the operational domains (aka the environment you fight in) Physical |
Physical
Air Sea Land Space Virtual Cyber Information Human Social Moral Cognitive |
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2.1 Identify the mission/role of the US Army
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The Army’s mission is to fight and win our Nation’s wars by providing prompt, sustained land dominance across the full range of military operations and spectrum of conflict in support of combatant commanders.
We do this by: • Executing Title 10 and Title 32 United States Code directives, to include organizing, equipping, and training forces for the conduct of prompt and sustained combat operations on land • Accomplishing missions assigned by the President, Secretary of Defense and combatant commanders, and transforming for the future |
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2.2 Describe the Army Corps, Division, Brigade, and Battalion
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Corps (Senior war-fighting echelon)
Division Brigade Battalion (Lowest Command Level) Company Platoon Squad |
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• Corps
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20k to 40k soldiers. The Corps is the deployable level of command required to synchronize and sustain combat operations. It also provides the framework for multinational operations. The Corps provides command, control, and logistical support for two to five divisions. The corps is commanded by a Lt Gen who is assisted by a Command Sgt Major and an extensive Corps staff
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• Division
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: 10k to 16k soldiers. The division performs major tactical operations and can conduct sustained battles and engagements. Divisions are numbered (ex: 82nd Airborne Division) and are categorized by one of five types: Light Infantry, Mechanized Infantry, Armor, Airborne, or Assault. The division is commanded by a Maj Gen. The Command Sgt Major is the principal NCO assistant. Divisions are comprised of three tactical Maneuver (infantry and/or armor) brigades and combat service support elements.
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• Brigade
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: 1.5k to 3.2k soldiers. A brigade is a significantly large unit that can be employed on independent or semi-independent operations. The brigade is normally commanded by a colonel although in some cases a brigadier general may assume command. The Command Sgt Major is the principal NCO assistant
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• Battalion
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300 to 1000 soldiers. The battalion is a unit that is both tactically and administratively self-sufficient. Battalions are capable of independent operations of limited duration and scope. The battalion is commanded by a Lt Col with a Command Sgt Major as the principal NCO assistant. The commander has a battalion staff of officers and NCOs to oversee missions, training, administration, and logistics.
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2.3 Identify the mission/role of the US Navy
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The mission of the Navy is to maintain, train and equip combat-ready Naval forces capable of winning wars, deterring aggression and maintaining freedom of the seas.
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2.4 Describe the Navy’s Type commands and Operational commands
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All ships are organized into categories by type
Type Commands • Aircraft carriers, aircraft squadrons, and air stations are under the administrative control of the appropriate Commander Naval Air Force • Submarines come under the Commander Submarine Force • All other ships, including combatants, amphibious and logistic support ships, fall under Commander Naval Surface Force Operational Commands Operational Commands contain navy units from one or more of the Type Commands, and they report to the appropriate Unified Combatant Commander for missions. Normally, the type command controls the ship during its primary and intermediate training cycles and then the ship moves under the operational control of a fleet commander |
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2.5 Identify the mission/role of the US Marine Corps
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-Under the Navy
-No less than 3 combat division and 3 air wings Roles are the broad and enduring purposes for which the services and USSOCOM were established by Congress by law. Missions are the tasks assigned by the President or Secretary of Defense to the combatant commanders. 5 Core Competencies: Warfighting Culture and Dynamic Decision Making Expeditionary Forward Operations Sustainable and Interoperable Littoral Power Projection Combined Arms Integration Forcible Entry from the Sea |
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2.6 Describe the four types of Marine Air-Ground Task Forces
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Marine Expeditionary Force: (MEF)
40,000 marines 60 days sustainability Marine Expeditionary Brigade: (MEB) 20,000 marines 30 days sustainability Marine Expeditionary Unit (Special Operations Capable): (MEU) 1,500-3,000 marines 15 days sustainability Special Purpose MAGTF: A special purpose MAGTF is a non-standing MAGTF temporarily formed to conduct a specific mission for which a MEF or other unit is either inappropriate or unavailable. They are organized, trained, and equipped to conduct such a mission. Special purpose MAGTFs have been deployed for a wide variety of missions such as humanitarian relief and coalition training. Designation of a special purpose MAGTF is based on the mission it is assigned (“Special Purpose MAGTF Hurricane Relief”), the location in which it will operate (“Special Purpose MAGTF Somalia”) or the name of the exercise in which it will participate (“Special Purpose MAGTF Unitas”) |
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3.1 Describe the Army’s view of airpower
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Direct support of ground campaigns
External support: CAS, Interdiction, ISR |
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3.2 Describe the Navy’s view of airpower
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Support maritime strategy
-Fleet defense Navy-specific functions |
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3.3 Describe the USMC’s view of airpower
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Primary mission: direct support of the ground element Airpower plays the role of artillery and armor
Six Functions: Air Recon, Assault Support, Anti-air Warfare, Offense Air Support, Electronic Warfare, Control of aircraft and missiles |
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A3050: Operation Desert Storm
1.1. State the reasons why the United States intervened in the Persian Gulf following Iraq’s invasion of Kuwait. |
- Kuwait’s sovereign territory had been invaded by an aggressive nation, capturing their people as well as 10 % of the known oil reserves in the world.
