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SFWOTTC > ULO > Flashcards

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
Q

7 Steps of Problem- Solving Process

A

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

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26
Q

What is the definition of leadership?

A

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.

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27
Q

What is Risk Management?

A

What is Risk Management?
(IAC)

The process of

Identifying
Assessing
Controlling risks /from/

operational factors

making decisions /that/

risk cost vs. mission benefits

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28
Q

What are the 4 Principles of Risk Management?

A

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

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29
Q

Accept no unnecessary risk

A

Accept no unnecessary risk

contributes to mission accomplishment endanger lives or resources

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30
Q

RM is a cyclical and continuous five step process

A

RM is a cyclical and continuous five step process

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31
Q

Make risk decisions at the appropriate level

A

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

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32
Q

Integrate RM into all phases of missions and operations

A

Integrate RM into all phases of missions and operations

Integrate in

Planning
Preparation
Execution
Assessments activities

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33
Q

What are the 5 Steps of Risk Management?

A

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
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34
Q

What is a risk expressed as?

A

Risk
(i+a=h) - (p*s)

identified and analyzed hazards

combined expression of loss

probability and severity

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35
Q

Risk assessment matrix categories and risk levels?

A

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)

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36
Q

Develop controls and make risk decisions

What are the forms of controls?

A

Develop controls and make risk decisions
What are the forms of controls?
(PE-HE)

Forms of Control:

Physical
Educational
Hazard
Elimination

37
Q

How do we Implement Controls?

A

Implement Controls
(JOBS)

Job descriptions (requirement)
Orders (Verbal Orders, OPORDs, and FRAGOs)
Briefings, overlays, and graphics
SOPs, battle drills, and training and rehearsals

38
Q

How is Supervise and Evaluate disseminated?

A

Supervise and Evaluate

5ws

How controls are implemented to subordinate

39
Q

RM References

A

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
Q

What is a Hazard and what can an unidentified hazard cause?

A

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
Q

Identify the types of developmental counseling?

A

Identify the types of developmental counseling?
(PPE)

Performance Counseling
Professional Growth Counseling
Event Counseling

42
Q

Counselor qualities?

A

Counselor qualities?
(CRECS)

Credibility
Respect for subordinates
Empathy
Cultural Awareness
Self-Awareness
43
Q

Counselor Skills?

A

Counselor Skills?
(AAR)

Active listening
Appropriate Questioning
Responding

44
Q

Counselor Practices?

A

Counselor Practices?
(AAA)

Avoid – rash judgements, stereotypes, losing emotional control, inflexibility, improper follow-ups

Accept limitations

Address resistance

45
Q

Four-stage counseling process?

A

Four-stage counseling process?
(IPCF)

Identify need
Prepare
Conduct
Follow-up

46
Q

Counseling approaches and techniques?

A

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
Q

What is the Counseling Form?

A

What is the Counseling Form?

DA Form 4856

48
Q

Army Writing AR

A

Army Writing AR

AR 25-50

49
Q

Characteristics of a brief?

A

Characteristics of a brief?
(BOSC)

Businesslike
Objective
Straightforward
Concise

50
Q

4 Types of Briefings?

A

4 Types of Briefings?
(MIDS)

Mission
Information
Decision
Staff

51
Q

Steps in the Briefing Process?

A

Steps in the Briefing Process?
(PPEA)

Plan
Prepare
Execute
Assess

52
Q

Name the two things a profession MUST Provide?

A

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
Q

5 Characteristics of the Army Profession?

A

5 Characteristics of the Army Profession?
(HASTE)

Honorable Service
Army Expertise
Stewardship (of the Profession)
Trust (Internal/external)
Esprit de Corps
54
Q

Transactional vs Transformational leadership?

A

Transactional vs Transformational leadership?

Transactional leadership
Legal foundations
Obligational Motivation

Transformational leadership
Moral foundations
Aspirational motivation

55
Q

Areas an SFWO is an SME?

A

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
Q

Attributes of an 180A

A

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
Q

Characteristic of a SF WO1/CW2

A

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
Q

Key Responsibilities of the SF WO1/CW2 ?

A

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
Q

Duties and Roles of a SFWO

A

Duties and Roles of a SFWO overview
(SACK)

SME
Attributes
Characteristics
Key Responsibilities

60
Q

SF Purposes

A

SF Unique Purposes
(PUES)

Provide Full range of military operations

UW -AORs/Culture/Language

Expands options

S.O.T Level JIIM

61
Q

SF Functions

A

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
Q

SF Principal Tasks

A

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
Q

Name some of the unique attributes of an 180A

A

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
Q

How is Unified Land Operations conducted?

A

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
Q

Foundations of the Unified Land Operations

lead to commanders success

A

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
Q

What are the Command Authorities? What are the Differences?

A

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
Q

Principles of Unified Land Operations

A

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
Q

Operational Approach

A

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
Q

Planning Methods?

A

Planning Methods?
(AMT)

Army Design Methodology

Military Decision Making Process

Troop Leading Procedures

70
Q

Ways Operational Framework conceptually organizes operations:

A

Operational Framework (MDD)

Main and Support Efforts
Decisive, Shaping, and Sustaining Ops
Deep-Close-Security Ops

71
Q

Warfighting Functions?

A

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
Q

Principles of War? SOF Specific?

A

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
Q

ARSOF Characteristics:

A

ARSOF Characteristics:
(SLID)

Small footprint/signatures
Low visibility (when required)
Indigenous relations foster habitual
Direct action employed precise and timely

74
Q

SOF -CF I3

A

SOF -CF I3

Integration Interoperability Interdependence

75
Q

What is Mission Command?

A

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
Q

7 Principles of Mission Command?

A

7 Principles of Mission Command?
(CSM CMDR)

Competence
Shared understanding
Mutual trust

Commander’s intent
Mission orders
Disciplined initiative
Risk acceptance

77
Q

What Army Doctrine explains Mission Command?

A

What Army Doctrine explains Mission Command?

ADP 6-0

78
Q

Commanders responsibilities?

A

Commanders responsibilities?

(UVD DLA)

Understand
Visualize
Describe

Direct
Lead
Assess

79
Q

What is a team?

A

What is a team?
(FAP)

Functions together

Accomplish tasks

Performs collective task

80
Q

What are two types of teams?

A

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
Q

Describe Team Member Roles and Responsibilities:

A

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
Q

Define Army Team Building.

A

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
Q

Three stages of Army Team Building Process?

A

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
Q

What are the characteristics of Effective Teams?

A

What are the characteristics of Effective Teams?
TEMPAL W

Trust 
Execute tasks 
Meet and exceed the standard
Predictable
Adapt 
Learn

Work together

85
Q

Two types of criteria in problem solving

A

Step 3. Develop criteria

Screening Criteria
Evaluation Criteria

86
Q

All evaluation criteria must be?

A

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
Q

What type of information should be gathered for decision making in step one?

A

What type of information should be gathered for decision making in step one?

Facts, Assumptions, and Opinions

88
Q

Tenets of ULO

A

Tenets of ULO
(F SSD)

Flexibility

Simultaneously
Synchronization
Depth

89
Q

ULO

A

SFWOTTC (14 decks)

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