Snc's Command And Signal Paragraph Analysis

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

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 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

Candidate Kautz briefed a detailed orientation with confidence and clarity. His five paragraph order was complete and briefed thoroughly to his fire team. Candidate Kautz was not the first one on the platform and stood in the back attempting to control his fire team. This caused him to lose control of members and not fully understand the points of friction. Candidate Kautz failed to display a sense of urgency and make decisions quickly when asked by his fire team. Though he maintained confident, his decision making ability lacked. Once he identified his solution would not work, there was a pause of over two minutes in which he stopped to create another solution to the problem. His fire team appeared to respect SNC and he was clearly

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.

Candidate Huff did not brief the admin/logistics and command/signal paragraphs of his order. The rest of his order was briefed with shaky confidence involving heavy use of "ums." SNC did not establish security during his brief or during execution. SNC demonstrated inefficient use of his time by spending nearly sixty seconds re-slinging the teams rifles in the beginning of execution. Due to a lack of an initial plan following the brief, the team had to begin execution whileconducting reconnaissance and orienting to the problem. Once oriented, SNC was hesitant in deciding how to engage the problem. Once a scheme of maneuver was developed, he was able to communicate his guidance to the team members and begin driving his team toward mission

SNC conducted an incomplete 5 paragraph order which did not cover all of the information pertaining to the mission. For example, the mission was to locate, close with and destroy the enemy preventing them from setting up a hide sight. SNC did not cover the administration and logistics paragraph also; SNC failed to inform the fire team of the chow plan. SNC did not seem to understand the measure of his brief . During the brief SNC used an extended amount of time by repeating the situation multiple times causing confusion within the fire team. SNC did develop an initial plan prior to starting the execution; however SNC was not able to make adjustments to the initial plan. SNC ’s failure of future planning was evident during the enemy contact

Candidate Cameron appeared confident in his brief. He was poised and well-spoken. In executing his plan, his initial communication was sufficient however, it lessened throughout the mission. SNC positioned himself poorly for the obstacle. He was positioned in the center of the fire team where he was more concerned about not tripping the explosive while keeping his balance, He wasn’t able to do that and give orders simultaneously. As a result, his team members were unsure what their roles were and they were standing around, he lacked command and control. His fire team had difficulty following him. Candidate Cameron didn’t manage his time effectively. He could not keep his team moving forward to accomplish the mission, adversely affecting the

Candidate Bowers seemed to be confident while giving his five paragraph order but it was incomplete. He gave a mission statement but didn’t say “mission” at the beginning of the paragraph. The execution paragraph was completely omitted from his order, without this paragraph his team had several questions at the end of the brief. SNC was indecisive from the beginning this caused his team to lose confidence in him. As they approached points of friction SNC allowed one of the other candidates to take over and give further task to the fire team. The team as a whole contributed ideas on how to accomplish the mission. SNC inability to make time critical decisions led the team to lose focus on their assigned mission. By the end of the evolution it

SNC issued a complete five paragraph order that made sense and ensured all subordinates understood. SNC spoke in a regular voice expressing no confidence. SNC was able to develop an initial plan prior to starting the mission. During the mission, SNC came across some road blocks that forced SNC to make quick adjustments to his plan; however SNC relied on the suggestions of his subordinates. . SNC made the decision at the point of friction, to gather the fire team back to the starting point and restart the mission. SNC failed to properly supervise his subordinates, allowing each member of the fire team to slack off. SNC went for long periods without communicating, leaving the fire team to only communicate with each other. SNC did address security

In lesson five we had to choose between three tactical revisions that created clear and concise sentences and six syntactic devices that emphasize the right words. I chose the tactical revision to shift peripheral ideas to the left. This tactic focus is to particularly avoid ending with metadiscourse. There’s a strong chance you have used metadiscourse in your writings without realizing. In simple terms, metadiscourse are comments that mostly occur during your introduction and they contribute to your ideas and announce your topic. However. we often mistakenly used them at the end of sentences, when they are better suited to be at the beginning. For an example, let’s use these easy to understand terms beginning, middle and ending; if

SNC’s order was disorganized and lacking confidence. The order contained fabricated information to include an adjacent unit “1000 meters away.” This information was not briefed by the evaluator. Another candidate suggested SNC employ security, since SNC did not address the issue. SNC developed an initial plan, however the plan was vague and did not include specified tasks. SNC expended valuable time attempting to get an ammo can over the obstacle in

Candidate Fields was able to provide all navigation requirements within acceptable parameters. SNC gave a confident, executable order to his squad, but was slightly rushed in his delivery; this pace did not detract from his overall accuracy. SNC maintained good eye contact with team leaders during his detailed tasking statements, maintaining good situational awareness of the problem and the squad’s role in supporting the platoon. SNC did however not address a Succession of Command during his five paragraph order. Upon execution, SNC had solid control over his teams, maintained a good pace and was able to seamlessly transition formations and directions without and notable stall in pace or forward momentum. On contact, SNC issued a loud,

Response: I chose this passage because it shows the role that math has in this book. Science and math have very big part in this book. This ranges from the geometry used to calculate the height of the branch to identifying different types of plants and their uses. This passage relates to the real world because it is true and if the reader was on an island like this family, it would be smart to put this knowledge to

Upon reaching the objective, SNC failed to maintain focus on the assigned mission, placing her team in a consolidated 360 degree security posture without ensuring observation of the Southern flank of MA-2A as was instructed in the