Army Brigade Combat Team Paper

During arduous combat operations coinciding with a high OPTEMPO unit cohesion may flux toward a detriment of mission success. This report will focus on the 56TH Armored Brigade Combat Team (ABCT) in order to address the critical leadership problem. In addition, focus will center on relevant facts and assumptions that led to the critical leadership problem and rectify the issues. Furthermore, a new ABCT vision will be published in order to restructure the organizational culture toward a unified purpose and an increase in esprit de corps. (Verify with lesson for correct purpose)

The 4th Armored Brigade Combat Team (ABCT) has a proud history of accomplishments. It has served in the wars in Iraq and Afghanistan. Historically, the morale across the brigade was high; leaders took care of their Soldiers, and all of them did their best to train them, accomplish missions successfully, and support them in any way. The 4th ABCT HQ, as well as each of the battalions, were highly efficient and effective, and most of them were jubilant to be part of the brigade. Three years ago, one of the best maneuver brigades in FORSCOM was the 4th ABCT. The brigade had focus; leaders and soldiers were dedicated, and there was a strong work ethics. However, the 4th is facing some challenges ahead that are going to make difficult to reach its full potential. Amongst several leadership problems, there is a major one. There is not an organizational vision in the brigade, and if there is, it is unclear and poorly evident.

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

On March 11, 1862, Lincoln made the decision to remove McClellan as General-in-Chief, demoting him to command only the Army of the Potomac. Chief of Staff, Peyton March, sent a telegram to McClellan in refence to his orders and instructed him to speak first to Governor Dennison. Suspicious of this message McClellan refused the invitation to Washington or to speak to Dennison. Later, the General wrote to his wife that the rascals of Washington were after him again and that if he could come out of this, he would never get himself in this position again. Because of this refusal, he learned of his demotion via the National Intelligencer, a Washington newspaper. Although many leaders in the government continued to resent the commander, he was still

The 304th Regiment comes within bounds of a second wave. Lack of reinforcement or motivation could lead to loss of confidence or hope. Being without hope is the easiest way to lose a battle. The effect of the first battle left Henry and others to cower and run because of discouragement within their regiment. Henry was dealing with doubt that was placed in his head by his mother, prior to leaving to join the 304th Regiment.

When it comes to succeeding at anything, it is important to plan, prepare, and rehears the outcome. In a combat zone, this becomes even more important because lives and the success of the mission depend on it. This was not the case however, during a fight called Operation Anaconda. The purpose of this paper is to point out what went wrong with the lack of planning, coordination, rehearsal, and preparation between Air and ground communications, and how it proved to be critical during Operation Anaconda. The ending results were a delayed execution and several friendly casualties.

Military forces deploy to vastly different environments across the globe. However, two of the most important discriminating factors which shape how operations are conducted are acceptance and protection of US forces by the local population. Operational environments are roughly sorted into two major categories. Permissive environments are locations where the host nation has control of its territory and supports US operations. Non-permissive environments refer to locations with hostile or uncertain local response. Although the weapon’s systems and sensors do not change from one location to the next, the environment surrounding a deployed Air Defense unit has a significant impact on how it is best operated. The Patriot and Avenger weapons systems clearly demonstrate the disparate considerations that must be taken for implementation of each asset when employed in a permissive and non-permissive environment respectively.

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When it comes to succeeding at anything, it is important to plan, prepare, and rehears the outcome. In a combat zone, this becomes even more important because lives and the success of the mission depend on it. This was not the case however, during a fight called Operation Anaconda. The purpose of this paper is to point out what went wrong with the lack of planning, coordination, rehearsal, and preparation between Air and ground communications, and how it proved to be critical during Operation Anaconda. The ending results were a delayed execution and several friendly casualties.

The 11th ADA BDE served as the Theater Air Defense Control Center. The only experience prior to this environment as the main center and command for air security came from a joint exercise (Roving Sands) hosted at Fort Bliss. The exercise was deemed the “Largest combined arms/air defense joint service exercise ever conducted in the continental U. S.” (Hamilton, 2009, p. 298).

