Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

ULTIMATE Military Compilation > military_topics_20230129232137 > Flashcards

military_topics_20230129232137 Flashcards

1
Q

air domain

A

the atmosphere, beginning at the Earth’s surface, extending to the altitude where its effects upon operations becomes negligible

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

CRA

A

coordinating review authority| organization’s doctrine POC

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

FAR

A

formal assessment report

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

J-Dir

A

Joint staff direxctorate

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

JED

A

joint eduxation and doctrine

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

RFD

A

revision first draft

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

PRA

A

primary review authority

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

mission set of Joint FOrce Development

A

doctrine
education
training
lessons learned
concept developmentanalyssi```

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

NORAD

A

north american aeroispace defense command

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Goldwater-Nichols Act

A

streamlined military CofC from pres/secdef to combatant commandersservice chiefs are advisory

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

role of the Service Chiefs

A

advisory to president| no operational

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

joint doctrine

A

fundamental princples taht guide the employment of US military forces in coordinated efforts for common objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

JP-4

A

Logistics

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

JP-5

A

Strategy, Plans, Policy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

JP-7

A

Joint Force Development

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

JP-8

A

Force Struction, Resources, Assessment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

IMD

A

INformation Management Division

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

leadership of joint forces

A

joint forces operate under a single joint force commander

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

`guide to plan/execute/assess joint military orperations

A

JP-3: JOint Operations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

9 Principles of War

A

Objective & Offensive
Mass & Maneuver
Economy of Force
Unity of Command
Security, Surprise, Simplicity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

12 Principles of Joint Operations

A

9 Principles of War
Restraint
perserverance
legitimacy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

TMM

A

transregional, multidomain, multifucntional* how we describe the strategic envirbment* multiple COCOM, land/sea/air/cyber/pace cabailities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

how to describe the strategic environbments

A

TMM = transregional, multidomain, multifunctional

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

profile of today’s potential adversaries

A

increasingly synchronized, integrated, and mroe lethalmore sophisticatedless constrained by geographi, functional, legal, and phasing boundaries

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

US instruments of national power

A

national means our national elads can apply to achieve strategic objectics (ends) 0var

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

forms teh National Strategic direction

A 
governed by"constitutionfederal lawUSG policyinternational lawnational interests represented by national security policy
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

GEF

A

Guidence for Employment of the FOrce

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

documents prepared by SecDef & CJCS

A

SecDef = Global Employment of the FOrce
CJCS= national military strategy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

views, priorities, and prepared by the SecDef

A

Global Employment of the Force

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

views, priorities, and prepared by the CJCS

A

National Militayr Strategy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

who prepares the Global Employment of the Force

A

SecDef

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

who prepares the National Military Strategy

A

CJCS

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

unified action

A

synchronized, coordinated, integrated actions of gov/NGO entities to achieve unity of effort

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

individual national interests & priorities

A

internationals national interests may place greater emphasis on some objectives rather than others the key is to syncho to promote objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

DOD supporting other agencies

A

DOD may support other agencies during operations but under US law, US military remains under DOD command structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

3 levels of warfare

A

strategic, operational, tactical| *helps visualize a logical arrangement of operatyions allocating, resources, and assign tasks to acppropriate commands

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

strategic

A

ideas to emploiy instruments of national power to achieve national/multinational/theatre objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

ideas to employ instruments of national power to achieve national/multinational/theatre objectives

A

strategic

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

cognitive approach used by commanders & staff

A

operational art

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

operational art

A

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,

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

tactical

A

plan/execute battles, engagtements, and activiteis at the theatre level to achieve military objectives assigned to the units

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

“joint”

A

when conducted by a force composed of significant elements of +2 military departments opeating under a single JFC

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

EMS

A

electromagnetic spectrum

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

C2 functions

A

command centeric and network enabled to facilitate initative and decison at the lowest appropraite level

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

what does operational art include

A 
skillknowledgeexperiencecreativityjudgement
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
52
Q

what is considered when doing operational art

A

“what conditions do we need to complete the task”| capabilities, actions, goals, priorities, operating processes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
53
Q

ability to plan/prepare/execute, assess

A

operational art

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
54
Q

what questions does a Commander’s ability to think creatively using operatational art need to ask

A

“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?

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

operational design

A

conception/construction of hte framework that underpins a campaign or major operation plan and its subesquence…

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
56
Q

tools of operational design

A

objectiveCOGLOOLOE

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
57
Q

LOE

A

lines of effort

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
58
Q

benefit of framing

A

framing objectives to achieve broad than ensinduring resullts is more of an aort versus science

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
59
Q

stages

A

mobilize
deploy
employ
sustain
redeploy
demobilization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
60
Q

operational approach

A

commanders initial description to help guide foruther planning of the broad acts that the force must take to ahcieve objectives and accomplish the mission

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
61
Q

joint force mission

A

“what the joint force must accomplishWWWWH*forms the basis for planning & includes the commanders plannign guidence, planning directive staff and commander oCONOPS

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
62
Q

last position occupied byt eh attack eschelon before crossign the line of departure

A

attack position

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
63
Q

attack position

A

last position occupied by the attack eschelon before corssing the line of departure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
64
Q

brevity code

A

code word which provides no seucrity that serves the sole purpose of shortening the messages before rather than conceleamebt of their content

