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Military 3 Flashcards

1
Q

military & bargainin

A

power to hurt is a bargainin power
- bargaining power that comes from physical harm a nation can do to another is reflected in notions like deterrence, retalitaion, reprisal, terrorism, nerve gas, nukes, armisticse, surrentder, POW treatmetn, regualtion of armament…
- military force can sometimes be used to achieve an objective forcibly
- military power is used as a bargaining power and thus is part of diplomacy

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1
Q

military strategy

A

military strategy is teh art and science of military victory
object of victory is traitoinally described as imposign one’s will on teh enemy but how this is done tends to receive less attention

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2
Q

a country’s capacity for violence

A

countries use their capacity for violence as a bargaining power

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3
Q

writing by Julius Caesar

A

Conquest of Gual

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4
Q

Gulf of Tonkin

A

1964

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5
Q

Thucycidides writing

A

Peloponessian war

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6
Q

what is diplomacy

A

diplomacy is bargaining
- seeks out outcomes - might not be ideal for either -that are better for both versus alternatives
can be polite or not, aggressive nor not
- compromse, exchanges, collaborative

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7
Q

military forces to hurt

A

military forces can be used to hurt
0- can protect take things of value but it can also destroy value and cause sufferings

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8
Q

exploited in vicious diplomacy

A

power to hurt is a bargaining power exploited in vicious diplomacy

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9
Q

when is the power to hurt historically most successful

A

power to hurt is most successful when it is held in reserve 0- threat of pain structures motivation
- those who exploit ti know what the adversary treasures and scares them

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10
Q

what dos coercion requrie

A

coercion requires finding a bargain and arranging for them to b e better/not worse. - doing what they want

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11
Q

what are troops often considered

A

troops are often considered a military asset versus a warm human being

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12
Q

Ghengis Khan and hostages

A

Khan often has is hostages march ahead of army so first victims fo resistance

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13
Q

nukes and victory

A

with nukes, you can do a lot of damage w/o military victory
“victory is no longer a prerequisite for hurting the enemy”

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14
Q

a successful surprise attack might prevent…

A

a successful surprise attack might eliminate an opponent’s means for retribution

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15
Q

purveyor

A

person who provides or supplis something

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16
Q

make clear by explaination or analyssi

A

elucidation

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17
Q

If you want peace…

A

if you want peace, prepare for war
si vis pacem, para bellum

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18
Q

banged his shoe at UN

A

Khurschev in protest to a speech by a Philippean delgate in 1960

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19
Q

point of order

A

draws attention to a rules violation

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20
Q

Robert’s Rules

A

Robert’s Rules of ORder. parlimenary procedures.

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21
Q

salami tactics

A

divide and conquer approach which answers to split up the opposition
- expression evokes the idea of slicing up one’s oppositoin in teh same way you slice salami

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22
Q

threat that compels rather than deters

A

threat that compels rather than deters often requires punishment be administered after the other acts rather athan “if”

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23
Q

Zeno’s paradox

A

before reaching a destination, you must travel halfware there. then halfway from that…infinite number of steps

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24
Q

if all threats are fully believed…

A

if all thrats were fully believable, we’d live in a strange and maybe safer (?) world. with manyof the marks on the world based on enforcable laws

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25
Q

brinksmanship

A

manipulating the shared risk of war
- exploitng the danger of doneone going war over the endge/bring and dragging others with them
- tie rockclimbers together. one falls, all do

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26
Q

comparision to Cold War politcis

A

cold war politics were like a game fo chicken
- head straight at each othter. who will sewere first?
it taks 2 to play chicken but also 2 to NOT take chicken.

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27
Q

paradox

A

logic in a statement that, despite apparently sound reasoning, from true primises, the conclusion is logically unaceptable or self-contradictory

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28
Q

3 motivational structures in the game of chicken

A

go head-on at each other…first to swerve loses
reputation, prescedence, and expectations
-

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29
Q

boy who wears glasses and can’t see without them can’t fight…

A

the boy who wars glasses and can’t see without them cannot fight if he wants to but if he wants to avoid the fight, it isn’t not from the lack of nerve
- laws, conventions, treaties, and restricitons that restrict participantation in a game of nerve.

