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CCC Quiz 1 > Quiz 1 > Flashcards

Quiz 1 Flashcards

1
Q

list some (written) communication skills fro leaders

A
  • recommendation/conclusion BLUF - in the 1st or second paragraph
  • active voice
  • short sentences (average 15 +/- words)
  • use short words (3 syllables or less)
  • avoid more than 10 sentences per paragraph
  • spelling, grammar and punctuation
  • use I, you and We rather than this office, this hq etc
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2
Q

what are the fundamentals of writing?

A

SOCS: (writing socs)

  • Substance
  • Style
  • Organization
  • Correctness
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3
Q

what are the steps in the writing process?

A 
Pre-writing 
Drafting
Revising
Editing
Publishing
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4
Q

how do the fundamentals of writing relate to the steps of the writing process?

A

substance and style

  • pre-writing
  • drafting
  • revising

organization and correctness

  • editing
  • publishing
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5
Q

what is the army standard for the elements/fundamentals of writing? (SOCS)

A

Substance and style: transmits a clear message in a single rapid read

organization and correctness: generally free of errors in grammar, spelling and other mechanical devices used

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6
Q

what are the types of briefings?

A

DIMS

  • Decision
  • Information
  • Mission
  • Staff
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7
Q

what is the purpose of each type of briefing?

A

Decision - give info to assist a leader in a decision (coa 1 vs coa 2)
information - overview of something (S2 brief)
Mission: informal brief that elaborate on mission, operations, training (ramp brief)
staff - inform the CDR and staff of the current situation in order to coordinate and synchronize effort (command and staff)

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8
Q

what are the steps of briefing?

A

plan
prepare
execute
assess

with a focus on continually assessing

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9
Q

briefing steps: Plan

A

analyze the situation and prepare a briefing outline

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10
Q

briefing steps: prepare

A

collect information and construct the briefing

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11
Q

briefing steps: execute

A

deliver the briefing

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12
Q

briefing steps: assess

A

follow up as required

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13
Q

how do you generate effective feedback?

A

Ask for it
open mind - feedback is not a “gotcha” method of communication
follow up - on feedback you give and that you get
constructive feedback - provide ways to implement suggestions

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14
Q

how do the steps of briefing relate to the steps of the writing process?

A

Plan and Prepare:

  • pre-writing
  • drafting
  • revising
  • editing

execute and asses
- publishing

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15
Q

what are the elements of the army leadership requirements model?

A

Attributes and competencies

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16
Q

army leadership requirements model:

- what are the attributes?

A

character
Presence
Intellect

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17
Q

army leadership requirements model:

- what are the competencies?

A

leads
develops
achieves

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18
Q

army leadership requirements model:

explain character

A

character: of of the attributes
- live the army values
- empathy
- warrior ethos
- service
- discipline

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19
Q

army leadership requirements model:

explain presence

A

presence: of of the attributes
- military and professional bearing
- fitness
- confidence
- resilience

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20
Q

army leadership requirements model:

explain intellect

A

intellect: of of the attributes
- agility
- sound judgment
- innovation
- interpersonal tact
- expertise

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21
Q

army leadership requirements model:

explain Leads

A

Leads: one of the competencies

  • lead others
  • build trust
  • influence beyond COC
  • communicates
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22
Q

army leadership requirements model:

explain develops

A

develops: one of the competencies
- create positive environment
- foster esprit de corps
- prepare self
- develop others
- steward the profession

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23
Q

army leadership requirements model:

explain achieves

A

achieves: one of the competencies

- gets results

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24
Q

define leader development:

A

deliberate, continuous, sequential and progressive process, grounded in Army values that grows Soldiers and Civilians into competent and confident leaders capable of decisive action
key elements
- continuous process with steps
- core is army values
- purpose is to develop other leaders
- end state is leaders who are capable of decisive action

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25
Q

what are the elements of the army leader development program?