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
65
Q

SOF

A

(soft)| support fo special ops force

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
66
Q

MISO

A

military information support ops

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
67
Q

OPCON

A

operational control

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
68
Q

CAO

A

civil affairs operations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
69
Q

central command of the SEALS

A

NAB Coronado - Teams 1, 3. 5, 7| Little Creek, VA- even teams

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
70
Q

SEALS on the West Coast

A

Coronado = odd number

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
71
Q

SEALS on East Coast

A

Little Creek, VA = even

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
72
Q

breakdown of each SEAL team

A

each team has 2-8 platoons (most have 8)each team is led by an O516 men platoon

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
73
Q

MARSOC

A

marine special ops

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
74
Q

marine special ops

A

MARSOC

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
75
Q

shot Osama bin Laden

A

Operation Neptune SpearMay 2 201135 miles from IslamabadAbbottabad, Pakistan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
76
Q

Operation Neptune Spear

A

shot OBL on May 2 2011 in Pakistan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
77
Q

CWMD

A

counter WMD

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
78
Q

direct action

A

special ops to seize, destory, capture, exploit, receo er, or damage designatedf targets in diplomacy/political environments

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
79
Q

special reconnaisance

A

covert/clandestine collections to collect /verify information for leads

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
80
Q

what must leaders do to effectively plan and execute missions

A

must thoroughly understand the nature and theory of warfare

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
81
Q

how is operational art used

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
82
Q

principles of war

A
  • list of considerations military leaders consider when they plan mil action- not a rigid checklist = it is a compolition of wisedom gained bfrom examining the successes and failures of past ops
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
83
Q

COG in war

A

protecting your own COG is just as imprtant as defeating your enemy’s

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
84
Q

why is it important to understand the 3 levels of war

A

(strategic, operational, tactical)
*understanding the interdependent relationshiop of all 3 help CCMD visualize logical flow of operations, allocate resources, assign tasks

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
85
Q

what makes up the strategic level of war

A

strategic level of war = broad global perspective & national policy*focus at this level is to accomplish strategic objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
86
Q

who functions at the strategic level of war

A

presidentSecDefCJCS

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
87
Q

resources for the strategic level of war

A

instruments of national power = diplomatic, informational, economic, military*National Security Strategy, National Defense Strategy, National Military Strategy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
88
Q

what does the tactical level of war focus on

A

focuses on ordered arrangement and maneiuver of combat elemenbts in relation to each other and to the enemy to achieve combat objecjtives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
89
Q

difference between engagement and battle

A

battle is a longer set of engagements| engagments are short duration betwene small forces

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
90
Q

short interactions between small forces

A

engagement| battles are larger

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
91
Q

level of war where battles and engagements are

A

tactical

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
92
Q

level of war where campaigns and major options happen

A

operational level of war

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
93
Q

who operates at each level of war

A

strategic = president, SecDef, CJCS

operational = combatant commanders, JTF

tactical = carrier strike groups, expeditionary strike groups

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
94
Q

what are the focuses at each level of war

A 
strategic = broad global & national policyopeational = camp;aings/ major campaings in sequencestactical = battles and engagements,
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
95
Q

what happens at teh operational level of war

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
96
Q

1800s technology influenceing warfare -6

A 
horse drawn artillarymuskets/cannonsrailroadtelegraphsteam power ships
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
97
Q

1900s -9

A

glabal wars b/c increased mobility and range| *radio, aircraft, tanks, trucks, subs, carriers, rockets, missles, airborne tropus

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
98
Q

topics to consider in operational art

A 
militarypoliticaleconomicfinancialsocialculturalreligion
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
99
Q

operational art is not…

A

not a substitute for strategy or tactics. in integrates strategy and tactis via operational planning and force employment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
100
Q

difference between operational art and the operational level fo warfare

A

OA = cognitive analytical processOLOW: cagagory of miliary ops and doctrineOPERATIONAL ART IS NOT DOCTRINE< STTRATEGY< OPERSTIONAL LEVEL OF WAR

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
101
Q

“On War”

A

Carl von Clausewitz

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
102
Q

Carl von Clausewitz

A

On War

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
103
Q

WW2 leader w/ a checklist on his desk

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
104
Q

S’s in the 9 Principles of War

A

security
surprise
simplicty

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
105
Q

how to use the 9 Principles of War

A

summary of characteristics often leading to success but should always be evolving b/c new technology and cultural influences

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
106
Q

how should we direct every military operation

A

we should direct every military oepration towards a cclearly defined, decisive, and attainable objective

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
107
Q

what is the most significant preparation a commander can make

A

clearly express the objective of the operation to subordinant commanders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
108
Q

offensive

A

action to seize, retain, and exploit the inititative

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
109
Q

what does offensive action allow us to do

A

offensive action lets us select terms, select the place of conformation, exploit vulnerabilities, seize opportunities from unexpected developments

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
110
Q

mass

A

concentrate the efforts of combat power at the most advantageous place and at the time to achieve the desired results*syunch/integrate joint force capabiliteis where they will have a decisiv3 effect in a short period of time

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
111
Q

concentrate the efforts of combat power at the most advantageous place and a tthe time to achieve the desired results

A

mass

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
112
Q

what must you do, with regards to mass, in order for it to be effective

A

mass often has to be sustained to be effective

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
113
Q

why is massing > concentrating forces

A

massing effects, rather than concentrating forces, can enable numerically inferior forces to achieve decisive reuslts when it concentrates or focuses its assets on defeating an enemy’s critical vulnerability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
114
Q

economy of force

A

judicious employment/distribution fo force

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
115
Q

benefit of economy of force

A

allocate minimum essential combat power to secondary efforts

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
116
Q

allocate minimum essential combat power to seconary efforts

A

economy of force

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
117
Q

why is economy of force important

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
118
Q

knocking out certain C2 out of commisssion can be more significant than destorying entire enbemy C2

