An Evaluation of the Effectiveness of Mission Command Training Program

Training objectives must support the mission profile and meet the commanders desired end state. Prior to the 56TH train up at the National Training Center (NTC) the deployment location changed from Iraq to Afghanistan (case study). Changes to mission essential tasks were not identified prior to NTC, resulting in the BCT training on collective tasks and validated during MRE based on the Iraq mission profile. However, the shift to the Afghanistan mission profile created gaps in training not identified until units arrived at Bagram Air Field (BAF). i.e. the BCT had to establish an MRAP drivers training program at BAF extending the RSOI process. Training gaps were not limited to company level shortfalls as battalion and brigade staffs were not able to anticipate potential threats and capitalize on opportunities. (case study 2)

In this lesson you will continue to review the key agencies and major force management processes used in developing warfighting capability provided to combatant comman

In 2012, General Dempsey states “Mission Command is fundamentally a learned behavior to be imprinted into the DNA of a profession of arms.” The way Mission Command has evolved through the past years is indicative to the US Military adjusting to a new threat. The concept of Mission Command is not new, what is important is how General Dempsey states “Education in the fundamental principles of mission command must begin at the start of service and be progressively more challenging..” The General emphasizes the need for education at the start of the individual’s service. Additionally, this highlights the United States Army’s doctrinal adjustment to the new threat. During the conflicts in Iraq and Afghanistan, the US faced an enemy whose creativity and adaptability are two of its greatest assets. The fast-paced situation changes in both of those AOs required tactical level leadership maintain the autonomy to “exercise disciplined initiative.” This type of initiative historically leads to mission success, specifically in fast-paced situations where a key to success is forcing the enemy to react.

According to Army ADP 6-0, mission command is the exercise of authority and direction by the commander, using mission orders to enable disciplined initiative within the commander’s intent, to empower agile and adaptive leaders in the conduct of unified land operations (CAPE, 2012). Effective mission command can generally be analyzed according to the six principles outlined in ADRP 6-0. The six principles of mission command are to: build cohesive teams through mutual trust, create shared understanding, provide a clear commander’s intent, exercise disciplined initiative, use mission orders, and accept prudent risk (CAPE, 2012). This paper provides a brief overview of the

Success at a professional military education institution is paramount in order for continued service. Institutional training is part of the Army Leader Development Model. CBRN SLC is a three phase course, each phase is approximately two weeks long. The course is conducted as part of the One Army School System; NCOs in the Regular Army, Army Reserve, and National Guard all train together. Moreover, the Small Group Leaders are from the Regular Army and Army Reserve. The course is multifaceted and challenging geared towards ensuring graduates are capable to serve as platoon sergeants, CBRN NCOs, and first sergeant.

During 2003, General Petraeus and his soldiers from the 101st Airborne Division had no clue of the astounding role they were about to embark on. General Petraeus found the city of Mosul in complete destruction, and knew it would take a cohesive effort through mutual trust and teamwork to restore the city. The city of Mosul did not only need a complete make over, but also a regime that shared a mutual understanding as Petraeus. Lastly, with the city rebuilding changes would bring hostility and risk to the soldiers of the 101st Airborne Division. General David Petraeus was successful in Mosul, because he applied the mission command control principles of building cohesive teams, creating shared understanding, and accepting prudent risk.

2. Summary: ADP 6-0 is broken down into three major sections. These sections are; the guiding principles, the Art of Command, and the Mission Command Warfighting Function. This paper will place emphasis on the guiding principles and the Art of Command portions of the manual as they provide the baseline for conceptual implementation. Additionally, as a Group Support Battalion (GSB), the Mission Command Warfighting Function predominantly lies within the responsibility of line Battalion commanders. Within the GSB, our primary mission is to provide augmentees and unique enablers to commander’s to further enable them to meet mission success.

