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ULO Flashcards

1
Q

Understand the operational environment

A

Understand the operational environment
(JAP FOE)

Joint Special operations area

Anticipate change and adaption

PMESII-PT/ASCOPE

Friendly Operational variables and Enemy

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2
Q

Recognize political implications

A

Recognize political implications
(RIP U)

ROEs provide a framework

International consequences

Political objectives> military objectives

Understand Intent and abide by it

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3
Q

Facilitate interorganizational cooperation

A

Facilitate interorganizational cooperation
(JUoER)

JIIM activities coordination (the U.S. and foreign military and nonmilitary organizations)

Unity of Effort

Efficient use of resource allocation

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4
Q

Engage the threat discriminately

A

Engage the threat discriminately
(ABCD)

A Direct-action solution for one threat may be inappropriate for another

Bypass or marginalized without losses

Co-opted for material or political advantage

Differences in threats

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5
Q

Anticipate long-term effects

A

Anticipate long-term effects
(JLO DL)

Jeopardize long-term objectives for short-term effects
Loss of legitimacy and credibility
Operations and Plans support state and theater objectives
DIME dilemmas
Legal and political constraints

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6
Q

Ensure legitimacy, credibility, and trust

A

Ensure legitimacy, credibility, and trust
(PIG)

Political and International community
International law definition (Broader than)
Government or resistance

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7
Q

Anticipate psychological effects and the impact of information

A

Anticipate psychological effects and the impact of information
(MIS-IO)

MISO and Public Affairs
Increased by cyber domain
Second and third-order effects
Counter enemy Information Operations and themes

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8
Q

Operate with and through others

A

Operate with and through others
(FM HOT)

Force multipliers (partner forces)

Mutual security objectives

Host Nation accepts responsibility for the success or failure with minimum U.S. visibility, risk, and cost

Operate with and through others government and leaders

Train, advise, and assist

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9
Q

Develop multiple options

A

Develop multiple options
(ARSOF)

Agility of ARSOFs  (broad range of options)
Regional options (Contingency plans)
State flexibility (Contingency plans)
Operational flexibility (Contingency plans)
Forecast critical events (Contingency plans)
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10
Q

Ensure long-term engagement

A

Ensure long-term engagement
(PDSS)

Persistence (patience, and continuity of effort in addressing security issues)
Durability
Support U.S. policy
Sustainable programs

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11
Q

Provide sufficient intelligence

A

Provide sufficient intelligence
(HIP)

HUMINT can often satisfy CCIRs
Intelligence and operations assumptions
Provide area assessments, SR, and debriefs

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12
Q

Balance security and synchronization

A

Balance security and synchronization
(IE)

Insufficient security = mission compromise
Excessive security = mission failure (inadequate synchronization )

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13
Q

FORBADE UA PEE

A

FORBADE UA PEE

  • Facilitate Interorganizational Cooperation
  • Operate with and Through Others
  • Recognize Political Implications
  • Balance Security and Synchronization
  • Anticipate Psychological Effects and the Impact of Information
  • Develop Multiple Options
  • Engage the Threat Discriminately
  • Understand the Operational Environment
  • Anticipate Long-Term Effects
  • Provide Sufficient Intelligence
  • Ensure Long-Term Engagement
  • Ensure Legitimacy and Credibility and Trust
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14
Q

SOF Truths

A

SOF Truths
(HQS CM)

Humans are more important than hardware
Quality is better than quantity
SOF cannot be mass produced

Competent SOF cannot be created after emergencies occur
Most special operations require non-SOF support

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15
Q

ARSOF Attributes

A

ARSOF Attributes
(IC CAT PPP)

Integrity
Courage

Capability
Adaptability
Team player

Perseverance
Personal responsibility
Professionalism

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16
Q

Army Values

A

Army Values
(LDRSHIP)

Loyalty
Duty
Respect
Selfless Service 
Honor
Integrity
Personal Courage
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17
Q

ASCOPE

A

ASCOPE

Area 
Structures 
Capabilities
Organizations 
People 
Events
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18
Q

