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MILITARY INTELLIGENCE PB 34-04-4 Volume 30 Number 4 October-December 2004 STAFF: FEATURES Commanding General Major General Barbara G
MILITARY INTELLIGENCE PB 34-04-4 Volume 30 Number 4 October-December 2004 STAFF: FEATURES Commanding General Major General Barbara G. Fast 8 Tactical Intelligence Shortcomings in Iraq: Restructuring Deputy Commanding General Battalion Intelligence to Win Brigadier General Brian A. Keller by Major Bill Benson and Captain Sean Nowlan Deputy Commandant for Futures Jerry V. Proctor Director of Training Development 16 Measuring Anti-U.S. Sentiment and Conducting Media and Support Analysis in The Republic of Korea (ROK) Colonel Eileen M. Ahearn by Major Daniel S. Burgess Deputy Director/Dean of Training Development and Support 24 Army’s MI School Faces TRADOC Accreditation Russell W. Watson, Ph.D. by John J. Craig Chief, Doctrine Division Stephen B. Leeder 25 USAIC&FH Observations, Insights, and Lessons Learned Managing Editor (OIL) Process Sterilla A. Smith by Dee K. Barnett, Command Sergeant Major (Retired) Editor Elizabeth A. McGovern 27 Brigade Combat Team (BCT) Intelligence Operations Design Director SSG Sharon K. Nieto by Michael A. Brake Associate Design Director and Administration 29 North Korean Special Operations Forces: 1996 Kangnung Specialist Angiene L. Myers Submarine Infiltration Cover Photographs: by Major Harry P. Dies, Jr. Courtesy of the U.S. Army Cover Design: 35 Deconstructing The Theory of 4th Generation Warfare Specialist Angiene L. Myers by Del Stewart, Chief Warrant Officer Three (Retired) Purpose: The U.S. Army Intelli- gence Center and Fort Huachuca (USAIC&FH) publishes the Military DEPARTMENTS Intelligence Professional Bulle- tin quarterly under provisions of AR 2 Always Out Front 58 Language Action 25-30. MIPB disseminates mate- rial designed to enhance individu- 3 CSM Forum 60 Professional Reader als’ knowledge of past, current, and emerging concepts, doctrine, materi- 4 Technical Perspective 62 MIPB 2004 Index al, training, and professional develop- ments in the MI Corps. -
Volu Is Here to Stay!
AUGUST 2020 edited by: Capt Joshua M. Nussbaum, PAWG Assistant Director of Professional Development VolU is Here to Stay! Inside This Issue 2 From the Editor 2 PD Track Advancements 2 Welcome Our New PDOs! 3 Cohort Request 4 VolU Uploads 5 Self-Study vs. Cohorts 8 Becoming an Instructor 9 2020 Course Grads 10 2020 PAWG Conference 11 Cadet Programs Waiver 11 Grandfather Clause 12 Motivation 12 Submissions 12 Contact Us!! 2 From the Editor When was the last time you tried something new? I remember one of my high school yearbooks had the motif of “something old, something new; something black, something blue.” Our school’s colors were pitch black and turquoise blue. Everything we do, everything we see, and everything we like- was once something new. The first time you ate at your favorite restaurant? You had never tried it before. The car you own? You had to take a first drive at some point. Your favorite TV show? It was new some time. Your career? I’m sure there was anxiety in the beginning. Our decision to join Civil Air Patrol was once something new, as well! When we each began this journey, we all had something to spark our interest. Whether a child joined, we joined for the aerospace education, or we wanted to fly, we wanted to learn how to complete missing person searches- something intrigued us and we kept coming back. Volunteer University, our new online learning system, is up and running. There are still minor edits being made, but the overarching product is here to stay. -
NORSOF Military Assistance Capability Development
