Candidate Long Case Study

Candidate Brown correctly and completely addressed his five-paragraph order brief. SNC also briefed a good plan to get a candidate through the obstacle, and this was accomplished very quickly and without error. After this, however, Candidate Brown's plan was flawed; he attempted to pass the 55-gallon drum over the log utilizing rope, which contravened instruction provided that the log could not bear the weight of the drum. This detail ended up being irrelevant, as the fire team failed in several attempts to pass the drum over the log, losing it every time. Despite failing several times, Candidate Brown didn't alter his plan or adapt to the limitations of the mission. Additionally, Candidate Brown primarily utilized only himself and one

Candidate Farmer briefed all required portions of the five paragraph order but did so in a very drawn out manner with multiple pauses throughout. His initial plan was sufficient to begin execution, but only his side began to take action immediately. He was unable to identify that the one pole was not long enough to reach the middle beam and only made adjustments after a fire team member pointed it out. At this point, SNC changed his initial plan and started giving direction, but his tasks were unclear and his fire team members struggled to accomplish them. Candidate Farmer realized his time was dwindling and motivated the fire team to move with some urgency, which they responded to. This spark was all that was necessary to complete the

Candidate Jordan delivered an in depth five paragraph order. SNC posted security ensuring that the safety of the fire team was not put at risk. SNC had a good initial plan and proceeded to move the fire team towards the objective. SNC moved the fire team through the woods with minimal opposition; SNC maintained communication and good dispersion. Upon receiving enemy fire SNC suppressed the enemy by assaulting the enemy. SNC pushed through the objective to ensure that all enemy were killed. However, SNC forgot about the weapons cache and commenced to conduct a hasty 180, followed by a consolidated 360, and then an ACE report. SNC, in his haste to complete the problem, completely forgot that the mission was not only to subdue the enemy

Candidate Vrountas displayed enthusiastic mindset from the outset that motivated his fire team. While his order missed some details, specifically the scheme of maneuver, his fire team came out of it ready to execute whatever was directed. SNC was able to get his fire team working towards the mission after only a short pause while he formulated a plan. Once he gave direction his fire team began to execute effectively until they ran into friction points. At these points, the motivational drive inspired initially by Candidate Vrountas began to waiver. SNC’s inability to identify some of these challenges led to his fire team members becoming hesitant to follow his direction. Despite this, Candidate Vrountas maintained his role as the leader

Candidate Satterwhite ensured he addressed all paragraphs in the 5-paragraph order, however he took no time prior to the delivery of his brief to develop an initial plan. He was unable to provide his subordinates with an executable plan and was forced to develop a plan as he went along. This left his fire team questioning SNC and resulting in both lost time and lost momentum as he attempted to figure out how to accomplish the mission. SNC did not identify potential points of friction in which to place himself, instead sending two fire team members through the tunnel while he remained on the platform. This diminished his ability to control the fire team as he relied on the fire team members to communicate the situation to him and slowing

Candidate McKillop was able to brief a five paragraph order that included most sub-paragraphs, except for an initial scheme of maneuver. During the delivery, SNC sounded nervous and often used filler words. His inability to brief confidently and lacking a scheme of maneuver caused him to have a delayed execution since he had to brief all of the mission details again. During the execution, SNC was able to take charge and display more confidence than he had displayed in the brief. SNC employed his fire team members appropriately based on their physical capabilities to tackle specific tasks and sent the lighter ones through the planks first. Candidate McKillop struggled the most with being able to make adjustments to his initial plan. Although

Candidate Florea delivered a very thorough five paragraph order. SNC’s sense of urgency was apparent by wasting little time tasking, setting up security, and fluidly moving into the execution phase of the problem. SNC’s forward momentum was apparent as SNC got all fire team members on the wall and two completely across the problem. SNC was in constant communication with the entire fire team throughout the execution of the problem never leaving any doubt for who was in charge. SNC ensured that all fire team members were able to execute based on their ability many times picking up the slack where need be. SNC best positioned himself where he could best control the fire team. SNC was confident in his abilities which translated into SNC expertly

