military_topics_20230129232137 Flashcards
1
Q
CRA
A
coordinating review authority| organization’s doctrine POC
2
Q
FAR
A
formal assessment report
3
Q
RFD
A
revision first draft
4
Q
PRA
A
primary review authority
5
Q
mission set of Joint FOrce Development
A
doctrine
education
training
lessons learned
concept developmentanalyssi```
6
Q
how do you use joint doctrine
A
- authoritative but requires judgement in application
- not dogma but aids in commander’s thinking in employment of ways to achieve a common objective
- not prescripotive and focuses on how to think about operations
- doesn’t use word “must” or “I will” b/t the commander is expected to use judgement in its application
7
Q
JP-7
A
Joint Force Development
8
Q
JP-8
A
Force Struction, Resources, Assessment
9
Q
IMD
A
INformation Management Division
10
Q
military operation to combat the Ebola virus
A
Operation United Assistance. 2014. help combat the Ebola virus in W. africa including the part in Liberia. first US military operation to support a disease
11
Q
leadership of joint forces
A
joint forces operate under a single joint force commander
12
Q
`guide to plan/execute/assess joint military orperations
A
JP-3: JOint Operations
13
Q
how to describe the strategic environbments
A
TMM = transregional, multidomain, multifunctional
14
Q
profile of today’s potential adversaries
A
increasingly synchronized, integrated, and mroe lethalmore sophisticatedless constrained by geographi, functional, legal, and phasing boundaries
15
Q
forms teh National Strategic direction
A
governed by"constitutionfederal lawUSG policyinternational lawnational interests represented by national security policy
16
Q
CCS
A
Commandres COmmunication Synchronization*process to implement strategic-level guidence by coordinating synchronizing, and ensuring integrity and consistency of strategic/tactical level na, themes, narratives, nmessages, and images
17
Q
effective CCS (Commanders Coommunication Synchronization)
A
focuses on process and efforts to understand/communicate wkey audience sto create4/strengthen/preserve coordination favorable to advance USG interests/policies/objectibves
18
Q
CCMD strategies
A
long term borad statements of GCC long term vision for the AOR and the FCC long term vision for the hglobal employment of functinal capabilities guided by the prepared in the SecDef GEF sand CJCS objectives articulated in the National Military STtategy
19
Q
who prepares the Global Employment of the Force
A
SecDef
20
Q
who prepares the National Military Strategy
A
CJCS
21
Q
US troops helping out other countries
A
president retains control over armed US forces but sometimes it is prudent to place them under control of forgein commander to achieve specific objectives*even when operating under operational conrol (OPCON),o f a cforieing commander, US mil keeps their own chain of command
22
Q
DOD supporting other agencies
A
DOD may support other agencies during operations but under US law, US military remains under DOD command structure
23
Q
strategic
A
ideas to emploiy instruments of national power to achieve national/multinational/theatre objectives
24
Q
ideas to employ instruments of national power to achieve national/multinational/theatre objectives
A
strategic
25
cognitive approach used by commanders & staff
operational art
26
operational art
cognitive approach by leaders*used to determine how/where/when/for what purpose military forces will be employed, to influence the adversaries disposition before combat, deter adversaries from supporting evenemy, deter adversary from supporters,
27
tactical
plan/execute battles, engagtements, and activiteis at the theatre level to achieve military objectives assigned to the units
28
"joint"
when conducted by a force composed of significant elements of +2 military departments opeating under a single JFC
29
C2 functions
command centeric and network enabled to facilitate initative and decison at the lowest appropraite level
30
what does operational art include
```skillknowledgeexperiencecreativityjudgement```
31
what is considered when doing operational art
"what conditions do we need to complete the task"| capabilities, actions, goals, priorities, operating processes
32
ability to plan/prepare/execute, assess
operational art
33
what questions does a Commander's ability to think creatively using operatational art need to ask
"Ends, Ways, Means, Risk"
1. ENDS: What are the objectives & desired militayr end states?
2. WAYS: what sequence of actions is most likely to achieve those objectives military end state?
3. MEANS: what resources are needed in order to accomplish that sequence of action?
4. RISKS: What is the likely chance of failure or unacceptable result of performing that sequence of action?
34
operational design
conception/construction of hte framework that underpins a campaign or major operation plan and its subesquence...
