1. How does Intelligence help the Joint Force Commander (JFC) and staff integrate, synchronize, and direct joint operations? (C500) Today’s modern warfare means synchronized participation and integration all individual Services. They, with different doctrines in the new environment, are part of the Joint Force Command which point the using best on each of them helps to get the synergy by achieves the goals in joint operations. 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. However, one of them, with its focus on adversaries, enemies, and unknown area of future operation is essential and the leading Joint functions. That is Intelligence. The intelligence officer is the key player in the staff who is responsible for performing Intelligence function in joint operations. With its systems and functionality, it helps staff to integrate and synchronize operational art and operational design, and direct forces to conduct joint operations. The operational plan or order is the main product and the directing document, which presents the commanders’ whish or reason for task forces to guide future joint operations. In this process, intelligence conducts the duty to distribute and control nec... ... middle of paper ... ...sks must my command do for the mission to be accomplished? 2. What is the purpose of the mission received? 3. What limitations have been placed on my own forces’ actions? 4. What forces/assets are needed to support my operation? (JP 5-0, 2011) Finally, the biggest contrast between MDMP and JOPP are in products during these processes. In MDMP, there are three warring orders and finally operational plan or order. These warring orders print after next steps: Receipt of Mission, Mission Analyze, and COA Approval. On the other hand, JOPP does not emit warring orders. In this process, there is only one final product which may be amandmend. Works Cited FM 5-0. (2011). The Operations Process. Washington, DC: Department of Army. JP3-0. (2011). The Defense Technical Information Center. Retrieved from New_pubs: www.dtic.mil/doctrine/new_pubs/jp3_0.pdf
Effective planning is impossible without first understanding the problem. Commanders rely on personal observations, experiences, and input from others to develop understanding. They also prioritize information requests and incorporate additional information as those requests are answered. A complete understanding of the problem and environment builds the foundation for the operational process and ...
The mission command philosophy helps commanders counter the uncertainty of operations by reducing the amount of certainty needed to act. Commanders can build teams and achieve their final goals through adapting the six principles of mission command to warfighting situation. I analyzed and compared the performance of General Sherman and General Hampton in four of six mission command principles.
(U) Background: Over the course of United States history the Army has made changes to how it engages its foreign enemies. These tactics techniques and procedures are the result of lessons learned during conflict, mistakes made under fire, and the results of a nation at war. As a result the IPB process has changed to accommodate a dynamic and often fluid battlefield. However this has not changed the core concept behind IPB, the four steps still remain an integral part of the Commanders Military Decision Making Process (MDMP), and are essential in war gaming. IPB assist in providing valuable Intelligence to the War Fighter throughout all phases of operations. This paper will cover each step of the IPB Process as well as discuss products associated with each of those steps and how these products can be an asset to the Commander and the War Fighter.
There are 11 Army Publications used as references (ADP 3-0, ADP 6-0, ADP 6-22, ADRP 5-0, ADRP 6-0, AR 350-1, AR 600-100, FM 3-13, FM 27-10, TC 1-05). ADRP 6-22 is composed of 11 chapters, divided into four parts. 3. What is the difference between a'smart' and a'smart'? Background and Discussion a. ADRP 6-22 discusses necessary topics in order to become a multi-skilled, competent, and responsive Army leader.
From Sea, Air, and Land, the U.S. Navy Seal Teams are the most feared and respected commando forces in the U.S military if not the world. The Seal Teams are the most elite and highly trained forces on the face of the earth. President John F. Kennedy formed the teams in 1962 as a seagoing counterpart to the U.S Army Special Forces.
The Pennsylvania Army National Guard is a branch of the United States Army that is mostly used today for homeland security. Although the National Guard is not active like the Reserves or Active Duty Army, they still have the same requirements and same responsibility. More than 22,000 men and women make up the Pennsylvania National Guard and Air National Guard today. They reach from state quarters at Fort Indian Town Gap in Lebanon County to about 100 comunities in the commonwealth. Like all National Guard members they share the same responsibilities. For their federal mission, they are trained and equipped to join the active forces in the time of war or a national emergency. For their state mission, they respond to the orders of the governor, protecting the lives and property of people during man made and natural disasters. Their role extends further than floods, blizzards, and riots, everyday they work to clean up the enviorment, fighting to get rid of drugs and other illegal things on the streets, and they serve as role models to generations to come. With the National Guard today you can earn extra money for college, learn job skills that you can use out of the service, and feel better about yourself by serving your hometown and country.
In examining the military history, one can easily find out that the main role of military leaders in the field is to decrease confusion and to guide units to achieve the desired end state. In accomplishing these tasks, Situational Understanding and Visualization have become necessary steps especially in today’s complex environment. This importance legitimates the question about their relationship between these two steps and the challenges facing leaders to achieve situational understanding and visualization. Commander’s visualization depends on Situational understanding. Leader’s success in these two phases remains conditioned by overcoming some challenges related to his bias, time and the efficiency of his staff.