Calhoun: The NPS Institutional Archive Theses and Dissertations Thesis and Dissertation Collection 2016-09 NORSOF military assistance capability development Hedenstrom, Andreas Monterey, California: Naval Postgraduate School http://hdl.handle.net/10945/50557 NAVAL POSTGRADUATE SCHOOL MONTEREY, CALIFORNIA DEFENSE ANALYSIS CAPSTONE PROJECT REPORT NORSOF MILITARY ASSISTANCE CAPABILITY DEVELOPMENT by Andreas Hedenstrom Marius Kristiansen September 2016 Capstone Advisor: Anna Simons Second Reader: George Lober Approved for public release. Distribution is unlimited. THIS PAGE INTENTIONALLY LEFT BLANK REPORT DOCUMENTATION PAGE Form Approved OMB No. 0704–0188 Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instruction, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 22202-4302, and to the Office of Management and Budget, Paperwork Reduction Project (0704-0188) Washington, DC 20503. 1. AGENCY USE ONLY 2. REPORT DATE 3. REPORT TYPE AND DATES COVERED (Leave blank) September 2016 Capstone project report 4. TITLE AND SUBTITLE 5. FUNDING NUMBERS NORSOF MILITARY ASSISTANCE CAPABILITY DEVELOPMENT 6. AUTHOR(S) Andreas Hedenstrom and Marius Kristiansen 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 8. PERFORMING Naval Postgraduate School ORGANIZATION REPORT Monterey, CA 93943-5000 NUMBER 9. SPONSORING /MONITORING AGENCY NAME(S) AND 10. SPONSORING / ADDRESS(ES) MONITORING AGENCY Norwegian Special Operations Command (NORSOCOM), Oslo, Norway. -
Infantry Platoon Tactical Standing Operating Procedure
Infantry Platoon Tactical Standing Operating Procedure This publication is an extract mostly from FM 3-21.8 Infantry Rifle Platoon and Squad, but it also includes references from other FMs. It provides the tactical standing operating procedures for infantry platoons and squads and is tailored for ROTC cadet use. The procedures apply unless a leader makes a decision to deviate from them based on the factors of METT-TC. In such a case, the exception applies only to the particular situation for which the leader made the decision. CHAPTER 1 - DUTIES AND RESPONSIBILITIES ................................................... 2 CHAPTER 2 - COMMAND AND CONTROL.............................................................. 7 SECTION I – TROOP LEADING PROCEDURES ................................................. 7 SECTION II – RISK MANAGEMENT ................................................................... 10 SECTION III - ORDERS ........................................................................................... 12 CHAPTER 3 – OPERATIONS...................................................................................... 15 SECTION I – FIRE CONTROL AND DISTRIBUTION ....................................... 15 SECTION II – RANGE CARDS AND SECTOR SKETCHES.............................. 17 SECTION III - MOVEMENT ................................................................................... 24 SECTION IV - COMMUNICATION ....................................................................... 26 SECTION V - REPORTS ......................................................................................... -
Leadership Stability in Army Reserve Component Units
CHILDREN AND FAMILIES The RAND Corporation is a nonprofit institution that helps improve policy and EDUCATION AND THE ARTS decisionmaking through research and analysis. ENERGY AND ENVIRONMENT HEALTH AND HEALTH CARE This electronic document was made available from www.rand.org as a public service INFRASTRUCTURE AND of the RAND Corporation. TRANSPORTATION INTERNATIONAL AFFAIRS LAW AND BUSINESS Skip all front matter: Jump to Page 16 NATIONAL SECURITY POPULATION AND AGING PUBLIC SAFETY Support RAND SCIENCE AND TECHNOLOGY Purchase this document TERRORISM AND Browse Reports & Bookstore HOMELAND SECURITY Make a charitable contribution For More Information Visit RAND at www.rand.org Explore the RAND National Security Research Division View document details Limited Electronic Distribution Rights This document and trademark(s) contained herein are protected by law as indicated in a notice appearing later in this work. This electronic representation of RAND intellectual property is provided for non- commercial use only. Unauthorized posting of RAND electronic documents to a non-RAND website is prohibited. RAND electronic documents are protected under copyright law. Permission is required from RAND to reproduce, or reuse in another form, any of our research documents for commercial use. For information on reprint and linking permissions, please see RAND Permissions. This product is part of the RAND Corporation monograph series. RAND mono- graphs present major research findings that address the challenges facing the public and private sectors. All RAND monographs undergo rigorous peer review to ensure high standards for research quality and objectivity. Leadership Stability in Army Reserve Component Units Thomas F. Lippiatt, J. Michael Polich NATIONAL SECURITY RESEARCH DIVISION Leadership Stability in Army Reserve Component Units Thomas F. -
