ADP 7-0_TUandDL

Question 1

THE ROLE OF TRAINING AND LEADER DEVELOPMENT

Answer 1

Unit training and leader development are the Army’s life-blood. Army leaders train units to be versatile.

Question 2

Who are responsible for trainning units and developing leaders?

Answer 2

Commanders are responsible for training units and developing leaders.

Question 3

where does trainning begin?

Answer 3

Training begins in the generating force.

In schools and training centers, Soldiers are introduced to Warrior Tasks and focus on developing individual skills and knowledge—the fundamentals that will help them integrate into a team to train on unit collective tasks.

Question 4

The operational training domain

Answer 4

The operational training domain is the training activities undertaken by organizations while at home station, and training centers.

Question 5

The self-development training domain

Answer 5

The self-development training domain is planned, goal-oriented learning that reinforces an individual’s knowledge.

Question 6

THE ROLE OF THE COMMANDER

Answer 6

Commanders are responsible for ensuring their units are capable of performing their missions. Commanders cannot delegate this responsibility.

Question 7

Table 1-1. The Army principles of unit training 

Answer 7

1-Commanders and other leaders are responsible for training. 8-Understand the operational environment. 2-Noncommissioned officers train individuals, crews, and small teams. 11-Conduct multiechelon and concurrent training. 3-Train to standard.  4-Train as you will fight.  5-Train while operating.  6-Train fundamentals first.  7-Train to develop adaptability.   9-Train to sustain.  10-Train to maintain.

“CUNCT7”

Question 8

Noncommissioned Officers Train Individuals, Crews, and Small Teams

Answer 8

24. Noncommissioned officers (NCOs) are the primary trainers of enlisted Soldiers, crews, and small teams.

NCOs help officers train units. NCOs develop and conduct training for their subordinates that supports the unit training plan, coach other NCOs, advise senior leaders, and help develop junior officers.

Question 9

Train to Standard

Answer 9

25. Units always train to the standard established for each individual and collective task. Leaders know and enforce standards to ensure their organization meets mission requirements. When no standard exists, the commander establishes one and the next higher commander approves it.

Question 10

Train as You Will Fight

Answer 10

26. “Train as you will fight” means training under an expected operational environment for the mission. This means establishing in training what the unit can expect during operations to include the culture of an operational environment. Commanders and other leaders replicate cultural settings as much as possible during training, using role players or actual mission partners.

Question 11

Train While Operating

Answer 11

27. Training continues when units are deployed or when conducting daily operations. As units operate, they learn from formal and informal after action reviews. They train to improve performance and address changes in tactics, techniques, and procedures that affect the operation.

Question 12

Train Fundamentals First

Answer 12

28. Units at every echelon must master the fundamentals needed to accomplish their mission. Fundamentals include basic soldiering, the Warrior Tasks, battle drills, marksmanship, fitness, and military occupational specialty proficiencies that support the capabilities of the unit. Units proficient in fundamentals are more capable of accomplishing higher level, more complex collective tasks that support the unit’s mission-essential task list—the fundamental, doctrinal tasks that units should be prepared to execute during any assigned mission.

Question 13

Leaders Train to Develop Adaptability

Answer 13

29. Effective leaders understand that change is inevitable in any operational environment. The time to react to change can be short. Adaptability comes from training under complex, changing conditions, with minimal information available to make decisions.

Question 14

Understand The Operational Environment

Answer 14

30. An operational environment establishes the conditions for training. The conditions are drawn from the operational variables—known as PMESII-PT—that must be replicated to prepare the unit for operations. The unit training management operation order establishes the conditions that units must meet for training.

Question 15

Train to Sustain

Answer 15

31. Training prepares units and individuals to be resilient. Training must prepare units and Soldiers for the stress of operations. Unit training plans must incorporate programs that improve individual and collective mental and physical fitness.

Question 16

Train to Maintain

Answer 16

32. Units must conduct maintenance to ensure equipment is serviceable and available for the conduct of training and for mission accomplishment. Maintenance training is an integral part of the unit training plan.

Question 17

Conduct Multiechelon and Concurrent Training

Answer 17

33. Multiechelon training is a training technique that allows for the simultaneous training of more than one echelon on different or complementary tasks. It optimizes training time for subordinates during higher unit training events. Training multiple tasks concurrently preserves valuable time while capitalizing on the opportunity to train related tasks at the same time.

