Snc's Case Study

S.D. is a 45-year-old woman who comes to the ED complaining of sudden onset of palpitations and shortness of breath. Standard protocol requires you to obtain a 12-lead ECG and attach S.D. to the cardiac monitor for continuous monitoring. A 12-lead ECG recording for S.D is ordered while you print out a rhythm strip from the cardiac monitor.

Candidate Carpenter briefed a good five paragraph order. SNC briefed a good initial plan prior to starting the execution phase of the problem. SNC posted security prior to briefing showing his ability to operate in a tactical environment, SNC checked in with security for the remainder of the problem. SNC initially sent two candidates on top of the wall to gain reconnaissance of the area beyond the wall. SNC quickly realized the problem with this and had himself assisted up on top of the wall in order for himself to assess the situation. SNC quickly made a decision on what to do next and has a candidate go down the other side of the wall. From there SNC was in constant communication with the candidate and assisted the candidate into position

Candidate Allwood was able to provide all of the information required for the operation order brief. SNC included most of the information he was given; however, SNC briefed that the ammo needed to be delivered to the bridge and not to the designated LZ. SNC was able to control the movement of his squad as they began the execution; however, SNC lead his squad through dense brush causing the forward movement to be slow. SNC was able to make the required adjustments to put his squad back on track as they retrieved the ammunition. SNC made the decision to cross the bridge with the first fire team, putting him in the best position to control his squad. During the engagement, SNC was only able to provide minimal information for an ADDRAC. SNC

Candidate Trapane was very confident, fluid, and natural when briefing his order. However, his order omitted a major paragraphed or failed to explain subparagraphs. For example, while briefing medical evacuations SNC stated, "If you get injured let us know and we will take care of it." Prior to execution, SNC posted security and ensured they routinely gave situation reports. SNC looked at the obstacle to gain intelligance prior to devisining an inital plan. During points of friction, SNC was able to make a decision. However, he was not in the most advantageous spot to communicate and observe his fireteam. Consequently, his decisions were delayed and based off of information that was inaccurate. SNC allowed his fire team members to make

Candidate Merritt briefed all the necessary requirements for his five paragraph order. While briefing, SNC had his entire fire team take a knee conducting security looking away from him and the obstacle while he briefed. Because of this, his fire team was not truly oriented to the problem. SNC did not conduct any type of leader's recon and came up with a plan that was severely lacking in detail and was more of a check in the box. While executing the mission, SNC got stumped and could not figure out how to adapt his plan. He paused for a minute while he tried to figure out a new plan, losing crucial time. While SNC addressed security, he did not enforce it. The candidate on security spent more time watching the problem be executed as

Candidate Janssen was missing multiple vital parts of his operations order, to including a complete mission statement, EPW Plan, and a complete command paragraph. Candidate Janssen took input from his peers in order to improve his plan. SNM lead by example and placed himself at the point of friction. When a board entered the water, Candidate Janssen took himself out of the fight for 60 seconds to retrieve the board. He should have used another member of his team, as it caused the fire team to wait for his return rather than continuing to solve the problem. During points of friction Candidate Janssen remained calm and collective which built confidence in his fire team. Candidate Janssen did an outstanding job checking on security, while

SNC’s five paragraph order contained most of the pertinent information required to conduct the mission, but was punctuated with filler words and the occasional use of nonsensical terms such as “armed with small ammo arms (sic).” These deficiencies detracted from the order and made it difficult to understand. SNC tasked his fire teams with navigation, aid and litter, and ammunition transportation. During movement to the objective, SNC’s squad became strung out and dispersion between the first fire team and the ammunition bearing fire team was approximately 20 meters. SNC did not assess dispersion during movement and did not position himself in a manner where he could effectively manage his squad. During enemy contact, SNC stood to the rear

Candidate McCormick demonstrated a fair understanding of the Five Paragraph Order format. Though SNC mentioned all the paragraphs, the details weren't germaine. SNC briefed the contents of Administration and Logistics as that of Command and Signal and vice versa. SNC was confident during the delivery of the order to the Fire Team but that demeanor weaned at the moment of execution of the exercise. SNC did not formulate a plan prior to execution and blindly commenced the exercise without delegating responsibility to Fire Team members. SNC attempted to perform tasks without communicating to or supervising the Fire Team. Towards the seven minute mark of the exercise, SNC looked exhausted and could not think through the problem. SNC did not maintain

Candidate Escobar maintained good eye contact with his fire team while giving his order, but had a very flat tone with minimal inflection and used filler words throughout. He briefed a complete five paragraph order in enough detail to begin execution of the problem with only a minimal delay. SNC posted security effectively and checked on them once during the execution. Candidate Escobar started out clearly in charge, working through some issues with very quick decisions. As the problem progressed he continued to make timely decisions but they began to lack confidence. This caused his fire team to become uncertain in execution, sometimes asking questions about the soundness of the decision. SNC was unable to maintain his fire team’s momentum

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.

SNC attempted to rush through the brief which lead to the Orientation being unclear. The FT began the execution with SNC’s initial plan, and he was able to control his FT up to the point of friction. When the enemy began firing on them, one of the FT members yelled “contact front.” SNC was unsure which direction the enemy was and yelled “contact left,” but quickly realized his FT was not on line with him so he yelled “contact right.” Once everyone was finally oriented in the proper direction SNC failed to provide any additional information or pass any commands before simply telling his FT to begin rushing. While conducting the buddy-team rushing the FT had neither coordination nor guidance from SNC, they simply rushed in the general direction

He even went so far as to tell his FT member, who had maneuvered to the far side of the obstacle, to “fall in the water, take the penalty and then you will be back at the beginning.” This indicates that SNC was unable to make effective use of his subordinates and was unable to foresee the consequences of his actions and how they would affect future

SNC had a good command presence, clear and concise tone of voice, and maintained eye contact with his FT while briefing. The SOM given contained no executable information and was actually nothing more than the Coordinating Instructions. Once the execution began, SNC started giving clear and concise orders. When SNC remained quiet as the FT was negotiating the obstacle, one of the FT members began giving commands and SNC did not make any attempts to belay him. SNC had a hard time making adjustments to his plans. After sending a FT member to the other side of the obstacle and realizing this provided no advantage he had the FT member return. Instead of adjusting, SNC sent another FT member across with the exact same result. Once again another

Candidate Lucchesi failed to address higher or supporting in friendly situation. He briefed coordinating instructions information as his scheme of maneuver, addressed coordinating instructions as 'none', and also failed to issue tasks to his team members. SNC did not use the order effectively to communicate his plan. He lacked command presence during his brief, showing that he was not comfortable with the orders process or how the information was to be organized. The lack of clear initial guidance to his team members in the order required the creation of a plan at the start of the execution, delaying initial progress. After friction was first encountered, the team leader lost momentum due to the delay in adjusting the plan and re-engaging the

Candidate Hogue's initial brief hit the entirety of the 5-paragraph order and contained an abundance of information, but took almost four minutes to disseminate the information. Candidate Hogue briefed a vague and generalized initial plan, outlining what needed to happen, but did not specify who would be tackling what tasks. No direction given in regards to security. While negotiating the obstacle, Candidate Hogue needed to reassess a plan that did not work, and therefore forgot to include the rest of his team; so while he was fixing the problem by himself (tying the rope onto the barrel), the rest of his team stood by and watched silently. Candidate Hogue was able to make modifications to his initial plan, but it added stress to the team because