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Unified land operations principles
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Available information concerning foreign countries, hostile or potentially hostile forces, or areas of operations is collected, processed, and analyzed in order to produce intelligence. The intelligence warfighting function allows the commander to plan, prepare, assess, and execute operations. Intelligence is a necessary process to conducting unified land operations because it provides support to commanders by disseminating information from all sources about the current operations and developing situations. Intelligence allows commanders to understand the situation and assist in decision making. The intelligence effort provides information to other warfighting functions and supports mission command’s decisions while conducting operations. (ADP 2-0, Page 1). Unified land operations explain how the Army seizes and retains control of a position of advantage on the battle field while conducting land operations. The Army seizes and retains control of positions of advantage through offensive and defensive operations in order to prevent conflict and create conditions for favorable conflict resolution. Unified land operations are accomplished …show more content…
Army forces conduct offensive and defensive operations appropriate to the mission and environment. Intelligence supports the commander’s effort to perform decisive action. Intelligence allows the commander to visualize threats and characteristics of the operational environment. This support assists the commander and staff in deciding when and where to focus adequate combat power to defeat the threat while minimizing risk. Commanders and staffs at all levels coordinate intelligence with the other warfighting functions to increase their ability to visualize the operational environment and interrupt or dislocate the threat throughout the AO. Information collection activities are continuously assessed and updated during operations. (ADRP 2-0, Chapter 1 paragraphs 8-9)
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 ...
U.S. Army. Army Doctrine Reference Publication 3-0 Unified Land Operations. Washington D.C.: Headquarters, Department of the Army, 2012. ADRP 3-0 provides more complete doctininal definitions and expounds on the six warfighting functions as being part of the the eight elements of combat power.
Army to take the Ridge. This essay will prove that after many struggles, and careful
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.
For the American intelligence community, George Washington is considered the father of intelligence. The introduction of the intelligence concept and its application in some missions during the early days of America helped America’s Founding Fathers to succeed against t...
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...
The DIA started in 1958. The organizational structure of the DoD and U.S. foreign intelligence came to a new shape with the establishment of DIA. It was Robert McNamara, then Secretary of Defense, who came up with the concept of DIA in 1961. DIA gathers human source intelligence, analyzes technical intelligence, distributes intelligence/reports to the intelligence agencies, provides advice and support to the Joint Chiefs of Staff with foreign military intelligence, and provides military intelligence to combatant commands as its operational functions. A DIA director is supposed to be a three-star military general and DIA is believed to have employed at least 7,500 staff worldwide today. The DIA is a defense intelligence agency that prevents strategic surprises and delivers a decision advantage to warfighters, defense planners, and to policymakers. This paper will try to evaluate DIA’s role in US national security in present condition of massive budget deficits and increased congressional oversight, plus the intelligence capabilities of the Regional Combatant Commanders and the individual services like CIA and NSA.
...these intelligence failures, more emphasis is now placed on the creation of intelligence products used on the battlefield. All possible enemy courses of actions are now red teamed in an attempt to produce a much accurate analytical product.
Mission analysis. The mission analysis identifies the problem and begins to determine workable solutions. The headquarter develops the intelligence preparation of the battlefield (IPB). The higher headquarters’ order is analyzed and specified by the commander and his staff. This leads to initial CCIR and an ISR plan and finally the initial intent of the battalion commander.
Devise strategies and command your units in Total Front, and decimate your enemies in this RTS game.
Land clearing became an important mission during the Vietnam War after realizing that soon after infantry soldiers would sweep an area the enemy would temporarily leave, then return and be able to once again hide in the dense jungle forest. Without any prior techniques on how to remove the thick vegetation the enemy found safety in, General William C. Westmoreland, commander of U.S. Military Assistance Command Vietnam, told his staff to begin exploring options of how to clear the jungle (Thomas).
This paper will highlight the development of human intelligence (HUMINT) and the importance of it in intelligence operations. HUMINT can provide information in areas that technical intelligence cannot and also drive the collection requirements of these disciplines when additional evidence is needed. HUMINT is critical in espionage efforts and has undergone the greatest changes from the start of the Cold War to the launch of the War on Terrorism.
Communication is critical to any organization and is necessary in every aspect especially in a military. Communication plays a role in Soldier development, peer to peer relations, Chain of command management, and virtually every aspect of a military operations. Commanders require it the most so that they can execute large scale operations without flaw and that alone requires ceaseless effective communication. If soldiers are informed and engaged, communications with other units are likely to be robust as well.
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. Lastly, an officer must be technically competent in what his or her soldiers do.