35
tools of operational design
objectiveCOGLOOLOE
36
operational approach
commanders initial description to help guide foruther planning of the broad acts that the force must take to ahcieve objectives and accomplish the mission
37
joint force mission
"what the joint force must accomplishWWWWH*forms the basis for planning & includes the commanders plannign guidence, planning directive staff and commander oCONOPS
38
last position occupied byt eh attack eschelon before crossign the line of departure
attack position
39
attack position
last position occupied by the attack eschelon before corssing the line of departure
40
brevity code
code word which provides no seucrity that serves the sole purpose of shortening the messages before rather than conceleamebt of their content
41
SOF
(soft)| support fo special ops force
42
OPCON
operational control
43
central command of the SEALS
NAB Coronado - Teams 1, 3. 5, 7| Little Creek, VA- even teams
44
SEALS on the West Coast
Coronado = odd number
45
breakdown of each SEAL team
each team has 2-8 platoons (most have 8)each team is led by an O516 men platoon
46
MARSOC
marine special ops
47
Operation Neptune Spear
shot OBL on May 2 2011 in Pakistan
48
CWMD
counter WMD
49
direct action
special ops to seize, destory, capture, exploit, receo er, or damage designatedf targets in diplomacy/political environments
50
special reconnaisance
covert/clandestine collections to collect /verify information for leads
51
what must leaders do to effectively plan and execute missions
must thoroughly understand the nature and theory of warfare
52
how is operational art used
method commanders employ to orhestrate the employment of military forces and nonmil sources of power to achieve strategic level objectives nad ensure all tactical actions are linked together as part of a larger operatational design
53
COG in war
protecting your own COG is just as imprtant as defeating your enemy's
54
what makes up the strategic level of war
strategic level of war = broad global perspective & national policy*focus at this level is to accomplish strategic objectives
55
who functions at the strategic level of war
presidentSecDefCJCS
56
resources for the strategic level of war
instruments of national power = diplomatic, informational, economic, military*National Security Strategy, National Defense Strategy, National Military Strategy
57
what does the tactical level of war focus on
focuses on ordered arrangement and maneiuver of combat elemenbts in relation to each other and to the enemy to achieve combat objecjtives
58
difference between engagement and battle
battle is a longer set of engagements| engagments are short duration betwene small forces
59
short interactions between small forces
engagement| battles are larger
60
level of war where battles and engagements are
tactical
61
level of war where campaigns and major options happen
operational level of war
62
who operates at each level of war
strategic = president, SecDef, CJCS
operational = combatant commanders, JTF
tactical = carrier strike groups, expeditionary strike groups
63
what are the focuses at each level of war
```strategic = broad global & national policyopeational = camp;aings/ major campaings in sequencestactical = battles and engagements,```
64
what happens at teh operational level of war
campaigns and major opsfocus = opeatioanl art>*commanders at this level determine a sequence of actions that will be the most likely to produce military conditions to achive strategic goals
65
1800s technology influenceing warfare -6
```horse drawn artillarymuskets/cannonsrailroadtelegraphsteam power ships```
66
1900s -9
glabal wars b/c increased mobility and range| *radio, aircraft, tanks, trucks, subs, carriers, rockets, missles, airborne tropus
67
topics to consider in operational art
```militarypoliticaleconomicfinancialsocialculturalreligion```
68
operational art is not...
not a substitute for strategy or tactics. in integrates strategy and tactis via operational planning and force employment
69
difference between operational art and the operational level fo warfare
OA = cognitive analytical processOLOW: cagagory of miliary ops and doctrineOPERATIONAL ART IS NOT DOCTRINE< STTRATEGY< OPERSTIONAL LEVEL OF WAR
70
"On War"
Carl von Clausewitz
71
Carl von Clausewitz
On War
72
WW2 leader w/ a checklist on his desk
Nimitz had a checkoff lsit of htings to consider before launching an operation that he kept on his desk"objective, offense, surprise, superiority of force at point of contact, simplicity, security, movement, economy of force, cooperation
73
S's in the 9 Principles of War
security
surprise
simplicty
74
how to use the 9 Principles of War
summary of characteristics often leading to success but should always be evolving b/c new technology and cultural influences
75
how should we direct every military operation
we should direct every military oepration towards a cclearly defined, decisive, and attainable objective
76
what is the most significant preparation a commander can make
clearly express the objective of the operation to subordinant commanders
77
offensive
action to seize, retain, and exploit the inititative
78
what does offensive action allow us to do
offensive action lets us select terms, select the place of conformation, exploit vulnerabilities, seize opportunities from unexpected developments
79
concentrate the efforts of combat power at the most advantageous place and a tthe time to achieve the desired results
mass
80
allocate minimum essential combat power to seconary efforts
economy of force
81
why is economy of force important
with more targets than assets, forcu attention on primary objectives*knock certain C2 nodes out of comission can be more significant than destorying entire enemy C2
82
knocking out certain C2 out of commisssion can be more significant than destorying entire enbemy C2
economy of force| allocate minimum essential combat power to secondary efforts
83
measured allocation of available combat power to limited fascets
econbomy of force = measured allocation of available combat power to limited attacks, defense, delays, deception in order to achieve mass somewhere else
84
concentrate resources in one place versusallocation of minimal efforts in secondary efforts
mass = concentrate resources in one place| economy of force = allocation of minimal efforts in secondary efforts
85
seize & retain positional advantage
maneuver
86
importance of maneuver
seize/retain positional advantagekeep enemy off balance & protect friendly forcer*force tempo of combat beyond an adversaries ability to respond
87
how do you force the tempo of combat beyond an adversaries ability to respond
maneuver
88
how do adversaries respond to surprise
they are immediately put on the defense
89
factors that contribute to surprise
speed in decision-making & information sharing
effective intel
deception
operational security
agility
90
proof that simplicity (principle of war) can still be successful
the implementoing order for some of the most inflential naval battles was just a paragraph
91
considerations you should make of your adversaries
determine the:physica lmental
moral
cultural
motivation of the unique abilitilieties/carahacteristcs
92
source of power that gives strength or will to act
COG
93
what does the successful planning at any level hinge oin