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30
Q

JIIM

A

joint integancy intragovernmental and Multinational

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31
Q

teaching is cruicial to mission

A

advising is very demanding but also extremely gratifying
teaching/coaching/advising is crucial to the mission

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32
Q

what does the nation’s trategic objectives need

A

the nation’s strategic objectives are unattainable w/o a unified approach among capabable partes,

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33
Q

SFA

A

Security Force Assistance
- DOD activities taht contrary to unified action by USG to support thte development of capacity and capability fo freogin security forces and their supporting institutions
-

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34
Q

foundation for mission critical

A

relationships built with allies and part s at the tactical/operational level

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35
Q

what can you do with yoru coutnerparts to bring out tangible results

A

daily interactions with our counterparts make tangible results

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36
Q

JCIS&A

A

joint center for international security force assistance
- mission/function/products produced important to SecDef , CJFS
- dod’s focal point for advising and assisting international security force missions

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37
Q

why must SFA (security force assitance) be properly organized/trained/equipped/employed

A

critical to mission success and to rpevent/shorten coflicts
0 SFA effrots must be considered for every campaign plan/major operation, and plan/coordination/synchronization

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38
Q

aka coordinated effort

A

= unified action

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39
Q

FSF

A

foreign security forces
military/police, paramilitary, boarder force at all levels within teh agencey

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40
Q

OTERA

A

organizing
training
equipping
advising

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41
Q

what does SFA (security force Assistance) use to develop institutional infrastructure

A

OTERA: ORGANIZIGN, TRAINING, EQUIPPING, ADVISING
0- sfa IS ONE OF THE loo THE GOVERNMENT USES WHEN BUILDING PARTNER CAPACITY
- NOT STAND IN FOR ENFORCEMENT

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42
Q

what must we enable our partners to do

A

enable partners to build their capacity
- develop collaborate mechanisms to share the decisions, risks, and responsibilities fo today’s complex challenges

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43
Q

5 goals of the SFA (Security Force Assitance)

A

competent
capable and sustainable
committed
confident
accountable

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44
Q

how to use SFA (Security Force Advisors)

A

advisor for SFA should be embedded with their HN counterparts in defense of an security, instability
- SFA must be able to sustain itself using resources within the HN thus decreasing its dependence on others

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45
Q

why can’t SFA (Security Force Advisors) be an afterthought?

A

can’t be an afterthought for transition, reconstruction, stability, peacemaking.
Should be integral in planning from stable peace to war

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46
Q

11 imperatives of SFA (Security Force Advisors)

A

understand the OE
unity of effort
effective leadership
build legitimacy
synchronize information
sustainability
HN ownership
incorporate good governance and respect for human rights
do no harm

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47
Q

PMESII

A

poltical, militayr economic infrastructure information
- helps military planners understand the OE
ALSO ASK
how will the local populace react to use/threat of force
will they submit or protest
what sit he historical relationship between HN and security forces
any preexisting factors taht exist in international relations between security forces
what infrastructure (transportation hubs, line, religious sties need to be prtected with dedicated assets

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48
Q

limitations planners have when studying the OE

A

planners are only limited to their imagination when studying the OE

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49
Q

what should you strive for if unity of command isn’t possible

A

unity of command might not be possible but strive for unity of effort/pourpsoe

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50
Q

how do you ensure unity of effort

A

persue common end state to ensure synchronization and unity of effort

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51
Q

important thing to know about command relationships

A

planners and advisors need to understand who is fillign supporting and lead roles.
supportING/ED relastionships change over time

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52
Q

ultimate goal of Security Force Assistance (SFA)

A

ultimate4 goal fo SFA is teo develop HN seucirty forces taht contribtue to legitmiate governance of hte people

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53
Q

how do you build HN legitimacy in teh eyes of…

A

its citizens, international community, regional, governmetn and security force miliatry

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54
Q

things senior leaders must have

A

trust
empower
maintain sigtuational awareness

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55
Q

HN engagement with Security Force Assistance (SFA)

A

HN needs to eb actively engaged in all SFA efforts
- we must understand how the HN selects their leaders (tribal/ethnic/religous/family/alans… mayu be substandard or detrxt from legitimacy in teh eyes of the people
- we also must ID/account for secondary agendas

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56
Q

synchronization of information

A

collection, analysis, management, application, preparation fo information

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57
Q

frequently problem when we work with other natiosn

A

information sharing

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58
Q

long-term objectives for HN

A

make sure they are realistic, obtainable, sustainable
- consider long-term fiscal and personnel reserves
-

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59
Q

important to remember when USG/MIl advisors coach/teach…HN

A

avisionrs tcoach teach and bring in correction and expertise but ALL accolades go to the leadre you support
* if an advisor gets more assimiliated in the HN world, they may l;ose focus on their own role “going native”

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60
Q

what is needed when doing an advisor role

A

remember your role
rememebr you’ll leave
pateintce
understandign their culture

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61
Q

enabling skills advisors use

A

enabling skills: understand human nature, influencing, builds rapport, work through interpretor

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62
Q

how do you influence futrue behavior

A

to influence future behavior, you need to understand he factors that get people to act
- if you know what a person is likely to do and why, ou can influence/modify their behavior

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63
Q

3 primary drivers of behavor

A

need
culture
personality

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64
Q

desired way to influence your countparts

A

establish rapport

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65
Q

what should you strive for during negotiatiosn

A

strive for win win

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66
Q

goal of advising

A

the recipent is responsible for decisoin-making while the advisor p rovides only advice