- Human tragedy was a concern, but the oil fields were the major concern - Saadam had massed forces on the Saudi Arabian Border - Kuwait had been liberal with production of oil for Western economies. - Oil was an economic center of gravity and a national security interest |
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1.2. – List the key members of the US-led coalition developed after Iraq’s invasion of Kuwait.
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- United States
- Kuwait - Saudi Arabia - Egypt - Britain - Bahrain - Qatar - Oman - United Arab Emirates (UAE) |
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1.3. – List the national objectives set forth b National Security Directive 54.
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Overall it authorized the use of force…
- 1. Immediate, complete and unconditional withdrawal of all Iraqi forces from Kuwait - 2. Restoration of Kuwait’s legitimate government - 3. Protection of the lives of American citizens abroad - 4. Promotion of the security and stability of the Persian Gulf |
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2.1 – State the major innovations of the proposed INSTANT THUNDER air campaign plan.
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Focused attacks on Iraq’s Centers of Gravity to obtain “Strategic Paralysis”
- Called for one Air Boss – JFACC—Centralized command and decentralized execution achieved |
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2.2 – Explain the transformation of the proposed INSTANT THUNDER plan into the phased air campaign plan for Operation DESERT STORM.
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- General Powell wanted simultaneous air and ground operations
- Col Warden was invited to a war planning briefing in Riyadh, Saudi Arabia - The meeting ended in confrontation and Warden wasn’t invited back to a planning session - INSTANT THUNDER was changed “Offensive Campaign Phase I” to match an evolving 4 phase campaign being developed by USCENTCOM - It was impolitic to claim the AF could win the war single handedly so additional theories and targets were added to the DESERT STORM plan. (237 total targets) Phase I - 12 target groups Phase II – gain and maintain Air Superiority Phase III – Softening of Republican guard troops Phase IV – Ground Invasion |
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2.3 –Identify examples of how operational elements contributed to success in Operation DESERT STORM.
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- Logistical, Technological, Informational, Targeting Science, Deception, and Training are all types of operational elements
- Logistical - In a matter of weeks the tonnage sent to the Gulf surpassed the Berlin Airlift; - Technological – upgraded B-52 for heavier loads; initially sent in F-4G’s and EF-111 Ravens to jam enemy equipment - Informational – JSTARS Id’d troops moving toward Khafji; - Targeting Science – used the Patriot anti-aircraft missle to intercept SCUD’s - Deception – we gave a deadline of 15 Jan and didn’t attack until 0100 on 17 Jan - Training – Gen Schwartzkopf’s wargame training |
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2.4 – Describe key historical events within the Persian Gulf region and their impact on Operation DESERT STORM, such as the Battle of Khafji and the Iraqi Scud attacks on Israel.
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Battle of Khafji – Saddam having lost the airwar tried to use his ground troops to attack US forces at Khafji; instead of bolstering the border with more troops Gen Schwarzkopf ordered General Horner to use airpower to stifle the attack—only a few hundred Iraqi troops made it to Khafji. If not for airpower an entire division of Marines would have been vulnerable to attack.
-Iraqi Scud attacks on Israel – Iraq threatened to fire on Israel thinking it would cause the dissolution of the coalition forces; Gen Horner had to move put a large amount of assets on the boarder to protect the politically sensitive target—Patriot missiles were used to target these SCUDs |
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A3055: Operation Allied Force
1.1– Describe the impact of operating within coalition constraints on US ability to conduct air and space operations. |
The political climate limited our ability to fight. It hindered our target selection, operating procedures (15,000ft. floor), and generally confused the rules of engagement. This prevented us from accomplishing our mission as quickly as we could.
