Pros And Cons Of A Ballistic Missile Submarine

The privilege to command units afloat and ashore provided me with intimate exposure to the challenges experienced by our workforce and their families. Often accompanied by a myriad of ethical dilemmas, these challenges provided a wealth of experience and a better understanding of the impact a leader has on the workforce and their families. Similarly, my experience as the Boatswain’s Mate “A” School Assistant School Chief afforded me vital insight into the Coast Guard’s formal training system, Human Performance Technology and the development of future enlisted leaders. These experiences provided invaluable opportunities for me to interact with our workforce and understand their views, perform thorough assessments of complex situations, and provide accurate, sound, and practical counsel in order to achieve the best outcome for the unit and our Coast

Responsibility is an important trait to have as a professional Soldier. The responsibility to produce a higher caliber work by improving quality,

Today I will let you know how Admiral Nimitz demonstrated characteristic of an executor as outlined in Team Dynamics under the CARE model, his ability to utilized cognitive flexibility in change management, we will talk about Nimitz fell into ethical traps of loyalty syndrome, we will dig into critical thinking and how he wasn’t fair to the females who served under him. Finally, we will go over my own personal

On June 1st, 2010 at the age of eighteen, a young man stepped out of his parent 's vehicle and onto the "yard" at the United States Naval Academy for the first time. Unsure of the trials and tribulations that lay ahead, he was filled with a mixture of emotions encompassing everything from pride to anxiety to excitement. Leadership was a common concept in his life. He had been an officer in numerous high school clubs, understood the value of hard work, and had spent the last three years in a training program preparing him for this journey. He had many examples of leaders in his life. His father had served a career in the Navy, a path he was proud to carry on, his mother a strong academic, of which he had similar interests, and many

While I was employed as an active duty sailor in the United States Navy, I swore an oath to upkeep the highest standards for the Navy’s Core Values. Those core values included, but were not limited to; Honor, Courage, and Commitment. One Core Value that isn’t actually referenced in the oath but should be, is Integrity. Integrity to me is the ability to follow a legal and responsible code of ethics, regardless who is around and who will or will not know about it. In this paper I will explain how even after years of following this code, I breached my duty of loyalty as well as my duty to act in good faith.

In a sit down conversion with my company officer, we discussed the importance of the competing tensions and loyalties presented in the case study. As junior officers in the Navy or Marine Corps team, we are going to be responsible for and expected to upkeep equipment that could range up into the hundreds of thousands of dollars. To be responsible for that equipment would mean that it is my divisions, and ultimately my own, responsibility to maintain and upkeep that equipment in the finest condition possible—it is being ready on a moment’s notice that preserves the loyalties I owe to the mission of the Navy and the American people. To be ill prepared or not prepared at all is ultimately disloyal. During the discussion, we concluded that

As a child who has grown up around the Navy way of life, I have always known that I wanted to serve something higher than just myself. I realized that an average career might focus on just one person — me — and no one else. I would be working to better my career, to make more connections for myself, and to succeed individually. However, a career in the Naval service would involve more than just myself. A career in the Navy is a team effort with all sailors working as a unit for the same goal. My attitude towards becoming selfless changed after learning about the U.S.S. Fitzgerald incident and the heroic actions of Fire Controlman 1st Class Gary Leo Rehm, Jr. During the holiday season of 2015, I passed out Christmas cards to sailors aboard the U.S.S. Fitzgerald. I took a tour and personally met with many of the sailors as well. Of all the sailors I met, Fire Controlman 1st Class Gary Leo Rehm, Jr. is the only

This extended reporting period has seen CAMM reintegrate into the Squadron with ease and efficiency; which has been noticed by his keen and profound attitude to regaining the skill set required of a senior member of the avionics section. His time as an Instructor at HMS Sultan has clearly given CAMM the skill set in mentoring and coaching his Division; which has been evident whilst working nights. Working as the avionics trade lead on the night watch for eleven months allowed continuity of the engineering personnel and tasks. His ability to foresee preventative maintenance tasks and associated problems; directing individuals is a clear indicator of his leadership capability and management style. Working whilst embarked on Joint Warrior saw an efficient Senior Rate that worked well both within the Squadron and externally to ships company; showing that his ability to communicate is well above that expected.

