Snc's Fire Team: A Case Study

Candidate Davis delivered his 5 paragraph order covering most of the key points associated with the order. SNC’s orientation was confusing; SNC briefed that the current location was where the cache was located, then proceeded to state that the fire team needed to advance to the second set of grid points to complete the objective. This information is confusing and is proof that the fire team leader did not fully comprehend the order briefed to him. SNC stuttered consistently, displaying his uncertainty of the information that he was relaying. SNC improperly stated his TCM’s and informed his team they would utilize a column formation from the “assault to attack” and a column from the “attack to assault”. Upon reaching the objective, the fire

Candidate Hays' attempt to brief the initial five paragraph order and take charge of his fire team did not work in his favor. There were times when SNC reiterated certain briefing points which displayed a lack of confidence rather than a sense of clarity. Other than the Mission, SNC failed to brief all the key points of the order. SNC seemed unclear on the mission and what needed to get done although, SNC did verbally address an initial plan of how to attempt negotiation of the obstacle, prior to the actual execution. SNC made the vital mistake of not briefing nor posting security. Upon execution of the problem, SNC's initial plan did not appear to be well thought out and unsafe as he attempted to have his fire team along with himself

SNC did not calculate the correct distance to the objective. SNC tasked fire team members to set up the terrain model, but failed to verify and correct the mistakes they had made. SNC made eye contact with his squad members during the brief. SNC had poor vocal control, stumbling over his words and using filler words such as “uh” and “um” throughout the brief. SNC also briefed information in the wrong order and repeated information that he had already mentioned. During the execution, SNC had excellent control over his squad, making decisions quickly, giving commands clearly, and moving his subordinates with a sense of urgency. After the squad neutralized the enemy, SNC had the casualties brought to the objective location. When SNC attempted

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 Rabideau while briefing his order stumbled a few instances but was able to regain composure after moments of difficulty. However, he did brief most portions necessary to execute the mission and his plan reflected coherent thoughts. Prior to the execution phase, SNC posted security. SNC oriented security in the correct direction, assigned sectors of fire, and ensured he was not stagnant. SNC did not look at the obstacle prior to his initial plan. As a result, over two minutes passed after the brief; the fire team stood around, did not progress towards mission accomplishment, and waited for orders. Nonetheless, once the fire team focused on their mission, Candidate Rabideau constantly ordered them to remain focused and reminded

Candidate Tzitzon's Orientation was confusing, Leading tp the order being rushed and very inaccurate. SNC's confidence was lacking and he seamed ill prepared for the situation. SNC appeared not to understand the mission parameters as he posted security in the wrong place and walked out of bounds. These actions caused confusion amongst the remaining members of the fire team. The resulting confusion caused the fire team to question the order. The lack of understanding resulted in the inaffective use of personnel and casued multiple causalities throughout the task; resulting in mission failure. Candidate Tzitzon appeared nervous and very confused, leading the fire team to have a lack of urgency in completing the task. SNC needs to ensure that

Candidate Huguelet started briefing his order before setting security. During his brief, SNC sounded confident and covered all areas of the order. He did not repeat the mission twice and failed to use the verbiage “in order to” in his mission statement. Throughout this mission, SNC did not embrace the fighter leader concept and hung back trying to direct his fire team from afar, which proved to be very ineffective as he was not able to fully assess the situation. SNC lost sight of the tactical situation when he decided to use voices commands in a POW camp with known enemy in the area and allowed his fire team members to noisily progress through the scenario. One fire team member was penalized, and when he came back into the scenario, SNC failed

In his enemy situation SNC briefed that the enemy’s most likely course of action was unknown instead of deciding what he thought the enemy would do upon contact. SNC’s scheme of maneuver was a list of tactical control measures that he had not introduced at any point earlier in the brief; it did not cover any actions that the squad would take to accomplish the mission. SNC briefed his fire team leaders outside of the 360 degree security; three members of SNC’s squad were standing talking in the middle of the 360 degree security but did not appear to be doing anything productive. During the execution phase of the evolution SNC showed that he had not understood his assigned mission by requiring significant coaching from the evaluator to identify

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

SNC briefed every section of the five paragraph order and also knew that he and his team was under a time crunch to accomplish the mission. SNC briefed his order pretty quickly with accurate information and with a calm demeanor. At no point during his brief or during the execution of his mission, did SNC loose his confidence as he was leading his team through his mission; even though his decisions made a few of his team members fall into the water. SNC did not brief a detailed Admin and Logistics paragraph, by not stating a location of the corpsman or what they would do if they had EPW. During the execution SNC failed to quickly realize all of the materials he had at his disposal. SNC made loud commands throughout his mission as he and

Candidate Robertson gave a disjointed 5 paragraph order to his fire team. SNC spoke to each one of the sections in the order in a low mumbling tone which demonstrated a lack of confidence. Although he stated it in his brief, there was actually no initial plan and he told his fire team that they would just do it on the fly and decide what to do as they go. As the team began their execution, SNC looked lost when everything they attempted, failed. At no time did he ask his fire team for suggestions. As SNC made adjustments to his plan, and saw that his team was slow in moving up the obstacle. SNC did not try to make up for lost time and never prompted his team members to move faster. There was obviously no sense of urgency. SNC lacked

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

1. Candidate SNC briefed his fire team starting with a generalized Orientation which led into a confidant and detailed five paragraph order verbatim of what was given, giving his fire team all of the information needed in order to execute the mission. On first sight of the enemy, SNC changed his formation in order to better manipulate his Fire Team through the objective. Upon contact with the enemy, SNC communicated to his Fire Team the direction they needed to conduct their assault and was able to assault through the objective in a timely and accurate manor. At all times during the assault, SNC was calm and collective, giving concise orders to the rest of his Fire Team, leading with confidence. Once complete, SNC set a solid 360 degree security

From the content of Candidate Gant's operations order, it was evident that SNC had taken the time to develop a plan for execution. SNC briefed a clear mission statement with a task and purpose, and his scheme of maneuver contained sufficient detail such as direction of movement, form of movement, and identified tactical control measures. What it lacked was a clear plan for establishing security on the objective. However, it was during execution where SNC lost a measure of control and confidence. When the fire team took contact, SNC reacted slowly and indecisively when engaging the enemy. The momentum of the team slowed as one candidate fell behind the rest. At one point, another candidate began controlling the dispersion and movement

SNC was unable to plot the location of the objective and unable to calculate the azimuth or distance to the objective. SNC briefed his five paragraph order in a meek tone causing SNC to appear unsure of himself and the information he was briefing. SNC’s Orientation, Situation, and Mission paragraphs were punctuated with filler words such as “uh um” and SNC omitted information briefed by the evaluator in these paragraphs. SNC’s Admin and Logistics paragraphs did not contain information pertaining to EPW handling or resupply. SNC often repeated himself and corrected himself making the order difficult to understand. SNC’s initial plan was to attack; conversely, the mission briefed by the evaluator was an ammunition resupply mission. During