PMESII-PT

A

PMESII-PT (Variables)

Political
Military
Economic
Social
Information
Infrastructure
Physical environment
Time
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19
Q

Standards for Army Writing

A

Standards for Army Writing (FM 21-50)

Effective Army writing is understood by the reader

Single rapid reading
Clear
Concise
Well-organized

Two essential requirements include putting the

                                Main point at the beginning 
                                (bottom line up front) 

                                Active voice writing
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20
Q

Memorandums Format

Fonts and Dates

A

Memorandums Format

Font: 11, 8, and 12 Arial (recommended)

Dates:
DD MMMM YYYY (spell out month) or
DD Mmm YYYY -date stamps only
DD Mmm YY - date stamps only

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21
Q

Memorandums . Heading:

A

Memorandums . Heading:

a. Office Symbol - Second line below office symbol
b. Date (Day, month, Year) same line as office symbol
c. MEMORANDUM FOR line (second line below office symbol)
d. MEMORANDUM THRU line (if any)
e. SUBJECT (second line below memorandum for/thru)
f. Line spacing 1-2-1-2-5, font, information (dates, names)

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22
Q

Memorandums Body:

A

Memorandums Body:

THIRD line below last line of SUBJECT.

Short clear sentences

Information (the main point)

Last line Point of Contact (not POC) or undersigned

single spacing with double spacing between paragraphs

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23
Q

Memorandums Closing:

A

Signature Block

Centered
Fifth line below last line of text/ Point of contact line

FIRST MI. LAST
RANK, BRANCH or USA
Title (lowercase)

