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ULTIMATE Military Compilation > military_topics_20230129232137 > Flashcards

military_topics_20230129232137 Flashcards

1
Q

source to find the official definition for military words

A

“DOD Dictionary”| DOD Dictionary of Military and Associated Terms

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2
Q

air domain

A

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

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3
Q

unloading of personnel or material from aircraft in flight

A

airdrop

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4
Q

CRA

A

coordinating review authority| organization’s doctrine POC

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5
Q

FAR

A

formal assessment report

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6
Q

OBE

A

overcome by events

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7
Q

overcome by events

A

OBE

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8
Q

J-Dir

A

Joint staff direxctorate

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9
Q

JED

A

joint eduxation and doctrine

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10
Q

RFD

A

revision first draft

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11
Q

PRA

A

primary review authority

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12
Q

mission set of Joint FOrce Development

A

doctrine
education
training
lessons learned
concept developmentanalyssi```

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13
Q

NORAD

A

north american aeroispace defense command

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14
Q

geographic combatant commands -9

A 
AfricaCentralEuropeanNorthernPacificSOuthern
Special OPsStrategicTransportaiton
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15
Q

what are the 3 functional combatant commands

A

Special OperationsStrategicTransportation

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16
Q

Goldwater-Nichols Act

A

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

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17
Q

role of the Service Chiefs

A

advisory to president| no operational

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18
Q

joint doctrine

A

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

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19
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
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20
Q

JP-1

A

Manpower & Personnel

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21
Q

JP-4

A

Logistics

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22
Q

JP-5

A

Strategy, Plans, Policy

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23
Q

JP-6

A

C4/Cyber

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24
Q

JP-7

A

Joint Force Development

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25
Q

JP-8

A

Force Struction, Resources, Assessment

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26
Q

IMD

A

INformation Management Division

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27
Q

OSINT

A

open sourced intelligence

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28
Q

open sourced intelligence

A

OSINT

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29
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

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30
Q

leadership of joint forces

A

joint forces operate under a single joint force commander

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31
Q

`guide to plan/execute/assess joint military orperations

A

JP-3: JOint Operations

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32
Q

9 Principles of War

A

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

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33
Q

12 Principles of Joint Operations

A

9 Principles of War
Restraint
perserverance
legitimacy

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34
Q

TMM

A

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

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35
Q

how to describe the strategic environbments

A

TMM = transregional, multidomain, multifunctional

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36
Q

profile of today’s potential adversaries

A

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

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37
Q

US instruments of national power

A

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

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38
Q

forms teh National Strategic direction

A 
governed by"constitutionfederal lawUSG policyinternational lawnational interests represented by national security policy
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39
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

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40
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

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41
Q

FCC

A

functional combatant commands

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42
Q

GEF

A

Guidence for Employment of the FOrce

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43
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

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44
Q

documents prepared by SecDef & CJCS

A

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

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45
Q

views, priorities, and prepared by the SecDef

A

Global Employment of the Force

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46
Q

views, priorities, and prepared by the CJCS

A

National Militayr Strategy

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47
Q

who prepares the Global Employment of the Force

A

SecDef

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48
Q

who prepares the National Military Strategy

A

CJCS

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49
Q

unified action

A

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

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50
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

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51
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

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52
Q

DOD supporting other agencies

A

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

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53
Q

3 levels of warfare

A

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

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54
Q

strategic

A

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

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55
Q

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

A

strategic

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56
Q

cognitive approach used by commanders & staff

A

operational art

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57
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,

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58
Q

tactical

A

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

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59
Q

“joint”

A

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

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60
Q

EMS

A

electromagnetic spectrum

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61
Q

C2 functions

A

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

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62
Q

what does operational art include

A 
skillknowledgeexperiencecreativityjudgement
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63
Q

what is considered when doing operational art

A

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

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64
Q

ability to plan/prepare/execute, assess

A

operational art

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65
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?

