Yahya Khel Research Paper

Among these leaders was Bravo Company’s 1st platoon’s SFC Robert Gallagher. The platoon endured terrible living conditions including no running water and filthy living space. These inadequate living conditions must be met with some relaxation on the standards they were expected to follow. Company leadership viewed this as a bribe to keep the soldiers in high spirits. In reality, they set the stage for the erosion of the morals the enlisted soldiers are supposed to possess. While the morals were being chipped away, so was the original plan the battalion had hoped to follow. Fragmentation orders became a pseudo-standard for the boys of Bravo Company. What had originally started as short-term overnight patrol bases turned into fortified traffic control points with the exception of any form of fortification other than in notion only. Despite the fact that platoon-level leadership requested for supplies they were repeatedly turned down. A major breakdown in the communication between the leadership created a loss in faith in the higher leadership for the lower-enlisted soldiers on the ground. Very soon into deployment, Bravo Company began to experience contact with unseen enemy forces. The enemy was able to engage and plant IED’s and cause casualties while remaining elusive. After the first few casualties within the company, the mission to start set up traffic control points was to begin. While conducting patrols down the road time and time

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

Ridgeway’s men spent the entire day rebuilding and enhancing their defenses. He ordered recon patrols to be pushed out and deny enemy movement. A patrol led by LT. McGee who was in charge of one of these recon patrols found and captured five enemy Chinese hiding in a culvert, and returned with an additional 17 wounded Chinese Soldiers. The Artillerymen focused their efforts on their defensive posture and relaying the howitzers, moving them from two platoon formations to laying the howitzers in pairs. There was a lone building close to the Artillery position, outside of the security perimeter, that they decided to destroy it using direct fire and white phosphorus before the Chinese could occupy and use it as a strong point. During the evening of the 14th Gen. Ridgeway held a meeting at the FDC tent to discuss the night’s defensive plans and capabilities. After the meeting everyone felt confident and secure about holding out through the night against another possible Chinese Offensive. The meeting also brought to light a possible Chinese offensive plan of action. It was determined that the Chinese might use a natural saddle in the terrain that approaches the right Flank directly behind the firing batteries. In response to this threat Gen. Ridgeway’s officers agreed to place three out post positions and two B.A.R. teams in defense of the avenue of approach. The 23rd RCT was in charge of incoming supplies throughout the day, receiving

On March 10, 2010, at 13:30 a.m., 3rd Platoon, Company D, 1-22 Infantry Battalion, was conducting a convoy operation. The purpose of the operation was to transport equipment and selected Service Members to the battalion’s main Forward Operating Base. Twenty minutes into the convoy operation, Patrick’s unit was under attack by an enemy force equipped with automatic weapon systems. During this time, Patrick maintained his confidence and began returning firing toward the enemy force. As Patrick was returning fire from the vehicle that he was in, he was struck by one round from the enemy force. The medic that was attached to the convoy operation immediately tended to Patrick’s wounds and managed to get him to a medical facility,

I have two battalions in the trenches of the first line and the third in relief at rest just behind our trenches. The three rotate. Our boys have had their baptism of fire. They have patrolled No Man 's Land. They have gone on raids and one of my lieutenants has been cited for a decoration…I am very proud of what we 've done and are doing. I put the whole regiment through grenade (live grenade) practice. Nasty, dangerous business. They did it beautifully… The boys keep

Though serving in a highly disciplined, well trained, and well equipped force, I faced mental and physical adversity, a numerically superior enemy, and a dynamic battlefield. I served with fellow Noncommissioned Officers and leaders with vast tactical combat experience, but we were operating in highly restrictive terrain behind enemy lines. As we worked to create breathing room for the Battle Space Owner and defeat the insurgents on their own turf, we took several casualties and would be tested in our ability to remain equally dynamic to the battlefield, bring every asset to bare to accomplish the mission, and adapt our common tactics in order to survive.