JOHN K. RYAN
CW3, SF
Commandant

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24
Q

Multiple Page Memos

A

Multiple Page Memos

left margin

Office symbol
1 inch from the top edge of the paper

Subject of the memorandum
line below the office symbol

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25
7 Steps of Problem- Solving Process
7 Steps of Problem- Solving Process (GID GAC M) Step 1. Gather information (Knowledge, Facts, Assumptions, and Opinions) Step 2. Identify the problem Step 3. Develop criteria Step 4. Generate possible solutions Step 5. Analyze possible solutions Step 6. Compare possible solutions Step 7. Make and implement the decision
26
What is the definition of leadership?
What is the definition of leadership? The activity of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.
27
What is Risk Management?
What is Risk Management? (IAC) The process of Identifying Assessing Controlling risks /from/ operational factors making decisions /that/ risk cost vs. mission benefits
28
What are the 4 Principles of Risk Management?
What are the 4 Principles of Risk Management? (ARMI) Accept no unnecessary risk RM is a cyclical and continuous five step process Make risk decisions at the appropriate level Integrate RM into all phases of missions and operations
29
Accept no unnecessary risk
Accept no unnecessary risk contributes to mission accomplishment endanger lives or resources
30
RM is a cyclical and continuous five step process
RM is a cyclical and continuous five step process
31
Make risk decisions at the appropriate level
Make risk decisions at the appropriate level (DAD) Determination by commander, leader, or individual’s Accept or not accepting risk(s) Directed risk he/she/others will take Extremely High Risk= 1st SFC/GO High Risk = 06/Group Medium= 05/BN Low= 04/CO
32
Integrate RM into all phases of missions and operations
Integrate RM into all phases of missions and operations Integrate in Planning Preparation Execution Assessments activities
33
What are the 5 Steps of Risk Management?
What are the 5 Steps of Risk Management? (IADIS) 1. Identify hazards 2. Assess hazards 3. Develop controls and make risk decisions 4. Implement Controls 5. Supervise and Evaluate
34
What is a risk expressed as?
Risk (i+a=h) - (p*s) identified and analyzed hazards combined expression of loss probability and severity
35
Risk assessment matrix categories and risk levels?
Risk assessment matrix categories and risk levels? (S= CCMN)(P=FLOSU) Severity (expected consequence): - Catastrophic - Critical - Moderate - Negligible Probability (expected frequency): - Frequent - Likely - Occasional - Seldom - Unlikely Risk Levels: Extremely high risk (EH), High risk (H), Medium risk (M), Low risk (L)
36
Develop controls and make risk decisions What are the forms of controls?
Develop controls and make risk decisions What are the forms of controls? (PE-HE) Forms of Control: Physical Educational Hazard Elimination
37
How do we Implement Controls?
Implement Controls (JOBS) Job descriptions (requirement) Orders (Verbal Orders, OPORDs, and FRAGOs) Briefings, overlays, and graphics SOPs, battle drills, and training and rehearsals
38
How is Supervise and Evaluate disseminated?
Supervise and Evaluate 5ws How controls are implemented to subordinate
39
RM References
RM References DD> ATP> DA PAM> USASOC> 1st SFC> ``` DD Form 2977, NOV 2020 ATP 5-19 DA PAM 385-30 USASOC Reg 385-1 1st SFC Reg 350-1 ```
40
What is a Hazard and what can an unidentified hazard cause?
What is a Hazard and what can an unidentified hazard cause? (PPP Mission) Potential condition to cause Personnel injury, illness, or death Property or equipment damage or loss Mission degradation
41
Identify the types of developmental counseling?
Identify the types of developmental counseling? (PPE) Performance Counseling Professional Growth Counseling Event Counseling
42
Counselor qualities?
Counselor qualities? (CRECS) ``` Credibility Respect for subordinates Empathy Cultural Awareness Self-Awareness ```
43
Counselor Skills?
Counselor Skills? (AAR) Active listening Appropriate Questioning Responding
44
Counselor Practices?
Counselor Practices? (AAA) Avoid – rash judgements, stereotypes, losing emotional control, inflexibility, improper follow-ups Accept limitations Address resistance
45
Four-stage counseling process?
Four-stage counseling process? (IPCF) Identify need Prepare Conduct Follow-up
46
Counseling approaches and techniques?
Counseling approaches and techniques? (NDC) Non-directive – develops personal responsibility, open communication, more time consuming, requires counselor skill Directive- quick, clear and concise, counselors use experience, does not encourage subordinates to be part of the solution, treats symptom not issue, tends to discourage subordinates from talking freely, solution is the counselors not the subordinate’s Combined
47
What is the Counseling Form?
What is the Counseling Form? DA Form 4856
48
Army Writing AR
Army Writing AR AR 25-50
49
Characteristics of a brief?
Characteristics of a brief? (BOSC) Businesslike Objective Straightforward Concise
50
4 Types of Briefings?
4 Types of Briefings? (MIDS) Mission Information Decision Staff
