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
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
2
Q
a country’s capacity for violence
A
countries use their capacity for violence as a bargaining power
3
Q
writing by Julius Caesar
A
Conquest of Gual
4
Q
Gulf of Tonkin
A
1964
5
Q
Thucycidides writing
A
Peloponessian war
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
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
8
Q
exploited in vicious diplomacy
A
power to hurt is a bargaining power exploited in vicious diplomacy
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
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
11
Q
what are troops often considered
A
troops are often considered a military asset versus a warm human being
12
Q
Ghengis Khan and hostages
A
Khan often has is hostages march ahead of army so first victims fo resistance
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”
14
Q
a successful surprise attack might prevent…
A
a successful surprise attack might eliminate an opponent’s means for retribution
15
Q
purveyor
A
person who provides or supplis something
16
Q
make clear by explaination or analyssi
A
elucidation
17
Q
If you want peace…
A
if you want peace, prepare for war
si vis pacem, para bellum
18
Q
banged his shoe at UN
A
Khurschev in protest to a speech by a Philippean delgate in 1960
19
Q
point of order
A
draws attention to a rules violation
20
Q
Robert’s Rules
A
Robert’s Rules of ORder. parlimenary procedures.
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
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”
23
Q
Zeno’s paradox
A
before reaching a destination, you must travel halfware there. then halfway from that…infinite number of steps
24
if all threats are fully believed...
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
25
brinksmanship
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
26
comparision to Cold War politcis
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.
27
paradox
logic in a statement that, despite apparently sound reasoning, from true primises, the conclusion is logically unaceptable or self-contradictory
28
3 motivational structures in the game of chicken
go head-on at each other...first to swerve loses
reputation, prescedence, and expectations
-
29
boy who wears glasses and can't see without them can't fight...
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.
30
JIIM
joint integancy intragovernmental and Multinational
31
teaching is cruicial to mission
advising is very demanding but also extremely gratifying
teaching/coaching/advising is crucial to the mission
32
what does the nation's trategic objectives need
the nation's strategic objectives are unattainable w/o a unified approach among capabable partes,
33
SFA
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
-
34
foundation for mission critical
relationships built with allies and part s at the tactical/operational level
35
what can you do with yoru coutnerparts to bring out tangible results
daily interactions with our counterparts make tangible results
36
JCIS&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
37
why must SFA (security force assitance) be properly organized/trained/equipped/employed
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
38
aka coordinated effort
= unified action
39
FSF
foreign security forces
military/police, paramilitary, boarder force at all levels within teh agencey
40
OTERA
organizing
training
equipping
advising
41
what does SFA (security force Assistance) use to develop institutional infrastructure
OTERA: ORGANIZIGN, TRAINING, EQUIPPING, ADVISING
0- sfa IS ONE OF THE loo THE GOVERNMENT USES WHEN BUILDING PARTNER CAPACITY
- NOT STAND IN FOR ENFORCEMENT
42
what must we enable our partners to do
enable partners to build their capacity
- develop collaborate mechanisms to share the decisions, risks, and responsibilities fo today's complex challenges
43
5 goals of the SFA (Security Force Assitance)
competent
capable and sustainable
committed
confident
accountable
44
how to use SFA (Security Force Advisors)
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
45
why can't SFA (Security Force Advisors) be an afterthought?
can't be an afterthought for transition, reconstruction, stability, peacemaking.
Should be integral in planning from stable peace to war
46
11 imperatives of SFA (Security Force Advisors)
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
47
PMESII
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
48
limitations planners have when studying the OE
planners are only limited to their imagination when studying the OE
49
what should you strive for if unity of command isn't possible
unity of command might not be possible but strive for unity of effort/pourpsoe
50
how do you ensure unity of effort
persue common end state to ensure synchronization and unity of effort
51
important thing to know about command relationships
planners and advisors need to understand who is fillign supporting and lead roles.
supportING/ED relastionships change over time
52
ultimate goal of Security Force Assistance (SFA)
ultimate4 goal fo SFA is teo develop HN seucirty forces taht contribtue to legitmiate governance of hte people
53
how do you build HN legitimacy in teh eyes of...