Introduction to Rifle Platoon Operations B3j3638
UNITED STATES MARINE CORPS THE BASIC SCHOOL MARINE CORPS TRAINING COMMAND CAMP BARRETT, VIRGINIA 22134-5019 INTRODUCTION TO RIFLE PLATOON OPERATIONS B3J3638 Basic Officer Course B3J3638 Introduction to the Rifle Platoon Introduction to Rifle Platoon Operations Introduction The Marine Corps’ warfighting philosophy of maneuver warfare is rooted in the principles of war. The principles of war are useful aids to a commander as he considers how to accommodate his mission regardless of whether it is offensive or defensive in nature. The fundamentals and concepts that relate to the operations of the rifle platoon will be introduced in this class beginning with the offense and then transitioning to the defense. These nine principles apply across the range of military operations including those at the tactical level. They are listed under the age-old acronym, “MOOSEMUSS” (MCDP 1-0 Marine Corps Operations): Mass: Concentrate the effects of combat power at the decisive place and time to achieve decisive results Objective: Direct every military operation toward a clearly defined, decisive, and attainable objective Offensive: Seize, retain, and exploit the initiative Security: Never permit the enemy to acquire an unexpected advantage Economy of Force: Allocate minimum essential combat power to secondary efforts Maneuver: Place the enemy in a disadvantageous position through the flexible application of combat power Unity of Command: For every objective, ensure unity of effort under one responsible commander Surprise: Strike the enemy at a time or place or in a manner for which he is unprepared Simplicity: Prepare clear, uncomplicated plans and clear, concise orders to ensure thorough understanding Importance This lesson will introduce rifle platoon fundamentals, task-organization, and offensive/defensive concepts that will establish a foundation for tactical thought at the platoon level. -
English in the Armed Forces Grammar, Rules and Tips for Public Texts in the Norwegian Armed Forces
English in the Armed Forces Grammar, rules and tips for public texts in the Norwegian Armed Forces English in the Armed Forces In this publication you will find grammar, rules and tips for written English in the Norwegian Armed Forces. These recommendations apply to all public texts in the Armed Forces – including publications, letters, presentations, folders, CVs, biographies, social media and videos. The Norwegian Armed Forces Media Centre, November 2020 Table of contents 1. Main principles page 3 2. Numbers and dates page 4 3. Capitalisation page 5 4. Singular or plural? page 6 5. Signs and punctuations page 7 6. Military vocabulary pages 8–9 2 1. Main principles Our written language is standard, modern British English. As a general rule, the first spelling on the Oxford Dictionaries website should be followed. An exception to this rule is the spelling of '-iz-' words (see below). This written English conforms to the standard used by large institutions like the BBC and the European Union. British English Examples: programme (not program) centre (not center) harbour (not harbor – except fixed names like Pearl Harbor) neighbour (not neighbor) defence (not defense) mobile phone (not cell phone) aircraft, aeroplane (not airplane) tonnes (not tons) metres (not meter – except parking meter, etc.) kilograms (not kilogrammes) -is- / -iz- spelling Both spellings are correct, but use the -is- spelling for the sake of consistency in our texts. This is also in accordance with the EU and the BBC. Examples: organisation (not organization – except fixed names: North Atlantic Treaty Organization) globalisation (not globalization) to organise (not to organize) to recognise (not to recognize) to analyse (not to analyze) Resources: Oxford Dictionaries: https://en.oxforddictionaries.com/ EU Spelling Conventions: http://publications.europa.eu/code/en/en-4100000.htm 3 2. -