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66
Q

war gaming

A

bestter udnerstanding , critical thinking, innovation, decision making, foresight
- safe to fail

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67
Q

first to use war gaming

A

Prussians in 1820s

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68
Q

what influences military strategy

A

wargaming

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69
Q

benefit of well executed wargaming

A

delivered significant competitive advantages but doesn’t guarentee success

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70
Q

seminar

A

group of advances students

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71
Q

naval exercise wargaming

A

Fleet PRoblem

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72
Q

Nimitz quote about their Pacific Wargaming

A

“the war with Japan had been reenacted in teh game room hby so many people and in so many ways that nothing that happended during the war is a surprise. absolutely nothing except the kamakazi tactics towards the end of teh war. we did not envision those”

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73
Q

what are wargames

A

dynamic events driven by player decision-makign
- structured but intellectual ly liberating
0- safe to fail enviornments so you can experience what workds and doens’

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74
Q

core of wargaming

A

player decisions they make, nararative sthey carea, exhsared experiences, lessons
- analytical discovers exposure nautical strategic/operational/tactical aissue that arise

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75
Q

elements of a wargame

A

aims and objectives to probley frame
setting/scenariy for the immersive envent
player decisions drive all the way
simualtino/rules, …

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76
Q

background story for a wargame

A

hx, politcial, military economic, ucultural, yhumanitarian, legal events/circusmtances that led to the unforlede ev ents, PMESII

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77
Q

panacea

A

supposed remedy to cure all diesases and prolong life

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78
Q

what do wargames create

A

experiential learning opportunities and active learning

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79
Q

what is wargaming

A

simulation of selected aspects of a conflict situation in accordance with predetermined rules/data/procedures to provide decision making, experience, and information that is applicable to real world situations

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80
Q

benefits of wargaming

A

explore options/take risks w/o interrupting business continuity or risking lives,
cost effective to practice command, staff procedures
_ friction and uncertainty
explore innovation in art and science of war
discover new factor and questions not previously identified

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81
Q

limits of wargaming

A

not reproducible. driven by player decisions. each player makes different decisions when faced with a challenge
- not predictive. plausible but not probably
- wargames are only as good ast teh participantsred

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82
Q

red teaming

A

structured process executed by trained and practiced team memebrs tha provide an independent cpaability to continously challenge palns, operations, concepts, organizations, and capabiliteis in teh context of an OE and rom our partners and adversary POVwhy is

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83
Q

wargaming neglected

A

wargaming is ap powerful tool which is currently not well understood and therefore somewhat neglected

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84
Q

wargaming that has high/low consequences of an event

A

can lead to erroneous insights and failed lessons
0 responsibility of teh planner to mitigate that risk

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85
Q

what are successful wargames

A

combinatin of art and science.
0 not designateted to reinforce preconceived answers to a problem

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86
Q

what can you do if you can critically think?

A

understand logical connections between ideas,
identify/construct/evaluate arguments,
detect inconsistencies, and common mistakes in reasoning,
solve problems systematically,
ID relevant and important ideas,
justify your own ideas/values/beliefs

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87
Q

what isn’t critical thinking…

A

NOT
= accumulation of info.
argumentative or critical of others

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88
Q

what is the 4th Industrial Revolution

A

AI
robotics
3D printing
genetics/biotechnology
nanotechnology

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89
Q

Top 10 Skills needd in 2020

A

complex problem solving,
critical thinking,
creativity,
people management,
coordination with others,
emotional intelligence,
judgement/decisoin making,
service orientation,
cognitive flexibility,
quality control

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90
Q

thinking about thinking

A

metacognitive skilsl

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91
Q

empirical

A

relying on experiences and observations alone

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92
Q

what is one of the most essential things in rationality

A

not to be absolutely certain is one of the most essential things in reationality

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93
Q

logic

A

a discipline that tells us how to reason

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94
Q

difference between formal and informal logic

A

informal logic - probabilities
formal logic - deductively valid infrences or logical truth. how conclusions follow from premises due to the structure of the argumetn alone

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95
Q

writing by Thomas Aquinas

A

Sumna Theologica

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96
Q

who recorded Socrates lessons

A

Plato

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97
Q

theatre quote by Erasmus

A

“for what is life but a play which everyone acts as part until the curtain comes down”

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98
Q

book by Erasmus

A

In Praise of Folly

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99
Q

wrote Utopia

A

Moore

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100
Q

wrote The Prince

A

Machivelli

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101
Q

critical faculty

A

cognitive mechanism that serves as a protective barrier for our subconscious mind
- helps maintain our sense of self and identity by filtering incoming information ensuring it aligns with our existing beliefs, values, and experiences

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102
Q

Triage at POI

A

can be self-sorting and a slow trickle.