its citizens, international community, regional, governmetn and security force miliatry
54
things senior leaders must have
trust
empower
maintain sigtuational awareness
55
HN engagement with Security Force Assistance (SFA)
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
56
synchronization of information
collection, analysis, management, application, preparation fo information
57
frequently problem when we work with other natiosn
information sharing
58
long-term objectives for HN
make sure they are realistic, obtainable, sustainable
- consider long-term fiscal and personnel reserves
-
59
important to remember when USG/MIl advisors coach/teach...HN
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"
60
what is needed when doing an advisor role
remember your role
rememebr you'll leave
pateintce
understandign their culture
61
enabling skills advisors use
enabling skills: understand human nature, influencing, builds rapport, work through interpretor
62
how do you influence futrue behavior
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
63
3 primary drivers of behavor
need
culture
personality
64
desired way to influence your countparts
establish rapport
65
what should you strive for during negotiatiosn
strive for win win
66
goal of advising
the recipent is responsible for decisoin-making while the advisor p rovides only advice
66
war gaming
bestter udnerstanding , critical thinking, innovation, decision making, foresight
- safe to fail
67
first to use war gaming
Prussians in 1820s
68
what influences military strategy
wargaming
69
benefit of well executed wargaming
delivered significant competitive advantages but doesn't guarentee success
70
seminar
group of advances students
71
naval exercise wargaming
Fleet PRoblem
72
Nimitz quote about their Pacific Wargaming
"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"
73
what are wargames
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'
74
core of wargaming
player decisions they make, nararative sthey carea, exhsared experiences, lessons
- analytical discovers exposure nautical strategic/operational/tactical aissue that arise
75
elements of a wargame
aims and objectives to probley frame
setting/scenariy for the immersive envent
player decisions drive all the way
simualtino/rules, ...
76
background story for a wargame
hx, politcial, military economic, ucultural, yhumanitarian, legal events/circusmtances that led to the unforlede ev ents, PMESII
77
panacea
supposed remedy to cure all diesases and prolong life
78
what do wargames create
experiential learning opportunities and active learning
79
what is wargaming
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
80
benefits of wargaming
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
81
limits of wargaming
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
82
red teaming
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
83
wargaming neglected
wargaming is ap powerful tool which is currently not well understood and therefore somewhat neglected
84
wargaming that has high/low consequences of an event
can lead to erroneous insights and failed lessons
0 responsibility of teh planner to mitigate that risk
85
what are successful wargames
combinatin of art and science.
0 not designateted to reinforce preconceived answers to a problem
86
what can you do if you can critically think?
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
87
what isn't critical thinking...
NOT
= accumulation of info.
argumentative or critical of others
88
what is the 4th Industrial Revolution
AI
robotics
3D printing
genetics/biotechnology
nanotechnology
89
Top 10 Skills needd in 2020
complex problem solving,
critical thinking,
creativity,
people management,
coordination with others,
emotional intelligence,
judgement/decisoin making,
service orientation,
cognitive flexibility,
quality control
90
thinking about thinking
metacognitive skilsl
91
empirical
relying on experiences and observations alone
92
what is one of the most essential things in rationality
not to be absolutely certain is one of the most essential things in reationality
93
logic
a discipline that tells us how to reason
94
difference between formal and informal logic
informal logic - probabilities
formal logic - deductively valid infrences or logical truth. how conclusions follow from premises due to the structure of the argumetn alone
95
writing by Thomas Aquinas
Sumna Theologica
96
who recorded Socrates lessons
Plato
97
theatre quote by Erasmus
"for what is life but a play which everyone acts as part until the curtain comes down"
98
book by Erasmus
In Praise of Folly
99
wrote Utopia
Moore
100
wrote The Prince
Machivelli
101
critical faculty
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
102
Triage at POI
can be self-sorting and a slow trickle.
103
reactive versus proactive training
It is harder to train proactiverly but most train reactively
104
benefits of intel
decreases commander uncertainty
- IPBS helps to decrease friction that can't be eliminated
105
problem of technology
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
106
problem those who overrely on technology have
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
107
human dimension factors include...
will, human dimension, sleep, hunger, not pullo off for moral/aggregious acts
108
human factor we wern't expecting in Vietnam
TV counterculture
- a human factor they didn't realize or account for in their will to defend home
109
what plays a huge role in the human factor
nationalism plays a huge role in the will to fight
110
book "The Kill Chain"
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
111
how does EMP affect battlespace
takes out technoloyg
112
what drives policy
wants/needs
113
what should everyone be brilliant in
be brilliant in teh basics
114
how do you use maneuver and attrition warfare in everyday life
mental gyymnastics
legal cases...ask what is the COG and CV
115
what do you get from a unit that has trained together long-term
intangible syhnergy
116
how to make intangible into tangible
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"
117
what question should you ask about tempo
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
118
how does turnover affect tempo?
