Combatant commander

of equipment over (1 million pieces) as one integrated system. This approach was further complicated by the way we support the field and the issue of regeneration (equipment and units coming back to be redeployed). One of the main reasons the Army took this approach was because equipment like Tanks, HMMWVs, Aircraft and Personnel Carriers were being shipped to theater with C4ISR equipment improperly configured for the environment. This resulted in soldiers being sent on missions without adequate equipment and technical support, which resulted in higher casualty rates. This was a daunting task as there many levels of supply and logistics across the army and the combatant command. Just addressing the issues within the command, then within the army was extremely complicated, but to then to have to deal with a combatant command who is more focused on executing a war than the complexity of logistics, that was truly complicated. The command position on C4ISR equipment was just to track the issuance of equipment and not to ensure that all of the pieces work in cohesively in a battle environment. Just tracking equipment, with over a million pieces of equipment in theater, with the associated cost of repairing, tracking, shipping them was in the billions. I quickly recognized that the command did not have the capability or capacity of solving this issue, and approached my supervisor (SES) with a concept to address it. My approach was a brute force attack concentrating on…

Accomplish the Mission with the Principles of Mission Command Trellis K. Littlejohn SLC 25B Class 005-18 Abstract Coalition Joint Task Force (CJTF) Commander MG Franklin Hagenbeck was faced with a difficult task of rooting enemy forces out of Shahikot Valley. This was a task originally to be completed using ground forces and minimal air support. MG Hagenbeck also was challenged with being the head of an operation but not having Command authority over unit slated to support. With him only…

Mathis remained as Sontra’s noble physician after he took the role after his own mentor succumbed to a disease that wiped out a good portion of the town. His mentor would have been proud of her apprentice as he would go on to become a brilliant medic. Clever as he was with an ability to think fast on his feet. Countless people believe that Mathis knew everything to know about medicine and knew how to nurse ever injury and illness imaginable. Medics held the most power in the town after the…

Robert: So, in your experience, four tenths below the Commanders average, how detrimental is that to someone’s career? Captain Rink: None whatsoever. Robert: Would that be evidence by the fact that he actually received a promotion? Captain Rink: Yes, absolutely. Robert: Okay, and again, I know that you said you had no knowledge of the conversation that he alleged that you had with him, but did that conversation play at all into the statement in the FITREP or making my .4 below your…

to last twenty men two days. Commander Oram decides to save five lives, who will have enough air to stay alive till they are rescued, instead of allowing everyone on board the submarine to die after two…

subject of command climate. A Positive Command Climate The subsection of MC that goes in partnership with building trust and cohesive teams begins with a positive command climate. A good climate fosters initiative, cultivates collaboration and dialogue, demonstrates an authentic concern for a Soldiers well being, and results in mutual trust and understanding (ADRP 6-0, 2012). Arriving at work with a positive mindset and showing actual concern for Soldiers within the organization constructs an…

The courtier needs to be every efficient in decision making when it comes to battle and the presence of his subordinates, but not overly ostentatious. Castiglione wants his courtier to obey his commander, but be able to make his own decisions based off his own intelligence. This individual needs to know about the great commanders from the past such as, Caesar, Scipio Africanus, and Alexander, who fought for glory and their names to revered for all time. However, the courtier should not seek the…

That was one bus ride that I would never forget. The bus ride to our basic training base. Right after we, newly recruited soldiers sat down, three commanders got on the bus one after the other. Their uniform nice and ironed with a bright green rope hanging from their shoulders to symbolize that they were commanders. All three of them had two bars sewed onto both sleeves to mark their rank. Both of these things giving them authority. Introduced themselves but told us that we were to never call…

Group. Utilizing the knowledge of all the six components; the Work Specialization factor includes the separation of tasks intothe Medical Operations Squadron (MDOS) and the Medical Support Squadron (MDSS). Departmentalization breaks down each of the main missions into categories. Therefore, MDOS has departments of Family Practice, Women’s Health, Dental, Mental Health etc. MDSS includes: Logistics, Readiness, Records/Administration, Referrals, etc. Chain of Command deals with point of contacts…

My freshman year in high school I gained a valuable experience. I was appointed deputy drill commander of Dixie AFJROTC Unarmed Team, promoted ahead of, and out-performing upper-class men, creating a degree of resentment. Eventually I was able to overcome resistance to my command by demonstrating competence in both my ability to lead and respect my team members. Most importantly I had to change my approach with almost every cadet because no one is the same. I created a common vision for my team…