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2.1 – List the similarities and differences between the role and employment of air and space power in Operations ALLIED FORCE and DESERT STORM.
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Similarities: Both used air power to a very large degree. Both were considered tactical successes as far as air power is concerned.
Differences: In DESERT STORM air power was the supporting force. In ALLIED FORCE air power was the supported force (by default). In ALLIED FORCE there was much more political interference in the planning and execution of the mission. |
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A1430: Special Operations
1.1 - Identify the characteristics of SOF. |
• Often time-sensitive and rely on surprise, security, and audacity, and frequently employ deception to achieve success.
• Normally require tactical-level planning, detailed intelligence, and knowledge of the culture and language of the area. • Often conducted at great distances from operational bases • Frequently require a high degree of discriminate and precise use of force. |
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1.2 - Describe the core tasks for which SOF are organized, trained, and equipped to accomplish.
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• Direct action - Short-duration strikes and other small-scale offensive actions conducted in hostile, denied, or politically sensitive environments and which employ specialized military capabilities to seize, destroy, capture, exploit, recover, or damage designated targets. E.g. raids ambushes, and direct assaults; standoff attacks; terminal attack control & terminal guidance ops; recovery ops; precision destruction ops; anti-surface ops
• Special Reconnaissance (SR) - Surveillance and reconnaissance actions conducted as a special operation in hostile, denied, or politically sensitive environment • Foreign Internal Defense - Assess, train, advise, and assist host nation (HN) military and paramilitary forces in enabling their forces to maintain the HN's internal stability • Unconventional Warfare - Operations conducted normal of long duration, predominantly conducted through, with, or by indigenous or surrogate forces who are organized, trained, equipped, supported and directed in varying degrees by an external source. E.g. guerrilla warfare, subversion, sabotage • Counterterrorism (CT) - Offensive measures taken to prevent, deter, preempt, and respond to terrorism • Counterproliferation of weapons of mass destruction (CPWMD) - actions taken to locate, seize, destroy, render safe, capture, or recover WMD • Civil Affairs Operations (CAO) - Task conducted to support commander conducting civil-military ops (CMO). • PSYOP - Ops conducted to influence the emotions, motives, objective reasoning and behavior or governments, organizations, groups and individuals • Information Operations - Actions taken to affect adversary information and information systems while defending one's own information and information systems |
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A2320: Tactical Team Leadership
1.1 Develop effective goals to facilitate cooperation among team members. |
-Clear Objectives
-Openness -Support and Trust -Cooperation and Conflict -Competence -Individual Development -Leadership |
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1.2 Employ effective tools and strategies to recognize and share credit for success.
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-One basic strategy to recognize and share credit for success would be just to ensure that you as a boss are on top of your subordinates’ taskings.
-A “job well done” and/or public acknowledgement are certainly appreciated and sometimes necessary to get the best out of your people. -Use positive feedback 1.3 Demonstrate ability to work with peers and subordinates to establish a group identity. -Be open minded -Inspire trust in your subordinates and teammates -Listen and don’t judge -Never turn down an idea without exploring all other options first -Be cognitive of peers’ and subordinates’ differences |
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1.4 Develop strategies for improving the quality of existing teams.
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-Team building exercises
-Weekly morale meetings -Constant verbal and non-verbal feedback |
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2.1 Appreciate the need to build and sustain effective teams in any environment
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-If a team continues to work poorly with one another, the objective and/or mission will not be met
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A3060: Operation Enduring Freedom
1.1: Summarize the reasons for US involvement in OEF |
- To eliminate a base for Bin Laden and put a stop to al-Qaeda operations and training camps
- As a response to the Taliban’s refusal to turn over Bin Laden |
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2.1: Paraphrase national objectives for OEF.
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To destroy al-Qaeda’s grip on Afghanistan
- To disrupt al-Qaeda global operations and terrorist financing - To destroy al-Qaeda training camps - To help the Afghan people recover - To help the Afghan people establish a government that represents all Afghans (including women) |
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2.2: Paraphrase operation objectives for OEF.