what we don't know, poor or no turnover
119
what causes a MEU to loose tempo
moving otu OPSO after PTP and start first montyh of deployment - contribtues tot eh MEU losing temp
120
how to use the OODA loop to help with tempo
must be oriented properly. if not, follow on actions aren't goign to be correct
121
how do previous actions affect the OODA loop?
previous actions in OODA loop can affect orientationq
122
how can you get inside the adversary's OODA loop
COA/dedicatede REd Cell to hlep get inside the adversary's OODA loop
123
what are after actions meant to do?
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
how do we defeat the adversary?
think of them as a system
COG
CV
gaps, Seams, surface
125
how to think about COG
what baskets are all of our eggs in?
a COG can also be a CV if we invest too much in it
126
critical vulnerabilities as a game
the system is like Jenga,
taking out pieces (critical vulnerabilities),
and their COG (multiple pathways)
- shape the system to create
127
combined arms
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
how to think about the enemy
as a system
129
what is decentralized command
empowering small unit leaders
too much OPSO/CDR dictating
no training to think on their own
130
problem of decentralized command
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
vision statement
description of what the organization wants to be in the future and where they are going
132
mission statement
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
objectives
short-term targets
134
values statemetn
"guiding principles"
- organization's philosophies, principals, ideals that set the ethical tone and represent the "soul" of the organization
135
hardships in R2LM versus Role 2
"you are camping with R2LM and glamping with Role 2"
136
what must you do with difficult problems
apply mental rigor
137
what training ground is needed for upcoming fights?
training in desert, prestine conditoins/weather...is that realistic for Russia/China?
138
Do we punish risk takers?
lawyers said yes
139
MCCRE
marien corp combat readiness evaluation
140
what do people learn more from
people learn more from mistakes than from mistakes
141
how do we fail marines w/OODA loop
OODA loops is feedback-cycle training
- we fail our marines and don't teach this stuff
142
question to ask about our training program
what professional training do the corpsmendo
143
METS in a list
METL
144
METL
METS in a list
145
list of our tasks
MET
146
MET
list of ou5r tasks
147
E-coded events
how we can prove we do things
"Evaluaetd events"
- 15 events at every exercise that gets evaluated
148
part of training is...
part of training is knowing what we didn't train you appropriately
149
T&R evaluated events at the CO level
7000
150
MCREE and CERTEX
plt and company level in MC is a MCREE not CERTEX. CERTEX is NOT a thing in MC.
151
realism about training to 7000 METS
trains CO/whole battalion...realism?
152
Levels of T&R
looks at the same thing but from different levels of perspective. redunant.
153
PECL
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
ORE format instead of PECLS
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
ORE
operational reainess exercise
156
power plan
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
quote about not being able to have hurt feelings
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
mission of MLG
provide tactical logistical support above the organic capabilities of MEF and to provide task organized LCE in supporting
159
mission of all MEF
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
"no battle plan..."
no battle plan survices the first encounter with the enemy
161
SAOT
staff action officer training
162
"The viscous circle of wicked problems"
- characteristics of a wicked problem:
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
TEEP
training, exercise, and employment problem
164
G5/9 of the MEF deliberate planning...
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
sections of G5/9 at MEF level
MAGTF planner,
regional plans,
ST&E: science, technology, and experimentation,
Director Strategy and Concepts,
Demonstrations and Assesment,
Assements O,
Center for Naval Analysis
166
Sections of Regional Plans
Contingency Plans (development and maintence)
long-range planning (2-5 years)
support to prepositioning requirements and capabilities,
sequel planning and orders production
167
APEX
adaptive planning and executin
168
Logistical Planning steps
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
MSTP
MAGTF Staff Planning Program
170
planning
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
planning is a learning process...