```knowing:your COGadversary's COGallies COGneutral COG```
94
examples of when national will was a COG
Vietnam| Gulf War
95
COG as an intangible vs tangible level of strength
intangible -= morale, resolve, political/mil leadership, motivationtangible -= force strength, geographic
96
critical weakness
weakness that, if exploited, will do the msot significant damage to ability to resist
97
factor that, if exploited, will do the most damage to ability to resist
critical weakness
98
characteristics at the front (of a battle)
strongest. attention focused| best to isolate from enemy, split, surpirse
99
adversary strength versus weakness
strength - COGweakness = critical weakness*critical weakness is often a patway off attacking a COG
100
how did US defend itself during its first `150 yrs
the coloniests relied on thbemselves for national defense so theiy hired pros like JOhn SMith and mIles Stndish* every abled baodied men was in teh mlitia and no standing Brit army until F&I war* aw we moved west, we had to keep track of French supported indiants as they came down from Canada
101
what did Dolly Madision save
silver and washington's picture
102
joint forces in Civil War
civil war was joint (army/navy) that worked w/o doctrine. navy's participation was critical
103
Civil War surrender
Appatommatox. leniency allwoe the COnfederates to go back and become part of hte union again
104
conditions that lead to conflict
* unclear/duplicate roles & responsibilities
* competition over resources
* unclear/inconsistent governbments
* lack of standards/standardizaiton
* lack of trust
* poor communication
* lack of mechanisms for conflcit resolution
* organiztion encourges peer competition
* reward/recognization for individual accomplishments versus team ones
105
3rd party strategies for conflict resoution (4)
arbitrationmediationneutral 3rd partyoutside expert
106
neutral 3rd party w/power to issued a decision binding on all parties
arbitration
107
mediation
neutral 3rd party enrages the parties in negotiation solution through persuastion and rational argument
108
how can a neutral party help conflict resolution
ask questions to help parties identify u derlying problems and common interests
109
what questions should be asked to help w/conflict resolution
ask questions to identify underlying problems and commob interests
110
mneumonic to remember ways to approprach interpersonal onflict
```"RESOLUTION"R-espect the right to disagreeE-xpress your real concernsS-hare common goals/interestsO-pen yourself to different povL-isten carefully to all proposalsU-nderstand the major issues involvedT-hink about possible consequencesI-mangine several possible solutionsO-ffer some reasonable comporomisesN-egotiate mutually fair cooperative agbfeements```
111
when is feedback destructiverr
feedback is destructive wehen it serves onlyt he needs of hte peson rather than the one who gives it
112
best way to give feedback
feedback is destructrive when it only serves your needs not the one who gives itconsider both that person's needs and your owndiscus the behavior the person has the ability to control. frustation increases when the person is reminded of shortcomings they cannot control
113
what does problem solving do
problem solving seeks a solution that integrates the needs of groups that are in conflict rather than forcing a solution by command/allowign teh team more influence to dictate a solution
114
3 things needed for intergroup porblem solving
minimal level of trust between group members| advaocate time to discuss conflict, evaluatioe options, negotion to find agreement, good communication
115
nonlethal weapon
dsigned to incapicate while minimizing fatalities, premanent injuryt, damage toi property in teh target area of the enviornment
116
military objectives
broken down into strategic, operationa, tactical
117
effect of irregular warfare on one doing conventional warfare
irregular warfare can leave a purely conventional force unable to take decisvive action
118
"On War"
Carl von Clauzewitz
119
"The Art of War"
Sun-Tzu
120
Sun-Tzu
The Art of War
121
Opeation Restore HOpe
1992US forces sent to Somalia to ensure relief supplies were delivered ut faced hostile mobs who were desparate and starving. use of lethal force didn't support opearational and strategic goals. snipers against US troops
122
what happned in Black Hawk Down
1993 SOmaliaduring a raid to capture SOmali warlords, US forces under fire from armed gang hidden in teh crowd18 US/1K somalis killed
123
Opearation United SHield
`995forces in somalia to cover the withdrawl of pakistan/bangledesh troops left in somalia as part of a UN Humanitarian relief. Op United SHield was the first time marines were required to carry nonlethal weapons and the fierst time nonlethal warfarea was included in contingency planngin
124
first time US Marines were required to carry nonlethal weapons and NLW were included in contingency planning
Operation United Shield in 1995 SOmalia. to cover the withdrawl of pakistan/bangledesh troops left in Somalia as part of a UN Humanitarian relief effort
125
nonlethal weapons carried by Marines
```rubbar ball groundsnonlethal munitionsp[epper sprayflash bang grenadeslaser illuminators*in 1 instance, a marien shined a red light pusle illuminator on athe chew tof a somali and the crowd ran away```
126
what happened after Operation Restore Hope
Mrines had an aggressive campaign to spread world of their nonlethal warfare employed whechi scared them so decreased mob activitiy in Opeation United SHield
127
how is nonlethal warfare mean to be utilized
complementary tool set
128
CNN effect
1990s impact in broadcasts
129
how did President Johnson keep informed about the Vietnam War
he had tv monitors in teh White HOuse so he could hear/see nighly news resports and opinions about Vietnema War
130
how did the CNN effect affect use of deadily force
our employment of deadily force may be viewed and adjudicated in the court of public/world opinion|*risk undermines our strategic objective and partners
131
how much force should you apply to solve a problem w/violence
force proportionality = only apply the level of force needed to solve the problem
132
benefits of nonlethal warfare
more timne to determine hostile intent and separate noncombatants from combatants zo it allows more informed decision making
133
when should you never use nonlethal warfare
NLW should never be used in a situation where lethal force is necessary - deadily force is an inherent right to protect from death or serious bodily harm. using NLW can put you at unnecessary risk
134
stance on deadily force
NLW should never be used in a situation where lethal force is necessary. deadily force is an inherent right to protect form death or serious bodily harm. using NLW can put you at unnecessary risk
135
define rules of engagement
tacticall/ops impliatos of performing missions in situations where most hostile national law enforcement is nonexistent, nonfunctional,
136
what shapes rules of engagement
international treaties or international alw
137
define rules of use of force
domestic missions within US territory or sucurity functions at bases overseas
138
what shapes rules of use of force
generally shaped by constituional law
139
HEMI
human electro-maneuver incapication (?)