How to Use the Senior Member Education and Training Tools in Eservices
How to Use the Senior Member Education and Training Tools in eServices Contents Where do I find the tools that support the Senior Member Education and Training Program? .......... 2 How do I sign up for an online cohort for Volunteer University? ......................................................... 4 How do I enter Summary Conversation completion in my Accomplishments? ................................... 7 How do I enter conference credit in my Accomplishments? ................................................................ 9 How do I see what I have completed and what remains to be completed in a level? ....................... 11 As a member or Entry Validator, how do I enter the Path to Progression in Level 1 so a member is enrolled in the correct path for Level 2? ............................................................................................ 13 As a member, how do I submit a level that has been completed so that I might advance to the next level? ................................................................................................................................................... 15 As an Approval Authority, how do I approve a task for a member? .................................................. 16 As an Approval Authority, how do I approve a level so that a member can advance to the next level? ................................................................................................................................................... 18 How do I use the Member Path Status Report to find out what -
The Fine Line Between Funny and Offensive Humour in a Total Institution
The Fine Line between Funny and Offensive Humour in a Total Institution An Ethnographic Study of Joking Relationships among Army Soldiers By Thea Aspestrand Bjerke & Nina Rones A total institution (Goffman, 1961) is an isolated and enclosed place where a group of people work and live close together, and where most aspects of their daily lives are under bureaucratic control. Military camps are a classic example of a total institution. Based on ethnographic fieldwork, this article explores how a unit of soldiers who live together in gender-mixed rooms in Army barracks in a rural place in northern Norway use humour to (1) cope with the deprivation of privacy, (2) negotiate their relations to each other (especially the opposite sex) and (3) handle their lower hierarchical position. It will be argued that the use of humour is an important coping mechanism that helps soldiers to deal with the special features of the total institution. It is used to “save face” in embarrassing situations where intimate limits are crossed, express disagreement and conflict with peers in a non-threatening way, maintain autonomy, and reduce the social distance from the non-commissioned officers. However, the use of humour leads to risky “joking relationships” (see Radcliff- Brown, 1952) in which the soldiers balance on a (very) fine line between what is funny and helpful for bonding and coping with the special situation, and what is insulting and offensive. By exploring the risky joking relationships that emerge in the context of a gender-mixed total institution, this article aims to gain a better understanding of a paradox found in previous research on military culture : namely, that humour is experienced as both a good and a bad feature of the military culture. -
Infantry Rifle Platoon and Squad