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
planning is not valuable in itself...
plannign is not valuabel in itself. it must be done properly, employ appropriate methods, translate into actions
173
process
a dynamic system of related activities
174
procedure
a prescribed sequence of steps for accomplishing some specific tasking
175
what does planning allow the military to do
seize the initiative,
decrease lag time between decisions/actions,
helps deal w/complexity and novel situations,
synchronize events
176
common planning mistakes
- 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
key functinos of plans/plannign
direct & coordinate action,
develop shared situational awareness,
generates expectation,
support exercise of initiative,
provides a framwork tohelp planners/CDR discipline their thinking
178
planning hierarchy
conceptual
functional
detailed
179
conceptual planning
establish: aims, objectives, intentions, and broad CONOPS
visualize: guidence/intent, goals/objectives, COA,
180
functional planning
developing supporting plans for discrete functioning planning
- maneuver, fires, logsitics, intel, force protection, C2
181
detailed plannign
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
types of military plannignprocesses
JPP (joint plannign process)
MCPP
Navy Planning PRocess
MDMP (army military decision making process)
183
common to all types of joint/service formalized planning process steps
- understand the problem and mission analysis
- develop options to address/solve problems (COA development)
analysis/test - COA analysis
compare options - COA compare/decide
184
AMCIT
american civilian
185
what happens at the operational level of war (w/regards to planning)
at the operational level of war, planners must translate strategic guidance thta is often murky"
186
important tips w/mil planning
- 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
MCPP versus R2P2
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
tenets of MCPP
top down planning, single battel concept, integrated planning
189
tenet of MCPP
"top down planning"
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
tenet of MCPP
"single battle concept"
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
what does CDR intent provide the context to do?
CDR intent provides the context for subordinate untis to exercise judgement and initiative
192
tenet of MCPP
"integrated planning"
ccoordinate concurrent planning and synch actions towards a common purpose by all elements of hte force (horizontal and verticle"
193
rememeber when you are planning and communicating
vertically and horizontally
194
4 levels of contingency plannign
CDR estimate,
Base Plan,
CONPLAN with or without TPFDD
OPLAN
195
CDR estimate
least amount of detail
- can be a memorandum, command directive, CDR estimate...
196
Base Plan
describes CONOPS, major forces, concepts of support, anticipated timelines for completion
197
CONPLAN w/or w/o TPFDD
base wplan with annexes required by JFC and a supported CDR estimation of hte plan's feasibility
- may produce a TPFDD
198
OPLAN
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
logistics and tempo
need to manage the resources necessary to maintain OPTEMPO
200
ESB
engineer support battalion
201
medical in SD
32nd St
202
Operation Sea Signal
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
LMCC
logistics movement control center
204
3 main engineering in OIF
bulk liquid,
bridging, cmobility/counter mobility
205
when was the STP/FRSS conceived
1997
- first full implementtion in OIF
206
distribution (logistics) mission
success/failure mof
207
challenges to supply distribution
speed, distance, enviornment, weather
208
LSB
landing support battalion
209
logistics to executor difficulties
training and integration is difficult
210
what logistical support is needed forward to sustain
need repair and replishmetn forward.
to best support ground ops
211
focus in peacetime garrisoin
focus on:
efficiency > effectiveness,
focus,
unpredictable enemy force
212
greatest/biggest obstacle to success
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
a factor on the battlefield that causes things to survive/work well onteh battlefield
80% of problems can be solved w/good relationships dev elope donthe battlefield
- CDRs kow each other's limitaions/capabiliteis
214
most critical assets downrange
distribution capacity and transportation
- maintence, bulk fluid, transprtation
"critical link between __ in supply"
215
simply doing your job
it is nevery easy to honor/recognize Marines for simply doing their job even if done in an exemplary manner
216
what did the CG of II MEF say was teh greatest success of Operation Iraqi Freedom
Logistics.
_ otehrs said CAS, combined arms, warfighting fucntions
217
providences/cities of Iraq west to east
Al Anbar
Bghdad
Ramadi
Fallujah
218
rivers of Iraq
Tigris and Euphrates
219
Bush's 2002 stragegy defense doctrine
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
Bush challenge to UN post 9/11
Bush challenged UN to adopt a resolution against Iraq and Congress authorized attack
221
stories of ground/air overshadowed logistics in GWOT
stories of ground/air overshadowedthe combat service supprot needed to man, arm, fuel, fix, and move a force
222
FSSG
Force Service Support Groups
- provided logistical support to MAGTF
223
challenges of combat service support
- great distances across battlefield
- shortened timeline
- extension lines of communication from operational level logistics
- sever weather
- unpredictable enemy force
- greatest obstacles: organizational struccure
224
BRAWG
Battle Rhythm Analysis Working Gorup
225
RIP
relief in place
marine unit conducting RIP
226
IMKO
information management/knowledge management
227
enabler of C2
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
Knowledge management
integration of people and processes enabled by technology to facilitate the exchange of operationally relevant information and expertise to the increase organizational
229
information management is for...