140
limit to acoustic & signage as a nonlethal weapon
the adversary needs to be able to read and understand englishacoustic is affected by wind, signate by light
141
EOF
escalation of force
142
what is often unavoidable when using lethal force
collateral damage from lethal force is often unavoidable
143
characteristics about enemyt to consider
```COGcompositoindispositionstrengthrecent activitiesability to reinforceeneomy casof actionwillingness to use civilians as coverenemy patterns*consider this plus training/equipment/capabilities to cover threat and past use of force in the AOR```
144
joint planning
deliberate process of determining how (the way) to use military capacities (means) in time/space to achieve objectives (the ends) while considering the associative risks
145
ways, means, ends
joint planning: deliberate process of determining how (ways) to use military capacities (means) in time/space to achieve objectives (ends) while considering the associative risks
146
JPEC
joint planning and execution comm
147
DSR
Defense Strategy Review
148
joint planning at the strategic oevel
joint plannign at the strategic level provid3s the pres/secdef options basted on the best military advice or the use of addressing national interests/achieving objectives in the NSS and DSR
149
what is joint planning
```focused on end stateglobally integrated/coordinatiedresource informedrisk informedframed within the operational environmentinformative to decision makingadaptive/flexible```
150
what is the first step of planning
planning begins by identifying the desired national/military end states
151
what is APEX
framework for iterative dialogue and collaborative planning to discover the meritsr/risk of military options and employment of joint forces
152
framework for iterative diaglogue and collaborative planning to discover the risk/merits for military options and employment of joint forces
APEX= adaptive planning & execution
153
what do we do with risk
accept
reduce
control
154
what is planning on
planning is based on continuous monitoreing and understanding actual conditions affecting the OE (operating environment)*friendly/adversary force postures, readiness, geopolitical conditions, adversary perceptions
155
what is the starting position be for any military plan
starting position for any plan should always be the current operating environment
156
continuum of the levels of war from the broadest to narrowest
strategicoperationaltactical
157
being informed decision makers-6
isssues
assumptions
resource requriements
Costs
risks
cost-benefit
trade offs
158
what happens if you dont' have clear strategic-level gudence
w/o clear strategic-level guidence, disconnect emerges betwee direction, plannign, assujmptions, available force, capabilities, desired objectives, and end states
159
what is strategy
art/science of determine a future state/conditions (ends) , conveying tghis to an audience, determining the operational approach (ways), and identifying the authoritiesresources (ways), necessary to reach the intended end state
160
strategic art
ability to udnerstyand the strategic variables r/t the operational area and to conceptualize how the desired objectives set for in strategic-level guidence can be reached through teh employment of military capabilities
161
operational art
application of intution/crative imangination by commanders
162
what is the first thing you should do when starting planning/a mission
ask "What problem are we REALLY being asked to solve?"
163
FCP
functional campaing plan
164
what does the combatant commander conduct on a daily basis to implement national policy/defense strategy
TCP = theatre campaign plan| FCP - functional campaign plan
165
how are CCDR directed
combatant commanders are directed in teh GLobal employment of the force & JSCP (Joint Strategic Campaing Plan)
166
JSCP
JOint Strategic Campaing PLan
167
contigency planning
based on hypothetical situations, it relies on assumptions to fill gaps*specific conditions affecting COA remain uncertain making it difficutl to identify specific decisions for events thgat have not yet occurred in a dynamic OE
168
what does contingency planning rely on
contingency planning is based on hypothetical situations thus relying on assumptions to fill gaps for event sthat have not yet occurred in dynamic operating enviornmetns
169
defines ideal achievement for all objectives
end state
170
end state
defines ideal achievement for all objectivesrepresents a time/set of conditions beyond which the president does not require the military instrument of national power as the primary means to achieve remmaining national objectives
171
time/set of conditions where the president does not need the military instrument of national power as the primary means to achieve remaining objectives
end state
172
objectives
clearly defined, decisive, attainable goals towards which every operation is directed
173
4 characteristics of objectives
specific
measurable
relevant
time-bound
174
why do you want multiple COA
you want multiple COA to provide flexibility to adapt o changn conditions and remain consistent with JFC intent/present options to civilian decision makers
175
CONOPS
concept of operations
176
effect of mitigating risks
decreases likeliohood of occurrencedecreases costs of occurencedecreases potential of negative effecs
177
what does assessing involve
assessing involves monitoring/analyzing changes in OE determining the potential cost for those changes, opportunities/risks prov9diing the recommendations for improving performance to achieve objectivity
178
how to evaluate what the government, military, and press says
notice what is said and what is not said
179
purpose of assessing
integrates relevant, reliable feedback into planning and execution thus supporting the comamnder's decision-making regarding plans developmebt, adaption, and refinement and to adjust operations during execution
180
key to any multinational operation
unity of effort
181
CJCSI 5714.01
Policy for the Release of JOint INformation
182
how is strategic direction generally conveyed to the military
via key written documents* established within gthe APEX enterprise* communicated w/military to pursue national interests within legal/constitutionallimitations
183
benefit of using written documents to distrubute information regarding strategic direction
strategic direction may change rapidly in response to changing situations but strategic guidence documents are typically updated cyclically and might not reglect the most current strategic direcives
184
National Security COuncil
presidnt principle forum for considering national security anf foreign policies
185
president principle forum for considering national security and foreign policy
National Security Council
186
military advisor to the president
CJCS via the National Security Council
187
military representation in the National Security COuncil
CJCS
188
participants in the National Security COuncil
pres, vp, SofS, SofT, Secof HS, Secef, assistant tio te president for natioanl security affairs
189
CJCS Title 10, USC statuatory resonsibility
CJCS uses the JOint Strategic planning system to provide a formal structure in aligning the ends, ways, and means*ID opportunities , mitigate risk for hte military shaping the best assessment/advi e/direction of hte military
190
How does the presidnet provide strategic guidence
via the Natioanl Security Strategy, Executive orders, presidential policy directive...