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66
Q

operational design

A

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

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67
Q

tools of operational design

A

objectiveCOGLOOLOE

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68
Q

LOO

A

lines of operation

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69
Q

LOE

A

lines of effort

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70
Q

benefit of framing

A

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

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71
Q

CONOPS

A

COncept of OPerations

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72
Q

stages

A

mobilize
deploy
employ
sustain
redeploy
demobilization

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73
Q

CCIR

A

commander critcial information requirements

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74
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

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75
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

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76
Q

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

A

attack position

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77
Q

attack position

A

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

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78
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

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79
Q

JFC

A

JOint FOrce Commanders

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80
Q

SOF

A

(soft)| support fo special ops force

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81
Q

MISO

A

military information support ops

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82
Q

OPCON

A

operational control

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83
Q

CAO

A

civil affairs operations

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84
Q

ISR

A

intellgience, surveillance, reconiassance

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85
Q

central command of the SEALS

A

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

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86
Q

SEALS on the West Coast

A

Coronado = odd number

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87
Q

SEALS on East Coast

A

Little Creek, VA = even

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88
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

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89
Q

SEAL stands for

A

sea, air, and land

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90
Q

MARSOC

A

marine special ops

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91
Q

marine special ops

A

MARSOC

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92
Q

shot Osama bin Laden

A

Operation Neptune SpearMay 2 201135 miles from IslamabadAbbottabad, Pakistan

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93
Q

Operation Neptune Spear

A

shot OBL on May 2 2011 in Pakistan

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94
Q

CWMD

A

counter WMD

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95
Q

direct action

A

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

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96
Q

special reconnaisance

A

covert/clandestine collections to collect /verify information for leads

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97
Q

FID

A

foreign intel defense

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98
Q

what must leaders do to effectively plan and execute missions

A

must thoroughly understand the nature and theory of warfare

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99
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

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100
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
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101
Q

COG in war

A

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

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102
Q

3 levels of war

A

strategicopeartionaltactical

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103
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

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104
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

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105
Q

who functions at the strategic level of war

A

presidentSecDefCJCS

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106
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

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107
Q

level of war were combat/battles/engagement happens

A

tactical level

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108
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

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109
Q

difference between engagement and battle

A

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

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110
Q

short interactions between small forces

A

engagement| battles are larger

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111
Q

level of war where battles and engagements are

A

tactical

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112
Q

level of war where campaigns and major options happen

A

operational level of war

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113
Q

who operates at each level of war

A

strategic = president, SecDef, CJCS

operational = combatant commanders, JTF

tactical = carrier strike groups, expeditionary strike groups

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114
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,
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115
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

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116
Q

1800s technology influenceing warfare -6

A 
horse drawn artillarymuskets/cannonsrailroadtelegraphsteam power ships
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117
Q

1900s -9

A

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

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118
Q

topics to consider in operational art

A 
militarypoliticaleconomicfinancialsocialculturalreligion
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119
Q

operational art is not…

A

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

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120
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

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121
Q

“On War”

A

Carl von Clausewitz

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122
Q

Carl von Clausewitz

A

On War

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123
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

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124
Q

S’s in the 9 Principles of War

A

security
surprise
simplicty

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125
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

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126
Q

how should we direct every military operation

A

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

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127
Q

what is the most significant preparation a commander can make

A

clearly express the objective of the operation to subordinant commanders

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128
Q

offensive

A

action to seize, retain, and exploit the inititative

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129
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

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130
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

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131
Q

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

A

mass

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132
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

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133
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

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134
Q

economy of force

A

judicious employment/distribution fo force

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135
Q

benefit of economy of force

A

allocate minimum essential combat power to secondary efforts

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136
Q

allocate minimum essential combat power to seconary efforts

A

economy of force

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137
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

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138
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

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139
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

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140
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

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141
Q

seize & retain positional advantage

A

maneuver

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142
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

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143
Q

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

A

maneuver

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144
Q

purpose of security (as a principle of war)

A

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

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145
Q

benefit of surprise in war

A

suprise immediately puts adversaries of defense

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146
Q

how do adversaries respond to surprise

A

they are immediately put on the defense

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147
Q

factors that contribute to surprise

A

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

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148
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

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149
Q

considerations you should make of your adversaries

A

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

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150
Q

what is COG

A

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

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151
Q

source of power that gives strength or will to act

A

COG

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152
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?
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153
Q

what does the successful planning at any level hinge oin

A 
knowing:your COGadversary's COGallies COGneutral COG
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154
Q

examples of when national will was a COG

A

Vietnam| Gulf War

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155
Q

COG as an intangible vs tangible level of strength

A

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

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156
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

