Urban Ops Flashcards
1
Q
JUO
A
Joint Urban Operations
- manmade features of density of population = dominants features
- larger ration of mil to civ
- ma have more restrictive op limits
2
Q
huge consideration of Urban Ops
A
may have more restrictive op limites than otherwise
3
Q
Air Op considerations w/urban ops
A
- combat ID
- collateral damage
- preserve infrastructure
- restrictive ROE
- freedom of maneuver
- line of sight obstruction (communications and targets)
4
Q
responsibility of our military to restore public services/income post Urban Ops
A
NOT the job of military to restroe public services or income to prewar levels
- HN takes lead on that
BUT
personnel must help create security conditions that make growth and development possible
5
Q
what shapes the OE
A
fires
6
Q
how do you divide a campaign/operation
A
into phases
7
Q
critical to the mission success of Joint Urban Ops
A
- understand local culture, politics, social, economic, and religoius features
- group dynamics: congenial, hostile, dependent…
8
Q
GINA act
A
Genetic Information Nondiscrimination Act of 2008
- bans the use of genetic information in health insurance and employment
9
Q
supports interoperability among multiple organizations
A
standardizationpe
10
Q
people you are responsible for
A
manageable span of control: those who directly report to a superior
11
Q
Unified Command
A
enable different jurisdictionspre to manage a single event
12
Q
prepares the Joint Publications
A
CJCS
13
Q
how should you interpret the Joint Publications
A
JPs are authoritiative so follow EXCEPT if the commander declares exceptional circumstances
14
Q
conflicts between the Joint Publications and Service publications
A
JP takes precedence unless the CJCS tells you to overwrite
15
Q
JP 1
A
Doctrine for the Armed Forces of the US
16
Q
CDRs of coalitions/multinational force
A
should follow multinational doctrine and procedures ratified by the US
- if not ratified by the US, eval and follow tif applicable/consistent with US law, regulations, and doctrine
17
Q
9 Principles of War
A
Objective, Offensive
Mass, Maneuver
Security, Surprise, Simplicty
Economy of Force
Unity of Command
18
Q
“O” of the 9 Principles of War
A
objective, offensive
19
Q
“M” of the 9 Principles of War
A
mass, maneuver
20
Q
“S” of the 9 Principles of War
A
security, surprise, simplicity
21
Q
3 add-ons to the 9 Principles of War
A
restraint, legitimacy, perseverance
22
Q
what is the strategic enviornment
A
fluid
- constant change in alliances, partnerships that rapidly emerge, disaggregate, and realign
23
Q
how are the instruments of national power used
A
various ways to achieve strategic objectives/ends
- wide variety of activities, tasks, missions, and operations that vary in purpose, scale, risk, and combat intensity
24
Q
provides national strategic direction
A
constitution, fedral law, policy, international law, national interests pers national security policies
25
GEF
Guidance for Employment of the Force
26
UJTL
Universial Joint Task List
27
CSA
Combat Support Agencies
28
JLLP
Joint Lessons Learned Program
29
JTIMS
Joint Training Information Managemnt System
30
What is Guidance for Employment of the FOrce
- Secret writtent guidance from SecDef to CJCS for hte preparation and rview of contingency plans for specific missions
- Includes: relatvie priority of plans, specific force levels, and supporting resource levels projected to be avaialbel for the period of time for which such plans are to be effective
-
31
primary source document used by CJCS to develop the JSCP
JSCP: Joint Strategic Capabilities Plan
32
two companion documents made by the CJCS and SecDef
Guidance for Employment of the Force = SecDef
JSCP: Joint Strategic Capabilities Plan = CJCS
* GEF gives strategic guidance
* JSCP provides implementation guidance
33
what does the Guidance for Employment of the force require the GCC to do?
produce Theatre Campaign Plans
34
what does the GEF give the GCC iot help them produce their Theatre Campaign Plans?
= DOD global prioritizes (plus strategic end states) for campaign planning
- strategic assumptions
- prioritized deliberate planning scenarios and end states
- global posture and global force management guidance
- security cooperation priorities
- overarching DOD and US nuclear policy
35
2 Security Councils
National
Homeland
36
Defense Planning Guidance
- DOD force development planning and resource priorities
- aims to ensure US military is able to prevail in current operations and develop a balanced joint force for further contingencies
_ provides fiscally constrained programmatic guidance and performance measures
37
Unified Action
comprehensive approach that focuses on coordination/cooperation of US/partner rogs towards common objectives
38
who controls US military when in a coalitino
prez as commander in chief
39
3 levels of warfare
SOT
- models the relationship between national objectives and tactical activity
40
command
the authoriy a commander lawfuly exercises over subornates by virtue of rank or position
41
art of leadership
CDR's ability to use leadership to maximize performance
42
what leads to objectives
clear CDR guidance and intent
43
what does the C2 structure facilitate
initiative and decision-making at appropriate level
- if CDRT loses reliable communication, the operation can still happen b/c decentralized orders
- delegate decision to subordinates wherever possible to manage detailed control and empower subordinate initiative to make decisions based on guidance rather than constant communication
44
operational art
congnitive approach (skill/knowledge/expertise/cretitivity/jugment) to develop operations based on integrating ends, ways, and means
- broad vision, ability to anticipate skill to plan/prepare/execute...
