The Mobility Warrant Officer Advance Course

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

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.

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

What might have been the setback we previously faced in making decisive, clear or sound effective decisions? Was it a defect in how Commanders and Leaders led units or troops, or perhaps the philosophy in which we chose to command and control every aspect of the battlefield? What does it mean to recognize or comprehend the art of Command and the science of Control? The six principles of mission command are key in developing a cohesive team that will support all aspects of the mission. Asking “why” is now encouraged when it pertains to certain situations or missions. Understanding the purpose of why a course of action or desired outcome is necessary, leads to mission success and a cohesive unit with thinking leaders. Thinking clearly usually isn’t an issue for most leaders, but position an individual in a situation of extreme stress or complexity, then there might be a reason to be concerned. Through

As a kid Ben always wanted to be a teacher, but when he became a junior and senior he could see people in his class getting into bad things like alcohol and drugs. When he saw those kids he wanted to help and that's when he thought he would join some sort of law enforcement to have a chance to help those kids that are going down the wrong path. Later after high school he went to college at Alexandria tech for two years but later found out that his credits would not transfer to get a four year and higher so he went to CLC for two years and then transferred to St. Cloud for his four year and then later on to get his masters. After that he went to a police office to work in his area and started his fto training. Ben said that there are a lot of changes but the biggest is technology.

On my second quarter one major event that brings lots of leads is the Warrant Officer Orientation in the month of February. This orientation is announced via email and distributed to all New Jersey guardsmen and women interested in the warrant officer program. The flyer goes out 120 days prior providing all the information on the orientation (who, what, where, and when).

Communicate with XVIII Corps, and subordinate Commands on food service issues, conducts Staff Assistance Visits and Command Inspections for subordinate units, support deployment and redeployment food service operations.

Preforms as MTPD’s Assistant SRT Commander with over two years of experience in this position and five years of service as an SRT member prior to the assignment. Familiar with tactics, techniques, initiatives, training, sharing, teamwork, networking and more which can be beneficial in various events such as, problem solving, immediate response or critical incidents.

Force management, or what is really otherwise known as planned comprehensive change, is in reality a complex and interwoven process. Though it was designed within the confines of a systemic approach referred to as the DOTMLPF (Doctrine, Organization, Training, Materiel, Leadership & Education, Personnel and Facilities), in reality it is meant to enable both dutiful and well-thought out change as well as faster, more urgent adjustments in accordance with the evolving nature of war and information gathering tactics. The Army, as one branch involved in this initiative, focuses most of its attention in this regard on the organizational sector because of the way it facilitates an adequate and democratic step-by-step system of review (Student Reader, F102:2). But the fact is that even this initiative remains multi-faceted and appears to be rather bureaucratic in nature (it has five phases, which seems antithetical to an urgent change process), which might not be surprising since implementing the type of changes that are demanded can have major implications of all sorts. Still, it does appear that this concentration is being well received and that it will eventually serve its goal even if it does not appear that way when detailed on a point by point basis.

MIS will be responsible for training personnel on equipment and their capabilities. In case they are responsible for staffing county or state Emergency Operation Centers.

During Hurricane Sandy response, the five functional areas of the ICS can be examined so as to illustrate their roles and how they were employed. The first role to be examined is the command function. Within the role of the ICS, each person in the response reports to only one supervisor thereby limited the possibility of conflicting directives. Prior to landfall of Hurricane Sandy, FEMA had pre-positioned hundreds of personnel, numerous generators, hundreds of thousands of gallons of water, hundreds of thousands of packaged meals, cots and blankets. The personnel deployed included liaison teams and Incident Management Assistance Teams (IMATs), which helped prepare the command leadership and operations cores. The supplies laid on pre-hurricane helped serve the functional responsibility area of logistics. Logistics also was responsible for providing facilities and services required by the personnel from the various

Equally important, the military is only deployed when determined necessary. This determination or declaration is a formal process to determine in which capacity the military, federal forces will respond – through “Mutual Aid Assistance Agreements, Immediate Response Authority, Deployment of state military resources, [or] Federal military forces disaster response” . Each of these response models are activated or performed based on the declaration level of a disaster. Ordinarily Mutual Aid Assistance predetermines the type of response and the indications for the military to provide support through “agreements between [emergency service] providers to provide assistance across jurisdictional boundaries”9. Consistent with these types of agreement

As a Field Grade Warrant Officer, I feel you should be very familiar with your organizational communication processes. You have to know you direct bosses left and right limits. If you learn this lesson early, it will keep you out of trouble and you will be more successful in your career. I had to learn this lesson the hard way as a new maintenance test pilot at my unit. We were a Kiowa Warrior unit and had a problem with the IVHUMS on one of our aircraft. After two days of our guys looking in the books to find the answer, I called another maintenance test pilot in our state. I thought this would be ok, because he was from our state. My whole command was upset at me because I didn’t wait to see if we could figure it out ourselves. I didn’t

The purpose for this Disaster Recovery Plan is to primarily maintain all of the information and material appropriate to the initiative’s ability to survive a disaster, and to document all the phases that the initiative will take if a disaster does occur. The first priority of the TC-MACT if a disaster does occur is to prevent the loss of lives. In order to move to the second step, we must guarantee all personnel and other members on the premises are safe and secure. Once we can guarantee the safety of individuals, the next objective of the TC-MACT will be to ratify the steps outlined in this DRP to bring all of the agencies, groups and departments back to business-as-usual as quickly as possible. Although CERT programs vary in some ways, they all share the potential to offer significant benefits to their sponsoring organizations, their communities and their citizens. As with any activity, there is risk.