A

economy of force| allocate minimum essential combat power to secondary efforts

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
119
Q

measured allocation of available combat power to limited fascets

A

econbomy of force = measured allocation of available combat power to limited attacks, defense, delays, deception in order to achieve mass somewhere else

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
120
Q

concentrate resources in one place versusallocation of minimal efforts in secondary efforts

A

mass = concentrate resources in one place| economy of force = allocation of minimal efforts in secondary efforts

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
121
Q

seize & retain positional advantage

A

maneuver

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
122
Q

importance of maneuver

A

seize/retain positional advantagekeep enemy off balance & protect friendly forcer*force tempo of combat beyond an adversaries ability to respond

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
123
Q

how do you force the tempo of combat beyond an adversaries ability to respond

A

maneuver

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
124
Q

purpose of security (as a principle of war)

A

purpose of security is to never let enemy acquire an unexpected advantage

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
125
Q

benefit of surprise in war

A

suprise immediately puts adversaries of defense

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
126
Q

how do adversaries respond to surprise

A

they are immediately put on the defense

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
127
Q

factors that contribute to surprise

A

speed in decision-making & information sharing
effective intel
deception
operational security
agility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
128
Q

proof that simplicity (principle of war) can still be successful

A

the implementoing order for some of the most inflential naval battles was just a paragraph

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
129
Q

considerations you should make of your adversaries

A

determine the:physica lmental
moral
cultural
motivation of the unique abilitilieties/carahacteristcs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
130
Q

what is COG

A

the source of power that provides moral or physical strength, freedom of action, or the will to act

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
131
Q

source of power that gives strength or will to act

A

COG

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
132
Q

Q’s you should ask when evaluating an enemy’s COG

A
  • What factors are critical to the enemy?
  • What can the enemy not do without?
  • WHich, if eliminated, will bend them most quickly to our will?
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
133
Q

what does the successful planning at any level hinge oin

A 
knowing:your COGadversary's COGallies COGneutral COG
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
134
Q

examples of when national will was a COG

A

Vietnam| Gulf War

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
135
Q

COG as an intangible vs tangible level of strength

A

intangible -= morale, resolve, political/mil leadership, motivationtangible -= force strength, geographic

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
136
Q

stance on how to use an enemy’s COG

A

we want to neutralize enemy stength (COG) but don’t necessaryily want to direclty attack it. we stand a better chance at expliting an enemy’s weakness

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
137
Q

critical weakness

A

weakness that, if exploited, will do the msot significant damage to ability to resist

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
138
Q

factor that, if exploited, will do the most damage to ability to resist

A

critical weakness

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
139
Q

characteristics at the front (of a battle)

A

strongest. attention focused| best to isolate from enemy, split, surpirse

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
140
Q

very important thing to remember when evaluating COG

A

be aware that they can change| -changin objectives, attirition of forces, new weapons/defense/technology

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
141
Q

adversary strength versus weakness

A

strength - COGweakness = critical weakness*critical weakness is often a patway off attacking a COG

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
142
Q

how did US defend itself during its first `150 yrs

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
143
Q

what did Dolly Madision save

A

silver and washington’s picture

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
144
Q

indian tribe that adopted african american slaves

A

Seminoe Wars

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
145
Q

cost of guarding a line of supply

A

cost of manpower to guard a line of supply

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
146
Q

joint forces in Civil War

A

civil war was joint (army/navy) that worked w/o doctrine. navy’s participation was critical

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
147
Q

Civil War surrender

A

Appatommatox. leniency allwoe the COnfederates to go back and become part of hte union again

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
148
Q

conditions that lead to conflict

A
  • 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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
149
Q

3rd party strategies for conflict resoution (4)

A

arbitrationmediationneutral 3rd partyoutside expert

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
150
Q

arbitration

A

neutral 3rd party w/ power to issue a decision binding on all parties

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
151
Q

neutral 3rd party w/power to issued a decision binding on all parties

A

arbitration

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
152
Q

mediation

A

neutral 3rd party enrages the parties in negotiation solution through persuastion and rational argument

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
153
Q

how can a neutral party help conflict resolution

A

ask questions to help parties identify u derlying problems and common interests

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
154
Q

what questions should be asked to help w/conflict resolution

A

ask questions to identify underlying problems and commob interests

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
155
Q

mneumonic to remember ways to approprach interpersonal onflict

A 
"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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
156
Q

when is feedback destructiverr

A

feedback is destructive wehen it serves onlyt he needs of hte peson rather than the one who gives it

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
157
Q

best way to give feedback

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
158
Q

what does problem solving do

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
159
Q

3 things needed for intergroup porblem solving

A

minimal level of trust between group members| advaocate time to discuss conflict, evaluatioe options, negotion to find agreement, good communication

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
160
Q

nonlethal weapon

A

dsigned to incapicate while minimizing fatalities, premanent injuryt, damage toi property in teh target area of the enviornment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
161
Q

military objectives

A

broken down into strategic, operationa, tactical

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
162
Q

effect of irregular warfare on one doing conventional warfare

A

irregular warfare can leave a purely conventional force unable to take decisvive action

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
163
Q

“On War”

A

Carl von Clauzewitz

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
164
Q

“The Art of War”