Question 18

PRINCIPLES OF LEADER DEVELOPMENT

Answer 18

34. Leaders follow the principles of leader development to develop other leaders (see table 1-2 on page 8). Schools provide leaders with enough fundamental information to help them contribute to unit collective capabilities on the day they arrive in the unit. However, most leader development occurs during operational assignments. In operational assignments, leaders learn to adapt to new situations and develop on the job through training and education. More significantly, they develop through challenging, unfamiliar experiences that require them to adapt theory to reality. They learn through regular and as-needed feedback. They learn from their mistakes. They learn to take risks and experiment with non-textbook solutions to problems. They learn what they do not know and fill the gaps through self-development. Operational assignments are the crucible of leader development.

Question 19

Table 1-2. The Army’s principles of leader development

Answer 19

 1-Lead by example.  2-Develop subordinate leaders.  3-Create a learning environment for subordinate leaders.  4-Train leaders in the art and science of mission command.  5-Train to develop adaptive leaders.  6-Train leaders to think critically and creatively.  7-Train your leaders to know their subordinates and their families.

Question 20

Lead by Example

Answer 20

35. Good leaders understand they are role models for others and reflect the desired leader characteristics found in ADP 6-22.

Question 21

Develop Subordinate Leaders

Answer 21

36. Leaders have the responsibility for developing subordinate leaders. It is one of their most important functions. They train subordinates to be successful tactically and technically and to be prepared to assume positions of greater responsibility.

Question 22

Create a Learning Environment for Subordinate Leaders

Answer 22

37. Leaders establish in their units an environment that allows subordinates to try different solutions to problems. Subordinates must know that they can attempt innovative solutions to problems. Leaders establish an environment for subordinates that allows subordinate leaders to make honest—as opposed to repeated or careless— mistakes without prejudice.

Question 23

Train in the Art and Science of Mission Command

Answer 23

38. Effective leaders conduct operations while exercising mission command (addressed in ADP 3-0 and ADP 6-0). Employing mission command in training encourages risk-taking, initiative, and creativity in subordinates, while staying within the commander’s intent.

Question 24

Train to Develop Adaptive Leaders

Answer 24

39. Training must enable leaders to respond to unexpected conditions in a positive and constructive way. They cannot train on every task for every condition. Instead, they must excel at a few tasks and then adapt to new tasks.

Question 25

Train Leaders to Think Critically and Creatively

Answer 25

40. Leaders must be able to analyze challenging problems, keeping an open mind on different perspectives of problems and unconventional ways of solving problems.

Question 26

Train Your Leaders to Know Their Subordinates and Their Families

Answer 26

41. All leaders should know their subordinates at least two levels down—their strengths, weaknesses, and capabilities. The Army trains leaders to know and help not only subordinates, but also their families.

Question 27

The purpose of unit training

Answer 27

The purpose of unit training is to build and maintain ready units to conduct unified land operations for combatant commanders.

Question 28

The unit’s mission-essential task list (METL) represents:

Answer 28

The unit’s mission-essential task list (METL) represents the doctrinal framework of fundamental tasks for which the unit was designed

Question 29

What does The unit training plan use?

Answer 29

The unit training plan uses a crawl-walk-run approach that progressively and systematically builds on successful task performance before progressing to more complex tasks.

Question 30

What does ADP 7-0 cover?

Answer 30

Training Units and Developing Leaders

Question 31

What are the three training domains the Army uses?

Answer 31

1. Institutional 2. Operational 3. Self-development

Question 32

Who supports both the operating and generating forces?

Answer 32

Army Civilians

Question 33

Who is responsible for Self-development training?

Answer 33

Self-development is a personal responsibility

Question 34

What is the Army Committed to?

Answer 34

The Army is committed to training, educating, and developing its leaders

Question 35

What does the Acronym ITE Stand for?

Answer 35

integrated training environment

Question 36

Who are the primary trainers of enlisted Soldiers, crews and small teams?

Answer 36

Noncommissioned officers

Question 37

What training technique allows for simultaneous training of more than one echelon on different or complementary tasks known as?

Answer 37

Multi-echelon training

Question 38

What happens when Leaders in the unit create an environment where mistakes are not tolerated?

Answer 38

A: Soldiers will not attempt to solve problems on their own out of fear of making mistakes

Question 39

What does METL stand for?

Answer 39

A: Mission Essential Task List

Question 40

What do subordinates provide in order to enable the Commander to assess the readiness of a mission-essential task?

Answer 40

A: After Actions Reviews (AAR)