A

operational
institutional
self development
- self awareness

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26
Q

army leader development model:

- goal of operational domain

A

provide leader development assignment
provide adequate training opportunities
assign based on leader development priorities

focus:
Training > Experience > Education

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27
Q

army leader development model:

- goal of institutional domain

A

school should train leaders in critical tasks
develop leaders from perspective o the entire Army
produce high quality products

focus:
Education > Experience > Training

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28
Q

army leader development model:

- goal of self development domain

A

support operational and institutional assignment and bridge gaps
Focus:
Experience > Education > Training

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29
Q

elements of self awareness?

A

capability, opportunity, motivation

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30
Q

army leader development model

- what is the main focus of each of the domains?

A

operational: training
institutional: education
self-development: experience

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31
Q

define mission command

A

mission command is an approach to command and control that empowers subordinate decision making and decentralized execution appropriate to the situation

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32
Q

define command an control:

A

exercise of authority and direction by a properly designated commander over assigned and attached forces in the accomplishment of mission
- fundamental to all operations

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33
Q

what dose Command and Control enable the commander to do?

A

synchronize and converge all elements of combat power

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34
Q

what are the 7 principals that guide mission command?

A
  1. competence
  2. mutual trust
  3. shared understanding
  4. commanders intent
  5. mission orders
  6. disciplined initiative
  7. risk acceptance

remember in order to have successful mission command you must have competent personnel with mutual trust and shard understanding of the commanders intent as portrayed through mission orders, allowing for disciplined initiative - this will give the CDR the ability to accept appropriate risk

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35
Q

what are the elements of the commanders intent?

A

key tasks
purpose
end state

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36
Q

how are mission orders published?

A

OPORD: SGM eats sugar cookies

  • situation
  • mission
  • execution
  • service and support
  • command and signal
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37
Q

attributes of intellect

A

mental agility - creative thinking
sound judgment - critical thinking
innovation - creative thinking

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38
Q

critical vs creative thinking

A

critical thinking is analyzing a problem

creative thinking is coming up with new and innovative ways to solve a problem

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39
Q

attributes of intellect

- mental agility

A
  • flexibility of mind - ability to break habitual thought patterns
  • anticipating or adapting to uncertain or changing situations - thinking through outcomes when current decisions or actions are not producing desired effects
  • ability to apply multiple perspectives and approaches
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40
Q

attributes of intellect

- sound judgment

A
  • capacity to assess situation and draw ethical conclusions
  • tendency to form sound opinions, make sensible decisions and reliable guesses
  • ability to assess strengths and weakness of subordinates, peers and enemies to create appropriate solutions and actions
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41
Q

attributes of intellect

- innovation

A
  • ability to introduce new ideas based on opportunities or challenging circumstances
  • creativity in producing ideas and objects that are both novel and appropriate
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42
Q

what are the 5 warfighting functions?

A
  1. movement and maneuver
  2. intelligence
  3. fires
  4. sustainment
  5. protection
  6. command and control
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43
Q

warfighting functions

- movement and maneuver

A

move and employ forces to achieve a position of relative advantage over the enemy and other threats

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44
Q

warfighting functions

- intelligence

A

facilitate understanding the enemy, terrain, weather, civil considerations and other significant aspects of the OE

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45
Q

warfighting functions

- fires

A

create and converge effects in all domains against the adversary or enemy to enable operations across the range of military operatiosn

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46
Q

warfighting functions

- sustainment

A

provide support and services to ensure freedom of action, extended operation reach and prolong endurance

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47
Q

warfighting functions

- protection

A

preserve the force so the commander can apply max combat power to accomplish the mission

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48
Q

warfighting functions

- command and control

A

enables commanders to synchronize and converge all elements of combat power

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49
Q

command and control warfighting function tasks

A

command forces
control operations
drive the operations process
establish the command and control system

  • commanders must command IOT control operations, they do this by driving the operations process and establishing a CC system
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50
Q

how do commanders drive the operations process?