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- To make clear to the Taliban that harboring terrorists carries a price
- To acquire intelligence to facilitate future operations against al-Qaeda and the Taliban - To develop useful relationships with groups in Afghanistan that oppose the Taliban and al-Qaeda - To make it increasingly difficult for the terrorists to use Afghanistan freely as a base of operation - To alter the military balance over time by denying to the Taliban the offensive systems that hamper the progress of the various opposition forces -To provided humanitarian relief to Afghans suffering oppressive living conditions under the Taliban regime |
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3.1: Identify examples of how contextual elements were taken into account for OEF.
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External
Political- Supported Pakistani President so he can retain power; worked with Russia to get Soviet Uzbekistan; Taliban a similar government to Iran International- form a coalition; make known that it’s not an attack on Islam; attack Taliban and Al Qaeda, not civilians; drop humanitarian aide Sociocultural- avoid placing large number of troops on ground; support of tribal leaders was essential to provide U.S. forces’ credibility; history of being dominated by other cultures which made Afghans distrustful of outside influence Economics- understanding the power structure allowed U.S. to buy off warlords; congress authorizes emergency funds Leadership- Taliban- ruled by group that supported human rights violations; Osama Bin Laden was the key to al Qaeda; Bush determined to end al Qaeda’s attacks on U.S. Environmental- Afghanistan is landlocked; mountainous terrain made enemy hard to detect; winter weather/conditions increased supply lines and harsh conditions; the border between Afghanistan and Pakistan allowed escape route for al Qaeda Public opinion- American will to support the operation must continue |
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3.2: identify examples of how operation elements were employed in OEF.
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Internal
Logistical- precision engagement in air dropping Technological- JSTAR to locate ground forces; thermobanic bomb to help kill terrorists underground Informational- dropped leaflets about US intentions; CIA building alliances with tribal leaders Targeting science- predators, JSTAR to strike emerging onsets of opportunity; kill boxes in concert with AWACS Deception- used spec ops for most objectives; not a big role Training- AOC personnel were specifically trained to handle their job like a weapon system; bomber crew commented on how well trained they were for mission |
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A3065: Operation Iraqi Freedom
1.1 Identify the reasons why the U.S. engaged in OIF. |
-Iraq had continuously ignored UN sanctions and resolutions regarding its weapon cache and disarmament; Iraq had continuously denied weapon inspections; US wanted UN to confront Iraq; UN 1441 ignored; 17 March 03- US gives Iraqi regime 48 hours to flee country
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1.2 List the objectives for OIF. (most are same for both)
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Nat’l Objectives
- a stable Iraq, with its territorial integrity intact and gov’t renounces WMD development -Prevent support of terrorists, deny them access to WMDs -Destabilize, isolate, and overthrow the Iraqi regime and provide support for new democratic Government -Destroy WMD capabilities and infrastructure -Gather intel on global terrorism CFC Objectives (Combined Force Commander) -defeat or compel capitulation of Iraqi forces -Neutralize regime leadership -Control WMD infrastructure -Ensure territorial integrity of Iraq -Deploy and posture CFC for post-hostility ops, initiating humanitarian ops for Iraqi people -Set military conditions for provisional/permanent government to assume power -maintain international/regional support -Neutralize Iraqi C2 and security forces |
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2.1 Explain in your own words what the Air Force Doctrine was at the beginning of OIF.
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-Shock ‘n’ Awe: leaked campaign to devastate Iraq leadership
-PsychOps -Keep focus on skies while ground forces moved in: used air strike as distraction from ground troops -Employment of OCA/DCA -Strategic Attack |
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2.2 Explain the effects of contextual elements on the employment of airpower doctrine in OIF.
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Political- congressional resolution to go to war
International Relations/ Diplomacy- UN Resolution and coalition Public Opinion- President Bush’s address to the American people Leadership- how we (military/USAF) responded is a function of our leadership |
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A5020: Natural Disaster/Humanitarian Relief
1.1 Explain Which Air Force operational function is being displayed, given a Natural Disaster/Humanitarian Relief scenario. |
Operation Unified Assistance
• C2 • Airlift • Combat support • Reconnaissance Operation Provide Promise • Airlift • Information Operations • Navigation and Positioning • Combat Support • Weather Joint Task Force Katrina • Surveillance and Reconnaissance • CSAR • Airlift • Combat Support |
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1.2 Predict which Air Force operational functions might be used, given a Natural Disaster/Humanitarian Relief scenario
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-Reference AF operational functions
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2.1 Define interagency coordination
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The coordination that occurs between agencies of the US Government (USG), including the Department of Defense (DOD), for the purpose of accomplishing an objective. Similarly, in the context of DOD involvement, intergovernmental organization (IGO) and nongovernmental organization (NGO) coordination refer to coordination between elements of DOD and IGOs or NGOs to achieve an objective
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2.2 Define the concepts of lead federal agency (LFA), civil-military operations center (CMOC), and humanitarian operations center (HOC).