IM is for decisoin making based on decision. throughout a common situation
230
knowledge management is for...
operational performcce
231
end state of knowledge managemetn
enhanced performance
232
II MEF turnover analysis
35-40% turnover analysis. to minimize loss, must successfully transfer knoweldge to new staff
233
MIG
marine information group
234
MSC
major subordinate commandSS
235
SSEC
staff security
236
battle rhythm
synchronized process and event established to collect informative requirements, conduct information analysis, and deliver relevant outputs to enable decisions
- process/events
237
best path to choose sometimes is the...
choose path of least resistence
238
try not to make obstacles obvious...
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
when is it harder to build obscales
when you are un der fire
240
time obscles to weapons..
so they can engage w/o fires. you can fix for a short period fo time but unchallenged whiel workign through teh obstacle
241
soil as an obscale
building/confronting engineering obstacles. hard to build tankage obscles. but soft clay = swimming pool soft
242
TRA
training, readiness, and assessment
243
MCCCLL
MC Center for LEssons LEarned
244
DAI
Defense Agencies INitiative
245
COMSTRAT
Communications Strategies
246
HAZDIP
hazardous diplomatic clearnece workshiop
247
MOS
military occupational specialty
248
5 phases of MC Force Generation Policy
synch the force,
generate the force,
Ready the force,
deploy the force,
reintegrate the force
249
Azure data Factory
cloud based data integration service that enables you to craete data-driven workflows for orchestrating and automating data movement and transformatoin
250
JMPC
NATO Joint Medical Planner Course
251
MCIEAST-MCB CAMLEJ
MC installation east=- mc base
252
RCB
Range Control branch.
= controls all trainign ranges, facilities, and maeeuver on Camp LR
253
RCO
range control officer
254
TECOM
training and educaiton command
255
RTAM
range and training area managment
256
JMTC
joint marine training center
257
SOI
school of infantry east
258
COMREL
community relations
- foster mil-civilian relations
259
COSC
combat operations stress control
260
USUHS austere simulated tri-service Role 2
Operation Bushmaster
261
JMESP
joint medical executive skills program
262
ACHE
American collage of healthcare executives
263
NEMTI
navy expeditionary medical training institute
264
field management of CBRN training lcoatino
Aberdeen Proving Ground, MD
265
HART-C
Humanitarian Assitance Response Training= COnflict
266
SIF
stand in force
267
FD2030
Force Design 2030
268
COPD
Comprehensive Operational Planning Directive
269
POAM
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
DRRS
defense readiness reporting sysetm
271
MCTIMS
MC training and information management system
272
IAPS
Improved award processing system
273
FLTMPS
fleet training managment and plannign system
274
MPTK
medical planner's tooklit
275
ISP
information security program
276
SSBI
single socpe background investigation
277
DISS
defense information system for security
278
PRMS
personnel recovery infomration managemnet system
279
NCIS
naval crinimal investigative service
280
ATO
antiterrorism officer
281
RAMS
random antiterrorism measures guide
282
IAM
information assurance manager
283
SMOG
standard medical operations guidelines
284
ATP
annual training plan
285
NATOPS
general fligth and operation instructions
286
upchit
waiver granted normal duration during Aeromedical Clearance Notice
287
NMOTC
naval Medicine operational trainign center
288
UMCC
unit movement control center
289
MSOC
medical support operational center
290
DASC
direct air support center
291
AXP
ambulance exchange point
292
2 purposes of PET in garrision
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
what must PET know
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
training ward corpsmen need
ICU and ward PLUS Phase 1-2 PACu
295
template for AAR
TECOM approved AAR template
296
CTM
combat trauma management
297
problem of family practice in Ward
manage acute/ICU and high volume in ward but practice and are assigned to nonacute enviornments in clinical
298
PRM
patient movement request versus 9 Line
- they recommend grouping PMR rather
299
machines in the lab
Piccolo
istat
300
REBOA
resuscitative endovascular balloon occlusion of the aorta
301
problem when you have 10 repeating cases in exercises
same 10 cases on repeat in exercise becomes predictable and difficult to stay engaged
302
tracking blood products in certex
create separate log: who the product went to, which unti, type,, .llocation, ssieed time, time unit returned
303
future training evolution focuses
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
one exercise noted inability to track Class VIIIA
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
every FEX =
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
Red Teaming
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