191
USD(P)
undersecretary of Defense for POlicy*assists SecDef w/p preparing written policy guidence for hte preparation of plans, reviews plans, helps SecDef w/other duties
192
what does the CJCS provide
independent assessmentsprinciple mil advisor to pres/secdef/national security council,develps the Natioanl Military Stragegy and JOint Stragegic Campaing plan with a way to help prez/sec provide unified strategic direction to military
193
role of National Secur4ity Council System
is the principle form for interagency deliberation of national security policy issues requiring president decision*purpose= develop policy recommendations w/ineragency approve w/interagency consensus
194
National Security Strategy
outlines major national security concerns of the US and how the admin plans to address them using all instruments of national power
195
Dep of S
lead of foreign affaris agency within the exdecutive branch| (principle foreign policy advisor and implements presidnet foreign policies worldwide
196
USAID
independent fed agency that receives overall foreign policy guidence for DOS
197
blueprint to guide the DepState & USAID
Quadrennial Diplomacy and Development reviewDOS=USAID joint strategic planjoint regional stratyegy country development cooperation strategy, itnegrates country strategy
198
full name for the Quadrinnial Review
Quadrennial Diplomacy & Developmebtal Review
199
who writes the Quadrinneal Review
joint DOS?USAID effort
200
what does the Quadrennial Review do
identify major global/operatatioankl trends that constitutents threats or opportunities delineates priorities and reforms to ensure our civilian institutions are in the strongest position to shape/respond to a rapidly chanign world
201
Country Development Cooperation Strategy
5yr country-level strategy that focuses in USAID implemented assistance
202
DOS-USAID Joint Straehgic Plan
blueprint for investing in America's future and achieving NSS & QUadrennial REview. lays out 4yr strategic goals/objectives and includes key performance goals for each objectivre
203
Integrated country strategy
3yr stratgy by the DOS country team which articulates the USG priorities/goals-the basis for annual mission resource requests
204
executive agency responsible for US diplomacy
DOS
205
role of Dep of State
executive agent responsible for US diplomacy
206
Defenser Strategy Review
articulates a defense strategy the msot constraint with the recent National Security Stragety*defining force structure, modernization plan, budget plan
207
Unified Command Plan
CCMD mission/responsibilities assignmen of forces, delineates AOR of GCF or FCC
208
why do we do the Defense Strategy Review
DSR is legislatively mandated by congress per Title 10 abd is required every 4yrs
209
how often is the Defense Strategy REview
q4yrs per congress in Title 10
210
what is in the Defense Strategy Review
strategic guidence on planning, force development, to execute a full range of mission over thenext 20 yrs (new one every 4yrs)
211
what translates National Security Strategy objhectivies into prioritives
GEF translates NSS objectives into priortiation and comprehensive plannign guidence vor the employment of DOD forces
212
how are contingency plans built
contingency plans are built to account for hte possibility that campaign activities could fail to prevent aggression, rpeclude large scale instability
213
posture planning
aligns basing/forcus to ensure theatre a global functioning security respond to contingency scenariors and provide strategy deterance
214
GFMIG
Global Force Managemnt Implementation Guidelines| *force requirements, assignment of location
215
National MIlitary Strateghy
efforts of military while conveying CJCS direction w/regard to OE and military actions taken to preserve nationals security interests
216
what does National Military Strategy define
national military objectives (ends)how to accomplishments those objectives (ways)military capabilities to execute the strategy (means)(
217
ends
what are the national military objectives
218
ways
how to accomplish these objectives
219
means
what military capabilities are required to execute this strategy
220
primary document in which teh CJCS carries out its statuatory responsibilities for providing strategic direction to the military
JSCP "jay skap"
221
JSCP
"jay skap"primary document in which the CJCS carries out its statutatorey responsibiliteis for providing strategic direction to the military
222
GFMIG
specifies allocations and distribution of forces| documents force planning and execution guidence and shows assignment of forces in support of USCP
223
specifies allocation and distribution of forces
GFMIG
224
GFMAP
global force management allocation plan
225
GFM
provides comprehensive insights into the global availability of military resources and provies senior decison makers a process to quickly/accurately assess the impact/risks, proposed changes in force assignment, appointment, allowance
226
how frequently is the GFM updates
updated every 2yrs and is approved by SecDef| Joint prepares for SecDef approval
227
what should a strategy describe
a strategy shoudl describe the ends as directed in strategic guidence and the ways/means to attain them
228
commander's communication synchronization