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103
Q

reactive versus proactive training

A

It is harder to train proactiverly but most train reactively

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104
Q

benefits of intel

A

decreases commander uncertainty
- IPBS helps to decrease friction that can’t be eliminated

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105
Q

problem of technology

A

overreliance - we aren’t comfortable when it is gone
- nobody wants to be “that guy” that speeds up temp b/c your asset isn’t there. but paralyzed for two days

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106
Q

problem those who overrely on technology have

A

nobody wants to be “that guy” that speeds up tempo b/c your asset isn’t there. paralyzed for 2 days b/c overreliance on reducing all fog of war/uncertainty

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107
Q

human dimension factors include…

A

will, human dimension, sleep, hunger, not pullo off for moral/aggregious acts

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108
Q

human factor we wern’t expecting in Vietnam

A

TV counterculture
- a human factor they didn’t realize or account for in their will to defend home

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109
Q

what plays a huge role in the human factor

A

nationalism plays a huge role in the will to fight

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110
Q

book “The Kill Chain”

A

TKC: Defending America in the Future of High Tech Warfare
- by a senior advisor to Senator John Mccain is an urgent wakeup call about how new technologies threaten America’s military mightw

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111
Q

how does EMP affect battlespace

A

takes out technoloyg

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112
Q

what drives policy

A

wants/needs

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113
Q

what should everyone be brilliant in

A

be brilliant in teh basics

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114
Q

how do you use maneuver and attrition warfare in everyday life

A

mental gyymnastics

legal cases…ask what is the COG and CV

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115
Q

what do you get from a unit that has trained together long-term

A

intangible syhnergy

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116
Q

how to make intangible into tangible

A

we like numbers/bullets/data to show capability
- operational readiness is typically judged by tangible more than intangible.
- should be complementary “bad officer but good team player. gerat marine combat skills but no amo”

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117
Q

what question should you ask about tempo

A

tempo/fluidity - what’s driving the tempo we are seeking

measure our speed/tempo against hte adversary

  • should tie tempo back to adversary

turnover affects tempo

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118
Q

how does turnover affect tempo?

A

what we don’t know, poor or no turnover

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119
Q

what causes a MEU to loose tempo

A

moving otu OPSO after PTP and start first montyh of deployment - contribtues tot eh MEU losing temp

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120
Q

how to use the OODA loop to help with tempo

A

must be oriented properly. if not, follow on actions aren’t goign to be correct

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121
Q

how do previous actions affect the OODA loop?

A

previous actions in OODA loop can affect orientationq

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122
Q

how can you get inside the adversary’s OODA loop

A

COA/dedicatede REd Cell to hlep get inside the adversary’s OODA loop

123
Q

what are after actions meant to do?

A

after actions are a cognitive tooklk to check back biases. not ignored the human dimension
- hot washing : how are we oriented>
make checking back on it as normal as picking out new clothes everyday

124
Q

how do we defeat the adversary?

A

think of them as a system
COG
CV
gaps, Seams, surface

125
Q

how to think about COG

A

what baskets are all of our eggs in?
a COG can also be a CV if we invest too much in it

126
Q

critical vulnerabilities as a game

A

the system is like Jenga,
taking out pieces (critical vulnerabilities),
and their COG (multiple pathways)
- shape the system to create

127
Q

combined arms

A

bring the force together
- fix teh enemy (create dillemmas)
LIKE…if you move there, you are F2F with infantry but if you move in the opposite direction, you get missiled, and anotehr i tank

128
Q

how to think about the enemy

A

as a system

129
Q

what is decentralized command

A

empowering small unit leaders
too much OPSO/CDR dictating
no training to think on their own

130
Q

problem of decentralized command

A

sometimes people are too afraid to take and/or accept risks so micromanagement. mentorship where it doesn’t.

sergeants/LT makes decisions in deployment but are we trending towards readiness

131
Q

vision statement

A

description of what the organization wants to be in the future and where they are going

132
Q

mission statement

A

organization’s purpose and reasons for existences
states what the organization does and for whom
provides the frame of reference for the organization’s future

133
Q

objectives

A

short-term targets

134
Q

values statemetn

A

“guiding principles”
- organization’s philosophies, principals, ideals that set the ethical tone and represent the “soul” of the organization

135
Q

hardships in R2LM versus Role 2

A

“you are camping with R2LM and glamping with Role 2”

136
Q

what must you do with difficult problems

A

apply mental rigor

137
Q

what training ground is needed for upcoming fights?

A

training in desert, prestine conditoins/weather…is that realistic for Russia/China?

138
Q

Do we punish risk takers?