A

Sun-Tzu

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
165
Q

Sun-Tzu

A

The Art of War

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
166
Q

operations in Somalia

A

Operation Restore Hope & United SHield

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
167
Q

Opeation Restore HOpe

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
168
Q

year of Black Hawk Down

A

1993

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
169
Q

what happned in Black Hawk Down

A

1993 SOmaliaduring a raid to capture SOmali warlords, US forces under fire from armed gang hidden in teh crowd18 US/1K somalis killed

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
170
Q

Opearation United SHield

A

`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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
171
Q

first time US Marines were required to carry nonlethal weapons and NLW were included in contingency planning

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
172
Q

nonlethal weapons carried by Marines

A 
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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
173
Q

what happened after Operation Restore Hope

A

Mrines had an aggressive campaign to spread world of their nonlethal warfare employed whechi scared them so decreased mob activitiy in Opeation United SHield

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
174
Q

how is nonlethal warfare mean to be utilized

A

complementary tool set

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
175
Q

purpose of nonlethal warfare

A

deter, discourage, delay, prevent hostile actors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
176
Q

CNN effect

A

1990s impact in broadcasts

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
177
Q

how did President Johnson keep informed about the Vietnam War

A

he had tv monitors in teh White HOuse so he could hear/see nighly news resports and opinions about Vietnema War

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
178
Q

how did the CNN effect affect use of deadily force

A

our employment of deadily force may be viewed and adjudicated in the court of public/world opinion|*risk undermines our strategic objective and partners

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
179
Q

aka only apply the level of force needed to solve the problem

A

force proprtionality

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
180
Q

how much force should you apply to solve a problem w/violence

A

force proportionality = only apply the level of force needed to solve the problem

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
181
Q

benefits of nonlethal warfare

A

more timne to determine hostile intent and separate noncombatants from combatants zo it allows more informed decision making

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
182
Q

when should you never use nonlethal warfare

A

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

183
Q

stance on deadily force

A

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

184
Q

define rules of engagement

A

tacticall/ops impliatos of performing missions in situations where most hostile national law enforcement is nonexistent, nonfunctional,

185
Q

what shapes rules of engagement

A

international treaties or international alw

186
Q

define rules of use of force

A

domestic missions within US territory or sucurity functions at bases overseas

187
Q

what shapes rules of use of force

A

generally shaped by constituional law

188
Q

what does rules on use of force presuppose

A

a permissive military envirobmebt with a functional civil authority capabvle of enforcing laws

189
Q

HEMI

A

human electro-maneuver incapication (?)

190
Q

RCA

A

riot control avent

191
Q

limit to acoustic & signage as a nonlethal weapon

A

the adversary needs to be able to read and understand englishacoustic is affected by wind, signate by light

192
Q

EOF

A

escalation of force

193
Q

what is often unavoidable when using lethal force

A

collateral damage from lethal force is often unavoidable

194
Q

characteristics about enemyt to consider

A 
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
195
Q

what do lives depend on

A

lives depend on ability to be mentally and physically prepared to de

196
Q

joint planning

A

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

197
Q

ways, means, ends

A

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

198
Q

JPEC

A

joint planning and execution comm

199
Q

DSR

A

Defense Strategy Review

200
Q

7 stages of a military operation

A

training
mobilization
deployment
employment
sustainment
redeployment
demobilization

201
Q

joint planning at the strategic oevel

A

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

202
Q

what is joint planning

A 
focused on end stateglobally integrated/coordinatiedresource informedrisk informedframed within the operational environmentinformative to decision makingadaptive/flexible
203
Q

what is the first step of planning

A

planning begins by identifying the desired national/military end states

204
Q

APEX

A

adaptive planning & execution

205
Q

what is APEX

A

framework for iterative dialogue and collaborative planning to discover the meritsr/risk of military options and employment of joint forces

206
Q

framework for iterative diaglogue and collaborative planning to discover the risk/merits for military options and employment of joint forces

A

APEX= adaptive planning & execution

207
Q

what do we do with risk

A

accept
reduce
control

208
Q

what is planning on

A

planning is based on continuous monitoreing and understanding actual conditions affecting the OE (operating environment)*friendly/adversary force postures, readiness, geopolitical conditions, adversary perceptions

209
Q

what is the starting position be for any military plan

A

starting position for any plan should always be the current operating environment

210
Q

continuum of the levels of war from the broadest to narrowest

A

strategicoperationaltactical

211
Q

being informed decision makers-6

A

isssues
assumptions
resource requriements
Costs
risks
cost-benefit
trade offs

212
Q

what happens if you dont’ have clear strategic-level gudence

A

w/o clear strategic-level guidence, disconnect emerges betwee direction, plannign, assujmptions, available force, capabilities, desired objectives, and end states

213
Q

what is strategy

A

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

214
Q

strategic art

A

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

215
Q

operational art

A

application of intution/crative imangination by commanders

216
Q

what is the first thing you should do when starting planning/a mission

A

ask “What problem are we REALLY being asked to solve?”

