The beginning When South Carolina seceded from the Union on December 20, 1860, United States Maj. Robert Anderson and his force of 85 soldiers were positioned at Fort Moultrie near the mouth of Charleston Harbor. On December 26, fearing for the safety of his men, Anderson moved his command to Fort Sumter, an imposing fortification in the middle of the harbor. While politicians and military commanders wrote and screamed about the legality and appropriateness of this provocative move, Anderson’s position became perilous. Just after the inauguration of President Abraham Lincoln on March 4, 1861, Anderson reported that he had only a six week supply of food left in the fort and Confederate patience for a foreign force in its territory was wearing…
1. In your opinion, please discuss the “pros and cons” of the Missouri Non-Partisan Court Plan. (Please include the advantages and/or disadvantages of partisan judicial elections and whether, in your opinion, is a better system for choosing state judges. When talking about a state judge selection, the best way to elect a judge is by the Missouri Non-Partisan Court Plan. But there are many pros and cons to each side of this choice!…
SNC failed to utilize tools given to him and had to be…
Candidate Herman delivered a very effective and succinct five paragraph order. SNC displayed a good tactical mindset and sound judgment maintaining security at all times and speedily getting the fire team on the move to secure the objective. SNC was very aware of his surroundings, thus he was able to identify the enemy combatant early on resulting in having the fire team engage the enemy prior to the enemy having the time to properly situate themselves to return fire. SNC moved the fire team utilizing good communication and dispersion while maneuvering towards the objective. SNC pushed through the objective ensuring that the all enemy combatants were killed prior to conducting proper follow on actions.…
Candidate Bills delivered a very thorough and in depth five paragraph order. SNC was very diligent in ensuring that all information and additional information was passed to the fire team, at one point causing SNC to stumble over his thought process, and pause for a length of time to recoup his thoughts before moving on. This visibly flustered SNC. SNC lacked a sense of urgency by taking up a substantial amount of time to deliver the order. Upon completing the brief SNC took more time to square himself away failing to give any guidance to the fire team resulting in zero productivity.…
During the execution phase of his assault SNC maintained good control while patrolling but once they took a casualty SNC posted himself on that casualty to take care of and sent his teams forward to advance on the enemy. Eventually his team members were advancing without guidance from their team leader, so he…
In the article “What Candidates Need”, David Brooks discusses the foundations of the “Lincoln Standard” by dissecting one of the most influential presidents America has ever seen, Abraham Lincoln. According to David Brooks, “Lincoln had in fullness: a fundamental vision, a golden temperament, and a shrewd strategy” (Brooks, “What Candidates Need”) that aided him in political matters and are the qualities that make up the “Lincoln Standard”. The qualities observed in Abraham Lincoln and his “Lincoln Standard” are applicable to any figures recognized as an influential leader. Alexander the Great, a leader and the king of Macedonia was a profound leader, proportionate with Abraham Lincoln and his “Lincoln Standard”. Alexander in his time sought…
7. SNC gave a great five paragraph order it was very detailed and straight to the point. SNC clearly articulated what he expected from each member of his fire team and assigned each member a task. SNC did lack a sense of urgency throughout the entire evolution that slowed down the progression of the mission. SNC was able to maintain great control of his fire team through decisive decision making during the execution.…
Candidate Rogers delivered a very thorough five paragraph order with a high level of confidence and at an appropriate pace that his subordinates could understand, however neglected to post security. SNC’s demander was extremely calm and self-assured. The order made sense and was briefed in sequential order. SNC made effective use of his subordinates and explained in detail what he wanted to see with regard to Scheme of Maneuver. SNC definitely exuded command presence and his subordinates reacted well to his commands.…
Candidate Lockard issued an articulate and detailed five paragraph order, spoke in a clear and authoritative tone, and utilized the obstacle to orient his team and emphasize his points. SNC briefed a complete Enemy situation and maintained a tactical mindset by defining the enemy’s most likely course of action. SNC’s mission encompassed a task and a purpose; however, his tasking statements, while clear and detailed, were not briefed with the 5W’s. SNC failed to develop a cohesive plan prior to briefing his order, requiring him to develop a plan as he approached the obstacle. During execution of the mission, SNC was clearly in charge, issuing strong, clear orders to his team, displaying confidence and communication.…
Throughout history there have been countless examples of leader’s effective implementation of the mission command principles. Colonel Puller, an example of one such leader, was the Commander for the 1st Marine Regiment during the invasion and battle of Peleliu. Throughout the 7 days of fighting, he successfully demonstrated the principles of mission command through his use of: building cohesive teams through mutual trust, providing a clear commander’s intent, exercising disciplined initiative, and accepting prudent risk. Even though sustaining over 50 percent casualties in his regiment and having to withdraw from Peleliu he was successful in implementing the principles of mission command.…
Colonel Shaw and Major Forbes viewed the 54th Massachusetts troops in different ways, because Col. Shaw saw them as soldiers in training, and Major Forbes didn’t think they could fight. Col. Shaw also saw them as a group of men who needed a lot of discipline and intense training in order to become good soldiers. Major Forbes saw the troops in a more relaxed manner, where he viewed them more like average men. Col. Shaw brought in Sgt. Mulcahy, because he believed that the soldiers needed lots of discipline in their training.…
To begin, I think Chris's decision making is completely idiotic from the start. Who has the audacity to read some books or articles and be influenced enough to burn money, ditch a car, and go into the wild with extremely limited supplies to survive without telling anyone. He probably didn't care about his parents feelings, or about them being worried and terrified. I could imagine how mortified they must have been wondering where their son is and if he's even alive. Even though he was sick of them, I believe what he did was foolish.…
Operation Anaconda- Task Orginazation Operation Anaconda should be looked at as a success for the Allied troops. The troops succeeded in greatly reducing the footprint of enemy Soldiers and disrupting their operations, and although task organization is vital to any mission success, at times this appeared to be lacking. Not only does well calculated task organization increase the likelihood of success, but it greatly mitigates the risks associated with the mission. With better reconnaissance, command structure and logistical planning, this mission could have been carried out with less confusion and casualties while achieving the same outcome.…
The relationship between the Operations Process and the Troop Leading Procedures exist in a symbiotic and mutually necessary system. This system allows leaders to plan, prepare for, and react to various missions and situations in a fluid and organized fashion. As situations develop on a global scale, our national leaders continually develop the policy and precedent that drives the Troop Leading Procedures that lower level leadership is responsible for. Once higher level leadership passes down orders through the Operations Process, actions are taken in the field and in support of maneuvers by lower level leaders and their troops. These smaller units, in turn, gather intelligence and detailed knowledge of the environment and pass this information…