A

lawyers said yes

139
Q

MCCRE

A

marien corp combat readiness evaluation

140
Q

what do people learn more from

A

people learn more from mistakes than from mistakes

141
Q

how do we fail marines w/OODA loop

A

OODA loops is feedback-cycle training
- we fail our marines and don’t teach this stuff

142
Q

question to ask about our training program

A

what professional training do the corpsmendo

143
Q

METS in a list

A

METL

144
Q

METL

A

METS in a list

145
Q

list of our tasks

A

MET

146
Q

MET

A

list of ou5r tasks

147
Q

E-coded events

A

how we can prove we do things
“Evaluaetd events”
- 15 events at every exercise that gets evaluated

148
Q

part of training is…

A

part of training is knowing what we didn’t train you appropriately

149
Q

T&R evaluated events at the CO level

A

7000

150
Q

MCREE and CERTEX

A

plt and company level in MC is a MCREE not CERTEX. CERTEX is NOT a thing in MC.

151
Q

realism about training to 7000 METS

A

trains CO/whole battalion…realism?

152
Q

Levels of T&R

A

looks at the same thing but from different levels of perspective. redunant.

153
Q

PECL

A

event checklist
- yes/no answers
- don’t want to know how well…just did you do it and was it effectiver
- takes out subjectivity
- if you did it and wasn’t effective. not about whether or not you liked it

154
Q

ORE format instead of PECLS

A

takes PECLS and makes as a criteria list
0-5 score
- more mathematical than yes/no. pass/fail
- 3/5 = met intent of category (60%)
- as long as 60% of all. 80% if yeses circled

155
Q

ORE

A

operational reainess exercise

156
Q

power plan

A

Hemacool plugged in with stuff in them. propb puls a lot of enrergy. see how it affects the power plan overall. defibraillator affetspower plan

157
Q

quote about not being able to have hurt feelings

A

nobody has the right to live their lives being protected from offense or from insults or from hurt feelings. It is an occupational hazard from living in society. If you really can’t face it, become a hermitmissi

158
Q

mission of MLG

A

provide tactical logistical support above the organic capabilities of MEF and to provide task organized LCE in supporting

159
Q

mission of all MEF

A

when directed, deploys and employed as a MAGTF in support of CCDR requirements for ocntingency reponse or major theatres of war
- serves as the core element of JTF and deploys combat ready MAFTF and supports CCDR presence/crisis responsese
_ executes all - maintain ops to deter armed conflict, prevail over competitiors, and when required, defeat

160
Q

“no battle plan…”

A

no battle plan survices the first encounter with the enemy

161
Q

SAOT

A

staff action officer training

162
Q

“The viscous circle of wicked problems”
- characteristics of a wicked problem:

A

difficult to clearly define,
usually no clear solution,
attempts to address teh problem often lead to unforeseen consequences,
frequently not stable,
rarely the responsibility of only one ,
solutions involve changing behavior,
can be characterised by policy failure

163
Q

TEEP

A

training, exercise, and employment problem

164
Q

G5/9 of the MEF deliberate planning…

A

deliberate planning 5 years out to support CCDR OPLANS, develop MEF Campaing, contribute to TEEP development and serve as teh primary planning entity for naval alignment and integration.
- also directs the MEF science/technoloyg/experimentation program to supprot MEF force develpment actions anc concept devleopment initiatives

165
Q

sections of G5/9 at MEF level

A

MAGTF planner,
regional plans,
ST&E: science, technology, and experimentation,
Director Strategy and Concepts,
Demonstrations and Assesment,
Assements O,
Center for Naval Analysis

166
Q

Sections of Regional Plans

A

Contingency Plans (development and maintence)
long-range planning (2-5 years)
support to prepositioning requirements and capabilities,
sequel planning and orders production

167
Q

APEX

A

adaptive planning and executin

168
Q

Logistical Planning steps

A

Define your objectives.
Analyze your supply chain.
Select the appropriate transportation mode.
Optimize your inventory management.
Implement technology solutions.
Monitor your performance.
Build a solid plan.
Make data-driven decisions.
Learn more:

169
Q

MSTP

A

MAGTF Staff Planning Program

170
Q

planning

A

art/science of envisioning a desired future and laying out effective ways to bring that future
- a process, not just an act, b/c it is ongoing, iterative, and interdependent activities

171
Q

planning is a learning process…

A

planning is a learning process and develops shared situational awareness.
essential when conduct reaches a certain level of complexity and essential when experience is lacking

172
Q

planning is not valuable in itself…

A

plannign is not valuabel in itself. it must be done properly, employ appropriate methods, translate into actions

173
Q

process

A

a dynamic system of related activities

174
Q

procedure

A

a prescribed sequence of steps for accomplishing some specific tasking

175
Q

what does planning allow the military to do

A

seize the initiative,
decrease lag time between decisions/actions,
helps deal w/complexity and novel situations,
synchronize events