217
Q

FCP

A

functional campaing plan

218
Q

what does the combatant commander conduct on a daily basis to implement national policy/defense strategy

A

TCP = theatre campaign plan| FCP - functional campaign plan

219
Q

how are CCDR directed

A

combatant commanders are directed in teh GLobal employment of the force & JSCP (Joint Strategic Campaing Plan)

220
Q

JSCP

A

JOint Strategic Campaing PLan

221
Q

contigency planning

A

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

222
Q

what does contingency planning rely on

A

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

223
Q

defines ideal achievement for all objectives

A

end state

224
Q

end state

A

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

225
Q

time/set of conditions where the president does not need the military instrument of national power as the primary means to achieve remaining objectives

A

end state

226
Q

objectives

A

clearly defined, decisive, attainable goals towards which every operation is directed

227
Q

4 characteristics of objectives

A

specific
measurable
relevant
time-bound

228
Q

why do you want multiple COA

A

you want multiple COA to provide flexibility to adapt o changn conditions and remain consistent with JFC intent/present options to civilian decision makers

229
Q

CONOPS

A

concept of operations

230
Q

effect of mitigating risks

A

decreases likeliohood of occurrencedecreases costs of occurencedecreases potential of negative effecs

231
Q

what does assessing involve

A

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

232
Q

how to evaluate what the government, military, and press says

A

notice what is said and what is not said

233
Q

purpose of assessing

A

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

234
Q

key to any multinational operation

A

unity of effort

235
Q

CJCSI 5714.01

A

Policy for the Release of JOint INformation

236
Q

how is strategic direction generally conveyed to the military

A

via key written documents* established within gthe APEX enterprise* communicated w/military to pursue national interests within legal/constitutionallimitations

237
Q

benefit of using written documents to distrubute information regarding strategic direction

A

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

238
Q

National Security COuncil

A

presidnt principle forum for considering national security anf foreign policies

239
Q

president principle forum for considering national security and foreign policy

A

National Security Council

240
Q

military advisor to the president

A

CJCS via the National Security Council

241
Q

military representation in the National Security COuncil

A

CJCS

242
Q

participants in the National Security COuncil

A

pres, vp, SofS, SofT, Secof HS, Secef, assistant tio te president for natioanl security affairs

243
Q

CJCS Title 10, USC statuatory resonsibility

A

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

244
Q

How does the presidnet provide strategic guidence

A

via the Natioanl Security Strategy, Executive orders, presidential policy directive…

245
Q

USD(P)

A

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

246
Q

what does the CJCS provide

A

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

247
Q

role of National Secur4ity Council System

A

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

248
Q

National Security Strategy

A

outlines major national security concerns of the US and how the admin plans to address them using all instruments of national power

249
Q

Dep of S

A

lead of foreign affaris agency within the exdecutive branch| (principle foreign policy advisor and implements presidnet foreign policies worldwide

250
Q

USAID

A

independent fed agency that receives overall foreign policy guidence for DOS

251
Q

blueprint to guide the DepState & USAID

A

Quadrennial Diplomacy and Development reviewDOS=USAID joint strategic planjoint regional stratyegy country development cooperation strategy, itnegrates country strategy

252
Q

full name for the Quadrinnial Review

A

Quadrennial Diplomacy & Developmebtal Review

253
Q

who writes the Quadrinneal Review

A

joint DOS?USAID effort

254
Q

what does the Quadrennial Review do

A

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

255
Q

Country Development Cooperation Strategy

A

5yr country-level strategy that focuses in USAID implemented assistance

256
Q

DOS-USAID Joint Straehgic Plan

A

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

257
Q

Integrated country strategy

A

3yr stratgy by the DOS country team which articulates the USG priorities/goals-the basis for annual mission resource requests

258
Q

executive agency responsible for US diplomacy

A

DOS

259
Q

role of Dep of State

A

executive agent responsible for US diplomacy

260
Q

Defenser Strategy Review

A

articulates a defense strategy the msot constraint with the recent National Security Stragety*defining force structure, modernization plan, budget plan

261
Q

Unified Command Plan

A

CCMD mission/responsibilities assignmen of forces, delineates AOR of GCF or FCC

262
Q

why do we do the Defense Strategy Review

A

DSR is legislatively mandated by congress per Title 10 abd is required every 4yrs

263
Q

how often is the Defense Strategy REview

A

q4yrs per congress in Title 10

264
Q

what is in the Defense Strategy Review

A

strategic guidence on planning, force development, to execute a full range of mission over thenext 20 yrs (new one every 4yrs)

265
Q

what translates National Security Strategy objhectivies into prioritives

A

GEF translates NSS objectives into priortiation and comprehensive plannign guidence vor the employment of DOD forces

266
Q

how are contingency plans built

A

contingency plans are built to account for hte possibility that campaign activities could fail to prevent aggression, rpeclude large scale instability

267
Q

posture planning

A

aligns basing/forcus to ensure theatre a global functioning security respond to contingency scenariors and provide strategy deterance

268
Q

GFMIG

A

Global Force Managemnt Implementation Guidelines| *force requirements, assignment of location

269
Q

National MIlitary Strateghy

A

efforts of military while conveying CJCS direction w/regard to OE and military actions taken to preserve nationals security interests

270
Q

what does National Military Strategy define

A

national military objectives (ends)how to accomplishments those objectives (ways)military capabilities to execute the strategy (means)(

271
Q

ends

A

what are the national military objectives

272
Q

ways

A

how to accomplish these objectives

273
Q

means

A

what military capabilities are required to execute this strategy

274
Q

primary document in which teh CJCS carries out its statuatory responsibilities for providing strategic direction to the military

A

JSCP “jay skap”

275
Q

JSCP

A

“jay skap”primary document in which the CJCS carries out its statutatorey responsibiliteis for providing strategic direction to the military

276
Q

GFMIG

A

specifies allocations and distribution of forces| documents force planning and execution guidence and shows assignment of forces in support of USCP

