Common Core Exam Flash Cards

Front 1

Definition of a commander’s role during the operations process

Back 1

The commander’s role is to drive the operations process through the activities of understanding, visualizing, describing, directing, leading, and assessing operations

Front 2

Purpose FM 7-0

Back 2

Training Units and Developing Leaders for Full Spectrum Operations, establishes the Army’s keystone doctrine for training units and developing leaders for full spectrum operations, on a rotational cycle using Army force generation (ARFORGEN). FM 7-0 addresses the fundamentals of training modular, expeditionary Army forces and developing leaders to conduct full spectrum operations in an era of persistent conflict. To emphasize that the unit mission-essential task list (METL) must reflect full spectrum operations, this manual uses the phrase “full spectrum operations METL.” Conducting effective training for full spectrum operations must be a top priority of senior leaders during ARFORGEN and during operational deployments. FM 7-0 does not answer every training challenge of today’s complex operational environments. It should, however, generate introspection on how Soldiers and units train for full spectrum operations as part of an expeditionary force.

Front 3

Essential task of the operations process

Back 3

Plan, Prepare, Execute and Assess

Front 4

Principles of Mission Command

Back 4

Build cohesive teams through mutual trust.
Create shared understanding.
Provide a clear commander’s intent.
Exercise disciplined initiative.
Use mission orders.
Accept prudent risk

Front 5

Concept of concurrent training

Back 5

Concurrent training occurs when a leader conducts training within another type of training. It complements the execution of primary training objectives by allowing leaders to make the most efficient use of available time

Front 6

Role of a Leader when supporting soldiers and managing traumatic

Back 6

The same leadership skills that apply to troop welfare and war fighting can effectively reduce or prevent COSR. Leaders should take preventive actions and address stress symptoms. Ignoring the early warning signs can increase the severity of COSRs.
2-11. Positive action to reduce combat and operational stress also helps Soldiers cope with normal, everyday situations and enhance adaptive stress reactions. The following are stress management techniques:
o Assure every effort is made to provide for the Soldiers’ welfare.
o Be decisive and assertive; demonstrate competence and fair leadership.
o Whenever possible provide sleep and/or rest, especially during continuous operations, and ensure sleep for decision making personnel.
o Set realistic goals for progressive development of the individual and team.
o Systematically test the achievement of these goals.
o Recognize that battle duration and intensity increase stress.
o Be aware of environmental stressors such as light level, noise level, temperature, and precipitation.
o Recognize that individuals and units react differently to the same stressors.
o Learn the signs of stress in yourself and others.
o Recognize that fear is a normal part of combat and operational stress.
o Rest minor stress casualties briefly, keeping them with their unit.
o Be aware of background stress sources prior to combat; for example, Family concerns and/or separation or economic problems.
o Allow open communication with Soldiers and provide an upward, downward, and lateral information flow of communication.
o Understand that stress in response to threatening or uncertain situations is normal.
o Create a spirit to win under stress.
o Realistic training is a primary stress-reduction technique which assures Soldiers’ maximum confidence in their skills and their belief that their leaders are doing their best for them.
o Ensure training includes understanding of combat and operational stress and how to deal with it.
o Practice stress control through cross-training, task allocation, tasks matching, and task sharing.
o Look for stress signs and a decreased ability to tolerate stress.
o Practice and master stress-coping techniques.
o Train Soldiers to recognize the stressors of full spectrum operations and how to manage them, since it is unhealthy to deny the stresses.
o Ensure the best possible shelters are available.
o Keep Soldiers well-supplied with food, water, and other essentials.
o Provide mail, news, and information avenues.
o Provide the best medical, logistical, human resource, and other available support.
o Maintain high morale, unit identity, and esprit de corps.
o Keep unit members together and build cohesion.
o Encourage experienced unit members to mentor and teach new members.

Front 7

List war fighting functions

Back 7

FM 3-0 Operations replaced the Battlefield Operating Systems with the warfighting functions (movement and maneuver, intelligence, fires, sustainment, command and control, and protection). A warfighting function is a group of tasks and systems (people, organizations, information, and processes) united by a common purpose that commanders use to accomplish missions and training objectives. Army forces use the warfighting functions to generate combat power. Combat power is the total means of destructive, constructive, and information capabilities that a military unit/formation can apply at a given time. Army forces generate combat power by converting potential into effective action. NOTE: Command and Control has been replaced by Mission Command (ADP 6-0).

Front 8

List reasons behind creating an Individual Development Plan

Back 8

Leaders provide honest feedback to others, discussing strengths and areas for improvement. Effective assessment results in an individual development plan designed to improve weaknesses and sustain strengths. These steps move planning to results—
Design the plan together, to improve performance and encourage subordinates to take the lead.
Agree on the required actions to improve leader performance in the core leader competencies.
• Subordinates must buy into this plan if it is going to work.
Review the plan frequently, check progress, and modify the plan if necessary

Front 9

Know 5 conflict modes of interest based negotiations

Back 9

o Conciliation
o Mediation
o Arbitration
o Distributive
o Integrative

Front 10

Understand who has authority to authorize of a unit area:

Back 10

The commander may authorize the search of a person or place under his command when there is probable cause to believe that items connected with criminal activities are located in the place or on the person to be searched. When time permits, the commander consults the office of the SJA. A commander may not delegate his or her authority to authorize a search to another individual in the unit. However, the power may devolve to the next senior person present when the commander is absent or when circumstances are such that the commander cannot be contacted.

Front 11

Know 11 principles of unit training

Back 11

o Commanders and other leaders are responsible for training.
o Non-Commissioned officers train individuals, crews, and small teams.
o Train to standard.
o Train as you will fight.
o Train while operating.
o Train fundamentals first.
o Train to develop operational adaptability.
o Understand the operational environment.
o Train to sustain.
o Train to maintain.

Front 12

Definition of a running estimate and how it assists a command in mission command

Back 12

A running estimate is the continuous assessment of the current situation used to determine if the current operation is proceeding according to the commander's intent and if planned future operations are supportable (FM 5-0). The commander and each staff section maintain a running estimate. In their running estimates, the commander and each staff section continuously consider the effects of new information and update the following:
 Facts.
 Assumptions.
 Friendly force status.
 Enemy activities and capabilities.
 Civil considerations.
 Conclusions and recommendations.

Front 13

Know three levels of war, articulate each and an example

Back 13

Strategic, Operational, and Tactical. Strategic can be viewed as collaboration between nations, such as, ISAF a conglomeration of NATO and non-NATO countries working in unison to establish the GIROA. Operational can be summed up as a series of tactical operations or actions conducted by single or several services over time and place to accomplish operational or strategic objectives in an operational area. Tactical level of war is where the boots hit the ground and usually involves interpersonal relationships with friendly forces and direct kinetic or non-kinetic involvement with the enemy.