A

plan, prepare, execute (assess always)

Understand - visualize - describe - direct
- commanders must first understand the OE, problems etc, then be able to visualize the situation, approach and endstate. this allows them to describe the commanders intent and provide planning guidance during the op they must direct through operations orders and at key decision points

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51
Q

definition of critical and creative thinking

A

critical thinking: LOGICAL thought process that aims to find facts, to think through issues, and analyze problems
- examines a problem in depth from multiple points of view

creative thinking: thinking in INNOVATIVE ways while capitalizing on imagination, insight and novel ideas

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52
Q

7 steps of MDMP

A
  1. receive the mission
  2. mission analysis
  3. COA development
  4. COA analysis
  5. COA comparison
  6. COA approval
  7. Orders production
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53
Q

which steps of MDMP are critical, what about creative? what is left?

A

critical:
1. receipt of mission
2. mission analysis

creative:
3. COA development
4. COA analysis
5. COA comparison

what’s left?

  1. COA approval - someone else’s decision
  2. orders production - task focused
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54
Q

what are the essential dimensions of critical thinking?

A
  1. intellectual standards
  2. intellectual traits
  3. elements of thought/reason
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55
Q

essential dimensions of critical thinking

- intellectual standards

A 
clarity
accuracy
precision
relevance
depth
breadth
logic
significance
fairness
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56
Q

essential dimensions of critical thinking

- intellectual traits

A 
humility
courage
empathy
integrity
perseverance
confidence in reason
fair-minded 
autonomy
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57
Q

what is a practical tool to enhance creative thinking?

A 
brainstorming
outside the box thinking
red-teaming (play the bad guy)
what if?
post mortem analysis
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58
Q

what are the pitfalls in thinking?

A 
heuristic-related bias (mental shortcuts) 
- availability
- representative
- anchoring
logical fallacies
- attacking the person (rather than idea)
- false dichotomy
- false cause
- appeal to the masses
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59
Q

how to lead change in organizations?

A 
function as an agent of change
encourage subordinates to exercise initiative
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60
Q

how to develop learning organization?

A

support the concept of life long learning
develop self awareness
learn from mistakes

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61
Q

how to develop subordinate leaders?

A

counsel (leader)
coach (assigned person to help develop)
mentor (3rd party who can help you develop)

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62
Q

programs that help manage company sized organizations?

A

military justice
- no action is still action, non-punitive/admin action, nonjudicial punishment (article 15), judicial action (courts martial)
property management
- command supply discipline program (CSDP)
maintenance operations
- command maintenance discipline program (CMDP)
soldier and family readiness groups
- formerly known as FRG

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63
Q

what is CSDP?

A

command supply discipline program

directed at ensuring compliance with HQ, DA supply policies and procedures
- responsibilities of the commander to instill supply discipline in their operations

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64
Q

how is CDSP enforced?

A 
leadership
command emphasis
training
administrative measures
disciplinary measures
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65
Q

what is CMDP?

A

command maintenance discipline program

primary purpose is to standardize maintenance discipline through the Army and simplify command, supervisory and managerial responsibilities

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66
Q

how is CMDP conducted?

A
  • focuses commanders, directors and supervisory s on maintenance management
  • tool to evaluate unit maintenance programs on a day-to-day basis
  • emphasis on identifying and resolving systemic problems
  • focuses on combat readiness and sustainability
  • on the spot training and assistance is highly encouraged
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67
Q

what is the purpose of the SFRG (FRG)

A

purpose is to provide mutual support and network of communication among family members, CC and community resources

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68
Q

what is the SFRG?

A

Soldier and Family Readiness Group
command-sponsored organization of Soldiers, civilian employees, family members and volunteers belonging to a unit
- provide feedback to the command on the state of the unit “family”

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69
Q

mission essential tasks of the SFRG?

A
  • conduct SFTG member meetings
  • staff and committee meetings
  • pub and distribution of newsletters update family rosters and alert rosters
  • education briefings
70
Q

what are the roles in the SFRG?