Develop and integrated a comprehensive 40-hour Integrated MTC Tool Suite training program that provided training to MTC and unit staffs to efficiently plan, design and executes exercises through the primary use of G27 Tool Suite; Exercise Support Application (ESA), Exercise Design Tool (EDT), Virtual OPFOR Academy (VOA), and Information Operation Network (ION). Validated the MTC Integrated Tool Suite training program and team certification to ensure a standardization of training and DATE compliancy. Provided briefings to the 84th Training Command and AVNCoE Commanding Generals, the United Kingdom ISR Bde Commander, NTC, JMRC senior leaders and individual staffs to continuously fostered enduring partnerships that resulted in a substantial growth in recognition and usage of G27’s web-enabled

The National Guard success comes largely from training. From real-life training exercises, field training, simulation training and distributed learning. In the event of an activation, leaders must

It is the primary mission of the United States Military Training Mission to provide training, assistance and advice to the military forces of the Kingdom of Saudi Arabia. The entire point of this cooperation is to be able to jointly protect and uphold the interests of the United States and the Kingdom of Saudi Arabia in the Middle East.

People fill their summers with vacations at all-inclusive resorts, road trips or afternoons at the park. That’s true for many Soldiers as well. However, for nearly 200 Soldiers in the 364th Sustainment Command (Expeditionary), they also fit in more than 14 days of tough and realistic annual training at the Combat Support Training Exercise 86-15-03 this year at Ft. McCoy, Wis.

Mission Command is a noble concept that if properly implemented would significantly increase the productivity and effectiveness of our nation’s fighting forces. Embracing the concept of Mission Command is an easy process when higher echelon commanders do not have the ability to directly oversee the daily/ tactical actions of each subordinate unit. The concept of Mission Command was clearly demonstrated during the initial days of Operation ENDURING FREEDOM, when USSF detachments infiltrated and operated independently with elements of the Northern Alliance to topple the Taliban in 2001. The geographic separation, lack of communications, and dynamic nature of the Operational Environment, forced higher echelon commanders to provide sound guidance in their orders

As stewards of our profession, commanders ensure that military expertise continues to develop and be passed on to aspiring professionals through operational development. It is during this developmental phase that Professional Soldiers put their knowledge and skills to the test. Operational Army units certify and recertify their Professional Soldiers through repetitive and realistic training events including the Combat Life Saver Course, platoon live fires, and exercises at the National Training Center. In the course of these challenging and realistic experiences, the Army’s operational units develop Soldiers and leaders prepared to maintain high standards, discipline, and operational readiness. Operational development and adaptability will continue to drive changes in Army doctrine, organization, leadership, and education as we enter the post-war era. Without this kind of development, the Army could not maintain a well-disciplined professional fighting force.

The Creed of the Noncommissioned Officer states, “No one is more professional than I,” “I will strive to remain technically and tactically proficient,” and “All soldiers are entitled to outstanding leadership; I will provide that leadership.” As America transitions from a nation at war to a nation at the ready, it is imperative as noncommissioned officers, that we remember those responsibilities set forth in the creed in which we live by as we forge our next generation of soldiers and leaders. How we forge our future leaders, train our soldiers, and how we develop ourselves as noncommissioned officers is outlined in Army Regulation 350-1, Army Training and Leader Development. From

As resources are constraints in today’s Army there are limited amounts of time available for brigade and below staffs to effectively planning and design home station dynamic exercises with OE complexity, because the majority of the time is usually devoted to developing storyline, MSEL threads, task and address individual staff functions. For this reason, the command post exercise (CPX) has become the primary tool for training a staff. Unfortunately, definitive guidance, information, experience and expertise of CPX planning, and for that matter exercise planning in general, has slowly perished as more of the army transitioned this unique skillset to the contracting corps. This degradation of exercise planning experience is no one’s fault. By the nature of the Army’s operational tempo, the training, and planning for training, had to fall on shoulders other than the military staff planners. Because of limited staff resources in the planning cells, OEC has developed their Integrated Tool Suite (https://tbr.army.mil/index.html) to assist commanders and staffs in exercise planning and