FM 7-8 Table of Contents RDL Document Download Homepage Information Instructions *FM 7-8 FIELD MANUAL HEADQUARTERS NO. 7-8 DEPARTMENT OF THE ARMY Washington, DC, 22 April 1992 FM 7-8 INFANTRY RIFLE PLATOON AND SQUAD IMPORTANT U.S. Army Infantry School Statement on U.S. NATIONAL POLICY CONCERNING ANTIPERSONNEL LAND MINES Table of Contents CHANGE 1 Preface http://www.adtdl.army.mil/cgi-bin/atdl.dll/fm/7-8/toc.htm (1 of 10) [1/9/2002 9:34:30 AM] FM 7-8 Table of Contents Chapter 1 - DOCTRINE Section I - Fundamentals 1-1. Mission 1-2. Combat Power 1-3. Leader Skills 1-4. Soldier Skills 1-5. Training Section II - Platoon Operations 1-6. Movement 1-7. Offense 1-8. Defense 1-9. Security Chapter 2 - OPERATIONS Section I - Command and Control 2-1. Mission Tactics 2-2. Troop-Leading Procedure 2-3. Operation Order Format Section II - Security 2-4. Security During Movement http://www.adtdl.army.mil/cgi-bin/atdl.dll/fm/7-8/toc.htm (2 of 10) [1/9/2002 9:34:30 AM] FM 7-8 Table of Contents 2-5. Security in the Offense 2-6. Security in the Defense Section III - Movement 2-7. Fire Team Formations 2-8. Squad Formations 2-9. Platoon Formations 2-10. Movement Techniques 2-11. Actions at Danger Areas Section IV - Offense 2-12. Movement to Contact 2-13. Deliberate Attack 2-14. Attacks During Limited Visibility Section V - Defense 2-15. Conduct of the Defense 2-16. Security 2-17. -
Histo Ry: Cohors I Batavorum
Legio XIIII Gemina Martia Victrix Cohors I Batavorum Cohors I Hamiorum Via Romana The Auxilia. From the early days of the Republic, the Roman army had supplemented its strength with auxiliary (literally “help”) troops. When people think of the Roman Army there is a tendency to think of the legions themselves and to forget the considerable con- tribution made to the Roman war machine by the numerous auxiliary cohorts that provided vital support in a number of areas. While the Roman legions were undeniably the most effective fighting force of their age, the Romans themselves had never managed to suc- cessfully develop their military forces beyond the legionary formations. Accordingly the lack of cavalry, archers, slingers, etc. was made good by recruiting non-Roman peoples into cohorts of 500 (quingenaria) and 1000 (milliaria) men. These tended to be one of three types; light infantry, cavalry or combined units of cavalry and infantry. Auxiliary troops were levied from the conquered provinces and were named after the lo- cality of origination. The period of service for an auxiliary soldier was roughly 25 years after which time he could be discharged with a small gratuity and, most precious of all, a diploma conferring Roman citizenship on himself and his heirs. For acts of bravery it was more likely that citizenship, either for individuals, or for the unit as a whole, was awarded. Cohorts and Alae, like the Legions, could be given honorary awards such as "VICTRIX" or carry an Imperial family name. Some units, for example COHORS I BRITTONUM MIL- LIARIA ULPIA TORQUATA PIA FIDELIS CIVIUM ROMANORUM, or COHORS I FIDA VARDULLORUM MILLIARIA EQUITATA CIVIUM ROMANORUM, could amass many ti- tles. -
Jews and the Roman Army: Perceptions and Realities1
JEWS AND THE ROMAN ARMY: PERCEPTIONS AND REALITIES1 Jonathan P. Roth Scholars, including military historians, often project the conventions of Talmudic, or even modern, Judaism back into previous periods. This is particularly true in general assumptions about Jews in the military 1 This note contains a select bibliography, some titles of which will be cited in the following footnotes. S. Applebaum, ‘Three Roman Soldiers of Probably Jewish Origin,’ in M. Rozelaar and B. Shimron, eds., Commentationes ad antiquitatem classicam pertinentes in memoriam B. Katz (Tel Aviv 1970). ——, ‘Ein Targhuna,’ in S. Applebaum, Judaea in Hellenistic and Roman Times: Historical and Archaeological Essays (Leiden 1989), 66–69. B. Bar-Kochva, The Seleucid Army: Organization and Tactics in the Great Campaigns (Cam- bridge 1976). P. Bilde, Flavius Josephus between Jerusalem and Rome (Shef\ eld 1988). M. Gichon, ‘Aspects of a Roman Army in War According to the Bellum Judaicum of Josephus’, in D. Kennedy and Ph. Freeman, eds., The Defence of the Roman and Byzantine East I. BAR International Series 297, I (Oxford 1986), 287–310. A. Goldsworthy, ‘Community Under Pressure: The Roman Army at the Siege of Jeru- salem,’ in A. Goldsworthy and I. Haynes, The Roman Army as a Community. Journal of Roman Archaeology Supplemental Series 34 (Portsmouth RI 1999). R. González Salinero, ‘El servicio militar de los judíos en el ejército romano,’ Aquila Legionis 4 (Madrid 2003), 45–91. M.H. Gracey, ‘The Armies of the Judaean Client Kings,’ in D. Kennedy and Ph. Free- man, eds., The Defence of the Roman and Byzantine East I. BAR International Series 297, I (Oxford 1986).