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157
Q

critical weakness

A

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

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158
Q

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

A

critical weakness

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159
Q

characteristics at the front (of a battle)

A

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

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160
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

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161
Q

adversary strength versus weakness

A

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

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162
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

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163
Q

what did Dolly Madision save

A

silver and washington’s picture

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164
Q

indian tribe that adopted african american slaves

A

Seminoe Wars

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165
Q

cost of guarding a line of supply

A

cost of manpower to guard a line of supply

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166
Q

joint forces in Civil War

A

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

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167
Q

Civil War surrender

A

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

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168
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
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169
Q

3rd party strategies for conflict resoution (4)

A

arbitrationmediationneutral 3rd partyoutside expert

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170
Q

arbitration

A

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

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171
Q

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

A

arbitration

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172
Q

mediation

A

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

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173
Q

how can a neutral party help conflict resolution

A

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

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174
Q

what questions should be asked to help w/conflict resolution

A

ask questions to identify underlying problems and commob interests

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175
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
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176
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

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177
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

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178
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

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179
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

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180
Q

nonlethal weapon

A

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

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181
Q

military objectives

A

broken down into strategic, operationa, tactical

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182
Q

effect of irregular warfare on one doing conventional warfare

A

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

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183
Q

“On War”

A

Carl von Clauzewitz

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184
Q

“The Art of War”

A

Sun-Tzu

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185
Q

Sun-Tzu

A

The Art of War

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186
Q

operations in Somalia

A

Operation Restore Hope & United SHield

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187
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

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188
Q

year of Black Hawk Down

A

1993

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189
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

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190
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

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191
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

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192
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
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193
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

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194
Q

how is nonlethal warfare mean to be utilized

A

complementary tool set

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195
Q

purpose of nonlethal warfare

A

deter, discourage, delay, prevent hostile actors

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196
Q

CNN effect

A

1990s impact in broadcasts

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197
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

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198
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

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199
Q

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

A

force proprtionality

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200
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

201
Q

benefits of nonlethal warfare

A

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

202
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

203
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

204
Q

ROE

A

rules of engagement

205
Q

ROF

A

rules for use of force

206
Q

define rules of engagement

A

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

207
Q

what shapes rules of engagement

A

international treaties or international alw

208
Q

define rules of use of force

A

domestic missions within US territory or sucurity functions at bases overseas

209
Q

what shapes rules of use of force

A

generally shaped by constituional law

210
Q

what does rules on use of force presuppose

A

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

211
Q

HEMI

A

human electro-maneuver incapication (?)

212
Q

RCA

A

riot control avent

213
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

214
Q

EOF

A

escalation of force

215
Q

what is often unavoidable when using lethal force

A

collateral damage from lethal force is often unavoidable

216
Q

EOD

A

explosive ordanance dipsposal

217
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
218
Q

what do lives depend on

A

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

219
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

220
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

221
Q

JPEC

A

joint planning and execution comm

222
Q

JP 5-0

A

Joint P:lanning

223
Q

4 examples of instruments of national power

A

militarydiplomaticinformationaleconomic

224
Q

DSR

A

Defense Strategy Review

225
Q

NSS

A

National Security Strategy

226
Q

7 stages of a military operation

A

training
mobilization
deployment
employment
sustainment
redeployment
demobilization

227
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

228
Q

what is joint planning

A 
focused on end stateglobally integrated/coordinatiedresource informedrisk informedframed within the operational environmentinformative to decision makingadaptive/flexible
229
Q

what is the first step of planning

A

planning begins by identifying the desired national/military end states

230
Q

APEX

A

adaptive planning & execution

231
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

232
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

233
Q

what do we do with risk

A

accept
reduce
control

234
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

235
Q

what is the starting position be for any military plan

A

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

236
Q

continuum of the levels of war from the broadest to narrowest

A

strategicoperationaltactical

237
Q

being informed decision makers-6

A

isssues
assumptions
resource requriements
Costs
risks
cost-benefit
trade offs

238
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

239
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

240
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

241
Q

operational art

A

application of intution/crative imangination by commanders

242
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?”

