Subscriptions: Free unit subscriptions are available by emailing the Editor at [email protected]. Include the complete mailing address (unit name, street address, and building number). Don’t forget to email the Editor when your unit moves, deploys, or redeploys to ensure continual receipt of the Bulletin. Reprints: Material in this Bulletin is not copyrighted (except where indicated). Content may be reprinted if the MI Professional Bulletin and the authors are credited. Our mailing address: MIPB, USAICoE, Box 2001, Bldg. 51005, Fort Huachuca, AZ 85613-7002 Commanding General Purpose: The U.S. Army Intelligence Center of Excellence MG Robert P. Walters, Jr. publishes the Military Intelligence Professional Bulletin Chief of Staff (MIPB) quarterly under the provisions of AR 25-30. COL Douglas R. Woodall MIPB presents information designed to keep intelligence professionals informed of current and emerging devel- Chief Warrant Officer, MI Corps opments within the field and provides an open forum CW5 Matthew R. Martin in which ideas; concepts; tactics, techniques, and proce- Command Sergeant Major, MI Corps dures; historical perspectives; problems and solutions, etc., CSM Thomas J. Latter can be exchanged and discussed for purposes of profes- sional development STAFF: Editor Tracey A. Remus By order of the Secretary of the Army: [email protected] MARK A. MILLEY Associate Editor General, United States Army Maria T. Eichmann Chief of Staff Official: Design and Layout Emma R. Morris GERALD B. O’KEEFE Cover Design Administrative Assistant to the Emma R. Morris to the Secretary of the Army Military Staff 1803310 CPT John P. Mones From the Editor The following themes and deadlines are established: October–December 2018, Intelligence Senior Leaders Conference Themes. This issue will focus on the major topics discussed at this year’s ISLC, including: • MI critical capability gaps with Army PED architecture. • Improving intelligence sharing. • Improving multifunction intelligence astride maneuver. • Terrestrial Layer System Initial Capabilities Document. • Signals intelligence/Electronic warfare/Cyberspace integration. Deadline for article submission is 3 July 2018. January–March 2019, Intelligence Support in Large-Scale Combat Operations. This issue will focus on the challenges of intelligence support in a complex environment against a peer threat. Deadline for article submission is 4 October 2018. April–June 2019, Intelligence and Special Operations. This issue will focus on how intelligence professionals provide support to special operations forces. Deadline for article submission is 17 December 2018. July–September 2019, Security Force Assistance Brigade S-2. This issue will focus on the roles of the SFAB S-2 in conducting security cooperation activities. Deadline for article submission is 2 April 2019. As always, articles from you, our reader, remain important to the success of MIPB as a professional bulletin. We are currently looking for a few good articles to feature in our new reoccuring department – Know Your Enemies, Adversaries, and Threats. The focus of these articles will be on specific countries and groups whose objectives may be at odds with the interests of the United States. Please call or email me with any questions regarding article submissions or any other aspects of MIPB. We welcome your input and suggestions. Contact information is located on the inside back cover. Tracey A. Remus Editor April - June 2018 PB 34-18-2 Volume 44 Number 2 The views expressed in the following articles are those of the authors and do not necessarily reflect the official policy or position of the Departments of the Army or Defense, or the U.S. Government. Article content is not authenticated Army information and does not supercede information in any other Army publication. FEATURES 5 The Return of U.S. Army Field Manual 3-0, Operations by LTG Mike Lundy and COL Rich Creed 12 Improving the Military Decision-Making Process through Critical Thinking by Mr. Timothy W. Keasling 18 Leader Development and Talent Management: A Perfect Combination by SGM Dennis Eger 20 The Evolution of Military Intelligence Warrant Officer Training and Leader Development by CW5 Kevin G. Boughton and CW5 Brian Dickenson 26 The Leadership Attributes and Characteristics of Senior Warrant Officers by CW5 Kevin G. Boughton 29 Starting at the “Grassroots”: Building a Successful Battalion Leader Development Program by MAJ Todd Harkrader 32 Leadership in the U.S. Army’s Military Intelligence Corps by MAJ K. Tyler King 36 Leader Development for the Military Intelligence Officer Corps at Fort Huachuca by LTC Paul S. Oh 41 Reserve and Active Components Military Intelligence Captains Career Course Comparison by MAJ Travis S. Uchacz 44 Professional and Leader Development Using the Army Career Tracker by SFC Silder M. Ancheta 47 An Alternate Technique for the Staff Ride by LTC Charles D. Hood 49 Toward a Ruleset for the Military Decision-Making Process Manual Wargaming by CPT Sergei M. Garrison 54 YouTube Tutorial Videos for DCGS–A by CW3 Michael Tripp 57 The Analysis and Control Element Academy: Foundational Intelligence Training by MAJ Alexander Burgos and SFC Allisha Carter 62 Environmental Research and Development Requirements for the Dense Urban Area by Mr. Jim Staley, Mr. David Knapp, and Dr. Robb Randall 67 Unique Contributions and Opportunities of the Military Language Instructor by CPT Matthew A. Hughes and SFC Carlos E. Picazo 70 Do As I Do, SSG Ivery—Advanced Individual Training Platoon Sergeant of the Year by SFC Derek M. Brame 72 A Brief History of Takfir by CPT Christopher Fritz DEPARTMENTS 2 Always Out Front 72 Enemies, Adversaries, and Threats 3 CSM Forum 75 USAICoE Lessons Learned 4 Technical Perspective 79 Moments in MI History Inside back cover: Contact and Article Submission Information Always Out Front by Major General Robert P. Walters, Jr. Commanding General U.S. Army Intelligence Center of Excellence The need for leadership is recognized by most organizations; most impactful and basic forms of development and man- for example, sports teams, academia, corporate America, agement.” Advanced communication skills will also enable and especially the military. Without leadership, raw tal- you to develop a congressional delegation (or CODEL) nar- ent is unfocused and mission success is at risk. Military in- rative. This narrative prepares you to brief the intelligence telligence (MI) is no exception; we must teach, lead, and situation and posture your supervisors for success. Having a mentor our junior Soldiers, noncommissioned officers, and narrative prepared for these congressional delegations and officers to become experts in their tradecraft, within their other VIPs ensures relevant and accurate information flows fields, and as leaders. up to the highest levels. It is important to be able to com- This quarter’s theme is leader development. It is essential municate your CODEL narrative because congressional del- for you to develop your own leadership skills and to ensure egations can influence future military funding. your peers and subordinates are mentored. Only through The third principle is that leaders should provide the nec- self-development and the development of others can we essary resources to develop Soldiers in preparation for fac- create a proficient and decisive MI Corps. To achieve this ing future threats and operating environments. At the start goal as an organization, we must emphasize certain prin- of the year, the U.S. Army Combined Arms Center came to ciples of effective leadership. Fort Huachuca to teach the lieutenants, captains, and senior The first principle is building trust. Trust is also a prerequi- leaders about the new FM 3-0, Operations. This event is a site for the other two principles. In order to lead and be led, great example of senior Army leaders providing an invalu- an individual must have trust in their organization. Trust in able resource; ensuring that MI leadership understands this the organization should extend up to the highest echelon major shift in operational thinking. These changes to FM 3-0 of leaders as well as down to your subordinates. Through directly impact the existing body of MI doctrine, which is our trust, the competent MI professionals to the left and right professional body of knowledge. The Intelligence Center of of you will support each other and will strive to accomplish Excellence is meeting its responsibility to provide the nec- the mission regardless of the situation. They have become essary resources by updating our doctrine in ADP 2-0, ADRP Value Added, No Issues (VANI); an acronym that describes 2-0, and FM 2-0 to nest with FM 3-0. an individual who places the mission first and is an asset to Within this edition of MIPB, you will read a broad range the organization. Once trust is built and the mission is al- of articles on professional development from many tal- ways completed, a person becomes VANI. This is especially ented members of the intelligence community. For exam- pertinent during war or in a deployed environment. If trust ple, one article was written by LTC Oh, 304th MI Battalion is not present, there will be a breakdown of cohesion within commander, who oversees the development of over 3,000 the organization. MI officers annually. In his article, you will learn of the bat- After trust is established, the second principle is that lead- talion’s four lines of effort and the support they provide to ers must be good communicators. You must both know and accomplish the training mission. You will read Mr. Keasling’s understand information and be able to transfer that knowl- enlightening article that highlights critical thinking as a lead- edge to others to build a shared understanding. This princi- ership skill along with SGM Eger’s article emphasizing the ple’s foundation is in self-development. Through the pursuit importance of talent management. Additionally, you will of self-development, you can expand your technical, tactical, read an article by CW5 Boughton and CW5 Dickenson on and interpersonal capabilities in preparation to pass knowl- warrant officer education and learn about the development edge on to your subordinates and peers.