The second short fall for the Patriot missile system was the inability to establish situational awareness with other combined air defense systems during OIF. It is of the upmost importance to have combined intergraded joint tactical data links as it allows units the ability to correlate targets and to share information across a vast communication network. The U.S. Department of Defense (2005) recognized that “[…] a Patriot battery on the battlefield can be very much alone. Its closest connection is its Patriot battalion headquarters unit, and in some cases in OIF even that connection was weak.” (p. 2).

The Gray Eagle offers a reliable, low-risk next generation UAS solution to meet challenging requirements for reconnaissance, surveillance, and target acquisition (RTSA) and attack operations. The Gray Eagle has an endurance of 25 hours. It has speeds which can reach up to 167 KTAS. It can operate up to 29,000 feet while carrying 1,075 lb (488 kg) of internal and external payload. The Gray Eagle can carry multiple payloads, including the Electro-Optical/Infrared (EO/IR) with laser designation, Synthetic Aperture Radar (SAR) communications relay, and four Hellfire missiles. The Gray Eagle can stay in a combat zone longer than the previous predator drones which supports the Army’s “single fuel in the battlefield” concept. It provides increased horsepower and significantly improved fuel efficiency, utilizing either jet or diesel fuel. The Gray Eagle features a fault-tolerant control system and a triple-redundant avionics system, similar to the systems integrated in the battle-proven Predator-B. Designed with airworthiness as a primary consideration, the Gray Eagle, is engineered to meet and exceed manned aircraft reliability standards. The Gray Eagle is dedicated to direct operational control by Army field commanders. Its expansive mission set includes wide-area intelligence surveillance and reconnaissance (ISR), convoy protection, improvised explosive device (IED) detection and defeat, close air support, communications relay, and weapons delivery missions. The Gray Eagle features an automatic takeoff and landing system (ATLS) that allows the aircraft to be launched and recovered without any operator interaction. The aircraft has successfully conducted tens of thousands of takeoffs and landings. They are attached to the combat aviation brigade in multiple divisions throughout the Army. In each division, the Gray Eagle UAVs support the

The Army National Guard (ARNG) will inactivate one Infantry Brigade Combat Team (IBCT) and one Armored Brigade Combat Team (ABCT) and will convert one ABCT to a Stryker Brigade Combat Team (SBCT). As a part of the Brigade restructure, all ABCTs will be reduced by two mechanized infantry companies as a part of the "Triangle Design". Every ABCT will consist of three Combined Arms Battalions (CAB). Two will be tank heavy, consisting of two armor companies and one mechanized infantry company. The third CAB will consist of two mechanized infantry companies and one tank company. The Armored Cavalry Squadron will consist of three cavalry troops and one tank company.”1

Threats will evolve which will push Air Defense to evolve as well. Technology will continue to change, become more available and decrease in cost allowing threats to spread to the four corners of the earth. The world is unpredictable and Air Defense needs to be on the forefront of technology. The Integrated Fire Protection Capability Increment 2-Intercept or the IFPC Inc 2-I, is a perfect example of the future of Air Defense. This system is designed to protect Soldiers, artillery weapons, cruise missiles, aircraft and command aerial systems to include motors and rockets. Another new system air defense is developing is the Army Integrated Air and Missile Defense (AIAMD). This system is technologically advanced, it is designed to unify air defense, by providing the ability to connect various air defense weapons and systems to a single command and control network, allowing a single control to all the various weapons and sensors that form an air defense network through a single battle command

As advances are being made in Unmanned Aerial Systems (UAS) their potential use across many applications becomes less of a vision and more of a reality. In recent years the military, public entities, and commercial entrepreneurs have integrated UAS into performing many missions previously performed by humans or other legacy technologies. Due to this increased dependence on UAS, it is vital that Command, Control, and Communications (C3) prove to be reliable, predictable, and secure. The Department of Defense (DOD) has also identified the need to keep UAS affordable and effective across many applications while allowing the sharing of C3 elements across the military and other DOD entities. Therefore, many technologies are currently aimed