Snc's Evacuation: A Case Study

SNC conducted an above average analysis of what he expected the enemy to do upon contact. SNC’s scheme of maneuver was vague and could not be executed without significant oversight. SNC’s tasking statements were weak and lacked a purpose. SNC’s formations, particularly his squad column fire team column while in the open area, did not provide effective security en route to his objective. Upon enemy contact SNC stood and began talking to his squad but did not use the ADDRAC format; SNC spoke at just over a conversational tone. SNC directed his squad to suppress the enemy sniper and continue to move to the objective; SNC’s squad laid still while one of the fire team members openly questioned SNC’s decision. SNC changed his mind and directed the

SNC delivered a confident and complete order successfully addressing all paragraphs of the five paragraph order. SNC assigned primary and secondary tasks to subordinates and reiterated the Enemy Situation. SNC properly controlled the fire team’s formation utilizing proper dispersion and smoothly transitioned from column to wedge. Upon enemy contact SNC relayed a clear and effective ADDRAC and directed SNC’s fire team to provide suppressive fire. SNC maintained mission focus when SNC’s fire team took a casualty. SNC directed his fire team in a tactically appropriate manner as they evacuated the casualty. Upon return to MA-2A SNC submitted the map to higher without being prompted by the evaluator. SNC displayed suburb leadership potential

SNC briefed the five paragraph order addressing each paragraph. SNC briefed the order with confidence, using an authoritative voice, which demonstrated a clear understanding of the mission. SNC did have to rely on suggestions from others, for example; SNC was told by the fire team member that bringing the map was a part of the mission. During the mission, the fire team received enemy contact that resulted in a fire team member being wounded. SNC was able to respond without hesitation in which he and his fire team provided treatment to the casualty while the other members provided security. SNC displayed a sense of urgency and managed time effectively instructing his fire team to firemen carry the casualty. SNC made effective use of his subordinates

Candidate Pennington immediately took charge of his fire team by ensuring that they were set up properly in order to maintain 360 degree security while he received his FRAGO. Upon briefing his order to his team, he repositioned them closer to him and had them all face outboard to continue the security of their position. The position he was in, while briefing his team, provided him the command presence he needed to make sure his team would follow his orders. He had good volume and tone of voice, however is delivery of his order was uneven, thereby displaying lack of confidence. During the execution phase, SNC maintained good control with good dispersion and changed the formation of movement for easier control while moving up hill. However,

Candidate Fowler successfully calculated the azimuth, however failed to calculate the distance and plot the location of the objective. SNC’s five paragraph order was delivered confidently, however lacking information. SNC failed to properly brief the enemy situation, regarding the location of the enemy. SNC stated that the enemy was seen in the area, however he failed to mention they were seen west of the area which is in the vicinity of the objective. SNC was provided with the accurate information regarding azimuth and distance; however when briefing his squad he still provided an inaccurate distance. Upon enemy engagement SNC properly assessed threat by engaging with buddy rushes. SNC did not ensure area was clear before bringing the casualties

Candidate Dowd began his evolution with a disjointed order. Though SNC briefed the Orientation and Situation paragraphs well, he bounced around the remainder of the order throughout the rest of his brief in the order of Mission paragraph, Coordinating Instructions, Command and Signal, Administration and Logistics, billet assignments, and Scheme of Maneuver. During the billet assignments, Candidate Dowd could not decide which fire team member would have which billet, changing his mind several times during assignments. SNC also said "uh" and other filler words during his brief, which did not instill confidence in his team. SNC did not brief succession of command, but he did brief a running password. During execution, Candidate Dowd maintained

SNC stated all of the required components of the five paragraph order maintaining a calm, confident demeanor with minimal use of filler words. The first two negative points arose immediately after SNC completed the brief. Although he understood what was required to accomplish the mission he failed to develop a plan of execution. Because of his lack of planning and before he made an attempt to do anything, the first words out of the candidate’s mouth after his brief were “Do you have any suggestions for what to do?” He posed this question to the two fire team (FT) members not posted as security. Once one of the FT members gave the first suggestion SNC immediately jumped back into his role as the FT leader. This was most evident when SNC recognized