176
Q

common planning mistakes

A
  • attempt to forecast/dictate events too far into the future,
    trying to plan in too much detail or overestimate
    use plannign as a script to prescribe friendly and adversary actions w/precision,
    focus too much on product > thinking,
    insitutitionalizng planning method that leads to inflexible/lockstep thining,
    emphasizes procedure over overthouht
177
Q

key functinos of plans/plannign

A

direct & coordinate action,
develop shared situational awareness,
generates expectation,
support exercise of initiative,
provides a framwork tohelp planners/CDR discipline their thinking

178
Q

planning hierarchy

A

conceptual
functional
detailed

179
Q

conceptual planning

A

establish: aims, objectives, intentions, and broad CONOPS
visualize: guidence/intent, goals/objectives, COA,

180
Q

functional planning

A

developing supporting plans for discrete functioning planning
- maneuver, fires, logsitics, intel, force protection, C2

181
Q

detailed plannign

A

translate the broad concepts into a complete and realistic plan
- decomposing teh concept into executable tasks
- teh science of war/specifics of implementation
- target place, ATO, fires, plan, landign plan, OPORD, R&S plan

182
Q

types of military plannignprocesses

A

JPP (joint plannign process)
MCPP
Navy Planning PRocess
MDMP (army military decision making process)

183
Q

common to all types of joint/service formalized planning process steps

A
  • understand the problem and mission analysis
  • develop options to address/solve problems (COA development)
    analysis/test - COA analysis
    compare options - COA compare/decide
184
Q

AMCIT

A

american civilian

185
Q

what happens at the operational level of war (w/regards to planning)

A

at the operational level of war, planners must translate strategic guidance thta is often murky”

186
Q

important tips w/mil planning

A
  • know your role if part of an OPT
  • undertand what functions your warfighting area executes at operational and tactical level.
    PLUS
    what other assets affect you
  • know what is required of you within each step of the planning process
  • references to guide, staff estimates, orders annexes/appendices, format each step, know who to reach out to for expert witnesses
187
Q

MCPP versus R2P2

A

MCPP: SOP is helpful not mandatory.
more time avauilable,
heavy intel needed in each step,
subordinate unit planning slightly affected

R2P2: MEU centric, compressed process, refined/well defined SOP, critical and uses intel/mission planning, process developed prevoiusly

188
Q

tenets of MCPP

A

top down planning, single battel concept, integrated planning

189
Q

tenet of MCPP
“top down planning”

A

plannign is a CDR driven process
- you need his personal invovlement/guidance and access to him
- battle rhythm can provide an avenue to ensrue top down planning occurs

190
Q

tenet of MCPP
“single battle concept”

A

ops/envents in one part of the battlespace ofte4n have profound and consequential effects in other areas/events
- view the battlespace as an invisible entity
- CDR intent provides the context for subordinate units to exercise jugement and initaitive

191
Q

what does CDR intent provide the context to do?

A

CDR intent provides the context for subordinate untis to exercise judgement and initiative

192
Q

tenet of MCPP
“integrated planning”

A

ccoordinate concurrent planning and synch actions towards a common purpose by all elements of hte force (horizontal and verticle”

193
Q

rememeber when you are planning and communicating

A

vertically and horizontally

194
Q

4 levels of contingency plannign

A

CDR estimate,
Base Plan,
CONPLAN with or without TPFDD
OPLAN

195
Q

CDR estimate

A

least amount of detail
- can be a memorandum, command directive, CDR estimate…

196
Q

Base Plan

A

describes CONOPS, major forces, concepts of support, anticipated timelines for completion

197
Q

CONPLAN w/or w/o TPFDD

A

base wplan with annexes required by JFC and a supported CDR estimation of hte plan’s feasibility
- may produce a TPFDD

198
Q

OPLAN

A

complete and detailed joint plan
- contains full descriptions of CONPS< all annexes applicable tot he plan, and TPFDD
- IDs the specific forces, functional support, and resources required to execute the plan and provides close estimations for their flow into theatre
- can be quickly developed into an OPORD

199
Q

logistics and tempo

A

need to manage the resources necessary to maintain OPTEMPO

200
Q

ESB

A

engineer support battalion

201
Q

medical in SD

A

32nd St

202
Q

Operation Sea Signal

A

1992-1996
Dod Op in Caribbean in response to Cuban/Haitian migrats attempting to gain asylum in the US. task force processed 50K.
“Wet Feet Dry Feet Policy”
boat people = Balseros

203
Q

LMCC

A

logistics movement control center

204
Q

3 main engineering in OIF

A

bulk liquid,
bridging, cmobility/counter mobility

205
Q

when was the STP/FRSS conceived

A

1997
- first full implementtion in OIF

206
Q

distribution (logistics) mission

A

success/failure mof

207
Q

challenges to supply distribution

A

speed, distance, enviornment, weather

208
Q

LSB

A

landing support battalion

209
Q

logistics to executor difficulties

A

training and integration is difficult

210
Q

what logistical support is needed forward to sustain

A

need repair and replishmetn forward.
to best support ground ops

211
Q

focus in peacetime garrisoin

A

focus on:
efficiency > effectiveness,
focus,
unpredictable enemy force

212
Q

greatest/biggest obstacle to success

A

logistical organizationa l state
- function focused battalino doesn’t work in wartime where task organization is based on the opertaion

