The Case For Steady State Operations

Successful leadership on a battlefield can be measured in different ways. It is possible for a good, successful leader to lose a battle. Conversely, it is possible for an ineffective leader to win a battle, given the right circumstances. What distinguishes a successful leader from an unsuccessful one is his/her ability to oversee an operation using effective mission command. In ADP 6-0, mission command as a philosophy is defined as “as the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations” (ADP, 1).

According to Army ADP 6-0, mission command is the exercise of authority and direction by the commander, using mission orders to enable disciplined initiative within the commander’s intent, to empower agile and adaptive leaders in the conduct of unified land operations (CAPE, 2012). Effective mission command can generally be analyzed according to the six principles outlined in ADRP 6-0. The six principles of mission command are to: build cohesive teams through mutual trust, create shared understanding, provide a clear commander’s intent, exercise disciplined initiative, use mission orders, and accept prudent risk (CAPE, 2012). This paper provides a brief overview of the

forces. The DCO should be required to know state military capabilities as well as federal

x. Foreign Humanitarian assistance (FHA) operations share inherently complex operations that require a significant amount of ______coordination. Interagency

Services that directly impact the ability of the DLIS to meet its operational exigencies such as DOD Readiness Command, DOD Joint Military Combat Operations Task Force Support, international or national coordinated activities are considered mission critical. While other services, although important, must be made available in a

Geographic Combatant Commander (GCC) are the vital link between those who determine national security policy and strategy and the military forces or subordinate JFCs that conduct military operations within their AORs [JP-1]. GCCs takes on a lot of responsibility they are normally responsible for a large geographical area; not mention the effective coordination of operations within that area falls on the shoulder of the GCC. Directives flow from the President and SecDef through CJCS to the GCCs, who plan and conduct the operations that achieve national or multinational strategic objectives. GCCs provide guidance and direction through strategic estimates, command strategies, and plans and orders for the employment of military force. One plan

Upon the CENTCOM’s arrival to its AOR, units continued business as usual based on them being successful in the past due to lack of a fruitful relationship between commanders. In addition, the commander failed to apply the joint planning operations process which led to joint planning issues, including the departure of Navy carriers, and close calls during air strikes requests which cause more damage to the relationship between sister services. This was demonstrated as senior leaders were criticized by their air and naval counterparts for failing to coordinate effectively across the services (Grossman,

As the J-1 NCOIC at the United States Pacific Command (USPACOM), I would like to share my leadership philosophy with the Administration Section. The purpose of this philosophy is to align our efforts with the commander’s strategic goals, as our Section is instrumental for the command mission success. In order for us to effectively support the commander, we need to work as a team. Every soldier must understand how the Section and the request of the headquarters contribute to the command’s overall mission success.

Joint Task Force Katrina: This command center was expected to represent the active involvement of the Department of Defense (DoD).

Stability and Support Operations (SASO) covers a wide variety of missions performed by the United States military. According to DoD Instruction 3000.05, “Stability operations are a core U.S. military mission that the Department of Defense shall be prepared to conduct with proficiency equivalent to combat operations”.1 The military has evolved from an “either-or” point-of-view, to an all inclusive method of conducting operations.2 Prior to the Vietnam War, “There was no organization in the United States government trained and equipped to perform this mission, and little incentive for existing institutions to adapt to meet the need for such an organization even if that need had been widely recognized.”3 This evolution has

Protect follow on force, critical nodes, vital infrastructure and support rapid RSOI of remaining elements

Military. It is a decision support system for the Chairman of the Joint Chiefs of Staff (CJSC) and the JROC chaired by the Vice Chairman of the Joint Chiefs of Staff (VCJCS) in order to fulfill their advisory responsibilities. The JCIDS process has four major parts. The Requirement Identification and Document Generation is the first step, where the Services, CCMDs, and other DOD Components conduct Capability Based Assessments (CBAs) to determine capability gaps and risks informed by National Security Strategy (NSS), National Defense Strategy (NDS), National Military Strategy (NMS), Quadrennial Defense Review (QRD), Guidance for the Employment of the Force (GEF) and Defense Planning Guidance (DPG) among others. The second step, Document Staffing and Validation, validates the Capability Development Document (CDD) or Capability Production Document (CPD) tailored for a materiel approach, similar documents for non-materiel approaches, as well as Joint Urgent and Emergent Operational Needs lesser than the MDAP level. In the third step of JCIDS, Post-Validation Process and Iterations, the Analysis of Alternatives (AoA) is conducted and the Materiel Development Decision (MDD) and other acquisition decisions are made. In the last step, Joint Prioritization, the CCMDs and Services provide assessment and weighting of the

The established CMOC “will integrate and synchronize interagency, intergovernmental organization (IGO), and nongovernmental organization (NGO) activities with joint force operations”.6

Participates with the Directorate and staff in planning and supporting all operations and provides continuity rotation of Director of Logistics. Serves as principal advisor to the Director of Logistics, Senior Civilian in the J4, and serves as acting director in the Director’s absence and for matters not requiring the personal attention of the Director. Exercises full authority to commit the directorate for planning and execution of logistics support. Maintains necessary cognizance over all directorate activities to assure necessary integration, coordination and administration of all logistics support. Insures consistent implementation and orchestration. Constantly looks for ways to improve technical operations, administration and management of the directorate. Incumbent is relied on for accuracy of judgment and technical advice with regards to the policies, principles, and procedures, organizational changes and other problems affecting the accomplishment of the mission. Responsible for personnel matters, both civilian and military, to ensure the directorate is properly staffed. 

1. Provides logistics support and advice to the Director and four logistics Division Chiefs. Works with and coordinates with other Directorate Directors, Deputy Directors, and Directors of Staff regarding logistics planning and support efforts that should be initiated, modified or curtailed; synchronizes logistics

All operations require a shared understanding among the commander, staff, and subordinates. In order to develop a shared