A

Commander

  • Soldiers
  • SFRG Leaders
  • > SFRG treasurer
  • > key callers (activate alert roster)
  • -> SFRG members
  • SFRG Liaison (civilian or Soldier)
71
Q

what are the types of SFRG funds? - also remember talk to JAG and the treasure before deciding to spend anything

A

APF: appropriated funds (annual, based on headcount)
NAF: non-appropriated funds
supplemental mission funds
informal funds

authorized uses:
unofficial FRG newsletters, volunteer recognition, food/drink for FRG, social activities (no balls or functions)

72
Q

elements of military justice that are vital for a commander to know

A
  • when to call JAG
  • UCMG authority and jurisdiction
  • courts martial system
  • typical courts martial process
  • Soldiers rights
  • non-judicial punishment
73
Q

military justice

- options for disposition of offenses

A
  • no action/dismissal
  • non-punitive/adverse administrative active
  • non-judicial punishment (article 15)
  • judicial action (courts martial)
74
Q

what is the goal of the awards system

A

to recognize excellence and motivate

75
Q

what form is for awards? when do you need one?

A

DA 638 for Soldiers

  • required for decorations and badges
  • not required for service medals and ribbons

DA 1256 for civilians

76
Q

awards policies

A

da 638 or permanent orders for decorations and badges
- not for service medals and ribbons

anyone can recommend someone for an award

based on performance not grade
awards are revoked by awarding authority - announced via permanent orders

77
Q

types of awards

A 
decorations
good conduct medal
service medals
service ribbons
badges and tabs
certificates and letters
unit awards
78
Q

BSM vs MSM

A

BSM: bronze star medal - combat conditions
MSM: meritorious service medal - non combat conditions

  • you cannot add a “c” on MSM
79
Q

approval authority for awards?

A

LOM - MG and above
MSM/BSM - BG and above
ARCOM - col and above
AAM - LTC and above

80
Q

what is a purple heart?

A

awarded to those wounded/killed in combat

physical lesion is not required - however “wound” must have been treated by medical officer and records must be made matter of official record

81
Q

key elements for award writing

A

stylistically awards are less “stringent” than evaluations
only ONE achievement needed for impact award
achievements should be QUANTifiable
same achievement cannot be used in 2 awards
follow unit guidelines or template

82
Q

what is an interim award?

A

given when awaiting final approval on recommendation for their award
i.e. soldier is PCSing and want to give an award while official award is pending - interim award would be revoked when award is finalized

83
Q

elements of establishing and exerting influence

A 
formal and informal leadership
compliance and commitment
influence
extended influence beyond COC
purpose, direction and motivation
rewards and punishments
84
Q

what is formal leadership?

A

granted to individuals by virtue of assignment to positions of responsibility according to their rank/experience

85
Q

what is informal leadership?

A

found throughout organizations and plays an important role in mission accomplishment

  • not based on rank
  • stems from personal initiative, special knowledge, unique experiences or technical expertise specific to an individual or team
86
Q

compliance

A

focused influence is based primarily on the leaders authority
- appropriate for short term, immediate requirements and for situations where little risk can be tolerated

87
Q

commitment

A

focused influence generally produces longer lasting and broader effects
- reaches deeper requires changing attitudes, beliefs and behavior

88
Q

methods of influence

A 
pressure
participation
legitimating
exchange
personal appeals
collaboration
rational persuasion
apprising
inspirational appeals
89
Q

what is required to extend influence beyond the CoC?

A

building trust outside lines of authority
understanding the sphere, means, and limits of influence
negotiating, building consensus and resolving conflicts

90
Q

leaders should provide purpose, direction and motivation - what are these?

A

purpose: reason to achieve a desired outcome
direction: how a goal, task or mission is to be achieved
motivation: supplies the will and initiative to do what is necessary to accomplish the mission

91
Q

elements of rewards and punishments

A

positive reinforcement: can enhance motivation

corrective measures: immediate need to DC dangerous or otherwise undesirable behavior
- sends a clear message about expectations of behavior and the consequences of violating these

92
Q

if you administer punishment’s you must do it fairly - why?

A

otherwise it leads to resentment

93
Q

what is “the Army Profession”?

A

a vocation of Soldiers and DAC whose collective expertise is the ethical design of, support to and application of LAND POWER; serving under civilian authority and entrusted to defend the constitutional nd the rights and interest of the American people

key elements:
Army - application of LAND POWER
Serves: under civilian authority
defend the constitution AND the rights/interest of the people

94
Q

what must a leader do to BE, KNOW, DO?