51
Steps in the Briefing Process?
Steps in the Briefing Process? (PPEA) Plan Prepare Execute Assess
52
Name the two things a profession MUST Provide?
Name the two things a profession MUST Provide? (ET) ``` Expertise: Knowledge Human expertise No routine or repetitive work Experiential/Study learning ``` Trust: Society Social ethical control Effective/Ethical Application
53
5 Characteristics of the Army Profession?
5 Characteristics of the Army Profession? (HASTE) ``` Honorable Service Army Expertise Stewardship (of the Profession) Trust (Internal/external) Esprit de Corps ```
54
Transactional vs Transformational leadership?
Transactional vs Transformational leadership? Transactional leadership Legal foundations Obligational Motivation Transformational leadership Moral foundations Aspirational motivation
55
Areas an SFWO is an SME?
SME of a SFWO (J-MTOE) JIIM operations/coordination Mission, planning, and execution (ONI) Operations and Intel Fusion (target) TIR management Training (long-term), Information, and Resources Expertise SF (Task/ASO*)
56
Attributes of an 180A
Attributes of an 180A UN AMPPL IA Un/conventional solutions Non/Doctrinal TTPs ``` Autonomous/Self-reliant Military-Political- complex problems Political acumen Physically fit and Mentally flexible Leaders (independently or in small groups) ``` ``` IPC skills (cross-cultural sensitivity) ARSOF attributes ```
57
Characteristic of a SF WO1/CW2
Characteristic of a SF WO1/CW2. (9JK CAPT ) ``` 9 principal task/ODA specific tasks JIIM and SOF Systems Integrations Knowledge (Language, AOR, and institutional) Continuity + ADC/DC Parachutists TTPs (skills support SF Ops) ```
58
Key Responsibilities of the SF WO1/CW2 ?
Key Responsibilities of the SF WO1/CW2 ? (J-MTOE+ BLC) JIIM operations/coordination Mission, planning, and execution (ONI) Operations and Intel Fusion (target) TIR management Training (long-term), Information, and Resources Expert in SF (Task/ASO*) Battalion level advisement Leader/Chief of staff Continuity+
59
Duties and Roles of a SFWO
Duties and Roles of a SFWO overview (SACK) SME Attributes Characteristics Key Responsibilities
60
SF Purposes
SF Unique Purposes (PUES) Provide Full range of military operations UW -AORs/Culture/Language Expands options S.O.T Level JIIM
61
SF Functions
SF Unique Functions MP FRUIT Maneuver, Fires, Effects Peacetime Operations Forward presence /of/ Regional Stability Unilateral and joint capabilities /create/ Indigenous Forces (Interact closely/Live with) Trainers and advisors /to/
62
SF Principal Tasks
SF Principal Tasks SF DICCCS U Security Force Assistance Foreign Internal Defense ``` Direct Action Information Operations Counterterrorism Counter Proliferation Counterinsurgency Special Reconnaissance ``` Unconventional Warfare
63
Name some of the unique attributes of an 180A
Name some of the unique attributes of an 180A: (AAM WT) Ability to solve complex political-military problems Adaptive thinker (who is able to) Mentally flexible (and ) Willing to experiment Thrive in complex and ambiguous situations
64
How is Unified Land Operations conducted?
How is Unified Land Operations conducted? (PSS US TC W) Prevent conflict Support of civil authorities Shape the operational environment (initiative to) Unified action Simultaneous offensive and defense Tasks- seize, retain, and exploit Consolidate gains Win our nation's wars
65
Foundations of the Unified Land Operations | lead to commanders success
Foundations of the Unified Land Operations (lead to commanders success) (AMID) Army core competencies Mission command Initiative Decisive action ( Continuous, simultaneous, combinations of offensive, defensive, and stability support of civil authorities tasks )
66
What are the Command Authorities? What are the Differences?
What are the Command Authorities? What are the Differences? (OATS) OPCON - the authority to perform those functions of command over subordinate forces Organize and employ commands and forces Assign Tasks Designate objectives Give authorities direction necessary to accomplish missions ADCON - the authority over subordinates or other organizations in respect to administrative and support (service authority, not a joint authority)Organization of service forces Control of personnel, resources, equipment, training/readiness, discipline TACON Command authority over assigned or attached forces or commands, or military capability or forces made available for tasking, that is limited to the detailed direction and control of movements or maneuvers within the operational area necessary to accomplish missions or tasks assigned. Tactical control is inherent in operational control - may be delegated to and exercised at any level at or below the level of combatant command. Tactical control provides sufficient authority for controlling and directing the application of force or tactical use of combat support assets within the assigned mission or task. Support is a command authority in a joint doctrine. A supported and supporting relationship is established by a superior commander between subordinate commanders when one organization should aid, protect, complement, or sustain another force.
67
