Paul and Elder’s eight elements of thought directly support the Army officers as they work through the Army Problem Solving Process by expanding their ability to think critically and creatively. The following eight elements enhance a problem’s solvers perspective on what is important; making the best possible decision the same goal as the Army Problem Solving Process. The eight elements of thought are Point of view; Purpose; Question or problem; Information; Inferences and conclusions; Concepts and theories; Assumptions; and Implications/Consequences. Point of view-Drs. Paul and Elder suggested this as a starting point in the Army officers thought process.
2LT Vineyard, Ryan 31MAR2014 The Modern Military Intelligence Officer as a Professional The modern Military Intelligence professional needs to be an expert in his trade. Core competencies include commanding and controlling Military Intelligence Soldiers and combined armed forces during combat and intelligence gathering operations. Additionally, an MI officer must be able to coordinate employment of Military Intelligence Soldiers at all levels of command, from platoon to battalion and higher in U.S. and multinational operations. Further, an MI officer needs to be competent in all levels of intelligence gathering, particularly if they are an All-Source Intelligence Officer (35D). These fields include Imagery Intelligence (IMINT), Human Intelligence (HUMINT), Signals Intelligence (SIGINT), among many other types and disciplines of intelligence work.
Retrieved on Oct 14, 2011 from http://www.bridgestar.org/Library/RAPIDDecisionMaking.aspx Global security,(2011).Battle Command. Retrieved on Oct 14, 2011 from http://www.globalsecurity.org/military/library/policy/army/fm/3-21-21/chap2.htm Works Cited Bridge star,(2011). RAPID Decision-Making. Retrieved on Oct 14, 2011 from http://www.bridgestar.org/Library/RAPIDDecisionMaking.aspx Global security,(2011).Battle Command. Retrieved on Oct 14, 2011 from http://www.globalsecurity.org/military/library/policy/army/fm/3-21-21/chap2.htm
Cultural Assessment of the United States Army Human Relations and Organizational Behavior Be all you can be. An Army of one. These two phrases are recognized by almost everyone. The United States Army is one of three military departments (Army, Navy and Air Force) that make up the Department of Defense. The organization holds a strong set of core values.
As becoming an officer in the military, there are abounding roles and positions that will be expected of all officers to perform. Military officers are to be a member of an armed force and to hold a position of authority. There will be roles to be performed that do not have a right or wrong answer, but an officer will take action to perform his or her role and take responsibility of their action. I have asked myself, “Why do I want to be a military officer?” I want to be a military officer so I can be a role model to all Soldiers and civilians. To be an expert in a field of study, so that Soldiers approach me for advice and be a leader to look up to.
The Army Human Resource System (AHRS) known as the Electronic Military Personnel Office or (eMILPO) is a web based multi-tiered application. It provides the Army Human Resource Community with a reliable mechanism for performing personnel actions and strength accountability. The System consolidates 43 Personnel Information Systems in one. This system provides visibility of the location, status, and skills of Soldiers in the United States Army. The primary users of this system are Human Resource Soldiers, Commanders, and First Sergeants.
archives.gov/ federal-register/executive-orders/2000.html Office of the Assistance Secretary of the Army for Installations and Environment. (2004). The Army Strategy for the Environment. Washington, D.C. Retrieved May 12, 2012, from http://www.asaie.army.mil/Public/ESOH/doc/ArmyEnvStrategy.pdf U.S. Army Environmental Command. (2011).
The JFCs combine certain joint functions to be able to reach the objectives. Joint functions are related capabilities and activities grouped together to help JFCs integrate, synchronize, and direct joint operations (JP3-0, 2011). Joint functions are Mission Command, Movement and Maneuver, Fires, Protection, Sustainment and Intelligence. Each of them is an inherent part of the holistic vision that provides the JFCs to understand and visualize the contemporary warfare. In addition, every of them is necessary and helps the JFCs to explain and conduct their forces to accomplish the mission.
The Battalion S2 (BN S2) section deployed is defined as a battalion intelligence staff. Operations include ground forces visually conducting operations in a infantry battalion at Baghdad, Iraq. Irregular warfare provides a defining amount of visualization on the enemy threat. The tactical level of intelligence will exist on BN S2 battle rhythm, lethal targeting process, system applications and usage, and intelligence assets. This definition shares in a tradition for dominating target development.
This strategic communication effort reaches everyone in the institution or organization including families and supporting civilians. Organizational culture and organizational climate differences are most obvious when viewed in terms of scope. Organizational culture refers to the Army institution and its associated norms expressed throughout ... ... middle of paper ... ... Like the relationship of situational understanding and situational awareness, operational art is at a higher stratum than operational design. The commander must visualize the operation from start to finish with elements of creativity and innovation. For the operations-level commander, this is the premise for them to reach their determination of intent.