Candidate Goff immediately addressed security before briefing his order. SNC briefed in a rushed manner using many “ums” and “uhs,” showing he lacked confidence in his plan. When briefing, he referred to the scenario as an obstacle instead of treating it as a tactical situation. His fast brief was difficult for his fire team to follow, evident by their confusion at the beginning of the mission even though the initial plan was well developed. SNC had to direct his fire team’s actions he had just briefed in order for them to execute. This candidate lost his tactical and situational awareness, evident by his loud instructions throughout the task and the fire team dragging their weapons through the sewer tunnel making the execution extremely loud.
Louise Gosselin has undergone a life of many obstacles. She struggled with drug and alcohol addiction, as well as psychological problems. As a result of this she has been in and out of numerous jobs of various nature. For the majority of her adult life she has received social assistance. When Quebec decided to change its existing social assistance scheme in 1984, Louise felt her constitutional and provincial rights were violated, resulting in her pursuit of legal action. This is how the case of Gosselin v. A.G. (Quebec) came to be.
Candidate Davis delivered his 5 paragraph order covering most of the key points associated with the order. SNC’s orientation was confusing; SNC briefed that the current location was where the cache was located, then proceeded to state that the fire team needed to advance to the second set of grid points to complete the objective. This information is confusing and is proof that the fire team leader did not fully comprehend the order briefed to him. SNC stuttered consistently, displaying his uncertainty of the information that he was relaying. SNC improperly stated his TCM’s and informed his team they would utilize a column formation from the “assault to attack” and a column from the “attack to assault”. Upon reaching the objective, the fire
Candidate Martinez began the SULE I evaluation with a standard five paragraph order. Although it was a standard brief, SNC failed to give an adequate mission and execution paragraphs. The statements were disjointed and confusing and were briefed without confidence. SNC was briefed that the mission was to get the map found at the weapons cache and brought back to MA2A IOT have S2 Intel look at it. Candidate Martinez was given the map and reminded that it was part of the mission and not to forget it. SNC started the execution without the map, ultimately failing the mission. During execution Candidate had little regard for the tactical situation as demonstrated with little to no communication for formations at danger areas or dispersion.
Candidate Lofswold’s initial brief was succinct and covered the entirety of the five paragraph order and contained detailed information. Candidate Lofswold assigned ready, fire, and assist to his fire team, but did not establish an initial plan or specific tasks for the plan. Upon starting the evolution, Candidate Lofswold emphasized teamwork and communication, but because of the lack of planning, he encountered a point of friction requiring a rapid decision, which caused a loss of momentum. Candidate Lofswold briefly stepped out the situation to assess and supervise, causing another candidate to step in and provide directions to the rest of the fire team. Candidate Lofswold’s security detail was completely unaware of his surroundings and no
Candidate Hairston was confident and thorough when briefing his order. Although confident and thorough while briefing, Candidate Hairston failed to ask fire team members if they had any questions at the end of his brief. This caused a little confusion, leaving fire team members with unanswered questions. Prior to the execution phase SNC posted security and ensured security was able to hear everything in the event he had to replace a fire team member. During the start execution phase, SNC did not utilize the gear provided and attempted to use his fire team members as a means to traverse the obstacle. For more than two and a half minutes, fire team members were standing around waiting for direction, not progressing towards mission accomplishment,
Candidate Pennington delivered a strong order that addressed all necessary pieces of the five paragraph order. He provided a unique orientation to the obstacle on the terrain by physically showing his fireteam the parts that were contaminated. This greatly helped the fireteam's situational awareness to the problem. It allowed him to utilize mission type orders and stay in a position to supervise the overall execution rather than focus on unnecessary details. He communicated well with his team and gave and received suggestions while remaining in obvious control of the team. Candidate Pennigton broke down his security early and gave it minimal thought following the delivery of his order. He utilized strong concurrent actions by using each avenue
Candidate Sharp demonstrated a basic understanding of the five paragraph order, but did not clearly articulate his words, paused intermittently, and rushed through parts of his brief. SNC failed to develop an executable plan and did not brief any tasking statements to his team. SNC also ended the brief and then went back to finish it after he had already begun executing the mission. After a suggestion from another candidate, SNC delegated security to a team member. Another team member would continually ignore SNC while executing the obstacle. However, SNC lacked the command presence and communication skills to correct the candidate or recognize the need to replace him at a key location. SNC had difficulty leading multiple candidates and failed