process to coordinate/synch: narratives, themes, messages, images, operations, actions*to ensure integrity/consistency to the lowest tactiacl level aross all relevant communication activiteis
229
who has the primary responsibility for communciation synch oversight
`DOS.led by thge Undersecretary for public diplomacy and public affairsoverall mechanism by which teh USG coordinates public diplomacy aross the interagency community
230
what should be considered in all joint planning for military operations
communication synchronization considerations should be included in all joint planning for military ops from routine, recurring, military acrtivities in peacetime to major operations
231
JPEC
HQW, command agencies involved in joint ops| *snot a standing/regular meeting entity. it consists of stakeholders
232
responsible for assigned tasks
supported commands
233
JP1
Doctrine for the Armed Forces of the United States
234
what does APEX do
integrates plannign activities of JPEC and facilities the transition for planning to execution
235
development of plans with options for president and secdef
APEX
236
functions fo APEX
4 operational activities4 planning functions7 exeuction functions a number of related prducts
237
IPR's
iterative dialogue among civ-mil leaders at the strategic level to galin a shared understyqanding of hte situation, inform leadership, and influen ce plannign
238
situational awareness activities
monitor global situationID an event that has occurredrecognize event is a problem or potential problemreport event
239
specified start time
H-hour
240
unnamed day on which a deployment begins
C-Day| D day is when the operation commences
241
unspecified cryptic day and hour on which operations versus deployments start
```operation = D-day & H-hourdeployment = C-day & L-horu```
242
hour on the C-day when a deployment staerts
L-hour
243
assessment to determien progress towards mission accomplishment
a continuous process to inform deicison making
244
4 planning functions
strategic guidance
concept developmet
plan development
plant agent
245
ORDS if the situation is time sensitive
if time sensitive, WARNORD might not be issued forst. the planord/alerord/exord might be forest
246
BPLAN
Base plan
247
OPLAN
full descriptions of CONOPS all applicable annexes to the plan including a TPFDD
248
how to pronounce TPFDD
"tip fihd"
249
what happens to the planning stages during a crisis
in crisks, planning steps may need to be compressd for time sensitivity*so the CCDR will look for previously prepared plans for suitability and adaptrefine those plans into an extecutable OPORD
250
what is an excellent resource for CCDR when they need to plan a response but they are in crisis mode so there is no time
look for previously preparedplans for suitability and adapt/refine those plans into an executable opord
251
CJCSM 3130.03
"Adaptive Plannign & Execution (APEX) Planning FOrmats & Guidence"
252
planning directive to start developing a COA
WARNORD
253
PLANORD
provides essential planning guidence before leaders approves a COA
254
provides essential planing guidence before leaders approve a COA
PLANORD
255
ALERTORD
COA approved. DOESN"t authorize execution of that COA
256
COA is approved but the COA is not yet authorized
ALERTORD
257
PTDO
prepare to deploy order
258
EXORD
implement approved CONOPS.
259
who issues EXORD
president/SecDef are the only ones to approve EXORD. that's the implementation approval for CONOPS
260
WARNORD ALERTORDEXORDFRAGORD
Warn = start developing COAPlan- planning guidnce before leaders approve COAAlert-COA is approved but not yet authorizedExord-prez/SecDef signs off
261
FRAGORD
brief/specific directions that alters parts of original orders that have changed
262
brief/specific directions that alters parts of original orders that have changed
FRAGORd
263
brief/specific directions that alters parts of original orders that have changed
FRAGORd
264
joint orders
```depordplanordalertordexeordfragowarnordoporderPOTDO```
265
EXORD
direction to implenent an approved CONOPS
266
directive to implement an approved CONOPS
EXORD
267
what does strategy prioritize
strategy prioritizes resources and actions to achieve future desired conditions
268
intel fed to commander
CCIR = commander's critical information requirement
269
what does unity of force mean
unity of force means everyone operates under a single commander
270
everyone operates under a single commander
unity of force
271
economy of force
judicious employment and distribution of forces
272
judicious employment and distribution of forces
economy of force
273
why should you consider frames of reference
planners tend to plan from their own POV but other from different POV
274
what should planners be cognizant of doing
planners tend to plan from their own POV but others from diffent POV
275
LOE
lines of effort"cause & effect"to visualize relationships between conditions, campaign objectives, theoritical endstates
276
visualize relationships between conditions/campaign objectives,/theoretical end states
LOE = lines of effort
277
describes the state of hte operating enviornment
conditions
278
conditions
describes the state of hte operating enviornment
279
what must campaign plans have
contingenceis, measurable objectives
280
objectives
clearly defined, measurable, and attainable
281
how does a CCDR measure success
compare to objectives
282
4 timeframes for resources
current year
budget year
porgram yearout...