277
Q

specifies allocation and distribution of forces

A

GFMIG

278
Q

GFMAP

A

global force management allocation plan

279
Q

GFM

A

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

280
Q

how frequently is the GFM updates

A

updated every 2yrs and is approved by SecDef| Joint prepares for SecDef approval

281
Q

PMESII

A

political, military, economic, social, informational, infrastructure=factors/trendsthreats/opportuniteis that facilitate or hinder achievement of the objectives over the time frame of the strategy

282
Q

what should a strategy describe

A

a strategy shoudl describe the ends as directed in strategic guidence and the ways/means to attain them

283
Q

commander’s communication synchronization

A

process to coordinate/synch: narratives, themes, messages, images, operations, actions*to ensure integrity/consistency to the lowest tactiacl level aross all relevant communication activiteis

284
Q

who has the primary responsibility for communciation synch oversight

A

`DOS.led by thge Undersecretary for public diplomacy and public affairsoverall mechanism by which teh USG coordinates public diplomacy aross the interagency community

285
Q

what should be considered in all joint planning for military operations

A

communication synchronization considerations should be included in all joint planning for military ops from routine, recurring, military acrtivities in peacetime to major operations

286
Q

JPEC

A

HQW, command agencies involved in joint ops| *snot a standing/regular meeting entity. it consists of stakeholders

287
Q

responsible for assigned tasks

A

supported commands

288
Q

JP1

A

Doctrine for the Armed Forces of the United States

289
Q

what does APEX do

A

integrates plannign activities of JPEC and facilities the transition for planning to execution

290
Q

goal of APEX

A

develop plans with options for president/secdef

291
Q

development of plans with options for president and secdef

A

APEX

292
Q

functions fo APEX

A

4 operational activities4 planning functions7 exeuction functions a number of related prducts

293
Q

IPR’s

A

iterative dialogue among civ-mil leaders at the strategic level to galin a shared understyqanding of hte situation, inform leadership, and influen ce plannign

294
Q

situational awareness activities

A

monitor global situationID an event that has occurredrecognize event is a problem or potential problemreport event

295
Q

specified start time

A

H-hour

296
Q

unnamed day on which a deployment begins

A

C-Day| D day is when the operation commences

297
Q

unspecified cryptic day and hour on which operations versus deployments start

A 
operation = D-day & H-hourdeployment = C-day & L-horu
298
Q

hour on the C-day when a deployment staerts

A

L-hour

299
Q

assessment to determien progress towards mission accomplishment

A

a continuous process to inform deicison making

300
Q

4 planning functions

A

strategic guidance
concept developmet
plan development
plant agent

301
Q

ORDS if the situation is time sensitive

A

if time sensitive, WARNORD might not be issued forst. the planord/alerord/exord might be forest

302
Q

mneumonic for planning assessments

A

RATE = refine,
adapt,
terminate,
execute then act accordingly

303
Q

FRO

A

flexible reposnse options

304
Q

BPLAN

A

Base plan

305
Q

OPLAN

A

full descriptions of CONOPS all applicable annexes to the plan including a TPFDD

306
Q

what does the BPLAN describe

A

describes the CONOPS, major forces, concept of support and anticipated time line for completing the mission

307
Q

how to pronounce TPFDD

A

“tip fihd”

308
Q

what happens to the planning stages during a crisis

A

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

309
Q

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

A

look for previously preparedplans for suitability and adapt/refine those plans into an executable opord

310
Q

CJCSM 3130.03

A

“Adaptive Plannign & Execution (APEX) Planning FOrmats & Guidence”

311
Q

RFF

A

Request for Forces

312
Q

WARNORD

A

plannign directive to start developing a COA

313
Q

planning directive to start developing a COA

A

WARNORD

314
Q

PLANORD

A

provides essential planning guidence before leaders approves a COA

315
Q

provides essential planing guidence before leaders approve a COA

A

PLANORD

316
Q

ALERTORD

A

COA approved. DOESN”t authorize execution of that COA

317
Q

COA is approved but the COA is not yet authorized

A

ALERTORD

318
Q

PTDO

A

prepare to deploy order

319
Q

EXORD

A

implement approved CONOPS.

320
Q

who issues EXORD

A

president/SecDef are the only ones to approve EXORD. that’s the implementation approval for CONOPS

321
Q

WARNORD ALERTORDEXORDFRAGORD

A

Warn = start developing COAPlan- planning guidnce before leaders approve COAAlert-COA is approved but not yet authorizedExord-prez/SecDef signs off

322
Q

FRAGORD

A

brief/specific directions that alters parts of original orders that have changed

323
Q

brief/specific directions that alters parts of original orders that have changed

A

FRAGORd

324
Q

brief/specific directions that alters parts of original orders that have changed

A

FRAGORd

325
Q

joint orders

A 
depordplanordalertordexeordfragowarnordoporderPOTDO
326
Q

EXORD

A

direction to implenent an approved CONOPS

327
Q

directive to implement an approved CONOPS

A

EXORD

328
Q

what does strategy prioritize

A

strategy prioritizes resources and actions to achieve future desired conditions

329
Q

intel fed to commander

A

CCIR = commander’s critical information requirement

330
Q

what does unity of force mean

A

unity of force means everyone operates under a single commander

331
Q

everyone operates under a single commander

A

unity of force

332
Q

economy of force

A

judicious employment and distribution of forces

333
Q

judicious employment and distribution of forces

A

economy of force

334
Q

why should you consider frames of reference

A

planners tend to plan from their own POV but other from different POV

335
Q

what should planners be cognizant of doing

A

planners tend to plan from their own POV but others from diffent POV

336
Q

LOE

A

lines of effort”cause & effect”to visualize relationships between conditions, campaign objectives, theoritical endstates