45
operational design
framework of plan and excution- methodology to enhance understanding of the situation and problemt
46
tools of operational design
objective
COG
LOO
LOE
termination criteri
47
assessment
measures overall effectiveness and employing joint force capabilities during military oepratinos
48
what does planning do with guidance
planning translates guidance into plans/orders to achieve desired objectives and/or end staets
COST-benefit relationships, ris,k tradeoff....q
49
7 basic functions common to joint operations
C2, information, intelligence, fires, movement and maneuiver, protection, dustainmetn
50
command
authority/responsibility to use resources to accomplish a missonc
51
control
provides a way for CDR to maintain freedom of action, delegate authoirty, directops from any locale and integrate/synch actions through the operational area
52
EMS
electromagnetic spectrum
53
SOF
special op forces
54
UCP
unified campaign plan
55
theatre of war
establish primarily when there is a formal act of war
56
use of informatin in theatre
understand/leverage to pervasiv enature of information. its military use and applicatino dur9ing joint ops
57
what does intelligence tell the JFC
adversary capabilities, COG, CV, future COA, to understand friend/neutral/hostile actors
58
joint fires
+2 weapon components in a coordinated action to produce desired results in support of common objectives
59
FHP
force health protection
60
maneuver
employ forces in the OA through mount in combo with fires to a position of advantage with respect to eh enemy
61
sustainment
provision of logistics and personnel to maintain ops through mission accomplish and redeployment of the forcer
- gives JFC means to establish freedom of action, endurance to extend operational reach
- determines to depth to what joint force can conduct decisive ops - allies JFC to seizure/retain/exploit the initiative
62
warfare today
application of power to force someone to form to our objectives
"my study of hix tells me that the challenges we face today are not new"
63
what type of leaders must the US develop
US must develop leaders who understand jointness in order to fight as a joint force - important b/c the Nation needs the strength of all armed services working together
64
principal textbook of JPME
"The Joint Staff Officer's Guide"
65
not controlled, limited, or prevented by anyone
unfettered
66
to bring about
instigate
67
cloudy or misty
nebuly
68
"White Paper" by General Dempsy in 2012
every member of the joint force should seek to be a scholar of the profession of arms in his/ehr own right and a teacher to those coming along from behind
69
JPME
joint professional military education
70
JAWS
joint advanced warfightingh school
71
"A Profession of Arms"
a professional military education provides a force multiplier in our effort to develop advanced and shared values, standards, and attributes that define our Profession of Arms
72
White Paper expectations of JPME
- ability to understand the security environment and contribution of all items of national power
- ability to deal with surprise and uncertainty
- to recognize change and lead transitions
- operate on intent through trust
- empower and understand
- prepare adaptive, innovative, critical thinking capable of operating in complex and unstructured envirobments
- maintain our competitive learning advantage throgh mainstay of fundamentals of the art/science of war, intellectual curiousity coupled w/openness to new ideas, operational adaptabilities
- ability to properly balance the art of command with the science of control
- skills in negotiation, culture, and language
73
JP-1
Doctrine for the Armed Forces of the US
74
5 values of Joint Services
dutyu
honor
courage
Integrity
selfless service
75
DLA
desired leader attribtues
76
formal exchange of ideas
discourse
77
why is acculturation important for joint servies
"jointness is perishable"
78
CJCSi 1330.05A
"Joint Officer's Management Program Procedures"
79
who is involved in the implementation of US National Security Policy
numerous organizations
80
who always has control of the military
civilian control of the military ALWAYS
civilian supremacy
prez is CoC
prez applies military I's with adviseconsent of Senate
Congress: declares war, raise/supprots army, provides/maintains Navy, makes rules for the gov/regulatinos of the land and naval forces
81
Congress (in its role as civilian control of the military)
declare war,
raise/support army,
provide/maintain Navy,
makes rules for gov/regulations of land and naval forces
82
early US Army/Navy
separate
only thing in common was the President at teh head
83
Naval Officer at Lake Champlain
Admiral Macdonough
84
early example of a joint campaign
General Grant & ADM Porter
Vicksburg Campaign o 1863
85
force that makes something happen
impetus
86
school with church parish udnertones
pAROCHIAL
87
DOD reorganization act
Goldwater-Nichols DOD Reorganization Act of 1986
further strengthened SecDef position as operational CofC
88
who reports down to CCMD
CJCS
89
who has ADCOM
secretaries of the branches
90
National Security Council
established 1947
- principle forum to consider national security issues that require a presidential decisino
- Congress envisions that it wo let mil/civil department work more effectively together on national security issues
- statutory changes of NSC are essentially unchanged since mid 2950s..