  • the general decided to reorganize but make it a goal that restructing once in the OE in theatre
  • another leader emphasized that importance of developing habitual relationships between the supporting/ED CDR
213
Q

a factor on the battlefield that causes things to survive/work well onteh battlefield

A

80% of problems can be solved w/good relationships dev elope donthe battlefield
- CDRs kow each other’s limitaions/capabiliteis

214
Q

most critical assets downrange

A

distribution capacity and transportation
- maintence, bulk fluid, transprtation

“critical link between __ in supply”

215
Q

simply doing your job

A

it is nevery easy to honor/recognize Marines for simply doing their job even if done in an exemplary manner

216
Q

what did the CG of II MEF say was teh greatest success of Operation Iraqi Freedom

A

Logistics.
_ otehrs said CAS, combined arms, warfighting fucntions

217
Q

providences/cities of Iraq west to east

A

Al Anbar
Bghdad
Ramadi
Fallujah

218
Q

rivers of Iraq

A

Tigris and Euphrates

219
Q

Bush’s 2002 stragegy defense doctrine

A

strategy defense doctrine was based on the concept of “preemption”
- Bush told his vision in the 1st post 9/11 Commence Address to West Point, NY

“our security will require all Americans to be forward looking, resolute, to be ready for preemptive actions which was necessary to defend our liberty and lives”

220
Q

Bush challenge to UN post 9/11

A

Bush challenged UN to adopt a resolution against Iraq and Congress authorized attack

221
Q

stories of ground/air overshadowed logistics in GWOT

A

stories of ground/air overshadowedthe combat service supprot needed to man, arm, fuel, fix, and move a force

222
Q

FSSG

A

Force Service Support Groups
- provided logistical support to MAGTF

223
Q

challenges of combat service support

A
  • great distances across battlefield
  • shortened timeline
  • extension lines of communication from operational level logistics
  • sever weather
  • unpredictable enemy force
  • greatest obstacles: organizational struccure
224
Q

BRAWG

A

Battle Rhythm Analysis Working Gorup

225
Q

RIP

A

relief in place
marine unit conducting RIP

226
Q

IMKO

A

information management/knowledge management

227
Q

enabler of C2

A

information management is the enabler of C2
- consists of people/processes enabled by technology
- get right information to the right people at the right time for the right situational awareness/decision making

228
Q

Knowledge management

A

integration of people and processes enabled by technology to facilitate the exchange of operationally relevant information and expertise to the increase organizational

229
Q

information management is for…

A

IM is for decisoin making based on decision. throughout a common situation

230
Q

knowledge management is for…

A

operational performcce

231
Q

end state of knowledge managemetn

A

enhanced performance

232
Q

II MEF turnover analysis

A

35-40% turnover analysis. to minimize loss, must successfully transfer knoweldge to new staff

233
Q

MIG

A

marine information group

234
Q

MSC

A

major subordinate commandSS

235
Q

SSEC

A

staff security

236
Q

battle rhythm

A

synchronized process and event established to collect informative requirements, conduct information analysis, and deliver relevant outputs to enable decisions
- process/events

237
Q

best path to choose sometimes is the…

A

choose path of least resistence

238
Q

try not to make obstacles obvious…

A

try not to make obstacles obvious in terms of what you think you are trying to achieve w/o enticing or engaging enemy beyond initial contact.

239
Q

when is it harder to build obscales

A

when you are un der fire

240
Q

time obscles to weapons..

A

so they can engage w/o fires. you can fix for a short period fo time but unchallenged whiel workign through teh obstacle

241
Q

soil as an obscale

A

building/confronting engineering obstacles. hard to build tankage obscles. but soft clay = swimming pool soft

242
Q

TRA

A

training, readiness, and assessment

243
Q

MCCCLL

A

MC Center for LEssons LEarned

244
Q

DAI

A

Defense Agencies INitiative

245
Q

COMSTRAT

A

Communications Strategies

246
Q

HAZDIP

A

hazardous diplomatic clearnece workshiop

247
Q

MOS

A

military occupational specialty

248
Q

5 phases of MC Force Generation Policy

A

synch the force,
generate the force,
Ready the force,
deploy the force,
reintegrate the force

249
Q

Azure data Factory

A

cloud based data integration service that enables you to craete data-driven workflows for orchestrating and automating data movement and transformatoin