A

leaders internalize the roles, responsibilities and actions they understand of a leader to BE, KNOW, DO

95
Q

describe the armys framework for character development (there is a graphic)

A

trusted army professional with character, competence and commitment is central
surrounding it is the army leader development strategy IAW the Army ethic
the following are interdepenent and mutually supporting toward this goal
- army as an institution (culture)
- individual (identity)
- army organizations (climate)

96
Q

according to the Army Leader Development Strategy IAW the Army Ethic:
what is the Army as an Institution and what are the Strategic leader responsibilities ?

A

Culture - big picture, think army culture, American culture etc - large element that isnt quick to change

  • recruiting
  • policies/regulations
  • concepts/doctrine
  • programs/systems
  • force structure
  • infrastructure
  • budget
97
Q

according to the Army Leader Development Strategy IAW the Army Ethic:
what are Army Organizations and what are the organization leader responsibilities?

A

climate - small picture, think local agency (team, company, battalion etc) over a 2-3 year time

  • education
  • training
  • experience
  • certification
  • readiness
  • mission
98
Q

according to the Army Leader Development Strategy IAW the Army Ethic:
what are the individual elements and the direct leader/follower responsibilities?

A

Identity

  • uphold the army ethic
  • self-development
  • lifelong learning
  • coach-counsel-mentor
  • ready and resilient
  • soldier for life
99
Q

army values

A 
LDRSHIP
loyalty 
duty 
respect
selfless service
honor 
integrity
personal courage
100
Q

contrast Army Culture and Unit Climate

A

Army Culture:

  • how we do things
  • deeply embedded and enduring
  • long held beliefs and customs
  • shared attitudes, values, goals and practices of the larger profession
  • environment of the Army as a profession

Unit Climate:

  • how members feel about the unit
  • can change quickly
  • short term
  • shared perceptions and attitudes of the unit, driven by observed policies and practices reflecting the leaders character
  • the environment of the unit
101
Q

ethical reasoning application process

A

broken into thinking and motivation

recognize conflict -> evaluate the options -> commit to a decision -> ACT on decision

102
Q

application of ethical reasoning

- which are the thinking actions?

A

recognize conflict

evaluate the options

103
Q

application of ethical reasoning

- which are the motivation actions?

A

commit to a decision

ACT

104
Q

application of ethical reasoning

- explain “recognize the conflict”

A

acknowledging that an ethical conflict exists, defining it and identifying the conflicting virtues, rules, outcomes etc

105
Q

application of ethical reasoning

- explain “evaluate the options”

A

evaluate the possible COA using ethical lenses

  • virtues
  • rules
  • outcomes
106
Q

application of ethical reasoning

- explain “commit to a decision”

A

choosing and committing to the best ethical COA

107
Q

application of ethical reasoning

- explain “ACT”

A

acting on your ethical decision

108
Q

what are the domains of development?

A

institutional
operational
self-development

109
Q

what are the types of developmental counseling

A

event oriented counseling - a specific event or situation

performance and professional growth counseling

110
Q

examples of an event oriented counseling

A 
initial counseling
crisis 
referral
promotion
separation
reception
111
Q

what are performance and professional growth counseling

A

performance:
- evaluating what has happened in the past month
professional growth:
- help subordinate envision and achieve their personal and professional goals

112
Q

what is the 4 stage counseling process?

A

stage 1: id the need for counseling
stage 2: prepare for counseling
stage 3: conduct counseling
stage 4: follow up

first you must “need” a counseling, then you had better prepare for it, next you conduct the counseling. finally you have to f/u or there was no point in counseling

113
Q

when do you have to do an initial counseling? what is the purpose?

A

within 30 days

it should set expectations - this should be a 2 way conversation (but not a debate or haggling)

114
Q

what is the difference between the OER and support form (why each is conducted)

A

OER: assess performance and potential

support form: counseling tool - set standards and expectations

115
Q

who is the “rater”

A

immediate supervisor the rated Soldier
normally senior in grade or DOR
- can be position - i/e. commander can rate someone senior in DOR

116
Q

intermediate rater designation and when is it used?