283
posture plan
CCMD proposal for forces, footprint, and agremment and required and authorized to achieve the command's objectives and to sat conditions for accomplishing assigned mission
284
plans for the theatre
```TDP = theatre distributino planTLO = theatre logistics planTLA = theatre logistics analysis```
285
TDP
theatre distribution plandetailed theatre mobility and distribution analysis to ensure sufficient capacity planned capability throught the theatre and synchronize distribution planning throughout the entire global distribution
286
TLO
threatre logistics plan
287
TLA
theatre logistics analysis| detailed country by country analysis of key infrastructure
288
detailed country by country analysis fo key infrastructure
TLA = theatre logistics analysis
289
GCC
assesshoes how strongly US interests are held within their respective areas, how those interests can be threatened and their ability to execute assignem ed missions to protec thtem/achieve US military secueity objectives
290
how should you approach risk
decide what level of risk you are willing to accept
291
what dos CCDR need to identify
identify opportunities to exploit to inflence the situation in a positive direction
292
DDCCT
actions to identify/mitigate sources of instability. deterring adversaries and mitigate their effects on locals/institutiosn develop approaches that include marginalized groups*consensus building mechanism, checks/balances, on power, transparency measures
293
what is operatioanl art
cognitive approach to develop efforts by employing ends/ways/means/riskswhere are we and where do we want to go
294
what should everyoen do w/regards ot hte OE
create a shared understanding
295
Red Team
independent group that challenges an organization to improve its effectiveness, can aid a CCMD/staff to - think critically/creatively- see things from varyhous prespectives- challenge their thinking- avoid false mindsets/biases/groupthink
296
characteristics of operational art
```assessmentexperienceintellectcreativityintuitioneducationbjudgement```
297
tools to understand the strategic enviornment
policies, diplomacy,
298
how to ensure correct interpreation
identify if difference in interpretation
299
what part of ways/ends/means is the operational approach
ways
300
what impact will the US activities have on third parties?
focus on military impact but identify potential political fallour
301
JIPOE prcess
JIPOE process is a comprehensive analytical tool to describe all aspects of hte current OE
302
what do tendencies reflect
tendencies reflect the inclination to think/behave in a certain manner
303
what does defining the problem involve
defining the problem involves understanding of root causes| citical: determine what needs to be acted on to reconcile the differences between exiting and desired ciditions
304
pro vs cons of assumptions
asumptsions assist in framing approach but should be minimum b/c each adds to risk/probability of errors
305
president/secdef approved conditions that must exist in teh OE before a military operation can be concluded
termination criteria
306
termination criteria
president/secdef approved conditions that must exist in the OE before a military operation can be concluded
307
COG
source of power that porvides moral/phgysical strength,freedom of action, will to act.
308
operational reach
distance/duration a joint force can successfully employ military capabilities
309
distance/duration a joint force can successfully employ military capabilities
operational reach
310
LOO
inferior/exterior orientation of hte force in relation to the enemy or that connects activities on
311
point in time and space where the operation can no longer maintain momentum
culmination
312
culmination
point in time and space where the operation can no longer maintain momentum
313
what drives COA development
mission analysis
314
what qualifies as CCIR
what the commander deems to be time critical to decision making
315
constraints
requiremnt that an actuion restrictis freedome of action| restrictiobn = relles what not to do so action is restricted
316
limit to an action
constraint
317
JPP
orderly analytical set of logical steps to prouce
318
opearational limitations
actions required/prohibited by higher authorities or other restrictions that limit the commander from an action (tells them what not to do)
319
purpose of wargames
test COA.| representation of conflict in which people make decisions and respond to the consequences of those decisions
320
good way to test COA
wargaming| representats conflict in which people make deicsions and respond to the consequences of those decisions
321
when is wargaming the most effective
when it contains: people makng decisions, a fair competitive environemnt, adjudicaiton, consequence s of action, iterative
322
cost-effective way to give officers experience
war gaming
323
benefits of war gaming
smarter strategic decisionsfaster solutionsstrengtions relationsmemorable learning
324
escalating a war game by introducing new problems after the scenario has started
"injects" to alter the scenario
325
roles within a war game
```"cellswhite = game facilitatorsred - enemywhite-arbitrators/moderatorsblue -friendly firegreen-NGO/neutral actors and regioanl partners```
326
what is the importance of war gaming
it is about decision-making
327
best way to see how your officers make decisions under pressure
war gaming
328
white cell
game facilitators
329
facilitators in war games
white cell
330
arbitrators/moderators in war gaming
white cell
331
white cell in war games
arbitrators/moderators
332
friendly forces in war games
blue cell
333
blue cell in war games
friendly forces
334
green cell in war games
NGO/neutral actors an regional partners
335
NGO & neutral actors & regional partners in war games
green cell
336
what is a good way to compare COA
put them through war games
337
what do COA wargames do
COA wargaming is a conscious attempt to visualize flow of operations, strenght/sweakness, adversary capabilities, and possible COA, OE and aspects of OE
338
2 things war gaming does
- gives memorable experience to JO and see how they will perform/decision-make
- compare potential COA
339
COA approach process
1. prepare/present the COA (often does wargaming to test)2. CDR selects/modifies COA3. refines teh selected COA4. prepares commanders estimate
340
what are the needs in the COA decision rbiefings
COA comparisionsCOA analysiswargaming briefs*includes current state of joint force, JIPOE, and assumptiosn sused in COA development
341
Commander's estimate
concise narrative statue of how they intend to accomplish the mission. includes campaing and contingency
342
centerpiece of OPORD
CONOPS
343
5 paragraph format of directivs/orders
1. situation2. mission statement3. execution4. admin/logistics5. C3 (command relationsipshiosp succession of command and overall plan for hte community
344
force planning
activity that identifies all forces needed to accomplish teh CONOPS and effectively phase the forces intot he OA
345
differences between what amatures and professioanls study w/regards to military plannign
amatures study tactics, pros study logistics
346
feasibility analysis
to esnrue mission can be accomplished using available resourcew within the time frame determined by COA
347
CCMD feedback mechanism
assessment prcess
348
orderly turnover of a plan
transition
349
how are plans updated
FRAGORD
350
benefit of FRAGORD
how plans are updated
351
how do do CCMD use assessment results
assessment results enhance CCMD decision-making to create Key leader envagemnet dialogbue
352
how to vet analyssis
vet analysis through functional expedrts within gthe staff
353
4 important components of assessment
1. are objectives achieved given changes in the OE and emerging diplomatic/political issues2. is the current plan still suited to achieve the objective
3. do changes in the OE impose additional risks or provide additional opportunities
4. to what degree are the employed reosurces making a difference in the OE
354
tenents of operation assessment
- commander centricity= focused on intel to support decision making- suport subordinant/lower eshcenlon conversations- battle rhythm to deliver right intel at right time- integrates all levels
355
purpose of battle rhythm
battle rhythm to deliver right intel at the right time
356
deliver the right intel at the right time to the right people
battle rhythm
357
operational assessment
- consider mission success criteria- compare observed OE conditions to desired objectives/end states- determine effectiveness of allocate drexsources- determine if desired effectees have been created and whether objectives have been reached- determien effetiveness of allocated resources- ID risks/barriers to mission accomplishment- ID opportuniteis to accelerate mission acocmplishment
358
leaders "come to us..."
