Snc's Dilemma Summary

Mr. Patterson was also unable to lead his team because he was capable of communication with them in a manner that could obtain desired responses. According to Williams (2007), “The more aware and sensitive you can become to how other people react, the more you will be able to steer this response you get from others” (p.8).

Having adequate resources, including personnel, equipment, and water is essential to a successful operation. Improper implementation of the ICS system, as well as not having accountability for the firefighters involved in a fire as large as the Pawtucket event, are serious safety issues that could have proved disastrous for the firefighters in this incident. Safety is the first rule in firefighting with the end goal that everyone goes

The NAACP , SCLC , and SNCC are all organizations that were against racial inequalty. Although each organization used different methods to enforce their beliefs , all 3 had the same message to seek justice.

SNC briefed the five paragraph order addressing each paragraph. SNC briefed the order with confidence, using an authoritative voice, which demonstrated a clear understanding of the mission. SNC did have to rely on suggestions from others, for example; SNC was told by the fire team member that bringing the map was a part of the mission. During the mission, the fire team received enemy contact that resulted in a fire team member being wounded. SNC was able to respond without hesitation in which he and his fire team provided treatment to the casualty while the other members provided security. SNC displayed a sense of urgency and managed time effectively instructing his fire team to firemen carry the casualty. SNC made effective use of his subordinates

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

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 Lofswold’s initial brief was succinct and covered the entirety of the five paragraph order and contained detailed information. Candidate Lofswold assigned ready, fire, and assist to his fire team, but did not establish an initial plan or specific tasks for the plan. Upon starting the evolution, Candidate Lofswold emphasized teamwork and communication, but because of the lack of planning, he encountered a point of friction requiring a rapid decision, which caused a loss of momentum. Candidate Lofswold briefly stepped out the situation to assess and supervise, causing another candidate to step in and provide directions to the rest of the fire team. Candidate Lofswold’s security detail was completely unaware of his surroundings and no

SNC stated all of the required components of the five paragraph order maintaining a calm, confident demeanor with minimal use of filler words. The first two negative points arose immediately after SNC completed the brief. Although he understood what was required to accomplish the mission he failed to develop a plan of execution. Because of his lack of planning and before he made an attempt to do anything, the first words out of the candidate’s mouth after his brief were “Do you have any suggestions for what to do?” He posed this question to the two fire team (FT) members not posted as security. Once one of the FT members gave the first suggestion SNC immediately jumped back into his role as the FT leader. This was most evident when SNC recognized

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 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 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

Candidate MaCleish demonstrated an understanding of the order process by presenting an order with a detailed scheme of maneuver and tasking statements for each team member to easily follow. SNC maintained a tactical awareness by posting security. Once the mission began, SNC realized his initial plan wasn’t going to work and everything started to slow down. At this point of friction, SNC hesitated to develop a new plan of action. . As the team waited for SNC to make a decision the fire teams forward movement was halted. There was little communication between SNC and his fire team, resulting in SNC failing to utilize his subordinates effectively. . Even through the many frictions points SNC was able to remain calm and maintained control of his

A couple days later, Jack and his team were sitting in the conference room reassessing the sarin threat. No new information had developed, but Jack insisted on constant updates out of caution. His intercom buzzed; it was the Chief.

The third team problem was that norms and values were not identified. Their main problem was the repetitive decision making process with no consensus.The objectives of their meetings where not stated nor was there proper time management. Henry should prepare an agenda of objectives and communicate them clearly to the group prior to the meetings. He should appoint Dana as minute taker for the meetings to ensure schedule is followed and necessary post meeting actions clearly stated and executed.

This team dealt with participation problems within the group in a number of ways. One way was that they began sticking up for each other when one man would become aggressive towards another. The group moved away from man number 10 when he went on his rampage about young boys and how they are all criminals, prompting man number 4 to tell him to shut his mouth and not speak again.