What Was Snc's Failure Of Future Planning

SNC gave a detailed brief that outlined a precise plan that was coherent and directed towards mission accomplishment. SNC contradicted a well thought out plan of action with a monotone voice and his use of filler words, such as, uh and um, coupled with a lack of passion. The lack of passion was seen in his sense of urgency as SNC spent 80% of his time briefing his 5 paragraph order that adversely affected his sense of urgency. SNC was able to secure the objective quickly, but loss situational awareness of his surroundings and enemy position that initially created confusion when engaged by the enemy. SNC was able to make clear and concise decisions in an appropriate amount of time that efficiently utilized his fellow candidates. This expedited

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 Sharp demonstrated a basic understanding of the five paragraph order, but did not clearly articulate his words, paused intermittently, and rushed through parts of his brief. SNC failed to develop an executable plan and did not brief any tasking statements to his team. SNC also ended the brief and then went back to finish it after he had already begun executing the mission. After a suggestion from another candidate, SNC delegated security to a team member. Another team member would continually ignore SNC while executing the obstacle. However, SNC lacked the command presence and communication skills to correct the candidate or recognize the need to replace him at a key location. SNC had difficulty leading multiple candidates and failed

SNC failed to accurately calculate the azimuth with in standard. SNC confidently issued a well-organized five paragraph order in a clear, authoritative tone void of filler words. SNC’s Scheme of Maneuver was clear, concise, and illustrated SNC’s use of sound tactical judgment and ability to consider future requirements. SNC issued tasks to each fire team which were consistent with the mission and addressed potential casualties. SNC moved his squad with a sense of urgency and displayed the ability to rapidly make decisions when faced with enemy contact and maneuver as required. However, SNC’s decision to assault through a lone enemy’s fighting position was inconsistent with the mission; the mission was to resupply a desperate squad with

One of the main goals of the incident command system (ICS) is to manage resources on the fire grounds. The Incident Command System has a built-in accountability system. Proper management of fire ground operations is necessary to achieve and maintain accountability. Accountability through incident command is possible only if it is established from the very beginning of the incident with the arrival of the first unit, officer, or member who establishes command and begins to assign and track incoming resources. Resources that self-deploy on the fire ground without the establishment and direction of an overall IC are not operating within incident command, a single incident action plan (IAP), or an accountability system. Any organization that waits for a later arriving officer to show up, establish command, and then attempt to locate and track multiple self-deployed resources from scratch is setting that officer and the organization up for failure and, ultimately, a tragic disaster. Accountability through

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 Huff did not brief the admin/logistics and command/signal paragraphs of his order. The rest of his order was briefed with shaky confidence involving heavy use of "ums." SNC did not establish security during his brief or during execution. SNC demonstrated inefficient use of his time by spending nearly sixty seconds re-slinging the teams rifles in the beginning of execution. Due to a lack of an initial plan following the brief, the team had to begin execution whileconducting reconnaissance and orienting to the problem. Once oriented, SNC was hesitant in deciding how to engage the problem. Once a scheme of maneuver was developed, he was able to communicate his guidance to the team members and begin driving his team toward mission

Candidate Passafume delivered an incomplete brief lacking confidence to his squad. SNC displayed a great amount of confusion as he relayed his brief. SNC failed to properly calculate a proper azimuth or the location of the objective. It was difficult for SNC to read his notes he had taken. SNC failed to properly summarize the Orientation; he simply briefed the coordinates of the current location and the objective. SNC failed to brief Attachments and detachments, as well as the Location of Key personnel. Lack of this information made it difficult for the team to fully comprehend, creating questions at the conclusion of the brief. At multiple times throughout the evolution of the scenario, security was addressed by members of the team. One candidate

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

Candidate Cameron appeared confident in his brief. He was poised and well-spoken. In executing his plan, his initial communication was sufficient however, it lessened throughout the mission. SNC positioned himself poorly for the obstacle. He was positioned in the center of the fire team where he was more concerned about not tripping the explosive while keeping his balance, He wasn’t able to do that and give orders simultaneously. As a result, his team members were unsure what their roles were and they were standing around, he lacked command and control. His fire team had difficulty following him. Candidate Cameron didn’t manage his time effectively. He could not keep his team moving forward to accomplish the mission, adversely affecting the

Candidate Balough delivered a poor five paragraph order. SNC was able to establish an accurate azimuth and distance to objective. SNC was less than confident while briefing his order as, it lacked pertinent information. SNC’s orientation simply stated the grid points briefed to him by the evaluator. SNC was able to successfully cover the enemy situation and tasks of the fire teams. SNC did not cover any information that would be stated in the rest of the five paragraph order, as his brief was clocked at 1:32. SNC was able to establish security in the assembly area as well as while in route to the objective. Prior to as well as during engagement of the enemy SNC was met with conflict dealing with one of his fire team leaders. The team leader

Candidate Bowers seemed to be confident while giving his five paragraph order but it was incomplete. He gave a mission statement but didn’t say “mission” at the beginning of the paragraph. The execution paragraph was completely omitted from his order, without this paragraph his team had several questions at the end of the brief. SNC was indecisive from the beginning this caused his team to lose confidence in him. As they approached points of friction SNC allowed one of the other candidates to take over and give further task to the fire team. The team as a whole contributed ideas on how to accomplish the mission. SNC inability to make time critical decisions led the team to lose focus on their assigned mission. By the end of the evolution it

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

Upon reaching the objective, SNC failed to maintain focus on the assigned mission, placing her team in a consolidated 360 degree security posture without ensuring observation of the Southern flank of MA-2A as was instructed in the