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LFA – Designated among US Government agencies to coordinate interagency oversight of the day-to-day conduct of an ongoing operation. The lead agency is to chair interagency working group established to coordinate policy related to a particular operation. Lead agency determines agenda, ensures cohesion among agencies and is responsible for implementing decisions.
For example: Homeland Security is LFA for Homeland Operations CMOC – The ability of the JTF to work with all organizations and groups is essential to mission accomplishment. A relationship must be developed between military forces, USG agencies, civilians authorities, IGOs, NGOs, and the populations. -Functions locally • A CMOC is formed to: o Carry out guidance and institute JFC decisions regarding CMO. o Perform liaison and coordination between military organizations and other agencies, departments, and organizations to meet the needs of the populace. o Provide a partnership forum for military and other participating organizations. Many of these organizations consider the CMOC merely as a venue for informal discussions o Receive, validate, and coordinate requests for routine and emergency military support from the IGOs and NGOs. Forward these requests to the joint force HQ for action HOC – During large-scale foreign humanitarian assistance operations, when it becomes apparent that the magnitude of a disaster will exceed a Host Nation’s (HN) capacity to manage it unilaterally, the HN may want to establish a HOC to facilitate the coordination of international aid. -Functions overseas |
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3.1 Identify the role of selected United States Government (USG) departments and agencies.
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Department of Commerce – encourages, serves and promotes the Nation’s international trade, economic growth, and technological advancement and promotes the national interest through the encouragement of the competitive free enterprise system.
Department of Energy – provides the framework for a comprehensive and balanced national energy plan through the coordination and administration of the energy functions of the USG. Department of Homeland Security – protect the nation against threats to the homeland Department of Justice – provides legal advice to the President, represents the Executive Branch in court, investigates Federal crimes, enforces Federal laws, operates Federal prisons, and provides law enforcement assistance to states and local communities. Department of State – responsible for planning and implementing foreign policy of the United States US Agency For International Development – plays both a major role in US foreign policy and a principal role in interagency coordination |
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3.2 Identify selected intergovernmental organizations (IGO).
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United Nations
North Atlantic Treaty Organization African Union European Union Organization of American States |
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3.3 Define the role of nongovernmental organizations (NGO)
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Private, self-governing, not-for-profit organizations dedicated to alleviating human suffering; and/or promoting education, health care, economic development, environmental protection, human rights, and conflict resolution; and/or encouraging the establishment of democratic institutions and civil society.
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Lesson: A1540: Total Force
1.1 - Describe the Total Force concept |
Total Force - comprised of Active Duty, Reserve, Guard, and civilian personnel. It is a synergistic use of manpower and capital resources aligned to meet our country’s national military objectives.
Total Force is broken down into 3 sections: 1) Air Reserve Component - ANG (Air National Guard) and AFR (Air Force Reserve) 2) Civilian and Contractor Personnel 3) Highlighting missions that exemplify the spectrum of capabilities that the Total Force concept brings to the Air Force |
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1.2 - Know the federal and state missions of the Air National Guard (ANG)
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Federal
To maintain well-trained, well-equipped units available for prompt mobilization during war and provide assistance during national emergencies (such as natural disasters or civil disturbances.) State Provides protection of life, property and preserves peace order and public safety. The state missions are accomplished through emergency relief support during natural disasters such as floods, earthquakes and forest fires; search and rescue, operations; support to civil defense authorities; maintenance of vital public services and counterdrug operations. |
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1.3 - Know the categories and missions of the Air Force Reserve
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Categories
Ready Reserve - made up of about 235,000 trained reservists who may be recalled to active duty to augment active forces in time of war or national emergency. Out of the 235,000 reservists, 179,000 of them are Selected Reserve who train regularly and are paid. They are combat ready and can deploy to anywhere in the world in 72 hours. Standby Reserve- includes reservists whose civilian jobs are key to national defense, or who have temporary disability or personal hardship. Most of the Standby Reservists do not train and are not assigned to units. Retired Reserve - made up of officers and enlisted personnel who receive pay after retiring from active duty or from the Reserve, or are reservists awaiting retirement pay at age 60. |
