Analysis Of Adaptation Of The Military

A few of the tactical lessons I learned from rifleman Matthew Dodd include proper concealment, guerrilla warfare-like maneuvers, keeping a safe distance from enemy forces, absolute military bearing, and choosing your targets wisely, as well as, knowing when to fire at those targets. Furthermore, Dodd was very successful with remaining undetected at opportune moments, as well as, knowing exactly when to increase the distance from the enemy. What impressed me most was his ability to successfully communicate with allied forces who didn't necessarily speak his language. He used hand and arm signals to pantomime and gesture what it was he was trying to get across to his comrades. This trait would definitely fall under adaptability.

It is this backdrop of adaptation and versatility that warrants an overview to reinforce a positive attitude, esprit de corps, and sense of unity within the units across the air defense artillery branch.

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)

For the next 10-15 years, leadership development is critical within the military. Training to develop agile leaders will yield a competitive advantage within both private and public organizations. Importantly, leadership training should mirror as if one would fight in the new Era International Security Environment. Such tenacity will confront limited engagements in the next 10 years, plus a great deal of offensive operations in the 15 years. Therefore, trained leaders are flexible to their changing missions, roles, and responsibilities, thus are more adaptive to compelling new conflicts.

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.

The United States Army is always constantly changing as we are a living breathing organization. From the time that Soldiers were drafted into the Army and went straight to war, to the Soldiers just signing up and doing their time and getting out. In today’s Army there are more and more of our service members staying in twenty years or even longer turning the Army profession into their careers and livelihood. As the Army continues to change we have begun to shift to be a better professional Army. “Professionals require years of study and practice before they are capable of expert work” (DA HQ, 2010, p. 2). Professionals use life-long pursuit to build their knowledge to become an expert in their field. In turn, they then lead, train and develop other Soldiers to become skilled professionals in their

Summary: In this article the authors are addressing future leaders, and they immediately inform the reader that because there is more complexity considerably more complex issues and technologies than a century ago in the operational military environment, there is a great need for military leaders to achieve autonomy in terms of adapting to and learning about the evolving environment. In short, leaders must be smarter and better prepared for a changing world.

Force management, or what is really otherwise known as planned comprehensive change, is in reality a complex and interwoven process. Though it was designed within the confines of a systemic approach referred to as the DOTMLPF (Doctrine, Organization, Training, Materiel, Leadership & Education, Personnel and Facilities), in reality it is meant to enable both dutiful and well-thought out change as well as faster, more urgent adjustments in accordance with the evolving nature of war and information gathering tactics. The Army, as one branch involved in this initiative, focuses most of its attention in this regard on the organizational sector because of the way it facilitates an adequate and democratic step-by-step system of review (Student Reader, F102:2). But the fact is that even this initiative remains multi-faceted and appears to be rather bureaucratic in nature (it has five phases, which seems antithetical to an urgent change process), which might not be surprising since implementing the type of changes that are demanded can have major implications of all sorts. Still, it does appear that this concentration is being well received and that it will eventually serve its goal even if it does not appear that way when detailed on a point by point basis.

The road of performing all the drills and exercises will not be so easy for you. So, as to make you feel comfortable and perform all your drills easily various military trainers and sergeants are available during the whole process to guide you through. The transformation of leading a disciplinary military

Throughout history, when two or more armed groups oppose one another in battle, certain tactics are transferred from one to the other. These tactics are usually perceived by either group as superior to their own. This process of transferring tactics often occurs over a length of time, and usually encompass a number of conflicts between the groups. This is a natural phenomenon for armed forces that mimics the Darwinian Theory of Evolution; the strongest survive, the weak die. For a group to become the strongest in armed conflict, it must employ superior tactics and doctrine over its enemy. One method that an armed force uses to become stronger is to adapt the

As I am a firm believer in equal opportunity throughout the military service, I also feel that when a member decides to voluntarily opt for a procedure that is elective or cosmetic surgery, they should have to meet certain obligated service requirements. Which brings me to the Transgender policy in the U.S. Coast Guard and why members should have to at least fulfill their initial obligated service contract before being approved for the Transgender transition process. Commandant of the U.S. Coast Guard releases official statement, approving the U.S. Coast Guard’s stance on the transgender policy and what it entails. The cost effective budget per member initiating the transgender process and what mission effective details this would require.

Any member of a military force are taken as someone ready to serve at any moment, with all his/her skills, intelligence, strength and presence of mind; much like someone readily set on the starting track, totally geared up to run from the moment 'go'. This explains how much preparation it takes to condition one's body and mind to attain that level of ability and agility. It requires a continuous, disciplined practice of skills as well as lifestyle conducive to retain and augment those skills.

Change is an inevitable part of life and in the U.S. Army change can very often be swift and mission altering. Companies, whether they be in the manufacturing, service, or merchandising industry also go through organizational changes, which are in many times uncomfortable. Why is change so uncomfortable? It is because it is so very often unplanned and unmanaged, thereby creating friction and a lack of motivation from leadership and employees to institute the change.

In short, they must adapt or develop a set of tactics within which to employ this new weapons system.

There are a variety of reasons for the rapid modernisation of armed forces in the Southeast Asia region - interstate and regional tensions exist within Southeast Asia and interactive military programmes have developed as a result, and there has been a rapid build-up of military capabilities. Additionally, there has been advances in technology, creating a need for states to modernise their armed forces to be able to compete and military advancement in the region has contributed to the security dilemma in Southeast Asia, leading to further arms build-up. Most importantly, there is evidence of the beginnings of an arms race in Southeast Asia, which also explains the modernisation of armed forces. Thus, the reasons for the rapid modernisation of armed forces in the Southeast Asia region are the consequences of interstate and regional tensions, technological advancement, the growing security dilemma and the beginning of an arms race.