337
Q

visualize relationships between conditions/campaign objectives,/theoretical end states

A

LOE = lines of effort

338
Q

describes the state of hte operating enviornment

A

conditions

339
Q

conditions

A

describes the state of hte operating enviornment

340
Q

what must campaign plans have

A

contingenceis, measurable objectives

341
Q

objectives

A

clearly defined, measurable, and attainable

342
Q

how does a CCDR measure success

A

compare to objectives

343
Q

4 timeframes for resources

A

current year
budget year
porgram yearout…

344
Q

posture plan

A

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

345
Q

plans for the theatre

A 
TDP = theatre distributino planTLO = theatre logistics planTLA = theatre logistics analysis
346
Q

TDP

A

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

347
Q

TLO

A

threatre logistics plan

348
Q

TLA

A

theatre logistics analysis| detailed country by country analysis of key infrastructure

349
Q

detailed country by country analysis fo key infrastructure

A

TLA = theatre logistics analysis

350
Q

GCC

A

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

351
Q

how should you approach risk

A

decide what level of risk you are willing to accept

352
Q

what dos CCDR need to identify

A

identify opportunities to exploit to inflence the situation in a positive direction

353
Q

DDCCT

A

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

354
Q

what is operatioanl art

A

cognitive approach to develop efforts by employing ends/ways/means/riskswhere are we and where do we want to go

355
Q

what should everyoen do w/regards ot hte OE

A

create a shared understanding

356
Q

Red Team

A

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

357
Q

characteristics of operational art

A 
assessmentexperienceintellectcreativityintuitioneducationbjudgement
358
Q

tools to understand the strategic enviornment

A

policies, diplomacy,

359
Q

how to ensure correct interpreation

A

identify if difference in interpretation

360
Q

what part of ways/ends/means is the operational approach

A

ways

361
Q

what impact will the US activities have on third parties?

A

focus on military impact but identify potential political fallour

362
Q

JIPOE prcess

A

JIPOE process is a comprehensive analytical tool to describe all aspects of hte current OE

363
Q

what do tendencies reflect

A

tendencies reflect the inclination to think/behave in a certain manner

364
Q

what does defining the problem involve

A

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

365
Q

pro vs cons of assumptions

A

asumptsions assist in framing approach but should be minimum b/c each adds to risk/probability of errors

366
Q

president/secdef approved conditions that must exist in teh OE before a military operation can be concluded

A

termination criteria

367
Q

termination criteria

A

president/secdef approved conditions that must exist in the OE before a military operation can be concluded

368
Q

COG

A

source of power that porvides moral/phgysical strength,freedom of action, will to act.

369
Q

operational reach

A

distance/duration a joint force can successfully employ military capabilities

370
Q

distance/duration a joint force can successfully employ military capabilities

A

operational reach

371
Q

LOO

A

inferior/exterior orientation of hte force in relation to the enemy or that connects activities on

372
Q

point in time and space where the operation can no longer maintain momentum

A

culmination

373
Q

culmination

A

point in time and space where the operation can no longer maintain momentum

374
Q

what drives COA development

A

mission analysis

375
Q

what qualifies as CCIR

A

what the commander deems to be time critical to decision making

376
Q

constraints

A

requiremnt that an actuion restrictis freedome of action| restrictiobn = relles what not to do so action is restricted

377
Q

limit to an action

A

constraint

378
Q

JPP

A

orderly analytical set of logical steps to prouce

379
Q

opearational limitations

A

actions required/prohibited by higher authorities or other restrictions that limit the commander from an action (tells them what not to do)

380
Q

purpose of wargames

A

test COA.| representation of conflict in which people make decisions and respond to the consequences of those decisions

381
Q

good way to test COA

A

wargaming| representats conflict in which people make deicsions and respond to the consequences of those decisions

382
Q

when is wargaming the most effective

A

when it contains: people makng decisions, a fair competitive environemnt, adjudicaiton, consequence s of action, iterative

383
Q

cost-effective way to give officers experience

A

war gaming

384
Q

benefits of war gaming

A

smarter strategic decisionsfaster solutionsstrengtions relationsmemorable learning

385
Q

escalating a war game by introducing new problems after the scenario has started

A

“injects” to alter the scenario

386
Q

roles within a war game

A 
"cellswhite = game facilitatorsred - enemywhite-arbitrators/moderatorsblue -friendly firegreen-NGO/neutral actors and regioanl partners
387
Q

what is the importance of war gaming

A

it is about decision-making

388
Q

best way to see how your officers make decisions under pressure

A

war gaming

389
Q

white cell

A

game facilitators

390
Q

facilitators in war games

A

white cell

391
Q

arbitrators/moderators in war gaming

A

white cell

392
Q

white cell in war games

A

arbitrators/moderators

393
Q

friendly forces in war games

A

blue cell

394
Q

blue cell in war games

A

friendly forces

395
Q

green cell in war games

A

NGO/neutral actors an regional partners

396
Q

NGO & neutral actors & regional partners in war games

A

green cell

397
Q

what is a good way to compare COA

A

put them through war games

398
Q

what do COA wargames do

A

COA wargaming is a conscious attempt to visualize flow of operations, strenght/sweakness, adversary capabilities, and possible COA, OE and aspects of OE

399
Q

2 things war gaming does

A
  • gives memorable experience to JO and see how they will perform/decision-make
  • compare potential COA
400
Q

