Military Communication Analysis

The past decade has witnessed fundamental changes in the information environment, which makes availability and access to information more prevalent than in the past. For this reason, we must develop and maintain the ability to influence the content and flow of information to potential adversaries, as well as foreign civilian audiences in the area of operations.

The purpose of this paper is to outline an information management problem affecting Naval Beach Group and its supporting elements. The current system is not effective due to inefficiency and the distribution of outdated information.

Congratulations on your enrollment in a distance education course from the Distance Learning and Technologies Department (DLTD) of the Marine Corps Institute (MCI). Since 1920, the Marine Corps Institute has been helping tens of thousands of hard-charging Marines, like you, improve their technical job performance skills through distance learning. By enrolling in this course, you have shown a desire to improve the skills you have and master new skills to enhance your job performance. The distance learning course you have chosen, MCI 0416B, The Marine Corps Publications and Directives System, prepares Marines for the job of publications clerk at the unit or commodity level. •

The department’s leadership is responsible for providing appropriate manpower and resources to each mission using an increasingly tight budget, while also following strict laws for high priority missions, such as nuclear defense, which mandate both high levels of training and manpower (Air Education Training Command, 2015). Additionally, warfare technology has become incredibly advanced. Due to this complication, the educational and technical requirements for military service members and employees are steadily increasing.

The Greenfield Military band have been since 1904 according to their official website. As of this year, they are celebrating 113 seasons. Al Benjamin has been director of the band since 1983. He been member of the band for 47 years. When it comes to how long they have been a part of the firework’s display, his words are “I would say at least 40 years because I can remember doing it with the former director Stan Kopec” As for members of the band at the moment, He say “around 35, sometimes We have additional

Freeman Teague Jr. effectively expresses the importance and complexity of communication. At one time the U.S. Army defined communication as the exchange and flow of information and ideas from one person to another; it involves a sender transmitting an idea, information, or feeling to a receiver (Clark, 2015). Throughout this paper we will expound on key communication failures that were exposed during Operation Anaconda. The overall verdict is that Anaconda’s outcome was a success, but its original plan was a resounding failure. Many things contributed to the failure, but this paper will focus on the communication aspect.

The Civil War was very hard on families, causing most of them to sacrifice people in their families, most families had all of the young men in their family taken out of their jobs on farms and factories. This left the women and children to tend to the large farms and hold the weight of the house. Also, since the demand for supplies for the war increased it created more jobs for the people to fill which forced more people into labor. It also effected families personally, having their sons/brothers in war was constantly nerve racking and scary, every day they were constantly dreading receiving any news or letters, fearing the life of their family members.

Mr. Marek is assigned as the Information Technology Specialist for ESD New York supporting the largest operational field command on the East Coast, Sector New York. Demonstrating outstanding technical expertise and professionalism, he delivered superior Information Technology (IT) services for 1,495 customers in ESD’s area of responsibility consisting of 22 afloat and ashore units and eight Rescue 21 Remote Fixed Facilities. Mr. Marek fills a vital role contributing to Sector New York’s operational success responding on average to 360 search and rescue cases, 920 emergency distress calls, and saves approximately $5 million in commercial and personal property.

General Dynamics’ organizational objectives are to develop and train soldiers to use state of the art communication systems. These systems provide the United States military commanders with command and control during combat or civilian unrest. General Dynamics provides training on communications systems to all levels ranging from colonel to privates to ensure understanding of battle command networks and informational systems. In a civilian organization, this could represent the CEO to a mail clerk.

As stewards of our profession, commanders ensure that military expertise continues to develop and be passed on to aspiring professionals through operational development. It is during this developmental phase that Professional Soldiers put their knowledge and skills to the test. Operational Army units certify and recertify their Professional Soldiers through repetitive and realistic training events including the Combat Life Saver Course, platoon live fires, and exercises at the National Training Center. In the course of these challenging and realistic experiences, the Army’s operational units develop Soldiers and leaders prepared to maintain high standards, discipline, and operational readiness. Operational development and adaptability will continue to drive changes in Army doctrine, organization, leadership, and education as we enter the post-war era. Without this kind of development, the Army could not maintain a well-disciplined professional fighting force.

Communication was limited. The primary means was by field wire but it took a great amount of resources to install especially since the corps commander's headquarters was so far away. Additionally, the life expectancy of wire could be as little as three days if uninsulated. Radio communications were used during the battle. However, the shortage of batteries, the number of people who had access to radios, and their restricted range limited their value in controlling maneuver forces. If the commander’s radio failed or if his tank was hit, manual signals had to be utilized. The poor communications often resulted in long delays in getting important information to the II Corps and 1st Army Commanders. The result was that decisions were made too late to allow the forces on DJ Ksaira and DJ Lessouda to withdraw to alternate defensive positions.

During our military careers we are faced with many different situations and problems. We will need to present solutions to these situations and problems. The Army has four types of military briefings for us to choose from to effectively communicate our solutions. These four military briefings are decision briefings, information briefings, mission briefings and staff briefings. Each situation will have a factor in determining which type of military briefing is needed. To know which military briefing is to be used, we must understand the purpose of each briefing. This paper will give a narrative on each of the four military briefs and the steps involved for the presentation of each brief. I will begin with decision briefings. Before I can begin with decision briefings, I must give a brief discussion on the Army’s problem solving process.

Interoperability of communications is another key in ensuring all agencies, from local, State or Federal agencies are all able to effectively communicate. The ability to communicate from the ground up is key when giving the IC a ground truth during a disaster response incident. Interoperability Communication gives the Incident Commander (IC) the ability to see the operation as it happens and allows the IC’s staff to complete their actions during a disaster response. Clear command structures will give all agencies involved in a disaster response a shared understanding of who is in charge and who the point of contacts are for a specific function. The command structure for the Incident Command System is broken down into a modular organized hierarchy with the Incident Commander at the top and below the IC there is a command staff and a general staff. The command staff consists of the Public Information Officer, Safety Officer and Liaison Officer and these personnel conduct operations for the entire staff organization within their specialized fields. (FEMA, n.d.).The general staff sections assist are Logistics, Planning, Operations, and Finance/Administration. The operations staff is the section that will deploy in direct support of the disaster response. The

Effective and reliable communication is an essential requirement during military operations and Low Intensity Conflict Operations (LICO). It is especially difficult to accomplish in high noise environments; for example, in and around tracked or wheeled combat vehicles, flight deck or flight line operations, and battlefield environments. Today, simple communication takes the form of hand signals, utilization of flashlights at night or traditional voice commands. Wired intercoms have progressed towards improving voice communications in these high noise environments, but the nature of many military operations requires that soldiers disconnect from their wired intercoms to exit the vehicle. Maintaining communication with the host platform, utilization

Within the Army organizations of today knowledge management plays a huge role in the dissemination of information to the unit and it’s soldiers. This is no different for the aviation unit in which I operate. This information can be found in FM 6-01.1, Knowledge Management Operations. It defines knowledge management as the process of enabling knowledge flow to enhance shared understanding, learning, and decision-making. But when the unit was surveyed about their understanding of knowledge management the results were surprising.