Principles of Unified Land Operations
Principles of Unified Land Operations (CMM SSL) Combined Arms Mission Command Multiple dilemmas created for the enemy Situation development through action Security established and maintained Law of War Adhere to the
68
Operational Approach
Operational Approach (CCDO) Cognitive approach (skills, knowledge, experience, creativity, and judgement) by Commanders and staffs to Developing Strategies, campaigns, and operations and Organize Forces by integrating the ends, ways, and means JP 3-0
69
Planning Methods?
Planning Methods? (AMT) Army Design Methodology Military Decision Making Process Troop Leading Procedures
70
Ways Operational Framework conceptually organizes operations:
Operational Framework (MDD) Main and Support Efforts Decisive, Shaping, and Sustaining Ops Deep-Close-Security Ops
71
Warfighting Functions?
Warfighting Functions? (CF SIMP) Group of tasks and systems (people, organizations, information, and processes) united by a common purpose that commanders use to accomplish missions. Command and Control Fires Sustainment Intelligence Movement and Maneuver Protection
72
Principles of War? SOF Specific?
Principles of War? SOF Specific? (MOOSE MUSS) (LRP) ``` Mass Offensive Objective Security Economy of Force ``` Maneuver Unity of Command Simplicity Surprise Legitimacy (SOF additionally) Restraint (SOF additionally) Perseverance (SOF additionally)
73
ARSOF Characteristics:
ARSOF Characteristics: (SLID) Small footprint/signatures Low visibility (when required) Indigenous relations foster habitual Direct action employed precise and timely
74
SOF -CF I3
SOF -CF I3 Integration Interoperability Interdependence
75
What is Mission Command?
What is Mission Command? (HHC DUI CCMD) How the U.S. Army fights Higher intent (Understanding of the) Clear responsibility Decentralized execution Unity of effort Initiative (exercised by subordinates) Command and control (fundamental to all operations) Concentrate on the objective Making timely decision Desired end state
76
7 Principles of Mission Command?
7 Principles of Mission Command? (CSM CMDR) Competence Shared understanding Mutual trust Commander’s intent Mission orders Disciplined initiative Risk acceptance
77
What Army Doctrine explains Mission Command?
What Army Doctrine explains Mission Command? ADP 6-0
78
Commanders responsibilities?
Commanders responsibilities? (UVD DLA) Understand Visualize Describe Direct Lead Assess
79
What is a team?
What is a team? (FAP) Functions together Accomplish tasks Performs collective task
80
What are two types of teams?
What are two types of teams? Internal Teams – comprised of personnel from inside organization with distinct roles, established structure, formal authority, accomplish specific mission or task External Teams – come from different organizations, bring specific skills, knowledge, and attitudes; mission and situation dictate composition, no formal authority, rely on strong relationships and mutual benefits
81
Describe Team Member Roles and Responsibilities:
Describe Team Member Roles and Responsibilities ``` Team Leaders- Establish a positive climate Create shared vision and team identity Provide clearly stated goals Establish roles and responsibilities Establish positive environment Know Strengths and weaknesses of members ``` ``` Team Members- Build relationships Demonstrate flexibility and adaptability Cooperating with other team members Having a willingness to help others Respect others ```
82
Define Army Team Building.
# Define Army Team Building. A continuous process of enabling a group of people to reach their goals and improve their effectiveness through leadership and various exercises, activities, and techniques.
83
Three stages of Army Team Building Process?
Three stages of Army Team Building Process? Formation Stage: - Assemble the Team - Build Trust - Communicate Effectively Enrichment Stage - Build commitment to the team - Build competence in task accomplishment - Building shared confidence as a team - Build shared accountability - Develop cohesion Sustainment Stage: - Adapting to changes - Managing conflicts - Sustain resilient mindsets - Recognizing diversity as a strength
84
What are the characteristics of Effective Teams?
What are the characteristics of Effective Teams? TEMPAL W ``` Trust Execute tasks Meet and exceed the standard Predictable Adapt Learn ``` Work together
85
Two types of criteria in problem solving
Step 3. Develop criteria Screening Criteria Evaluation Criteria
86
All evaluation criteria must be?
All evaluation criteria must be? SFA DC Suitable - does it solve problem and legal and ethical Feasible - does it fit within available resources Acceptable - is it worth the cost of risk Distinguishable - does it differ significantly Complete - does it contain critical aspects of solving
87
What type of information should be gathered for decision making in step one?
What type of information should be gathered for decision making in step one? Facts, Assumptions, and Opinions
88
Tenets of ULO
Tenets of ULO (F SSD) Flexibility Simultaneously Synchronization Depth
89
ULO

SFWOTTC (14 decks)

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