United States Navy's Bomb Squad

I investigated how cadets’ communication evolved while they were in JROTC and how they used word of mouth to achieve the program’s goals. Colonel Spry mentions that cadets’ discussions when they first start out in the program are not very serious in nature, but as they grow and move up in the program they begin to mature and have thoughtful discussions on how to solve a problem and what kind of plan it would take to resolve it.

The privilege to command units afloat and ashore provided me with intimate exposure to the challenges experienced by our workforce and their families. Often accompanied by a myriad of ethical dilemmas, these challenges provided a wealth of experience and a better understanding of the impact a leader has on the workforce and their families. Similarly, my experience as the Boatswain’s Mate “A” School Assistant School Chief afforded me vital insight into the Coast Guard’s formal training system, Human Performance Technology and the development of future enlisted leaders. These experiences provided invaluable opportunities for me to interact with our workforce and understand their views, perform thorough assessments of complex situations, and provide accurate, sound, and practical counsel in order to achieve the best outcome for the unit and our Coast

“I can motivate a recruit and in third phase, if I tell him to jump off the third deck, he’ll jump off the third deck. Like I said before, it’s a captive audience and I can train that guy; I can get him to do anything I want him to do… They’re good kids and they’re out to do the right thing. We got some bad kids, but you know, we weed those out. But as far as motivation-here, we can motivate them to do anything we want, in recruit training” – USMC drill instructor Paris Island.

In September, I had the opportunity to visit the Naval Academy for a “Candidate Visit Weekend.” During my two-night visit, I was paired with a current midshipman, whom I accompanied to classes, meals, and a sports practice. Personally experiencing daily life at the Academy and meeting current midshipmen has reinforced my desire to join their ranks. The most inspiring thing about the midshipmen I met was the effort that they put into succeeding. Being a part of this culture, even for two days, has shown me that I can work just a little harder, and that I can push myself just a little further. Since returning home, I have done just that in numerous ways.

The Canadian Armed Forces (CAF) are a unique institution consisting of a wide cross section of our nation’s population. It is due to this vast representation of cultural and regional upbringings that there lies a requirement for an integration process into military life. In this paper I will discuss some training procedures utilized during my basic recruit school training in Cornwallis, Nova Scotia, and the theories and models of psychology and behaviour they were based upon.

Army readiness. The strategic model of NCO 2020 will revolutionize the way the Soldier will develop his military career. A Soldier will focus more on how he develops his professional career by having more rigors condition and relevant in academic phase therefore, having more personal responsibilities. The new professional development system NCOPDS establishes an organizational framework for the development of future generations towards the goal of having competent and committed NCOs. The purpose of the NCOPDS system is to develop leaders in their military career and focus sequentially on educational training and their experiences. This model will be executed and trained through the three domains of learning that are the institutional, operational and

Foremost, the training for a navy seal go through about a year of training becoming a navy seal. "Which starts as the BUDS program, you must be 28 years old and must be in the Navy."(Becoming a seal) "The training is designed to push you past your limits,

According to Patricia A. Deusler, navy seal training is a very long and gruesome training. It consists of a six month training course. She wrote an article explaining how to

The Bureau of Alcohol, Tobacco, Firearms, and Explosives is an agency that tries to defend people from the dangers of Alcohol, Tobacco, Firearms, and Explosives. The Bureau attempts to stop the dangers of guns by stopping gun traffickers and enforces firearm laws. To make sure that alcohol and tobacco aren’t found in the wrong hands the Bureau works hard to manage Alcohol and Tobacco Industries and closely watches how they are manufactured and imported. The Bureau’s final role is making sure the explosives aren’t misused and promptly teaches industries how they should and shouldn’t be used. The current head of the agency is Deputy Director Thomas E. Brandon. As the head of the Bureau, he is in charge making sure the laws of his agency are

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.

Interviewing Matt Boyne represented an opportunity to learn about the military as well as the gender dynamics that have constantly been discussed. Boyne discussed his experience as a Commander of Squadron VFA-94 Strike Fighter Attack, and commitment to the U.S. Navy for 25 years. He recalls the thrill of flying F/A-18, and becoming more knowledgeable of management systems, of which he now teaches at Point Loma Nazarene University.

The Navy SEALs were first known as the “SeaBees. They were naval construction battalions during World II (1935-1945) whose jobs were to help clear the beaches of steel barriers, floating mines, barbed wire, and buried mines so troops could land and attack (Kennedy pg.6). It was during this war when the men were asked to break into smaller groups to perform more dangerous missions. To keep the U.S. forces from landing and attacking, Japan and Germany used explosives on their shores and on the countries’ shores that they occupied. These smaller units were able to quickly break through the barriers and secretly attack the enemy’s positions thus creating the new Naval Combat Demolition Unit (NCDU).

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.

We were responsible for the lives of the people who worked with us and for us. At face value, this is the least abstract of the responsibilities discussed. This is true when considering the responsibility to train, equip, and lead them. The men and women who sacrifice by joining the Naval Nuclear Power Program are willing to work beyond human measure. This is assuming they’ve been trained to do the job, have the equipment to do so, and have a plan to execute the work required of them. Meeting expectation regarding these needs is simple. The more intangible elements of being responsible for the lives of our sailors is where the true challenge

It was a night like no other. On June 7th, 2017 there had been multiple reports of suspicious activity in a building just on the outside of Los Angeles, California. People had said they had seen hooded and masked figures moving a large object from a van into a house. There had been an officer that reported to the scene and he said that we needed to get the S.W.A.T team assembled right away. We were in the middle of a very serious situation. The terrorists had planted another bomb and this one would take out the whole city of Los Angeles.If we didn't stop the bombs from exploding, then eighteen and a half million people would never get to see the sunset again. First, my team of four and I split up into two groups of two and a single group