243
Q

IPR

A

inprocess review

244
Q

TCP

A

theatre campaign plan

245
Q

FCP

A

functional campaing plan

246
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

247
Q

how are CCDR directed

A

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

248
Q

JSCP

A

JOint Strategic Campaing PLan

249
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

250
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

251
Q

defines ideal achievement for all objectives

A

end state

252
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

253
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

254
Q

objectives

A

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

255
Q

4 characteristics of objectives

A

specific
measurable
relevant
time-bound

256
Q

JPP

A

joint planning porcess

257
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

258
Q

CONOPS

A

concept of operations

259
Q

effect of mitigating risks

A

decreases likeliohood of occurrencedecreases costs of occurencedecreases potential of negative effecs

260
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

261
Q

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

A

notice what is said and what is not said

262
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

263
Q

key to any multinational operation

A

unity of effort

264
Q

CJCSI 5714.01

A

Policy for the Release of JOint INformation

265
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

266
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

267
Q

National Security COuncil

A

presidnt principle forum for considering national security anf foreign policies

268
Q

president principle forum for considering national security and foreign policy

A

National Security Council

269
Q

military advisor to the president

A

CJCS via the National Security Council

270
Q

military representation in the National Security COuncil

A

CJCS

271
Q

participants in the National Security COuncil

A

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

272
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

273
Q

How does the presidnet provide strategic guidence

A

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

274
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

275
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

276
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

277
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

278
Q

Dep of S

A

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

279
Q

USAID

A

independent fed agency that receives overall foreign policy guidence for DOS

280
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

281
Q

full name for the Quadrinnial Review

A

Quadrennial Diplomacy & Developmebtal Review

282
Q

who writes the Quadrinneal Review

A

joint DOS?USAID effort

283
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

284
Q

Country Development Cooperation Strategy

A

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

285
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

286
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

287
Q

executive agency responsible for US diplomacy

A

DOS

288
Q

role of Dep of State

A

executive agent responsible for US diplomacy

289
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

290
Q

Unified Command Plan

A

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

291
Q

why do we do the Defense Strategy Review

A

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

292
Q

how often is the Defense Strategy REview

A

q4yrs per congress in Title 10

293
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)

294
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

295
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

296
Q

posture planning

A

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

297
Q

GFMIG

A

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

298
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

299
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)(

300
Q

ends

A

what are the national military objectives

301
Q

ways

A

how to accomplish these objectives

302
Q

means

A

what military capabilities are required to execute this strategy

303
Q

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

A

JSCP “jay skap”

304
Q

JSCP

A

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

305
Q

GFMIG

A

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

306
Q

specifies allocation and distribution of forces

A

GFMIG

307
Q

GFMAP

A

global force management allocation plan

308
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

309
Q

how frequently is the GFM updates

A

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

310
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

311
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

312
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

313
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

314
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

315
Q

JPEC

A

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

316
Q

responsible for assigned tasks

A

supported commands

317
Q

JP1

A

Doctrine for the Armed Forces of the United States

318
Q

what does APEX do

A

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

319
Q

goal of APEX

A

develop plans with options for president/secdef

320
Q

development of plans with options for president and secdef

A

APEX

321
Q

functions fo APEX

A

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

322
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

323
Q

situational awareness activities

A

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

324
Q

D-Day

A

unnamed day on which the operation commences

325
Q

unnamed day on which the operation commences

A

D-day

326
Q

H-hour

A

specified start time

327
Q

specified start time

A

H-hour

328
Q

C-Day

A

unnamed day on which a deployment begins

329
Q

unnamed day on which a deployment begins

A

C-Day| D day is when the operation commences

330
Q

unspecified cryptic day and hour on which operations versus deployments start

A 
operation = D-day & H-hourdeployment = C-day & L-horu
331
Q

hour on the C-day when a deployment staerts

A

L-hour

332
Q

assessment to determien progress towards mission accomplishment

A

a continuous process to inform deicison making

333
Q

4 planning functions

A

strategic guidanceconcept developmetnplan developmentplant agent

334
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

335
Q

mneumonic for planning assessments

A

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

336
Q

FDO

A

flexible deterant options

337
Q

FRO

A

flexible reposnse options

338
Q

BPLAN

A

Base plan

339
Q

OPLAN

A

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

340
Q

what does the BPLAN describe

A

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

341
Q

how to pronounce TPFDD

A

“tip fihd”

342
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

343
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

344
Q

CJCSM 3130.03

A

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

345
Q

RFF

A

Request for Forces

346
Q

WARNORD

A

plannign directive to start developing a COA

347
Q

planning directive to start developing a COA

A

WARNORD

348
Q

PLANORD

A

provides essential planning guidence before leaders approves a COA

349
Q

provides essential planing guidence before leaders approve a COA

A

PLANORD

350
Q

ALERTORD

A

COA approved. DOESN”t authorize execution of that COA

351
Q

COA is approved but the COA is not yet authorized

A

ALERTORD

352
Q

PTDO

A

prepare to deploy order

353
Q

EXORD

A

implement approved CONOPS.