- its composition, influence, and schedule of meetings varies w/each Prez, personality of his key advising, and Prez vie of the org
91
statuatory members of National Security Council
Prez, SecDef, VP, SecEnergy
ADDITIONAL: attorney gen, sec treasury, sec HS, rep of US to the UN, National Security Advisor, chief of staff to prez
92
advisors to the National Security Council
CJCS and Director of National Intellgience
93
who is invited ot the National Security Council meetings when international and economic issues are being discussed
Sec Commerce, US trade rep,
assistant to the Prez for Economic Policy,
Chair of the Council of Economic Advisors
94
GFMIG
Global Force Management Implementation Guidance
95
3 roles of CJCS in chain of command of CCMD
COMMUNICATION, OVERSIGHT, SPOKESMAN
- communication conduit from Prez/SecDef to CCMD (advise all on direction/control)
- oversight of CCMD activities in matters dealting w/statuatory responsibilities of SecDef (recommend changes in assignment of function, roles, and missions - max force effectiveness)
- spokmesma of CCDR. comments on summary/analysis fo requirements, programs, and budgets
96
PCC
Policy Coordination Committees
- maintains day to day for an interagency coordiation of national security policies
97
mission of DOD
provides the military forces necessary to deter war and protect the security of hte US
98
SecDef exercises authority, direction and control over...
DOD, OSD, CJCS, 3 mil departments,,
10 Unified Commands
DOD Inspector Gen
17 Defense Agencies
10 DOD Field Activities
99
Deputy SecDef
delegated full powers to act on behalf of SecDef
100
OSD
Office of the SecDef
- principle staff element of DOD
- policy development, plannign, resource management, fiscal program eval and oversight
101
how many Defense Agencies fall under DOD
17
102
how many Field Activities fall under DOD
103
103
3 functions of DOD
support/defend the Constitution of US agaisnt all enemies foreign and domestic,
ensure, by its timely and effective mil activity, the security fo hteUS, its possessions, and areas vital to its interests,
uphold and advance the national polcies and interests of the SU
104
RC
Reserve
National Guard and National Guard
105
what branches have a National Guard
Army and Air Force
(DC, Guam, PUerto Rico and Virgin Is all have NG)
106
what does Title 10 say the Reserve Component should do
fill gaps when extras are needed
107
how are the Military Departments used
civilian control,
CofC forpurposes other than operational direction of CCMD
- Prez-SecDef-MilDept Sec
108
12 roles of Military Departments
recruit
org
supply
equip (includes R&D)
train
service
mob/demob,
admin,
construct/outfit/repair military equipment/buildings/utilities/structures
acquisition/manage/depose properly
natural resources
109
how is the National Guard different from Service RC (Reserve Components)
b/c the guard has both state and federal missions. this reflects its organization independent state militia
110
Reserve Component Duty States
State Ad,
Title 32
Title 10
111
STATE Active Duty (Reserve Component)
governor command authority
stae pays/benefits
no Posse Comitatus Act restrictions
**Chain of command and funding exclusively is the responsibility of the state
112
Title 32 (Reserve Component)
governor command authority,
federal pay/benefits
no pose comititus act restrictions
* Air and Army National Guard
= Chain of Command w/individual states but uses federal money
- now the operating authority fo weekend drils
- ONLY for CONUS
- advantage aer for missions that invovle civilian law enforcement ad ops that span several staets since it eliminates teh disparity in individual state compensatino rules to maintain state governor's command of their guard forces
113
Title 10 (Reserve Component)
Prez has command authoirty
federal pay /benefits
Posse Comititus Act restrictions
114
act that has no restrictions for State Active Duty and Title 32 (Reserve Component)
Posse Comitatus Act
115
advantage of Title 32 for Reserve Components
chain of command w/individual statues but uses federal money,
now the operating authority for weekend drills,
advantage for missions that involve civilian law enforcement and ops that span several states since it eliminates the disparity in indvidiusal state compensation rules and maintain state governor's command of their ground troups
116
Title 14 Code (Reservists)
Coast Guard including their reserves
- under Dept HS
= if supporting homeland defense/security missions in conus, they support dod UNDER TITLE 10
117
Title 10
authority under which all active t=duty services and reservists serve
- coast guard can be activated in Title 10 status (maritime security patrols around Iraqi oil terminals
- army/air national guard can only be deployed OCONUS in a Title 10 status to comply w/th established status of forces agreements
118
budget/end strength of Ready Reserves
Ready Reserve annual budget = $50B
end strength = 43% of total DOD manpower and just under 10% of DOD total budget
119
3 manpower components of RC
Ready Reserve, Standby Reserve, Retired Reserve
Ready Reserve = SELRES, IRR, Inactive National Guard
120
process where the Reserve Component returns to AD
mobilization
121
most accessible Rserve component
Ready Reserve
122
differences between the 3 types of Reserve Components
Ready Reserve is the most accessible
- only call Selected an Retired Reserves when war is declared
123
3 types of Ready Reserves
SELRES
IRR
Inactive National Guard
124
requirements for Ready Reserves
48 paid drills per month (1 weekend/month)
- 14 days funded AD for training
125
explains activation/mob/demob for reserve components
DODD 1235.12
126
Full mobilization (Reserves)
Title 10
congress must declare war/national emergency
goal: rapid expansion to meet needs
- can call up all RC categories (including inactive and retired)
- no limits on the number of troops
- lasts duration of the war plus 6 months
127
Partial mobilization (Reserves)
Title 10
- prez says national emergency for manpower needs to meet external threat
- less than 24 conecutive months.