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 Fowler displayed a low sense of urgency taking about two minutes following the evaluator’s brief to write his order then briefed his fireteam for over five minutes. SNC provided an adequate brief to be able to execute the mission. The Mission paragraph contained an accurate task and purpose but also contained additional information that was not necessary. Additionally, when he repeated the mission, it was not at all verbatim. SNC provided a scheme of maneuver that was above average however; SNC’s tasks were merely assigned billets with no true task and purpose. Throughout the brief SNC was a little choppy, showing a little lack of confidence and weak understanding of his plan. SNC did not post security during his brief, but did improve

Candidate Wallace successfully briefed the entire five-paragraph order, though she added an additional element, referring to the environment as urban terrain, and neglected to brief the location of the friendly platoon. Candidate Wallace also briefed that communication would be arm signals only, but utilized only verbal signals on the obstacle. Once on the obstacle, Candidate Wallace came up with a good plan, which was unfortunately poorly executed. In the conduct of her plan, Candidate Wallace also removed the fire team's security, bringing in that candidate to assist, and did not replace security for two minutes. Additionally, Candidate Wallace had a candidate who was doing well throwing the rope over the top bar, but replaced her with

Candidate Brown was able to include the information relayed to him in his operation order brief. SNC was able to pass the information in a manner that was easy to follow and that was pre thought out as he briefed directly from his skeleton. However, SNC did not relay accurate information. SNC stated during the Scheme of Maneuver that the squad was to transport two ammo cans, when it was passed to him they were to deliver three. This resulted in the squad to only pick up two ammo cans and leave one in place as they located the cache. SNC was unable to adjust his plan of action while the squad was making their way across the three rope bridge. SNC allowed the members transporting the ammo cans to cross the bridge while carrying the cans

Candidate Larocque presented the first portions of her plan by reading directly from the notes she had taken, avoiding any eye contact with her fire team members. When she started briefing her scheme of maneuver she walked away from her fire team in order to see the obstacle better. Her fire team had to get up from their knees and follow her in order to hear her order. This caused confusion as the fire team went to begin execution, requiring clarification on where fire team members were supposed to start and what their tasks were. SNC’s plan culminated quickly and she immediately asked for suggestions on how to proceed. She promptly accepted the plan she was offered, undid all of the progress she had already made, and began to follow the

Candidate Suarez gave a detailed brief until he missed paragraph four and five in his order. SNC’s tasking statements were clear, detailed, and assigned to specific candidates, however they did not encompass the mission to completion. When faced with failure at his first attempt to complete the obstacle, SNC immediately developed and implemented a new plan, maintaining his team’s momentum and displaying a decisive bias for action. SNC’s ability to immediately develop new plans allowed him to keep his team moving toward mission accomplishment. While SNC had good command and communication with his team, he could have better positioned himself at the point of friction when his team started to become more spread out. Additionally, once the first

Candidate Olesh, hereby referred to as SNC, delivered a disorganized five paragraph order which adequately addressed all topics. SNC confidence built as SNC progressed through the brief, however SNC appeared to lose confidence and the quality and clarity of the order degraded. SNC developed a poor initial plan which SNC attempted to alter. SNC appeared to be in charge during the problem and SNC’s subordinates complied when given instruction. SNC was not deterred when SNC’s fire team incurred a casualty penalty, which demonstrated SNC may have the ability to overcome adversity and work through friction. After several failed attempts by SNC’s subordinates to overcome an obstacle, SNC attempted, failed, and made adjustments to SNC’s plan.

The case study focuses on an employee, Paul Keller, who is being affected by a number of factors. His job performance is hindered by constraints such as his work environment, his home environment, stressors, mood, and the management style of his superior. The case study demonstrates how his job performance is affected and what the consequences could be as a result of his poor job performance and lack of concentration.