354
Q

who issues EXORD

A

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

355
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

356
Q

FRAGORD

A

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

357
Q

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

A

FRAGORd

358
Q

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

A

FRAGORd

359
Q

PTDO

A

prepare to deploy

360
Q

joint orders

A 
depordplanordalertordexeordfragowarnordoporderPOTDO
361
Q

EXORD

A

direction to implenent an approved CONOPS

362
Q

directive to implement an approved CONOPS

A

EXORD

363
Q

what does strategy prioritize

A

strategy prioritizes resources and actions to achieve future desired conditions

364
Q

CCIR

A

commander’s critical information requirement

365
Q

intel fed to commander

A

CCIR = commander’s critical information requirement

366
Q

what does unity of force mean

A

unity of force means everyone operates under a single commander

367
Q

everyone operates under a single commander

A

unity of force

368
Q

economy of force

A

judicious employment and distribution of forces

369
Q

judicious employment and distribution of forces

A

economy of force

370
Q

why should you consider frames of reference

A

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

371
Q

what should planners be cognizant of doing

A

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

372
Q

LOE

A

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

373
Q

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

A

LOE = lines of effort

374
Q

describes the state of hte operating enviornment

A

conditions

375
Q

conditions

A

describes the state of hte operating enviornment

376
Q

LOO

A

lines of operations

377
Q

what must campaign plans have

A

contingenceis, measurable objectives

378
Q

objectives

A

clearly defined, measurable, and attainable

379
Q

how does a CCDR measure success

A

compare to objectives

380
Q

4 timeframes for resources

A

current yearbudget yearporgram yearout…

381
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

382
Q

plans for the theatre

A 
TDP = theatre distributino planTLO = theatre logistics planTLA = theatre logistics analysis
383
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

384
Q

TLO

A

threatre logistics plan

385
Q

TLA

A

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

386
Q

detailed country by country analysis fo key infrastructure

A

TLA = theatre logistics analysis

387
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

388
Q

how should you approach risk

A

decide what level of risk you are willing to accept

389
Q

what dos CCDR need to identify

A

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

390
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

391
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

392
Q

what should everyoen do w/regards ot hte OE

A

create a shared understanding

393
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

394
Q

characteristics of operational art

A 
assessmentexperienceintellectcreativityintuitioneducationbjudgement
395
Q

tools to understand the strategic enviornment

A

policies, diplomacy,

396
Q

how to ensure correct interpreation

A

identify if difference in interpretation

397
Q

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

A

ways

398
Q

what impact will the US activities have on third parties?

A

focus on military impact but identify potential political fallour

399
Q

JIPOE prcess

A

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

400
Q

what do tendencies reflect

A

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

401
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

402
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

403
Q

MOE

A

measures of effectiveness

404
Q

MOP

A

measures of perforamance

405
Q

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

A

termination criteria

406
Q

termination criteria

A

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

407
Q

COG

A

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

408
Q

operational reach

A

distance/duration a joint force can successfully employ military capabilities

409
Q

distance/duration a joint force can successfully employ military capabilities

A

operational reach

410
Q

LOO

A

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

411
Q

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

A

culmination

412
Q

culmination

A

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

413
Q

what drives COA development

A

mission analysis

414
Q

what qualifies as CCIR

A

what the commander deems to be time critical to decision making

415
Q

constraints

A

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

416
Q

limit to an action

A

constraint

417
Q

JPP

A

orderly analytical set of logical steps to prouce

418
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)

419
Q

purpose of wargames

A

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

420
Q

good way to test COA

A

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

421
Q

when is wargaming the most effective

A

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

422
Q

cost-effective way to give officers experience

A

war gaming

423
Q

benefits of war gaming

A

smarter strategic decisionsfaster solutionsstrengtions relationsmemorable learning