- no more than 1 million Redady reserves
128
Presidential Reserve Call Up
= prez determines need to augment activer duty for any named operation/threat/actual WMD threat or terror attack
- can include coast guard resreve
= only use under 200 SELRES/IRR
= less than 365 days
- less than 30K IRR
(full MOB/partial MOB can activate more people for longer)
129
Reserve Emergency Call-up
Title 10
= governor requests federal assistance IAW Stafford Act
- SecDef approves
- for manpower required to respond to major disasters
- calls up reserves but not National guard
_ under 120 days
- no troop size limit
130
Reserve Preplanend Callup
Title 10
AUGMENT ad FOR PREPLANNED MISSION S IN SUPPORT OF ccmd REQUIREMENTS
- costs must be bduged
- service approved and must report to congress
- under 60K RC for under 365 days
131
15 Day Statue
Title 10 USC
Service Secretary approval
governor consent required for national guard
= annual trainin or operational mission for NG or service RC
under 15 days per yr
132
what is II MEF trained todo
II MEF is trained/equipped as a force of readiness prepared to operate inside actively contested maritime spaces
133
what does II MEF do during steady state operations
II MEF supports maritime ops and theatre security cooperation activities to defend US interests, suport allies/parties, and oppose advesary `
134
what does II MEF do during crisis
operates under the JFMCC acts as part of a contract and blunt layers to set considtions to achieve maritime superiority
135
how are US adversaries competign
US adversaries are competing below the threshold fo war to challenge rules based on international roder
136
zero sum competition
- one party's gain comes at the expense of another
- for someone to win, someone else has to lose an equal amount
- the net change in benefit or wealth is zero
- the total amount of value/wealth remains constant but its distribution among participants changes based on outcome
* abstract application: zero sum competition between current relevance and future readiness
137
problem/question for the MC to ask
"the MC is not organized, trained, equipped, or postured to meet the demands of rapidly evolving future OE"
138
bde
brigade
139
MCSCG
MC Security Cooperation Gruop
140
FPEP
foreign personnel exchange program
141
FLO
foreign liaison officer
142
ways data can be collected (mil)
briefs
AAR
trip reports
informative papers
143
MCFPEP
MC Foreign Personnel Exchange Program
- WWII noted a critical need for exchange/standardization operational doctrine between allied forces
- reduction of US military presence occurring has created a need for closer relations between friendlies
- this is one way to continee long-term selectively viable presence and association among military counterparts to enhance worldwide security cooperation
- 1:1 reciprocal exchange in support of US interests
- exchanged personnel are assigned billets based on existing manpower reqirements - billets are not created solely for the foreigners
- serve in existing T/O line number
144
OPNAV N3/N5
DCNO (Naval Operations) Operations, Plans, and Strategy
- principal adivsor to Chief of Naval Ops on joint operations and the development of joint strategies
145
SFA
Security Force Assistance
146
JSCP
joint capabilities strategic plan
147
Security Cooperation contributes to...
Security cooperation is an integral part. contributes to preventing conflict, enhancing interoperability with foreign parties, establish partnerships/access/infrastructure that supports larger miltiary operations
148
PP&O
plans, policies, and operations
149
DIRINT
director of intelligence
150
P&R
programs and resources
151
FPME
foreign profession military education
152
MCIOC
MC information operations center
153
TECOM
training and education command
154
CD&I
combat development and integration
155
MCWL
mc warfighting laboratory
156
CAOCL
center for advanced oeprational cultural learning
157
POM
program objective memorandum
158
MTRA
manpower and reserve affairs
159
MCICOM
MC installation command
160
I&L
installations and logistics
161
ACSA
Acqusition and Cross-Servicing Agremnetnt
162
CUI
controlled unclassified information
163
DOTMCPS
doctrine
organizational training material leadership edu personnel and facilities
164
Foreign peps when they are holding US billets
not assigned to positions that would result in actions that would give their parent gov intel access or at levels that exceed the levels authorized for release int eh National Disclosure Policy
165
ROMO
range of military operations
166
nefarious group based out of Uganda
Lord's Resistance ARmy
167
MCIEAST
MC installation east
168
MEU
size makes it suited best to ops on teh lower end fo the spectrum of military ops
169
MEB
optimally sized, task org MAGTF to be able to respond to the entire range of mil ops
170
MEF
size makes it best suited for the campaigns and major combat ops
171
GCE includes...
