Army Police Report

The 3rd Brigade, 101st Airborne Division, a unit known as the Rakkasans, were conducting Operation Iron Triangle in 2006 in Iraq when soldiers killed eight unarmed Iraqi men. The US military severely reprimanded the Commander of the Rakkasans, COL Michael Steele, for the unethical command climate his leadership allowed to exist within the unit at that time. This unit will need a new commander that can set and maintain an effective, ethical command climate through his leadership. That new commander should resolve the issues that led to the reported war crime in order to establish a culture that perpetuates an ethical command climate.

On 20 May 2016 I Sgt Barth, J was assigned to Core Services as the desk sergeant and as part of my assigned duties was monitoring dinner feeding. I witnessed C/O Patronas directing Inmate Hamilton 1104472 to dump his cup of water. Inmate Hamilton refused three directed orders to dump his cup but also proceeded to drink his water with in arms reach of C/O Patronas to which it seemed to me that he was doing this to antagonize him. C/O Patronas proceeded to take the cup out of his hand and dump it for him. C/O Patronas then told Inmate Hamilton to move out of his personal space and move on with his unit. Inmate Hamilton agained refuse three direct orders. Inmate Hamilton then proceeded to look at C/O Patronas as if he was going to challenge

OFC York then left to talk to the RN that Buckley had spoken to. OFC Figueroa and I followed the Veteran down to TVC and back to Desk A, behind Information Desk, were he was told again by OFC York and me to Buckley leave the facility. We attempted several time to get voluntary compliance from the veteran to leave the facility. When the veteran failed to comply with leaving the facility, We attempted to place the Buckley under arrest. Buckley pulled away from OFC York and tighten up his arms in attempt to keep us from placing handcuffs on. I tried to take Buckley down with an arm bar take but was unsuccessful in taking him down. Buckley was able to get his hand and lock them to together in front of him making it hard to get his hands behind his back. I attempted run my foot down his shin to get him to the ground but he was able to courter my

The first day, I was assigned to 3rd watch and I was assigned to P.O. Wasilewski. The first task that was given to us was lower the flags half mass for in memory of the 4 Marines who were killed in Tennessee at the recruiting station. After, we went off to patrol P.O. Wasilewski’s beat. Later in the day, we were called in by the Sergeant for assistance. As P.O. Wasilewski was assisting the Sergeant, Division Chief Bembenek called me over to tell me about a case he was involved in. The case was about a Child abduction where D.C. Bembenek, a P.O. at the time, almost lost because he wasn’t specific on what type of confirmation was given when identifying

SSG Bob on 23 Sep 05 I had received a phone call at 1410 hrs. from SGT Bill stating that he had come into some money and that he had known that I was wanting to get some additional equipment for OUR SRT. SGT Bill stated that he needed myself to come in and type up a letter of justification and if I could also have SGT Jones come in as well to assist in writing this letter due to the fact that SGT Jones had been placed in charge of training folders. On notification of this I was on the phone notifing my soldiers of where they needed to be and in doing this I had also asked SPC Man if could also inform you of what I had going on in case he had seen you before me, but his telling you was not going to be your only notification, nor would I

Therefore, it reflects poorly on the commander in charge of the task. Which leads to punishment of the leadership in charge of the soldiers who did not report and were not accurately accounted for.

As a leader this is a tough one because PFC Nolan did not come to me but confined in PV2 Rogers. I would approach PFC Nolan by asking if what I was told by PV2 Rogers is the truth and if PFC Nolan wanted to report this. In this case restricted reporting would be out of the question because PFC Nolan told PV2 Rogers what happened. Restricted reporting is no longer an option once a person other than the SARC, VA, chaplain or a healthcare provider has been informed. (U.S. Department of the Army, 2014, p.71) If after talking to the soldier and determining the story is true and the soldier wants to file a report I will put them in touch with the

The U.S. Army Leadership Field Manual clearly states that Army leaders and soldiers alike must uphold ethical standards of behavior in war. It also states that "unethical behavior quickly destroys organizational morale and cohesion it undermines the trust and confidence essential to teamwork and mission accomplishment. Consequently doing the right thing forges strong character in individuals and expands to create a culture of trust

Im sure many people would consider not informing their chain of command of this situation given the circumstances(new to the unit and SFC Sharps reputation) and the fact that SFC Sharp is on his way out of the unit. However the ethical dilemma for me is, do I confront him, alert the chain of command or contact the Military Police to

A Blotter report is a daily chronological record that is maintained within the military facility. Activity will be maintained using Army Corrections Information System. (ACIS). Facilities without ACIS will prepare the daily report using DA Form 3997 Military Police Desk. The facility blotter will provide a record of activities at the facility including all incidents. Admissions and releases from confinement, to include temporary releases. Any other information deemed of value by the facility commander. All actions inside the visitor’s record of the prisoners at the facility will contain the date, name of visitor, time in, time out, address or organization, Prisoner visited, Relationship of visitor to prisoner at the local ACIS.

Black Hearts is a great example of the reality on how severe bad leadership skills can ripple throughout a unit and impact its overall mission. This book serves as a guide for future leaders of America and will set the examples of what not to do in leadership positions. The lessons we can take from these soldiers can help us as potential leaders to become more competent and effective. The fact that this book focused on the hardships, poor decisions and sound judgment of the soldiers it helped emphasize on what was not the best choice of action and leaves a moment for you as the audience to think how you would of done it better. So right or wrong there was a lesson to be learned and the book did a good job including the reader. This book

Your key challenge in a leadership position is taking care of the Soldiers entrusted to your care. Soldiers are our nation’s most important military asset. The Leader who sends the message that Soldiers don’t really matter will generally not be as successful in the long-run as the Leader who is genuinely serious about taking care of his/her Soldiers.

Article 91 covers insubordinate conduct towards warrant officer, NCO, or PO. This is broken down rather heavily throughout the article covering as many bases and loopholes as possible it seems. After reading the article I have realized that not only did I disregard or fall under two of the categories in the article but I fall under two of the first three. The first one that I fell under was “treats with contempt or is disrespectful in language or deportment toward a warrant officer, noncommissioned officer, or petty officer while that officer is in the execution of his office.” Regardless of what I assumed the situation to be I stepped out of line when I proceeded to call Corporal Delorge a “jackass”. Not only is it being disrespectful in

I was the 2nd Brigade 4th Infantry Division Command Sergeant Major's Driver; I was also part of the Brigade Assault Team which was mainly active at night when we

If this reporting policy is not communicated down to the lowest level this is also a failure of communication from leaders to their subordinates. This is an example of an unhealthy communication chain witch can also result in death and injury. To cut down on weak or unhealthy communication from leaders and subordinates there must be strict penalties for these types of failures. This will discourage laziness and incompetence among subordinates and leaders alike. These penalties are also a form of communication. This type of communication uses cause and effect to get a point across. Not only will this stop an individual / individuals from making this same mistake twice, other Soldiers will learn from this as well seeing their peers getting punished. These penalties will discourage this type of communication failure in the future.