424
Q

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

A

“injects” to alter the scenario

425
Q

roles within a war game

A 
"cellswhite = game facilitatorsred - enemywhite-arbitrators/moderatorsblue -friendly firegreen-NGO/neutral actors and regioanl partners
426
Q

what is the importance of war gaming

A

it is about decision-making

427
Q

best way to see how your officers make decisions under pressure

A

war gaming

428
Q

white cell

A

game facilitators

429
Q

facilitators in war games

A

white cell

430
Q

red cell

A

enemy

431
Q

enemy in war games

A

red cell

432
Q

arbitrators/moderators in war gaming

A

white cell

433
Q

white cell in war games

A

arbitrators/moderators

434
Q

friendly forces in war games

A

blue cell

435
Q

blue cell in war games

A

friendly forces

436
Q

green cell in war games

A

NGO/neutral actors an regional partners

437
Q

NGO & neutral actors & regional partners in war games

A

green cell

438
Q

what is a good way to compare COA

A

put them through war games

439
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

440
Q

2 things war gaming does

A
  • gives memorable experience to JO and see how they will perform/decision-make- compare potential COA
441
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
442
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

443
Q

Commander’s estimate

A

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

444
Q

centerpiece of OPORD

A

CONOPS

445
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
446
Q

force plannign

A

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

447
Q

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

A

amatures study tactics, pros study logistics

448
Q

feasibility analysis

A

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

449
Q

KLE

A

key leader engagement

450
Q

CCMD feedback mechanism

A

assessment prcess

451
Q

orderly turnover of a plan

A

transition

452
Q

ISR

A

intlligence, surveilalnce, reconaissance

453
Q

how are plans updated

A

FRAGORD

454
Q

benefit of FRAGORD

A

how plans are updated

455
Q

how do do CCMD use assessment results

A

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

456
Q

how to vet analyssis

A

vet analysis through functional expedrts within gthe staff

457
Q

4 important components of assessment

A
  1. are objectives achieved given changes in teh OE and emerging diplomatic/political issues2. is the current plan still suited to achieve the objective3. do changes in the OE impose additional risks or provide additional opportuniteis4. to what degree are the employed reosurces making a difference in the OE
458
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
459
Q

purpose of battle rhythm

A

battle rhythm to deliver right intel at the right time

460
Q

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

A

battle rhythm

461
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
462
Q

leaders “come to us…”

A

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

463
Q

indicators

A

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

464
Q

what should indicators be

A

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

465
Q

IPR

A

inprocess rev iew

466
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

467
Q

waysmeansends

A

ways = determien howmeans -= militayr capabilitiesends=acheive objectives

468
Q

daily activities of hte CCMD

A

CCMD Campaing plan

469
Q

what does the Defense Strategic Review articualrte

A

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

470
Q

NMN and JSCP are

A

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

471
Q

integrative planning

A

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

472
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

473
Q

Q to ask regarding ends

A

“What are the national military objectivers?”

474
Q

Q to ask regarding ways

A

how to accomplish these national military objectives (ends)

475
Q

APEX

A

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

476
Q

4 planning fucntions of APEX

A

stragebgicconceptplan developmentp[lan assessment

477
Q

what does the BPlan describe

A

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

478
Q

Commander’s estimate

A

focuses on porducing miultiople COA to address a contingency

479
Q

ALERTORD

A

planning directive issued after the directing authority approves a military COA

480
Q

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

A

EXORD

481
Q

what do campaign plans seek to achieve

A

campaing plans seek to achieve national objectives by shaping the OE

482
Q

DHA

A

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

483
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

484
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

485
Q

Lewin Change Management phases

A

unfreezing,
move to new state,
refreeze/lock

486
Q

EMDP2

A

enlisted to MD preparatory program

487
Q

CgOSC

A

caregiver occuptational stress control

488
Q

field medical service technician

A

LO3A

489
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

490
Q

IOC

A

initial operating capabilities

491
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

492
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

493
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)

494
Q

Rear ADM Via

A

actign surgeon general and chief of BUMED

495
Q

DTRA

A

defense threat reduction agency

496
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…

497
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

498
Q

Pentagon C2 for the National Command Authority

A

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

499
Q
A

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