A

used for specialty branches (AMEDD, Chaplin, JAG)
when
- the level of technical supervision
- in dual supervisory stations
- when the logical senior rater does not meet senior rater requirements

117
Q

what are the senior rater requirements by rank?

A

CPT: MAJ(P)/LTC
CPT(P) - MAJ: LTC(P)/COL
MAJ(P)-LTC: LTC(P)COL

118
Q

intermediate rater and senior rater time requirements?

A

must have served in capacity for 60+ days

119
Q

when is an OER support form required?

A

COL and below

120
Q

and OER should ___ and ___ performance

A

quantify and qualify performance

121
Q

what should raters and senior raters comment on in their narrative comments?

A

SHOULD comment on rated officers ability to execute MISSION COMMAND in their narrative comments

122
Q

rater box check options and their definitions

A

excels: results far surpass expectations
proficient: consistently produces quality results
capable: meets requirements of position an additional duties

123
Q

senior rater box check

A

MQ - limited to 49%

- example 1 of the first 4 can be MQ

124
Q

senior rater assessment should include

A

peer comparison
promotion and potential
command assignment
school

125
Q

rater assesses? senior rater assesses?

A

rater = quantifiable performance

senior rater = potential (3-5 years)

126
Q

what is a referred report?

A

sharp/eo, height and weight failures etc

rated officer responsible for acknowledging the SR’s referral
SR must set reasonable suspense date and submit all paperwork to HQDA

127
Q

purpose of the army evaluation system?

A

to identify the Army’s best performers adn those with the greatest potential

  • requires candor and courage - frank and accurate assessment
  • leaders must guard against “word inflation”
128
Q

___ is the overall care-taker of all personnel systems?

A

commander is the overall care-taker of all personnel systems

129
Q

what is the “role of the rater”?

A
  • develop a rating philosophy and communicate to the rated officer
  • clearly and concisely communicate most significant achievements
  • focus on narrative comments and performance
130
Q

leadership requirements model attributes and competencies

A

attributes:
- character
- presence
- intellect

competencies

  • leads
  • develops
  • achieves
131
Q

leadership requirements model - attributes

- character

A

army values
empathy
warrior ethos/service ethos
discipline

132
Q

leadership requirements model - attributes

- presence

A

military bearing
fitness
confidence
resilience

133
Q

leadership requirements model - attributes

- intellect

A 
mental agility
sound judgment
innovation
interpersonal tact 
expertise
134
Q

leadership requirements model - competencies

- Leads

A 
leads others
builds trust
extends influence beyond COC
leads by example
communicates
135
Q

leadership requirements model - competencies

- develops

A

creates positive environment
fosters esprit de corps
develops others
stewards the profession

136
Q

leadership requirements model - competencies

- achieves

A

gets results

137
Q

NCOER Rating chains

A

MUST

  • established at the beginning of the rating period
  • correspond as nearly as practible to the CoC

not authorized

  • eval by pax not w/in their supervison
  • pooling
138
Q

NCOER rater requirements

A

immediate supervisor
min 90 days
SGT or above and senior to the rated NCO by grade or DOR

139
Q

NCOER senior rater requirements

A

immediate supervisor of the rater
direct line of supervision
min 60 days
senior to the rater by grade or DOR

140
Q

do NCOERS have interim raters?

A

no

141
Q

who must have an NCOER support form?

A

all NCO’s CPL-CSM

142
Q

when is a NCOER support form required?

A

initial face to face counseling w/in 30 days of:

  • rating period
  • latera appointment to CPL
  • promotion to SGT
143
Q

DA form 2166-9-1

A 
for SGT (direct) 
focuses on proficiency and is developmental in nature 
unconstrained SR box check
144
Q

DA form 2166-9-2

A

SSG-1SG/MSG
focuses on organizational systems and processes
SR profile MQ = 24 percent
- Silver bullet - only 1 of the first 8 reports may be MQ

145
Q

DA form 2166-9-3

A

CSM/SGM
focuses on large organizations and strategic initiatives
unconstrained rater tendencies
SR profile MQ = 24 percent
- Silver bullet - only 1 of the first 8 reports may be MQ

146
Q

do NCOERs have referred report?