infantry, artillery, combat engineers, LAR, amphibous assautl
172
permanent members
&
Advisors
OF
National Security Council
Permanent: PRez, VP, Energy, DOD, State
Advisors: CJCS and DNI
173
functions of DOD
support/defend the Constitutaion of US against all enemies foreign and domestic,
ensure, by timely and effective mil action, the security of the US, its possessions, and areas vital to its interests,
uphold/advance national policies and interests of the US
174
what is the National Guard considered
a reserve conponetn
175
what acts under Title 10
Active Duty/Reserves
176
what acts under Title 32
national Guarde
177
what acts under Title 14
Coast Guard
BUT
can be activated under Title `0 to support Homeland Defense or Homeland security missions
178
Joint Chiefs of Staff Reps
Commandant of MC
Chief of Naval Operations
Chief of Staff: Army and AF
Chief of Space Force
Chief National Guard Bureau
179
month/yr Space Force was established
December 2020
180
what made the Chief of National Guard Bureau a member of Joint Chiefs of Staff
NDAA 2012
181
1947 National Security Act
US air force, CIA, National Security Council
- establish legal basis for unified/specified commands
- JCS became principle mil advisors to prez/DecDefr
182
role of CJCS
military advisors
- strategic direction of armed force
- strategy to support national objectives
- contingency plan, budget, doctrine, train, education
183
J7
Joint Force Development
* 6 functions: doctrine, education, concept development and experimentation, train, exercises, lessons learned
184
J8
force structure, resources, and assessment
* war games, simulations...
185
MISO
soybean paste (soybeans, salt, koji (a fungus cultivated on rice),
military information suppot operations
186
interdiction
act of stopping something from reaching another place. often through force
- also refers to steady bombardment of enemy positions and commuication lines to delay/disorganize processes
187
difference between embassy and consulate
embassy is larger, more important, and permanen t diplomatic mission. often in the country's capitol city
188
roles of Coast Guard
interdiction, homeland security, ice ops, maritime safey, SAR
189
"Rational Actor MODEL"
believes a government acts as a single entity.
examines a problem rationally,
weights policy options according to their utility and picks solution/policy options based on cost-benefit analysis
**is that how things really workes
190
essence of CIA
intel gathering
clandestine ops
intel analysis
191
State Dept essence
report
represent
negotiaon
192
6 things to know about an organization
influence
autonomy
role/missions
morale
budget
193
TAM
table of authorized materials
- source document for logistics planning w/respect to selected material authorized by use
194
LTI
limited in scope and objective
- to check for servicability and to see the extent/level of maintence needed to restore to use
195
logistics
science of planning, planning movement and maintence
196
objectives of: strategic, operational, and tactical
strategic: national security
operational: campaigns and major ops
tactical: battle and engagement
197
goal of the operational level
establish objectives to accomplish sequential events
198
difference between preventative and corresctive maintence
preventative: keep servicable
corrective: return to serviceable conditoin
199
principles of logistics (flexibility)
alternate planning, anticipate, reserve assets, redundancy, forward support of phased logistics, centralized control w/decentralized execution
200
principle of logistics (economy)
provide sufficient support w/o impairing the mission's decentralization
201
when do the principles of logistics become irrelevant
all principles logistics become irrelevant if logistics doesn't support the CDR's CONOP
202
Maritime Prepositioning Force
uses Military Sealift Command's 13 ships pto preposition necessary supplies/equipment
203
6 types of maintence
overhaul
preventative
rebuild
repair
unserviceable
204
rotoscoping
animation technique that animators use to trace over motion picture footage frame by frame to produce realistic images
205
overhaul
to repair something so every part works as it should,
to completely change a system so it works more effectively
206
rebuild
restoration as nearly serviceable as possible to original condition in appearance, performance, and life expectancy
207
GAS
group aid station
208
S
casualty receiving and tratmetn ship
209
TMIP
Theatre Medical Information Program
210
motto of 1st marines
No Better Friend, No worse enemyMad
211
General Matthis speaking to Marines/Sailors in 2003
one day before the initial Iraq invasion
read full letter
"you are part of the world's most feared and trusted force. engage your brain before you engage you weapons.
212
Class A mishap
Direct mishap cost totaling $2,500,000 or more.
A fatality or permanent total disability.
Destruction of a Department of Defense aircraft.
Permanent loss of primary mission capability of a space vehicle.
213
Class B mishap
- Direct mishap cost totaling $600,000 or more but less than $2,500,000.
- A permanent partial disability.
- Inpatient hospitalization of three or more personnel (not counting individuals hospitalized for observation, diagnostic, or administrative purposes that were treated and released.
- Permanent degradation of primary or secondary mission capability of a space vehicle or the permanent loss of secondary mission capability of a space vehicle.
214
Class C mishap
- Direct mishap cost totaling $60,000 or more but less than $600,000.
- Any injury or occupational illness that causes loss of one or more days away from work not including the day or shift it occurred.
- An occupational injury or illness resulting in permanent change of job.
- Permanent loss or degradation of tertiary mission capability of a space vehicle.
215
class D mishap
Direct mishap cost totaling $25,000 or more but less than $60,000.