250
Q

JMPC

A

NATO Joint Medical Planner Course

251
Q

MCIEAST-MCB CAMLEJ

A

MC installation east=- mc base

252
Q

RCB

A

Range Control branch.
= controls all trainign ranges, facilities, and maeeuver on Camp LR

253
Q

RCO

A

range control officer

254
Q

TECOM

A

training and educaiton command

255
Q

RTAM

A

range and training area managment

256
Q

JMTC

A

joint marine training center

257
Q

SOI

A

school of infantry east

258
Q

COMREL

A

community relations
- foster mil-civilian relations

259
Q

COSC

A

combat operations stress control

260
Q

USUHS austere simulated tri-service Role 2

A

Operation Bushmaster

261
Q

JMESP

A

joint medical executive skills program

262
Q

ACHE

A

American collage of healthcare executives

263
Q

NEMTI

A

navy expeditionary medical training institute

264
Q

field management of CBRN training lcoatino

A

Aberdeen Proving Ground, MD

265
Q

HART-C

A

Humanitarian Assitance Response Training= COnflict

266
Q

SIF

A

stand in force

267
Q

FD2030

A

Force Design 2030

268
Q

COPD

A

Comprehensive Operational Planning Directive

269
Q

POAM

A

plan of actions and milestones
- document that ID tasks to be accomplished, needed resources to accomplish the elements of hte plan, any milestones in meeting the tasks, and scheduled completion dates for the milestones

270
Q

DRRS

A

defense readiness reporting sysetm

271
Q

MCTIMS

A

MC training and information management system

272
Q

IAPS

A

Improved award processing system

273
Q

FLTMPS

A

fleet training managment and plannign system

274
Q

MPTK

A

medical planner’s tooklit

275
Q

ISP

A

information security program

276
Q

SSBI

A

single socpe background investigation

277
Q

DISS

A

defense information system for security

278
Q

PRMS

A

personnel recovery infomration managemnet system

279
Q

NCIS

A

naval crinimal investigative service

280
Q

ATO

A

antiterrorism officer

281
Q

RAMS

A

random antiterrorism measures guide

282
Q

IAM

A

information assurance manager

283
Q

SMOG

A

standard medical operations guidelines

284
Q

ATP

A

annual training plan

285
Q

NATOPS

A

general fligth and operation instructions

286
Q

upchit

A

waiver granted normal duration during Aeromedical Clearance Notice

287
Q

NMOTC

A

naval Medicine operational trainign center

288
Q

UMCC

A

unit movement control center

289
Q

MSOC

A

medical support operational center

290
Q

DASC

A

direct air support center

291
Q

AXP

A

ambulance exchange point

292
Q

2 purposes of PET in garrision

A

conduct internal training to prepare for exercises/deploymetns

supprots S2 by certifiying as instructors in specific courses as outlined by PET annual training instruction

293
Q

what must PET know

A

PET must know current tactical situation
- disposition fo friendly forces, ofensive posture, hostile threats…
- all predictive of casualty load and estimated geographical locals of whaere to expect casualties

294
Q

training ward corpsmen need

A

ICU and ward PLUS Phase 1-2 PACu

295
Q

template for AAR

A

TECOM approved AAR template

296
Q

CTM

A

combat trauma management

297
Q

problem of family practice in Ward

A

manage acute/ICU and high volume in ward but practice and are assigned to nonacute enviornments in clinical

298
Q

PRM

A

patient movement request versus 9 Line
- they recommend grouping PMR rather

299
Q

machines in the lab

A

Piccolo
istat

300
Q

REBOA

A

resuscitative endovascular balloon occlusion of the aorta

301
Q

problem when you have 10 repeating cases in exercises

A

same 10 cases on repeat in exercise becomes predictable and difficult to stay engaged

302
Q

tracking blood products in certex

A

create separate log: who the product went to, which unti, type,, .llocation, ssieed time, time unit returned

303
Q

future training evolution focuses

A

future training evolutions shoudl shift focus to teh expectations of future conflicts and incorporate those constraints/limitatoins
- consider robust supply chain and aeromedical evac

304
Q

one exercise noted inability to track Class VIIIA

A

one exercise noted that the inability to track Class VIIIa and establish resource conervation processes will be a serious constraint of HSS in future near-peer engagements when logistical supply may not be possible for days
- thus, AMALS might not be able to support

305
Q

every FEX =

A

opportunity to train for real-workd scenarios so we shoudl hightly prioritize the continued devleopment of exercise control/design to provide high=-fidelt8iy simulation for logsitics tracking and gerat accountability
- trash bak gor keeping gear from being resused an dhighlight critical thinkin

306
Q

Red Teaming

A

a form of risk management for the human brain
- creates/illuminates pathways to better decisions by employing structured techniques ot ID hidden dangers, reveal unseen hidden possibilities, and facilitate creative opportunities

307
Q
A

Notebooks (13 decks)

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