SNC did not initially ensure 360 degree security at the assembly area. SNC’s enemy situation lacked significant details. SNC’s friendly situation was not briefed in the proper format. SNC’s scheme of maneuver was not complete enough to be executed and his tasking statements did not have an associated purpose. At the beginning of execution SNC attempted to give a command to his fire team leaders to get ready to begin their movement; when nobody in his squad responded he announced that fire team leaders had 30 seconds to get ready to move. SNC was an ineffective communicator; he attempted hand and arm signals after receiving indirect fire and would give vague tasks to unspecified individuals instead of his fire team leaders. Upon enemy contact

Candidate Kidd delivered a complete and sequential five paragraph order. Throughout his entire brief, SNC had several pauses due to obvious signs of nervousness and dependency on his OSMEAC template. Nonetheless, his order contained sufficient information for his fire team to execute the mission. During the execution phase, SNC moved his fire team with a sense of urgency as instructed by the order. He was knowledgeable to place them in a column formation for maximum speed. When SNC received unexpected enemy contact, and subsequently received a casualty, he quickly reacted by returning fire and aiding proper aid to the casualty. SNC responded well and in a calm matter during the chaotic situation. Once reaching the objective, SNC was conscious

SNC did not set security before giving the brief. SNC had command presence, spoke clearly, and had good eye contact. He did brief the FT’s Mission as part of the Friendly Situation, and repeated the same information during the Mission paragraph. During the execution, SNC maintained a pace commensurate with the requirement for speed and used appropriate hand and arm signals. SNC did not have clear command of the FT members behind him while on the move because he never turned to look at them nor assess the security situation in the rear of the formation. When SNC heard the sounds of enemy activity he immediately had them alter direction. Upon contact, SNC gave the ADDRAC, and was a clear fighter/leader. He had his FT line up on him by

Overall, Candidate Friederick's lack of confidence hindered both her operations order and her execution of her assigned mission. Her delivery lacked enthusiasm and interest. While her lack of confidence indicated unfamiliarity with the five paragraph order, SNC did brief a detailed mission statement with a task and purpose. SNC also briefed some details of her scheme of maneuver and some tasks to her subordinates, but the lack of detail and her confidence ultimately failed to inspire the other candidates in her fire team. As her fire team moved from order to execution, SNC appeared lethargic with little to no awareness of her surroundings as the team approached the objective. SNC both heard and saw the enemy combatant and demonstrated

We had a wounded soldier, but no one was killed. We continued to work with EOD from different services for the rest of the deployment. My gunner recovered from his wounds, but never returned to Iraq. I continued to take the lead of the section regardless of my vehicle being hit. SSG Thomas couldn’t deal with being on patrol so they moved him to S-3. The soldiers were relieved when SSG Thomas was moved to S-3. SFC Lackey seemed bothered be the fact that a Sergeant lead out and not the SSG that he had designated as point man. That is why he removed SSG Thomas from the platoon. In place of SSG Thomas, he got another SSG from S-3 that wanted to be out on

How do explain something that is completely in the wrong as ok? Why can people, organizations and even governments make irrational decision over and over again? The United States prides itself on it’s ability to be a free country and support freedom of religion and freedom of speech but throughout history their are numerous accounts of the United States going against it’s own beliefs and treating it’s people in terrible ways. One example of the United States going against it’s pride in equality and rhetoric of democracy and acting in ways of exclusion and inequality is during World War II when the United States forced evacuation of the Japanese to internment camps. The memoir, “Looking

Maurer and Smith (2013) explain the order of evacuation, first are the physically disabled, the blind and deaf. I would make sure there were enough ambulances and nurses to care for the victims by contacting RCMC for staff for their external disaster policy. Next up are the mentally challenged persons and seniors because they may need extra time to leave the area. Young children would be next because their immune systems are not fully developed and then the medically dependent with respiratory or cardiac problems. I would then make sure my interpreters are ready for the people who speak little english.

I spoke with Kelly Pembleton yesterday and it seem that I have missed an important factor in the team evacuation list. The Facilites manual states, the only persons able to consume the role of “aide to those needing assistance” on the 15th floor are TM due to sensitive staff information. If possible, can you please send Kelly and Beth an up to date list of all staff member who might need aid in case of an emergency. If you have any questions please contact me.