SNC failed to accurately calculate the azimuth with in standard. SNC confidently issued a well-organized five paragraph order in a clear, authoritative tone void of filler words. SNC’s Scheme of Maneuver was clear, concise, and illustrated SNC’s use of sound tactical judgment and ability to consider future requirements. SNC issued tasks to each fire team which were consistent with the mission and addressed potential casualties. SNC moved his squad with a sense of urgency and displayed the ability to rapidly make decisions when faced with enemy contact and maneuver as required. However, SNC’s decision to assault through a lone enemy’s fighting position was inconsistent with the mission; the mission was to resupply a desperate squad with
SNC gave a detailed brief that outlined a precise plan that was coherent and directed towards mission accomplishment. SNC contradicted a well thought out plan of action with a monotone voice and his use of filler words, such as, uh and um, coupled with a lack of passion. The lack of passion was seen in his sense of urgency as SNC spent 80% of his time briefing his 5 paragraph order that adversely affected his sense of urgency. SNC was able to secure the objective quickly, but loss situational awareness of his surroundings and enemy position that initially created confusion when engaged by the enemy. SNC was able to make clear and concise decisions in an appropriate amount of time that efficiently utilized his fellow candidates. This expedited
The patient expressed about feeling that she is self-sabatoge her recovery for no apparent reason and currently thinking about going into an inpatient treatment- more so, a treatment that is spiritual. The patient shared that lately she's been feeling down and haven't been to going to church for the past two weeks. In addition, the patient shared about having homocidial thoughts with regards to her daughter's DCF case as she expressed frustration with the custody battle. This writer advises the patient about this writer's role as a mandated reporter and based on the patient comment of having homocidal thoughts, she recanted her statement and says," So, you are telling me that I cannot vent and express how I feel.....I am going to keep my mouth
SNC did not calculate the correct distance to the objective. SNC tasked fire team members to set up the terrain model, but failed to verify and correct the mistakes they had made. SNC made eye contact with his squad members during the brief. SNC had poor vocal control, stumbling over his words and using filler words such as “uh” and “um” throughout the brief. SNC also briefed information in the wrong order and repeated information that he had already mentioned. During the execution, SNC had excellent control over his squad, making decisions quickly, giving commands clearly, and moving his subordinates with a sense of urgency. After the squad neutralized the enemy, SNC had the casualties brought to the objective location. When SNC attempted
SNC understood all of the instructions very well and used his time wisely in order to develop an initial plan for the problem. SNC covered all of the information pertained to the five paragraph order. SNC developed his initial plan for the fire team to conduct, however the plan did not include security. The plan helped benefit the fire team and gave the SNC more confidence as the mission progress evident his tone of voice his ability to specifically task individual candidates. SNC effectively communicated the tasks and ensured SNC’s subordinates understood the instructions by having them repeat the instructions he gave them. SNC was able to overcome friction while remaining in control, by adjusting his plan as the situation developed. SNC periodically
SNC did a descent job when explaining the orientation for the plan of attack. Body langauge and tone of voice indicated that SNC was not sure of how to execute the plan. SNC seemed unsure as to understanding the mission and how to accomplish it. SNC did brief the adminstration and the logistics paragraph, however he failed to develop an initial plan prior to starting exectuion. It wasn't until the fireteam had difficulty in the execution of the mission that SNC decided to step in and develop an initial plan. SNC did not respond in a timely manner which left his Marines confused as to what's going on. SNC got involved after valuable time was wasted. SNC did maintian focus of the assignment, however SNC was too relaxed during the time when his
Julie McGovern has struggled with chronic illness for most of her life. After a bout with mononucleosis in childhood, her autonomic nervous system became irreversibly damaged, causing her to develop Postural Orthostatic Tachycardia Syndrome (POTS).
| • Aggressiveness in engaging into risky mortgage market and financial products.• GOCB’s questionable investments, unusually high salaries of its officers and payment of unusually high interest on its term deposits.• Distrust throughout the financial system.• Competition is always present in the corporate world.