My company was Delaware Company of the 1-501st Parachute Infantry Regiment 4 Brigade 25TH Infantry Division. If this particular outfit doesn’t rings any bells other than the rich history it does possess, I’m positive the name Bowe Bergdahl will. Now Bowe was in Comanche Company and we all basically know his story. This immediately led to our commander walking into our living quarters and informing us we had 20 minutes to pack our rucks we’ve got a DUSTWUN. That’s all we got, no mission time frame, nothing. We passed out two mortars each, every man carried his standard combat load, MRE’s for 2 days that were field stripped, whatever clothing we

As a new Corporal and a team leader for a Mortar Squad, we had trained

SNC established security prior to brief. SNC was able to provide the accurate Azimuth in the allotted time. For the brief, SNC utilized the terrain model to cover Scheme of Maneuver. SNC's order was delivered in a confident manner and he ensured understanding from his fire team leaders. SNC gave an inaccurate Mission Statement. SNC maintained situational awareness while the squad quickly moved towards the ammo pick-up point. SNC failed to identify in his "Tasks" who will pick up the ammo, but quickly designated this during execution. SNC then adjusted his formation before the hill climb, demonstrating forward thinking in possible enemy contact up the hill in order to best control the fire teams. Upon enemy contact, SNC did not call an accurate

It was 115 degrees; the platoon was walking through the middle of the desert each of them with 40 pounds of gear on and an M16A2 rifle. It was summer time in the country of Afghanistan and the temperature was rising. At this point I asked myself what the hell I am doing here and why did I join the United States Army? Right when I was thinking that I felt a tug on my leg and there stood a young boy about 7 years old with only one arm, “Candy,Candy” he asked. Upon speaking with the local villagers we found out that his arm was taken from an improvised explosive device (IED) planted

On this day, I remember the Platoon Leadership going over plans for a mission we received that would take place in Hawijah to support a raid that was to be conducted by 1-163 Infantry situated

but this time, they finished at dawn, due to the higher caution. It was still dark and there was not any daylight, when they were returning somebody suddenly heard a clack from the minefield. He alarmed the others. Fear had left everyone breathless. There was a strange reticence. Everyone was expecting a horrible thing. The longer the silent moments of waiting, the bigger the people's panic and fear. They were sticking to the rocks and sandbags more and more, like they were rooting into the soil. The clack repeated in the field. The troops got on standby in prone position. The critical circumstance had taken our breath away. An urgent call was made to the division headquarters which was on a high alert. The mortars and artillery groups were

There are two culminating events at what we call Combined Arms Exercise or CAX, the first one is solely for the Alpha squad leader in every platoon and the last is for the entire company of Marines which consist of about 200. Again I was no stranger to leading people because I was also a Martial Arts Instructor for the Marine Corps, but it was still not enough. Fox 10 Alpha is the range that honestly and humbly tested my grit and my mental capacity. This range, designed to test 8 year experienced veterans, consisted of the platoon firing 25 mm cannons, 81 mm mortars, and 8 machine guns over our heads while we overtake and clear three critically complicated bunkers with live ammunitions. By no means

My arrival to the unit was a little chaotic and confusing. The soon to be brigade staff was minimally manned, and co-located with whom would soon be formerly known as the Army Contracting Agency (ACA). The ACA was primarily a civilian organization, and did not have a functional staff that could receive and in-process personnel. Therefore, we had to rely on U.S. Army South for support. I asked my sponsor when our staff sections were going to be established and do we currently have any in-bound personnel to fill those positions, and the response relayed to me was “That’s you!” At this point, I realized that the

At approximately zero seven hundred hours the rounds started flying and the battle commenced for the day. Attack point one and two were being engaged from the mountain side in the west north westerly direction from 600m. From my position AP 3 the squad could not engage the enemy due to a structure blockage; due to a house in-between the squad and the engagement. The team needed to relocate to a better position, so I informed the driver to progress the truck forward so the squad could acquire an enhanced view of the vicinity doing the engaging. After moving the truck of only fifty feet my gunner was able to gain positive ID on the positions that the enemy was shooting from. From inside the truck my gunner pressed the button to the CROW system that would send 7.62 cal. rounds hurling at the enemy. The first one hundred rounds went through the system smoothly, than the CROW jammed. Throwing open the Crow hatch to the gun, mu gunner was unable to fix the jam in an expedient manner. Calling up the MK-48 my dismount in the back fed the second weapons system up through the gunner hatch