A

NO - can do a relief for cause however

147
Q

what is mission command?

A

mission command is an APPROACH
- army’s approach to command and control that empowers subordinates decision making and decentralized execution appropriate to the situation

148
Q

Command and Control is:

A

fundamental to all operations
- command and control is the exercise of authority and direction by a properly designated CDR over assigned and attached forces in the accomplishment of the mission

a warfighting function
- the command and control warfighting function is the related tasks and a system that enable commanders to synchronize and converge all elements of combat power

149
Q

what is the mission command approach

A

subordinate decision making - delegation
decentralized execution
levels of control (as appropriate in each setting)

150
Q

decentralized execution is:

A

essential to seizing, retaining, and exploiting the operational initiative

151
Q

considerations in the mission command approach?

A 
situation
unit cohesion
level of training
level of trust
shared understanding
ROE
required decision
appropriate to science of war vs art of war
152
Q

principals of mission command?

A 
competence
mutual trust
shared understanding
commander's intent
mission orders
disciplined initiative
risk acceptance
153
Q

mission command principals:

- competence

A
  • competent commanders, subordinates and teams are the basis of effective MC
  • training and education -> experiences -> professional competence
  • continuous self-development supplements training and education
154
Q

mission command principals:

- mutual trust

A

shared confidence among commanders, subordinates and partners
- comes from experience and training
developed by CDR
subordinates are willing to exercise more initiative when believe CDR trusts them

155
Q

mission command principals:

- shared understanding

A

shared understanding and purpose form the basis for unity of effort and trust

includes

  • operational environment
  • operations purpose
  • problems and approaches to them
156
Q

mission command principals:

- commanders intent

A

purpose of the operation
key tasks
desired end state
- should nest with higher command intent
- helps subordinates operate w/o further instruction when shit goes sideways

157
Q

mission command principals:

- mission orders

A

assign tasks, resources and broad guidance

- generally pushed in the 5 paragraph OPORT format

158
Q

per FM 100-5 an OPORD should:

A

contain everything that the subordinate must know to carry out his mission but nothing more…

159
Q

mission command principals:

- disciplined initiative

A

create opportunity by taking action to develop the situation
w/in the limits of the commanders intent
allows Soldiers to take action when orders no longer fit

160
Q

mission command principals:

- risk acceptance

A

deliberate exposure to potential injury or loss when the commander judges the outcome in terms of mission accomplishment as worth the cost

161
Q

what are the attributes of intellect?

A

mental agility, sound judgment, and innovation

162
Q

what are the warfighting functions?

A 
movement and maneuver
intelligence
fires
sustainment
protection
163
Q

warfighting functions

- movement and maneuver

A

think Infantry and Armor:

employ forces to achieve a position of relative advantage over the enemy and other threats

164
Q

warfighting functions:

- intelligence

A

think MI or S2:

facilitate understanding of the enemy, terrain, weather, civil considerations and other aspects of the OE

165
Q

warfighting function:

- fires

A

think FA and ADA:
- create and converge effects in all domains against the adversary or enemy to enable ops across the range of military operations

166
Q

warfighting functions:

- sustainment

A

Logistics, HR, Finance, Medical:

- support and services to ensure freedom of action, extended operational reach and prolong endurance

167
Q

warfighting function:

- protection

A

think CBRN, MP, and again medical

- preserve the force so the commander can apply max combat power to accomplish the mission

168
Q

what is C2?

A

command and control

169
Q

what are the C2 tasks?

A

command forces
control operations
drive the Operations process
establish C2 system

170
Q

what are the C2 systems?

A

people
processes
networks
command posts

171
Q

how does C2 integrate in the warfighting functions?

A

C2 is central to the warfighting functions controlling and supporting them while they work together using the command principals to form all elements of combat power

CCC Quiz 1 (1 decks)

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