Ww1 Unit 10 Case

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

SNC conducted an above average analysis of what he expected the enemy to do upon contact. SNC’s scheme of maneuver was vague and could not be executed without significant oversight. SNC’s tasking statements were weak and lacked a purpose. SNC’s formations, particularly his squad column fire team column while in the open area, did not provide effective security en route to his objective. Upon enemy contact SNC stood and began talking to his squad but did not use the ADDRAC format; SNC spoke at just over a conversational tone. SNC directed his squad to suppress the enemy sniper and continue to move to the objective; SNC’s squad laid still while one of the fire team members openly questioned SNC’s decision. SNC changed his mind and directed the

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

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 Pacheco’s brief was delivered confidently, with a slight exception during the Situation paragraph. During this paragraph, SNC took long pauses, and stumbled over his thoughts on the enemy situation. However, upon completion of the situation, he regained composure and bearing and completed the follow on paragraphs well providing elements necessary to execute the operation. As they stepped off on the operation, his speed was consistent with the situation and his non-verbal communication methods kept the team moving forward. Half way to the objective SNC’s control over the team was lost as the terrain began to dictate their movements. Once SNC realized this, he issued follow on signals to push out but immediately took contact. The

Upon issue of his order to his fire team, it was immediately apparent that Candidate Woodgie took time to think about and develop a clear initial plan. SNC briefed a scheme of maneuver that both outlined his plan to negotiate the obstacles from start to finish and included anonymous, sequential, and thorough tasking statements that painted a very clear picture for his team what needed to be done. This was followed by both specific tasking statements but also the assignment of specific roles in the fire team. SNC also briefed very specific coordinating instructions as tactical control measures indicating an keen understanding of the five paragraph order format. More importantly, those clear instructions further amplified the plan for his

Candidate Hamm briefed his order with confidence and displayed an understanding of the OSMEAC orders process and its organization. He briefed a thorough enemy situation by applying DRAWD analysis. His coordinating instructions also included extra information including order of march, base unit, and consolidation instructions. However, SNC did not brief a scheme of maneuver in the order, forcing him to develop a plan after his brief had concluded. His succession of command was a repeat of the order of march instead of who would assume his billet. SNC was confident in his brief and it was apparent throughout execution that he was in control of the team. Even after friction caused the team to falter, SNC was quick to re-focus the team and maintain

Candidate Elliott briefed an average order that contained the necessary information to cross the line of departure and execute the mission. However, this order was briefed with little confidence. SNC’s order took 3:45 to brief to his fire team, time that was wasted on a mission that stated to get to MA-2A as quickly and as tactically as possible. SNC stated that he wanted to step off in a column but it was actually a fire team on line. When the team reached the top of the hill and MA-2A was visible, SNC stopped to reshoot his azimuth. Even though MA-2A was in clear site and he reshot the azimuth, SNC veered off to the right. When the sniper fired a shot and hit one of the team members, SNC immediately told his team members to set up security.

Candidate McGinnis posted security prior to issuing her order, this displayed having situation awareness of the enemy. SNC demonstrated an understanding on how to brief a five paragraph order, however she did omit the administration/logistics and command/signal paragraphs from her order. The execution paragraph outlined a vague scheme of maneuver with tasking statements that gave an idea of what needed to be done to accomplish the mission. Once they began the execution SNC took an excessive amount of time to look over the problem, causing the team to lose focus. Upon the first friction point SNC was hesitant to alter her initial plan. After several failed attempts SNC continued to stick with her initial plan which slowed down the momentum

SNC’s order was disorganized and lacking confidence. The order contained fabricated information to include an adjacent unit “1000 meters away.” This information was not briefed by the evaluator. Another candidate suggested SNC employ security, since SNC did not address the issue. SNC developed an initial plan, however the plan was vague and did not include specified tasks. SNC expended valuable time attempting to get an ammo can over the obstacle in

Candidate Black plotted both the current location and the objective locations properly, failed to give the azimuth within the + or – 5 degrees margin of error. As the squad arrived at the assembly area SNC, tasked each team individually with security, building the terrain model. SNC failed to utilize the terrain model while conducting his brief. SNC sounded timid and unsure of the information he was presenting to his subordinates. The content of the brief was generic, and non-executable without further guidance. SNC failed to brief attachments and detachments, location of key personnel and succession of command. The task and coordinating instructions ran into the scheme of maneuver, SNC did not say “task” or “coordinating instructions” but

SNC briefed every required section of the five paragraph order; however, SNC’s order was out of sequence and would often flip back and forth with his flash cards as he was briefing his order. Specifically, SNC jumped back to his Orientation Paragraph after he started his Situation Paragraph and jumped back to his Situation Paragraph after he completed his Command and Signal Paragraph. He also did not properly task his team members until the very end of his order. SNC did not post security, and as he was shooting his azimuth his team was not in a security posture. Upon contact with the enemy, SNC failed to communicate a proper ADDRAC to his team. This failure made his team bunch up on the objective and his team members ended up crossing

Candidate McGarry demonstrated an understanding of the five paragraph order by giving a clear and concise scheme of maneuver and tasking statements, SNC was confident during his brief by maintaining eye contact with his team but used the word “uh” often. After the brief SNC began to task individuals then set in security this showing an understanding of a tactical situation. Throughout the evolution SNC reacted quickly with devising new plans but failed to follow through with them. SNC was being indecisive with his planning by changing up the plan before the team had a chance to try what he just asked of them. Being indecisive slowed the forward movement of the team and took away from the focus of the mission. Throughout the mission SNC was

Candidate Tubera performed a below average operation brief to his fire team prior to accomplishing the mission. SNC did meet the requirements of giving the general information but did so in a below satisfactory fashion. In displaying a lack of confidence, SNC stumbled on just about all of the required areas of the five paragraph order, which made it hard to understand and let alone execute the mission. At the point of friction, SNC handle the situation well as he didn’t crack under pressure as he thought quick on his feet and established command and had his men to perform a buddy rush up to the objective. But SNC neglected to call a seize fire as it was evident that the aggressor was seen surrendering as the fire team continued to engage