Technical Directive Coordinators

Mission Command is the framework used by the U.S. Army to ensure key leaders receive clear direction from commanders. Clear commander’s guidance allows subordinates to make disciplined and informed decisions to best accomplish assigned tasks. Ideally, application of mission command principles ensures all elements integrate and sync actions, thus creating a shared understanding and purpose. Analysis of Major General (MG) William Garrison’s decision making during the Battle of Mogadishu demonstrates how mission command principles must be applied to gain and maintain a position of advantage during military ground operations. As commander of Task Force Ranger (TFR), MG Garrison demonstrated both successful and failed application of mission command principles. Four principles will be discussed in the

Method: By reading MCWP 6-11 Leading Marines, answer and write an analysis on the objectives given per instruction.

Operational leaders down to the platoon and squad level have recently faced increasingly complex missions in uncertain operational environments. Accordingly, Army doctrine has shifted to officially recognize mission command, which enables leaders at the lowest level feasible to “exercise disciplined initiative” in the accomplishment of a larger mission. The operational process consists of six tenants: understand, visualize, describe, direct, lead, and assess. During the battle of Fallujah, LtGen Natonski understood the intent two levels up, visualizing courses of action for both allies and the enemy, and leading his organization into combat while directing his officers and soldiers to meet his intent. He visualized that Marines alone could not accomplish the mission. He understood that without the support of Iraqi police and a task force from the Army with

When Halstead was given this mission in Iraq, she never anticipated the challenge she would soon face. She had one year to plan her operation, train and certify her units for deployments and after months of painstaking preparation and training, Halstead was confident her soldiers and unit were ready to be certified for deployment. However, certification had to be issued by her superior, a three-star general recently back from Iraq—and the most challenging boss Halstead had ever encountered in all of her years of services.

2. Facts: Regardless of the type of military operation, HR support must focus on the performance of critical wartime tasks of personnel readiness management, personnel accountability, strength reporting, and personnel information management. A key note to remember is that military operations will change and the S-1 must be prepared to provide HR support regardless of the type of military operation. Failure to properly plan for HR support can have a serious impact not only on the commander’s ability to make military decisions based on personnel, but can also impact the readiness and

The Marine Corps. Demand alertness at all times. Building the Marine’s confidence and teaching them the attitudes of group loyalty and

Training objectives must support the mission profile and meet the commanders desired end state. Prior to the 56TH train up at the National Training Center (NTC) the deployment location changed from Iraq to Afghanistan (case study). Changes to mission essential tasks were not identified prior to NTC, resulting in the BCT training on collective tasks and validated during MRE based on the Iraq mission profile. However, the shift to the Afghanistan mission profile created gaps in training not identified until units arrived at Bagram Air Field (BAF). i.e. the BCT had to establish an MRAP drivers training program at BAF extending the RSOI process. Training gaps were not limited to company level shortfalls as battalion and brigade staffs were not able to anticipate potential threats and capitalize on opportunities. (case study 2)

In 2012, General Dempsey states “Mission Command is fundamentally a learned behavior to be imprinted into the DNA of a profession of arms.” The way Mission Command has evolved through the past years is indicative to the US Military adjusting to a new threat. The concept of Mission Command is not new, what is important is how General Dempsey states “Education in the fundamental principles of mission command must begin at the start of service and be progressively more challenging..” The General emphasizes the need for education at the start of the individual’s service. Additionally, this highlights the United States Army’s doctrinal adjustment to the new threat. During the conflicts in Iraq and Afghanistan, the US faced an enemy whose creativity and adaptability are two of its greatest assets. The fast-paced situation changes in both of those AOs required tactical level leadership maintain the autonomy to “exercise disciplined initiative.” This type of initiative historically leads to mission success, specifically in fast-paced situations where a key to success is forcing the enemy to react.

Responsible for the program of instruction and daily flight operations for the Army's UH60 Blackhawk Flight School XXI, management of the Aircrew Training Program and the professional development and general health and welfare of 151 assigned personnel and 252 student pilots. Responsible for the risk management, mission approval process, standardization and training of a company which daily launches 98 helicopters in day, night, IMC, and night vision goggle modes of flight. As an instructor pilot, responsible for maintaining the highest level of proficiency in the UH-60 A/L and Mike model in all modes of flight, training student pilots, conducting flight evaluations, and enforcing aviation standardization and overall unit safety procedure.

The mission command system is expressed as the placement of individuals within a unit conducting operations with a specific set of procedures and principles in place to optimize the use of its equipment. What does it mean to recognize or comprehend the art of Command and the science of Control? There are six key principles of mission command in developing a cohesive team that support all aspects of a mission. The following essay will discuss these principles and examine examples of how the famous Operation Anaconda both endured victories and inadequacies.

The department’s leadership is responsible for providing appropriate manpower and resources to each mission using an increasingly tight budget, while also following strict laws for high priority missions, such as nuclear defense, which mandate both high levels of training and manpower (Air Education Training Command, 2015). Additionally, warfare technology has become incredibly advanced. Due to this complication, the educational and technical requirements for military service members and employees are steadily increasing.

AMT1 Morales’ ability to adapt to the day to day changes of the unit’s busy operational tempo as well as the regular flight related discrepancies on a nightly basis play a vital role in the unit’s readiness. While assigned to the Third shift AMT1 Morales achieves impressive results by supervising seven other maintenance personnel through heavy maintenance packages, routine weekly and monthly inspections ,as well as unforeseen issues that may occur during flight.

As stewards of our profession, commanders ensure that military expertise continues to develop and be passed on to aspiring professionals through operational development. It is during this developmental phase that Professional Soldiers put their knowledge and skills to the test. Operational Army units certify and recertify their Professional Soldiers through repetitive and realistic training events including the Combat Life Saver Course, platoon live fires, and exercises at the National Training Center. In the course of these challenging and realistic experiences, the Army’s operational units develop Soldiers and leaders prepared to maintain high standards, discipline, and operational readiness. Operational development and adaptability will continue to drive changes in Army doctrine, organization, leadership, and education as we enter the post-war era. Without this kind of development, the Army could not maintain a well-disciplined professional fighting force.

As the Company Gunnery Sergeant for VMF 214, my main responsibility is, to ensure that the strategies developed to improved command climate aboard VMF 214 are planned and executed properly to ensure maximum success. Communication among the SNCOs

As working within aviation industry requires extraordinary attention and concentration due to being concerned with high risk rates, human factor tends to be one of wide-spread factors, contributing to the emergence of an accident. Since the Second World War, much progress has been made in improving aviation safety with respect to elaborating means of dealing with human factor-related issues. One of most important developments in this regard is crew resource management that represents a set of trainings that are used in areas, where human factor can lead to devastating consequences (Wiener, Kanki &Helmreich, 2010, p.5-6) Nevertheless, human factor-caused issues