Intelligence failure was one of the main reasons why the Tet offensive happened. The allies undergo a failure of intelligence before Tet, a failure that helped plan the stages for changes in the strategies of the US. The four parts of intelligence are crucial in determining the actions of the enemy. The four tasks consist of collection of information, the analysis of the information, the decision to respond to a warning issued in the analytical stage, dissemination of the order to respond to the field co...
U.S. Joint Chiefs of Staff, Joint and National Intelligence Support to Military Operations, Joint Publication 2-01 (Washington, DC: U.S. Joint Chiefs of Staff, 5 January 2012).pg II-6
Leaders must think to survive in every form of physical and mental conflict. Army leaders are responsible to solve problems, from “the mundane to the magnificent’ , with an expectation of complete success in determining the best possible decision to a given problem. Utilizing cognitive training tools to expand a stagnate mind (Drs. Paul and Elder’s Eight Elements of Thought) and following proven models of success (Army Problem Solving Process) facilitate a positive outcome for Army officers when they are making difficult decisions. Drs. Paul and Elder developed eight elements of thought that assist Army officers and provide additional definitions to the thought categories in the seven steps of the Army Problem Solving Process.
Webster’s dictionary defines the word profession as a type of job that requires special education, training, or skill. Many Soldiers would not consider the Army as a profession but a way of life. Some think the word profession belongs to everyday jobs like a plumber, mechanic, or doctor. Dr. Don M. Snider stated “the Army is a profession because of the expert work it produces, because the people in the Army develop themselves to be professionals, and because the Army certifies them as such” (Snider, D. M. 2008). In October 2010, the Secretary of the Army directed the Training and Doctrine Command (TRADOC) to lead an Army wide assessment of the state of the Army Profession. We have been at war as a Country for over a decade and the Army wanted to know how to shape the future of the Army as a profession and the effects the past decade had on our profession.
The most effective commanders through their leadership build cohesive teams. Mutual trust, shared understanding, and accepting prudent risk serve as just a few principles for mission command. Mutual trust is the foundation of any successful professional relationship that a commander shares with his staff and subordinates. The shared understanding of an operational environment functions, as the basis for the commander to effectively accomplish the mission. While my advice for the commander on what prudent risks to take may create more opportunities rather than accepting defeat. Incorporating the principles of mission command by building cohesive teams through mutual trust, fostering an environment of shared understanding, and accepting prudent risk will make me an effective adviser to the commander, aid the staff during the operations process, and provide an example for Soldiers to emulate.
There are many agencies that have the ability to perform Signals Intelligence, electronic reconnaissance and most of all signals intelligence from all available sources inducive to the environment. The United States Army uses the Joint Surveillance Target Attack Radar System (Joint STARS) as its main entity for signals collection. The Joint STARS platform was designed to provide a highly effective, real-time, collection tool to the ground task force commanders during battlefield engagements, but for the past ten years, the sensor has been used for peacekeeping missions. Army analysts can predict the enemy’s behavior by identifying choke points, potential avenues of approach and operating patterns such as supply routes and logistical points. The analysis gives the ground commander a more complete view of the enemy’s weaknesses. The United States Air Force employs the Joint STARS in a different mission than the Army. The Air Force uses Joint STARS as a battlefield management tool versus a collection tool as used for by the Army. The Air Force uses the platform to provide immediate and direct support to the Air Component Commander and continue to observe the enemy’s movement from a far distance in the sky. Providing essential data to commanders such as size, direction, and speed of the adversaries, with minimum casualties while under battlefield conditions, makes the Joint STARS an extremely effective tool. The Air Force also employs the Predator vehicles, which are unmanned aerial vehicles that are used for reconnaissance.
Once plans have been developed, an organization must address how management will be accomplishing be those plans. This involves operational plans that must flow from strategy; specify resource, time issues, and commitment of human resources. Operational plans at the lower - levels of the organization, have a shorter time horizon, and are narrower in scope (Bateman, Snell 2003 p.113). A good example of this is Wal-Mart's main strategic goal. It is to provide quality merchandise at an affordable low cost to consumers. Its operational goals focus on efficient logistics requiring technology and inventory management systems to help reduce costs so it can be passed on to the customer. Operational plans are derived from a tactical plan and are aimed at achieving one or more operational goals (Bateman, Snell 2003 p.113).
Operational planning is what drives strategic planning goals to a success. On a day to day basis, operational plans are being communicated and decisions are being made. Operational planning is important because it leads to the goals and visions of the organization and by doing that, operational plans must be made daily to keep the organization competitive in the market. Friend & Zehle (2004) discuss operational plans central to the allocation of resources, it uses inputs to scale operations in order to deliver information about all stages of the primary value chain activies and the support of those activities. Without operational plans, an organization would have no way to reach its goals that were set. The market is changing constantly and operational plans help keep organizations making effective