The problem statement facing the 4th ABCT: How to train and sustain the 4th ABCT to successfully assume the RAF mission; given a condensed timeline for training, equipping and developing its Soldiers for a deployment rotation to the NTC, so that they can best execute decentralized security operations in uncertain conditions while maintaining combat readiness after assuming the RAF mission. Following Bonnot and Walker’s seven-step process for building an organizational vision, the assessment above summarized in the problem statement above serves as a base understanding that helped guide the What, Why, and How of the initial vision for the 4th ABCT. The initial vision:…
12 September, 1917 As I write this, the enemy is shelling the trench I’m sitting in. The enemy has been shelling us sporadically for the past several days. The enemy will shell us for several hours, then stop and then resume the shelling later. Heavy shelling has left the area surrounding the trench pock marked with craters.…
SFC White' vast operational knowledge, has aided the ASG Brigade efforts in preparation to execute real-world contingency Non-Combatant Evacuation (NEO) operations at Camp Buehring. His thoroughness has increased the overall state of responsiveness by fostering an environment of mission and equipment readiness. Ultimately, his extensive prior combat experience and professional knowledge raised the ASG-Commander and the DOL logistical posture in the CENTCOM AOR state of preparedness, in the event of an actual emergency.…
As LTC Owens, I am excited for the opportunity to command the 4th Armored Brigade Combat Team (ABCT). After my initial assessment of the unit, I have a good feel for the brigade’s primary issues and look forward to the challenges ahead. I have divided the problems identified into four primary lines of effort: Build the Team, Training, Leadership Development, and Fortify the Team. These lines of effort comprise the essential tasks in meeting my vision for the brigade. My vision is: 4th ABCT is a disciplined, agile, and fit Armored Brigade Combat Team that wins every fight; professionally accomplishes any mission to high standards; cares for, and is empowered by, each other and our families; and honors its lineage.…
The military is one of the largest organizations that utilizes the contingency approach because it's an efficient way to address problems. The book outlines one of the reasons to use the contingency approach is because "a particular management practice that worked today, may not work tomorrow"(Kinicki - Fugate 5). Based on my experiences in the United States Navy, I would say this reference sums up my entire Naval career. When you have that many people from different walks of life and serving around the world it isn't possible to manage using static approach to every problem. The benefits from using this tactics in my experience bring about successful missions, effective leadership, positive morale, organized plans, and growth in human/social…
The story “A Reluctant Guerilla”, by Nega Mezlekia and the image provided by Ms. Colburn both are about the Ethiopian Civil War called the Ogaden War. They both portray the same message,which is the Ethiopian soldiers were being indifferent to the native citizen of Ogaden,but also have some differences. Nevertheless, a couple of the similarities that both the story and the illustration is that there has been a village that was destroyed, armored vehicles being used to end unarmed citizens lives. and ethiopian soldiers smiling while they to the lives of unarmed civilians with machine guns and machetes. In the following paragraph, I’ll show how the image differs from the reading.…
Chief among these gaps is the lack of trust by the civilian populace that the Army is an effective organization. Effective means not only fighting wars but also winning them and while minimizing cost. I believe a strong sentiment has arisen in the civilian sector that the military is just a vessel of waste that has not brought a successful resolution to a conflict since World War Two. The military is not entirely at fault in this matter since national policy certainly has its own impact. To ensure the success of both and avoid finger pointing, the Army professional must apply strong stewardship in providing unique and vital expertise to the decision making process on both sides of the aisle (ADRP 1, p. 6-10).…
De-Constructing Complexity for Subordinates: Promoting Leader Engagement in a Complex Military Environment Gene T. Roach Jr. University of Charleston Abstract: Leader behaviors have a direct impact on followers, especially subordinate leaders. Leader dialogue, solicitation of feedback, and responsiveness to it are imperative to encouraging innovation and workforce engagement through transparency and the building of trust. Among the elements critical for subordinates is the leader de-constructing complexities. Occam’s razor states items in the Sciences or Philosophy should not be multiplied unnecessarily.…
Through my military career I have been told the importance of mission readiness and how much of an impact it can have on the unit if one soldier is not up to standard. The other solders must not only continue working on the load they have but also pic up my slack. Not being fully mission capable waste time and energy of my peers, my NCOs and the officers in my unit. I must do better as a soldier I am A specialist looking to go to the promotion board in January but I made a private mistake. Mission readiness comes down to discipline and prioritizing which I will explain in this essay.…
Personnel is the number one driver of readiness and the biggest challenge across the Army. This is a different argument than being away, this is about availability across the board. Enforcement of accountability, standards and discipline are even more paramount in an RC unit because of the major challenges with personnel. More often than not RC units do not reach full collective readiness due to the lack of personnel availability in major collective training events that have cascading effects all the way through mobilization. The RC leadership is challenged to meet 85% or better of their manning requirements during annual training and reaching required manning levels in sufficient time prior to mobilization to achieve 100% certification of pre-deployment training.…
The Army’s Leaders, in turn, must protect their Soldiers and maintain their readiness at all times. To do this, the Army developed several programs intended to keep Soldiers active and prepared for the challenges they will face. The Comprehensive Soldier and Family Fitness, SH/ARP, and Suicide Prevention programs are some of the most prominent in a long list of initiatives the Army created to take care of its Soldiers. Each of these programs relies on Army Leaders to maintain personnel accountability and take initiative when a soldier exudes “warning signs” as described in each of the programs’ mandatory training…
I am part of a logistical convoy and see a crowd which has surrounded a single individual. They are beating and kicking the individual. The interpreter says from what he can hear the individual is a former government official. As much as I feel I should help the individual being attacked, I cannot risk stopping the convoy and putting my fellow Soldiers in danger for a civil disturbance. This could escalate into an international issue.…
Over the last 1.5 years, the 4th Armored Brigade Combat Team (ABCT) has undergone significant change. Following a nine month deployment to Afghanistan, the Brigade appears to be overcome by stress, fatigue, leadership, and ethics issues. While many might categorize these as normal post deployment occurrences, they appear to run much deeper. The events of the previous deployment coupled with the death of the Brigade Commander, Brigade Sergeant Major and a Battalion Commander appear to be the critical events that triggered the downward slide of the Brigade.…
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…
The AETF commander is logically placed to harmonize C2 within Afghanistan because of the commander’s proximity to the fight. In contrast, during high-intensity clash, more centralized control may be required to sustain a theater outlook and to take advantage of airpower’s attributes of speed, flexibility, and mass. Similarly, more centralization may prove essential in operations with strategic influence, exclusively when political issues demand that operational and strategic decision makers maintain flexibility or lessen…