The responsibility to ensure the safety of nuclear energy production throughout the world is in the hands of people. But, the layperson concept may be a bit askance because many consumers may view the issue of nuclear energy only in terms of price considerations. This is a discomforting notion considering the myriad of risks involved, especially in light of the consequences that have occurred at the Fukushima I Nuclear Power Plant in Japan, and the Chernobyl Nuclear Power Plant in the Ukraine. While no comparison exists in the United States (U.S.) that would enable U.S. citizens to understand the human and environmental toll that results when something tragically wrong occurs; it remains well past the time for us to consider real solutions to our energy needs that do not have the potential for such wide-spread devastation. Regardless of the various technologies and engineering acumen used to operate nuclear power plants, they are only as effective safety-wise as those who are charged with maintaining security.

Access to nuclear power facilities was tightly controlled, yet nonetheless in the wake of 9/11 the potential for sabotage was intensely debated. In a January 2002 speech, Chairman Meserve maintained that sabotage prevention had been “an important part of the NRC’s regulatory activities and our licensees’ responsibilities… for decades… And it has been augmented since September 11” (Meserve, 2002a, p. 1). Yet scarcely three months before, a nuclear plant in Michigan discovered that a contractor employee who had been given unescorted access permission to protected areas of the plant had been dismissed from a former employer for using illegal drugs (Korte, 2001, p. 3). Two weeks before Meserve’s speech, a report was filed to the NRC that a Perry Nuclear Power Plant contractor employee had obtained unescorted access to the plant after deliberately lying about his criminal history (Pederson, 2002, p. 1). While his words to the National Press Club were brave enough, Meserve clearly understood the problems he faced; he had no qualms with telling Tom Ridge a year after 9/11 that, “enhancing access control may be one of the most effective means of preventing a successful attack, because an insider could provide significant assistance to an attacking force” (Meserve, 2002c, p. 1). The National Nuclear Security Administration agreed with Meserve, asserting that, “almost all known cases of theft of nuclear material involved an insider. The threat of a nuclear facility insider, either

David Marquet is an expert on leadership and innovation. His passion for leadership began as a teenager when he discovered a series of books by Samuel Eliot Morison – History of the United States Naval Operations in World War II. The 15-volume series assisted Marquet in realizing he wanted to become a Captain of a Navy vessel in which all members could serve and function to the best of their ability. Marquet graduated at the top of his class from the U.S. Naval Academy in 1981 and subsequently joined the submarine force. He served as an engineer aboard the USS Will Rogers (Our story). Marquet was chosen to take command of the USS Santa Fe and took control of the ship January 8, 1999. He was responsible for 135 men and the $2 billion nuclear powered submarine. The USS Santa

sub hasn't been lost for more than 30 years because of a rigorous certification program that gives each key piece of a submarine--including its hull, pipes, valves and flood barriers--a serial number pinpointing its source and whom to hold accountable if it fails. Critical systems are duplicated. For example, there are three ways to empty the ballast tanks on Trident missile boats. U.S. submarine crews are repeatedly drilled, ashore and afloat, with two key aims: to keep their sub safe and, if that fails, to get out alive. The top concerns for crews include knowing how to restrict flooding once the hull has been breached and how to put out a

On top of that, only 10 percent of that went toward preventing a nuclear attack through slowing and reversing the proliferation of nuclear weapons and technology (Schwartz, 2010) . This, to say the least, hindering effective oversight and weighing of priorities in nuclear security policy. Similarly, when we put these issues under the prism of key governance challenges we will find the underlying tension between lack of accountability and transparency of the Department of Defence (DOD) and many more nuclear security programs.

A submarine is a watercraft that is capable of independent operation under the sea. Submarines do not require support ships because submarines can renew their air and power supplies independently. Submersibles also submerge and operate underwater, but they need the support of a larger vessel. Submersibles cannot renew their air and power supplies without support. For this reason submersibles are usually smaller and cannot spend as much time underwater as submarines.

“Reforms put in place after the Three Mile Island accident have led to vast improvement in the training of nuclear plant personnel, in the sharing of operational information throughout our industry, and in the efficiency, reliability and cost-effectiveness of our facilities(Defreitas 1).” This shows that previous mistakes have led to the improvements of nuclear care and that the risk of another nuclear meltdown is a very low possibility.Many scientists believe that because of the accidents that have happened in the past that no future mistakes will happen and therefore nuclear energy is perfectly fine to