- Any mishap resulting in a recordable injury or illness not otherwise classified as a Class A, B, or C mishap. These are cases where, because of injury or occupational illness, the employee only works partial days, has restricted duties (does not include medical restriction from flying or special operational duties (DNIF) or was transferred to another job, required medical treatment greater than first aid, or experienced loss of consciousness. In addition, a significant injury (e.g. fractured/cracked bone, punctured eardrum) or occupational illness (e.g. occupational cancer (mesothelioma), chronic irreversible disease (beryllium disease) diagnosed by a physician or other licensed health care professional must be reported even if it does not result in death, days away from work, restricted work, job transfer, medical treatment greater than first aid, or loss of consciousness.
216
Class E mishap
n event cost totaling < $25K. Certain occurrences do not meet reportable mishap classification criteria, but are deemed important to investigate/report for hazard identification and mishap prevention. Class E reports provide an expeditious way to disseminate valuable mishap prevention information.
217
awake/rest rules for flying
8hr uninterrupt rest/sleep every 24hrs
cannot fly if awake over 18hrs. if awake over 18hrs, schedule 15hrs of continues off duty time in advance
218
BAC to fly
no alcohol b/c it can affect vestibular system >48hrs pconsumption
- no alcohol within 12hrs of flight
219
problem of tobacco if flyingq
impairs night vision, dark adaption, hypoxia.
220
caffine limit if flying
no more than 450mg caffeine (3-4 cups) per day to fly
vb/c
dehydration, excitability, loss concentration,
221
nitrogen to O2 content in air
Nitrogen = 78%
O2 21%st
222
ages of hypoxia
indifferent
compensatory
disturbance
critical
223
time of useful consciousness at 20K ft
15-20 min
224
what happens in the critical stages of hypoxia
LOC
convulsions
death
225
4 forces in flight
lift must be greater or equal for the flight to happen
- weight - force of gravity action on teh aircraft
thrust - forward force must be > drag
drag - force holding the plane back
226
force pushing a plane forward versus the force holding it back
thrust
drag
227
salvo
simultaneous discharge of firearms
- rripple b/c
228
what hampers joint interagency coordination
cultural differenes and absence of clear/focused performance measures
229
instruments of national power
DIME
230
location of the Joint Interagency Task Force - South
Key West, FL
good position to combat ilicit narco traffic
231
GAO
government accountability office
232
yr of teh haiti earthquake
2010
233
differences in mission between DOD and DOS
D: fight/win wars
S: Diplomacy
234
principle probl
235
em of joint interagency
decisionmaking is lack of decisive authority
nno one in charge
236
what do leaders need to understand
group dynamics and recgonize groupthink
237
what do team meetings need
sytructure, focus
238
groupthink
consensus w/o discussion
239
MOE
criteria to assess change in system behavior, capability, OE tied to attainment of an endstate/objective achieved/create effecyt
240
MOP
criteria to assess friendly action tied to measuring task accomplishment
241
IGO
intergov agency
242
problem that our senior leaders are facign
they are being asked to do more but with funding constraints
243
where does an operation need to go...
end state
244
benchmarking
helps organizations ID standards of performance in other orgs then import then successfully into their own
- a management/productivity tool
- Benchmarking is the practice of admitting that others are better at something than you are
- sets aspirational/direcive goods to inspire/motivate
245
what do all organizations seek to do iot fulfill their mission
to fulfill their mission, all orgs must seek to influence to pursue their objectives
246
pay lip service
loyalty and respect insincerely
247
liquidate
convert assets into cash
248
nickname for mil pilots
brown shoes navy
249
where does the CIA get 90% of its information
from public sources
250
bailiwick
the office/jourisdication of a bailiff,
sphere in which one has superior knowledge/authority. domaon
251
4 things asked of ambassadors
report what is going on,
Represent US before foreign gov/public,
negotiate US business,
look after American lives, property
252
organization struggles..
org struggles hardest for the capabilities it views as necessary to thde essence of the organization,
resists efforts to take away functions r/t that
253
Donald Rumsfeld
SecDef 2001-2006 under Bush Jr,
AND SecDef 1975-1977
PLUS
- Ford's Chief of Staff for one year and US Ambassador to NATO (both in the early 1970s for a year each)
254
foreclosure
the action of taking possesion of a mortagaged property whent he mortgagor fails to keep up with their payments
255
Dean Rusk
Sec of S under Kennedy and LBJ (served 61-69)
256
ship captured by North Korea
USS Pueblo in 1968
257
what must be done if you add new responsibilities to an organizatino
you might also have to add a budget
258
yr of Berlin Crisis
1948
259
ways to avoid conflict
play the game,
don't rock the boat...
260
inextricably
in a way that is impossibleto disentabgle or separayt
261
diplomacy
practice of influencing decisions and conduct via non-violent means
262
shared global challenges
climate change,
disease,
tech disruption,
financial crisis
263
3 ways the world is becoming more connected
tech
trade
people movement
264
who do people prefer to gravitate towards
preference to gravitate towards those who share similar views, reinforce beliefs, understand same truths
265
depending on each other
interdependent
266
what do powerful firms try to do
powerful firms try to insert influence in political and oscial arenas
267
what is a key driver of economic development
urbanization
268
where is there the greatest risk of food insecurity
urban households lack access to subsistence farming options so greater risk of food insecuritity in urban cities
269
primary producers of food globally
women are the primary producers of food globally but have limited land rights
270
push & pull factors for migrants
better economic prospects,
conflict,
social/religious repression...
271
measures income inequality in the developing world
Gini Coefficient
272
Gini Coefficient
measures income inequality
273
middle income trap
inflation of the take home pay outpaces worker production leadign to stagnation of income growth
274
countervail
equal/match
to exert force against an opposing/harmful force or influence
275
Paris Agreement
to limit global warming to 1.5C
276
effect of global warming on water
global warming has made the water more acetic
277
nascent
just coming into existence and beginnign to display signs of future potential (talking about a process or organization)
278
methane release
methane is released from wetlands, permafrost...
279
loss of reflective sea ice
loss of reflective sea ice reveals more ocean surface which is dark and absorbs heat faster
280
fishing industry challenges
oxygen depletion
overfishing
rapid warming
acid
warmer temperature's are killing coral
281
BECCS
bioenergy with carpon capture and storage
- ability to result in net emissions of CO2
-= a way ofr removing CO2 from the atmosphere by capturing and storing it from biomass based energy processes
281
problem of invasive species
choke out
282
geoengineering
large scale inventions to cool/coutneract climate change
283
SAI
stratosphereic aerosol injections
- spray particles in teh air to cause global dimming
284
current geoengineering
almostt entirely computer models w/NGO/academic
285
fiat currency
government issued currency that is not backed by a commodity such as gold
- typically designated by the issuing govering to be legal tender and authorized by government regulations
286
Alibaba
chinese tech company specializing in e-commece, retail, internet, technology
287
relationship between religion and organizations
religion plays a key role in organizing in so manyparts of the world servicing as a source of legitimacy and authority
288
forces of globalization
mobility, urbanization, and connectivity
289
what kind of country is Iran
socially sonservative
290
problem of social media
social media creates an echo chamber of likeminded users who share info to confirm their exsiting worldviews and limits understanding of alternative perspectives
291
algorithms on social media
algorithms on social media platforms curate and distill massive amoutns of data that shapes political/social
-- power wielded by generating contention
292
Freedom House
non-profit that does political dvocacy for democracy and human rights
293
what are rival powers looking to do
shape global norms, rules, and insituttions
294
control key sites of exchange
telecommunicatin,
data flow,
supply chain, finance
295
China expects deference from neighbors on...
trade,
resource exploitation,
territorial disputes
296
mental shortcuts/rules of thumb
heuristics
297
2RP tool
"Rules, Results, People"
Rules: what rules apply here?
Results: end-based thinking. what are the possibiliteis results of action (include not taking action), what are the prioritiez/goals, what choices
People: what is teh most overall moral/girtuaous action
298
Results
"ends based wayh fo thking"
- what are the possible results from action (or even not taking action)
- what are teh applicable priorities/goals of all sized?
- what would teh choices do to their priorities/goals
299
FOGO
Flag/General Officers
300
where will most of us lead from
the middle
* we rarely have positional authority allowing us to make significant decisiosn oruselves
301
what do you need to do in order to be an effective JO/staff officer
you must consider the issues weighing on your boss in order to effectively elad from the middle
302
Gen Martin Dempsy's 3 Principles of Mission Command
1. Commander's Intent
2. Mission Type orders
3. decentralized execution
303
3 key attributes of mission command
understanding
intent
trust
304
what is at the center of mission command
trust
"trust is teh connective tissue behind decentralized command b/c it connects the art of command tot eh science of control
305
benefits of heuristics
cognitive shortcuts or rules of thumb
- helps us make quick and efficint
- shoretens decision making judgment
- helsp w/speed but also leads to cognitive biases
306
are humans rational thinkers?
no. we behave unpredictably and from bias/emotions
307
why is comprehensive assessment essential
- helps develop higher quality options
- proven framweork and methodology
- comprehensive
- flexible
- strategic perspective
- basis for decisoin making
- credibility
308
availability bias
tendency to attach too much weight to information we have available to us (even if we have done no systematic research)
- e.g. peopel who believe their anecodtoes as evidence for how the world works. if your friends kid had a bad experience w/tghe Covid vaccien, you believe you will too even if research shows otherwisebanda
309
bandwagoning
tendency to adopt teh same belief as those aroudn you or assuming that others are making the right decision
310
confirmation bias
tendency to find evidence that supports what you already beliefe or to interpret evidence to support what you already know. aren't open to changing mind
311
Dunning-Kruger effect
less competent people have a tendency to believe they know more than they actually do
- well informed people usually have a very low confidence in their own views b/c they know enough to realize how complicated the world is
- ill informed peopel are extremely confident that their views are correct b/c they haven't le3aned enough to see problems w/it
Socrates said truse wisdom is "to know that I know nothing"
312
what did Socrates say about true wisdom
true wisdom is "to know that I know nothing"
313
fundamental attribution bias
tendency to believe your own successes are due to effort and inate talent while the successes of others are due to luck
WHILE
you believe your own failures aer due to bad luck and the failures of others are due to their lack of effort and talent
SO: you give yoruself credit while denying credit to others
314
problems with heuristics
heuristics can led to inability to see new solutions or come up with new ideas
- inaccurate judgment about how common things occur
315
anchoring bias
tendency to focus too much on a single piece of information rather than all available infomration
0- usually w/first bit of info you see/most recently receive/most emotionally charged
316
ostrich (cognitive bias)
knew but avoid. willful claim ignorance
317
4 key elements for making sound decisins
framing,
gathering intellgience,
coming to conclusions,
learning from feedback
318
10 of the most serious decision traps
plunging in
frame blindness
lack of crame control
overconfidence in judgment
shortsighted
shooting from the hip
group failure
fooling yourself about feedback
not keeping track
failure to audit decision processes
319
MDMP
Military Decision Making Process
320
SOI
School of Infantry
321
METT-T
mission, enemy, troops, time, terrain
322
how do we look at military tasks
we don't always look closely at the tasks
323
what skill goes into writing an OPORD
analysis.
breakdown and plan
324
BSTS
battle skills training school
325
when haven't you planned enough
unless you peel back every layer of the onion, you haven't ploanned enough
326
what does the "missin" tell you
what you are responsible for
327
aka terrain
TX
328
what do you need to do when you look at a problem
look at a problem and break it down to find solutions
- we are all capable of that
329
what do you need to know about your adversary
need to know what their capabiliteis are
330
problems in logistics
"time, space, logistics"
- power, lift, resupply, contested environment, communication
331
logistics of call casualties in R2LM
who will help ERC move casualties
332
think about the terrain
friendly & enemy
- good and bad aspects
- seasonal
APRIL - cold rainy health concerns
- human factors - ability of us/them to fight
- how will it affect us and them
333
how does J-2 help the CO
intelligence helps the CO understand the OE
334
when is intelligence of the greatest value
when it contributes to the commander's decision-making process by providing insights into understanding the OE (leading to mission accomplishment)
335
activities iwthin the Joint Intelligence Process
plan and dierct
collection
processing and exploitation
analysis and productivn
dissemination and integration
eval and fedback
336
data
raw factual info
337
raw factural information in intelligence
data
338
continuum of data to intelligence
data = raw factual information
information = series of data that can be used to make decisions
intelligence = full utility of information
339
2 critical features that makes intel different from information
intelligence allows predictions of fucture actions/circumstances and informs decisions by
340
COM
collection operations management
341
leaving no doubt
unequivical
342
what does intelligence allow CO's at all levels to do
intelligence allows CO's at all levels to focus their resources nad protect the force across a range of military operations
343
7 purposes of Joint Intel
inform CO,
describe OE,
identify/defining/nominate objects,
support the planning an execution of objectives<
counter adversary deception and surprise,
support friendly deception efforts,
assess the effects of operations
344
benefit of identifying weaknesses
those can be explited
345
7 things to know about the adversary
intention
objectives
strengths v. weaknesses
critical vulnerabilities
human factors
COA
COG
346
how can intel attack the mind of the adversary
by misleading, deluding, or creating uncertainity
BUT
intel also needs to monitor how the adversary reacts to it
347
questions provoked by intel
"Are we producing desired or undesirable effects?"
- what unforeseen opportunities can be exploited or require a change in planning
348
how does intel verify information it collects
redundant information collection from multiple sources verifies it
349
EEI
essential elements of information
- a subset of information requirements that are rlated to and would be answered in a PIR
350
information collected on your peers
FFIR: friendly force information rquirement
351
information collected on your adversaries
PIR: priority intellginece requirements
352
CCIR
commander critical information requirement
353
CRM
Collection Requests Management
- synchronizes teh timing of collection with the operational scheme of maneuver and with other intelligence operations such as processing/exploitation, analyses and production, and dissemination
354
JCMB
Joint Collection Management
355
DOD 5240.1-R
"Procedures Governing the Activity of DOD Intelligence Components that affect US Persons"
356
Joint Intelligence Architecture
operational and systems architecture
357
JMD
joint manning document
- validated via Manpower and ersonnel directorate of a joint staff tot he combatant commander for validation
358
GI&S
geospational information and services
359
geodesy
science of measuring and representing the geometry, gravity, and spatial orientation of the Earth in temporally varying 3D
360
ancient past (typically before the Middle Ages)
antiquity
361
field of regard
FOR
- total area that can be captured by a movable sensor
(not to be confused with field of vision FOV which is the angular cone perceived by the sensor at a particular time instant)
- field of regard is the total areathat the sensor can perceived by pointing the sensor. so larger than field of vision
362
using ISR
facilitates coordination and synchronization of activities
363
JIPOE
"gy poe"
- joint intel preparation of the operating environment
364
2 types of targeting
deliberate and dynamic
- deliberate targeting is done wihen there is sufficient time to include a target in a plan or ATO
365