leaders come to use if you have a problem but don't let that problem be problematic
359
indicators
specific piecnes of information that infers to conditoin/state/existenc eof something and provides a reliable means to ascertain performance/effectiveness
360
what should indicators be
relevant, obervable, colelctable, responsive, resourced| 2 types= MOE, MOP
361
what can you do if you have an existing contingency plane that is appropraite
if a contingency plan exists and it is approprate, it may be executed via opord or fragord w/o WARNORD
362
waysmeansends
ways = determien howmeans -= militayr capabilitiesends=acheive objectives
363
daily activities of hte CCMD
CCMD Campaing plan
364
what does the Defense Strategic Review articualrte
articulates a 20yur plan to execute a full reange of mission
365
NMN and JSCP are
are core strategic guidence documents that provides CJCS direction and policy essential to achievement of NNS objhectives
366
integrative planning
synchornzies resources an dintegrates timelines, deicsion matrices, authorities. to link CCMD and strategic partners to achieve strategic objectives
367
joint planning at the strategic level
at the strategic level, joint plannign provides the president and SecDef options w/the best military adice on teh use of the militayr in addressing national interests/achjieving objectives in teh NSS and DSRE
368
Q to ask regarding ends
"What are the national military objectivers?"
369
Q to ask regarding ways
how to accomplish these national military objectives (ends)
370
APEX
integrates the planning activities of JPEC and facilitates the transition from planning to execution
371
4 planning fucntions of APEX
stragebgicconceptplan developmentp[lan assessment
372
what does the BPlan describe
BPLAN describes the CONOPS, major forces,l concepts of support, anticip[atedtimelines for completiion of hte mission
373
Commander's estimate
focuses on porducing miultiople COA to address a contingency
374
ALERTORD
planning directive issued after the directing authority approves a military COA
375
pres/SecDef says "okay, that plan is a go"
EXORD
376
what do campaign plans seek to achieve
campaing plans seek to achieve national objectives by shaping the OE
377
DHA
joint integrated Combat Support Agency that enables CMDS in both peace and war
378
learnng organization
where people continually expand their capacity and create the results they truly desire. use new/expansive patterns of thinking are nutured, colletive aspirations are set free, and where peopel are continuallyt learning how to lern together
379
important thing to remember about any initative
any initiative will encounter problems, resistence, loss of productivity when implementing change
- especially during introductory
- leaders hould take effective action to minimize time of implementation, loss of productivity, and resistance to change
380
Lewin Change Management phases
unfreezing,
move to new state,
refreeze/lock
381
EMDP2
enlisted to MD preparatory program
382
CgOSC
caregiver occuptational stress control
383
field medical service technician
LO3A
384
corpsmen & EMT cert
corpsmen aren't automatically EMT cert b/c they have skills that don't fit to state progressions of EMT Basic-Advanced/Paramedic
385
IOC
initial operating capabilities
386
2023 DHA transition
DHA transitioned to FO/GO led Defense Health Network
- eliminated stand-alone MEFs and aligned every MTF to a Defense Health Network that aligned on FO/GO authority leadership and decision-making expertise, and abilities of DHA members across the org, simplifying relationships and improving initial...
- MTF will group under a corresponding DH support activity which directly reports to DHA HQ
387
why did teh DHA realignment happen
based on lessons learned following an executive review
- now an advanced market model
- geographically aligned Defense health Support Activities (DHSA) and is realigning DHA HQ staff
388
right sizing
HR/management term to describe the process of making a company/organization a more effective size (especially by reducing the number of people workign for it)
389
Rear ADM Via
actign surgeon general and chief of BUMED
390
DTRA
defense threat reduction agency
391
NMCC
National Military Command Center
- pentagon C2 for the National Command Authority (Prez/VP/SecDef)
- generates Emergency Action Messages (EAM) to missile launch control, nuke subs, recon aircraft...
392
generates EAM to missile launch control centers, nuke subs, recon aircraft...
EAM: emergency action message
NMCC: Natinoal Military Command Center (prez/vp/secdef) = Pentagon C2 for the National Command ahtority
393
Pentagon C2 for the National Command Authority
NCA: prez, vp, Secdef
NMCC: National Military Command Center
394