COA approach process

A
  1. prepare/present the COA (often does wargaming to test)2. CDR selects/modifies COA3. refines teh selected COA4. prepares commanders estimate
401
Q

what are the needs in the COA decision rbiefings

A

COA comparisionsCOA analysiswargaming briefs*includes current state of joint force, JIPOE, and assumptiosn sused in COA development

402
Q

Commander’s estimate

A

concise narrative statue of how they intend to accomplish the mission. includes campaing and contingency

403
Q

centerpiece of OPORD

A

CONOPS

404
Q

5 paragraph format of directivs/orders

A
  1. situation2. mission statement3. execution4. admin/logistics5. C3 (command relationsipshiosp succession of command and overall plan for hte community
405
Q

force planning

A

activity that identifies all forces needed to accomplish teh CONOPS and effectively phase the forces intot he OA

406
Q

differences between what amatures and professioanls study w/regards to military plannign

A

amatures study tactics, pros study logistics

407
Q

feasibility analysis

A

to esnrue mission can be accomplished using available resourcew within the time frame determined by COA

408
Q

CCMD feedback mechanism

A

assessment prcess

409
Q

orderly turnover of a plan

A

transition

410
Q

how are plans updated

A

FRAGORD

411
Q

benefit of FRAGORD

A

how plans are updated

412
Q

how do do CCMD use assessment results

A

assessment results enhance CCMD decision-making to create Key leader envagemnet dialogbue

413
Q

how to vet analyssis

A

vet analysis through functional expedrts within gthe staff

414
Q

4 important components of assessment

A
  1. are objectives achieved given changes in the OE and emerging diplomatic/political issues2. is the current plan still suited to achieve the objective
  2. do changes in the OE impose additional risks or provide additional opportunities
  3. to what degree are the employed reosurces making a difference in the OE
415
Q

tenents of operation assessment

A
  • 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
416
Q

purpose of battle rhythm

A

battle rhythm to deliver right intel at the right time

417
Q

deliver the right intel at the right time to the right people

A

battle rhythm

418
Q

operational assessment

A
  • 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
419
Q

leaders “come to us…”

A

leaders come to use if you have a problem but don’t let that problem be problematic

420
Q

indicators

A

specific piecnes of information that infers to conditoin/state/existenc eof something and provides a reliable means to ascertain performance/effectiveness

421
Q

what should indicators be

A

relevant, obervable, colelctable, responsive, resourced| 2 types= MOE, MOP

422
Q

what can you do if you have an existing contingency plane that is appropraite

A

if a contingency plan exists and it is approprate, it may be executed via opord or fragord w/o WARNORD

423
Q

waysmeansends

A

ways = determien howmeans -= militayr capabilitiesends=acheive objectives

424
Q

daily activities of hte CCMD

A

CCMD Campaing plan

425
Q

what does the Defense Strategic Review articualrte

A

articulates a 20yur plan to execute a full reange of mission

426
Q

NMN and JSCP are

A

are core strategic guidence documents that provides CJCS direction and policy essential to achievement of NNS objhectives

427
Q

integrative planning

A

synchornzies resources an dintegrates timelines, deicsion matrices, authorities. to link CCMD and strategic partners to achieve strategic objectives

428
Q

joint planning at the strategic level

A

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

429
Q

Q to ask regarding ends

A

“What are the national military objectivers?”

430
Q

Q to ask regarding ways

A

how to accomplish these national military objectives (ends)

431
Q

APEX

A

integrates the planning activities of JPEC and facilitates the transition from planning to execution

432
Q

4 planning fucntions of APEX

A

stragebgicconceptplan developmentp[lan assessment

433
Q

what does the BPlan describe

A

BPLAN describes the CONOPS, major forces,l concepts of support, anticip[atedtimelines for completiion of hte mission

434
Q

Commander’s estimate

A

focuses on porducing miultiople COA to address a contingency

435
Q

ALERTORD

A

planning directive issued after the directing authority approves a military COA

436
Q

pres/SecDef says “okay, that plan is a go”

A

EXORD

437
Q

what do campaign plans seek to achieve

A

campaing plans seek to achieve national objectives by shaping the OE

438
Q

DHA

A

joint integrated Combat Support Agency that enables CMDS in both peace and war

439
Q

learnng organization

A

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

440
Q

important thing to remember about any initative

A

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

441
Q

Lewin Change Management phases

A

unfreezing,
move to new state,
refreeze/lock

442
Q

EMDP2

A

enlisted to MD preparatory program

443
Q

CgOSC

A

caregiver occuptational stress control

444
Q

field medical service technician

A

LO3A

445
Q

corpsmen & EMT cert

A

corpsmen aren’t automatically EMT cert b/c they have skills that don’t fit to state progressions of EMT Basic-Advanced/Paramedic

446
Q

IOC

A

initial operating capabilities

447
Q

2023 DHA transition

A

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

448
Q

why did teh DHA realignment happen

A

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

449
Q

right sizing

A

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)

450
Q

Rear ADM Via

A

actign surgeon general and chief of BUMED

451
Q

DTRA

A

defense threat reduction agency

452
Q

NMCC

A

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…

453
Q

generates EAM to missile launch control centers, nuke subs, recon aircraft…

A

EAM: emergency action message
NMCC: Natinoal Military Command Center (prez/vp/secdef) = Pentagon C2 for the National Command ahtority

454
Q

Pentagon C2 for the National Command Authority

A

NCA: prez, vp, Secdef
NMCC: National Military Command Center

ULTIMATE Military Compilation (28 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions