Candidate Blackmon Case

wagon Commander never expected that large group of Texans and Native American will able to attack during the dark of the night. The planed details for a month that legendary Waite was preparation paid off. The report for the two war was saying that one of the CPT was not able to saver due to his horst were not in condition, that pinot it show that somehow the leadership cooperation on that time was not in good shape. The report say that General Gano plane was each troop will lead his troop but wone of the troop that was Addie to the plane was not expected. Using unconventional warfare in the Pea Ridge battle is was not good philosophy that give the troop that follow under Brigadier General Stand Watie which let to give the force the scope to look at the upcoming battle Conventional warfare meaning wage war by using

Candidate Satterwhite established 360 security upon arrival at TAA9. Candidate Satterwhite’s initial brief to the fire team leaders was confident, containing necessary information to complete the mission, with minimal stumbling; SNC constructed terrain model during the initial brief and did not delegate a subordinate acquire the azimuth. Candidate Satterwhite issued tasks that enabled fire team leaders to effectively lead instead of micromanage. Prior to departure, SNC assigned specific tasks and developed an initial plan to prevent the squad from appearing as soft targets by directing the fire teams disperse and skirt the tree line along the road, which displayed communication and situational awareness. When a point of friction occurred, Candidate

Candidate Caughran delivered his 5 paragraph order phenomenally. SNC ensured to cover all information as it was relayed to him, as well as add information regarding the terrain and climate conditions. SNC displayed the utmost confidence, through the inflection in his voice as well as the assertiveness used when assigning tasks to the fire team. During the execution, SNC positioned himself properly so that he was able to direct the team. He encountered minor error when the team reached the friction point. His position was no longer effective and he was forced to become more hands on with the mission. Once hands on SNC was able to help his team progress forward, and prevent any casualties. SNC posted security before and during the execution,

Candidate Allwood was able to provide all of the information required for the operation order brief. SNC included most of the information he was given; however, SNC briefed that the ammo needed to be delivered to the bridge and not to the designated LZ. SNC was able to control the movement of his squad as they began the execution; however, SNC lead his squad through dense brush causing the forward movement to be slow. SNC was able to make the required adjustments to put his squad back on track as they retrieved the ammunition. SNC made the decision to cross the bridge with the first fire team, putting him in the best position to control his squad. During the engagement, SNC was only able to provide minimal information for an ADDRAC. SNC

The battle of Ap Bac was a small battle engaged between the Army of the Republic of Vietnam (ARVN) and the insurgents, or the People Liberation Armed Forces (Viet Cong AKA VC) with the assistance of American’s weapons and advice during the Vietnam War. It took place on 2 January, 1963, near a small village named Ap Bac which is located approximately 65 km southwest of Saigon in the Mekong Delta. (Starry, 2002). As a senior leader, it is important that we have to be technically and tactically proficient. In order to be proficient, we not only need to be trained, but also we have to know how to gain experience from past battles in history using battle assessment, and critical thinking process to study the battle. That way, we know what needs to be improved, how to sustain it, and how would we execute it better next time. Therefore, studying the history of the battle of Ap Bac will enhance the knowledge of how the commanders used the most effective and efficient method for applying decisive action on the battle field. It would be a successful outcome for the South Vietnamese ARVN, and Kennedy’s administration would have gained more trust from American people for the presence of American troops in Vietnam, if the American advisers and the ARVN’s commanders would have integrated intelligence preparation of the battlefield (ITP) throughout the operations process to identify the gaps of intelligence between human intelligence (HUMINT),

Candidate Thompson’s order was initially out of order despite addressing the elements successfully. SNC caught himself half way through the order and began to realign his brief by covering details in his plan. SNC seemed unsure of his plan at first and staggered during the initial tasking statements, but once the plan developed his confidence increased throughout execution. Candidate needs to ensure that the team trusts his plan so they will follow his lead. SNC lead his team through his own execution, but at times the team was without direction, which stalled the flow of the operation. SNC addressed security, but directed candidates to hand off weapons to the security element which made them temporarily combat ineffective while they attempted

11… Candidate Zinsmeister was unable to calculate a correct azimuth or distance to the objective. Utilizing proper time management, SNC was able to meet the minimum standards while issuing the operation order to her team. SNC demonstrated command presence and confidence, which made it clear and concise for each member to completely comprehend. As the team began to move from the assembly area, the team got relaxes at the fact that there was no enemy presence detected as members of the squad were seen moving down Buffalo Pond Rd, not utilizing the proper tactical carry. At the point of friction, SNC was surprised and didn’t know how to resolve the confrontation from the angry villagers and briefly panicked when sniper fire rang out, thus hitting

Candidate Brown started by briefing all major portions of the order to include a well-organized mission statement, which included the “in order to” verbiage, showing understanding of the purpose. She posted security only after briefing the order but checked back on them periodically. Later in the execution phase, the team member assigned to security was standing up and not staying in a tactical mindset. SNC failed to address this lack of discipline. SNC's lack of leader’s reconnaissance caused her significant problems in the execution; she was solely dependent on the two fire team members she sent through before herself. SNC lead her fire team through the obstacle from the back, which did not embrace the leader-fighter concept. She often got

Candidate Graybill began his LRC II tactical mission communicating an unsatisfactory brief due to failure to perform multiple sections such as SOM, Coordinating Inst, Admin/Logistics, and Command/Signal. When he began to execute he had to brief coordinating instructions slowing down his FT. SNC only briefed tasks that had some elements of a SOM but ambiguity still existed. The ambiguity caused SNC to brief all courses of action in a step by step action. Only due to his quick adjustments and delegation during friction was he able to keep his s moving to mission accomplishment. As the execution continued, Candidate Graybill began to be more effective in communicating his intent, and adjust during points of friction. Despite the inability

The Lewis Blackman case is an unfortunate case of failure to be ready to deal with unexpected problems, failure to recognize the problem, and failure to respond to the crisis at hand. Clinical warning signs and symptoms were clearly present and even recognized by the healthcare team however, they failed to recognize the significance of the data and correlate it to impending crisis which lead to failure to rescue. There was a presence of understanding the data but a lack of cognitive ability to translate the data into meaningful information to guide decision making efforts. The focus of the team was obviously focused on the fact that the expected and anticipated plan of care for Lewis Blackman only accounted for a favorable outcome

Candidate Jacobs exhibited a basic understanding of the five paragraph order; however, SNC was missing many small details within the brief. SNC’s Situation paragraph was missing a complete enemy situation and adjacent and supporting elements. SNC’s tasking statements were simply general assignments of responsibilities, lacking the 5W’s format and task & purpose statements. SNC failed to brief the corpsman’s location within the Administration & Logistics plan and the location of key leaders in Command & Signal paragraphs. SNC did not conduct a reconnaissance of the obstacle and failed to develop a cohesive plan. This failure to develop a plan prior to briefing his order forced SNC to develop a plan as he approached the obstacle. SNC was able

Candidate Brown was able to include the information relayed to him in his operation order brief. SNC was able to pass the information in a manner that was easy to follow and that was pre thought out as he briefed directly from his skeleton. However, SNC did not relay accurate information. SNC stated during the Scheme of Maneuver that the squad was to transport two ammo cans, when it was passed to him they were to deliver three. This resulted in the squad to only pick up two ammo cans and leave one in place as they located the cache. SNC was unable to adjust his plan of action while the squad was making their way across the three rope bridge. SNC allowed the members transporting the ammo cans to cross the bridge while carrying the cans

The Battle of May 15th was one that looked bad to begin with. An open expanse lay between Charlie Company and their destination. Treeline and haystacks pleaded to be the nests of ambushers. Within seconds of approaching the territory, sniper fire whistled in the wind. Despite the clear signs of danger, Lieutenant Thompson ordered for the men to move out. Move out into 300 yards worth of free range practice with no cover against unknown enemy numbers. Clearly a decision fit for a suicidal madmen, Thompson had proved himself inept yet

Incident: A young woman named Karen has (supposedly) decided to take her life into her own hands. An Unnamed witness has said to see her in town, looking possessed. Another witness remarks that they have seen her walking around, wearing her red shoes, the devil’s official colour of choice. Many suspect her of straying from the church in order to carry out the Antichrist’s dirty work.

Q1. What are the built-in tensions with a public private equity firm? How does Blackstone 's structure attempt to reconcile them?