Candidate Oblea Delivered his five paragraph order ensuring to cover all paragraphs, however his understanding of the order was poor. The coordinating instructions seemed as though they were ignored during the execution phase. Fire team members violated the boundaries set in the coordinating instructions. SNC displayed a complete lack of confidence during his brief and execution phase. When approaching friction points SNC could not adjust his scheme of maneuver, instead he paused and could not proceed through the course. SNC did not effectively utilize his fire team to their potential, he would state what needed to be done and instead of delegating he would actually execute the order himself. The management of time was…
Candidate Dorney displayed a great amount of confidence throughout the entire evolution. He started off by getting accountability of his fire team. He spoke clearly and made constant eye contact with each member of his fire team as he briefed the five paragraph order. SNC requested a situation report from each fire team member. He stressed that time was of the essence. SNC gave the fire team specifics on how they would execute. He kept constant communication with the security and made sure there was no site of the enemy. SNC moved quickly and made his fire team move quickly as well. At the point of friction, there was no hesitation to devise a new plan and SNC ensured each member was aware of the change in plans. The fire team did…
Candidate Taber began by tasking each fire team as they arrived to the assembly area. SNC plotted both locations on the map with relative accuracy. SNC utilized the red numbers on the protractor at first and gave improper azimuth. After the evaluator told him he was incorrect he then gave a proper azimuth, but the distance was incorrect. SNC posed confidence while presenting his brief with a strong voice and an understanding of the five paragraph order format but was vague on the information being presented. After the brief SNC gave some time so that the fire team leaders could brief their teams on the scheme of maneuver. As the squad began to move out the point man instantly called a halt and the squad leader rushed to the front to assess…
SNC briefed loudly and clearly, displaying confidence and command presence in front of his fire team. It was clear that SNC had come prepared to deliver a quality brief. He emphasized the timeliness of movement in his brief and ensured that his fire team understood what they were doing before they began execution. During execution, SNC was able to effectively control his fire team through constant and firm communication with his team. He was able to quickly and decisively adjust his plan upon spotting the enemy and effectively transitioned his team to buddy rushes upon contact. SNC maintained adequate control of his fire team during their buddy rushes and quickly transitioned his team to a hasty 180 and consolidated 360. Upon consolidation,…
Tina, Lynda, and Sherill agreed that monitor and controlling was an important step too, mainly because it is always important to follow up on the plan to see if it was successful. The class as a whole discussed the factors that affected the planning process. You heard quite a few stories where these steps were implemented, and the factors that were faced. For example, Tina at her workplace deals with lacking necessary resources, which can make it very difficult to achieve any goal. The process is not achieving their goals because they end up not having enough of the materials needed to make the product.…
>Look also at the remaining issues in the unit from task 1, & 2 to add to your perspective.…
Jim’s next step should be to construct an Information team and delegate responsibilities to come up with ideas for the No Customer Escapes project.…
Guidance: 18 SPCS leadership failed to provide guidance to unit personnel. At all levels, unit personnel are starved for guidance from their leadership. Leadership’s main focus seems to be only on executing operations. 18 SPCS commander failed to take necessary actions to reduce or eliminate guidance-related risks within the unit.…
A. 1. It's extraordinary to be energized and gung-ho when we first start another task and are detailing our arrangement, yet don't disregard to get information and understanding from allies about the work load.…
During the first step a warning order (WARNO) is issued from the S3 to the staff and subordinate units. The first step is to inform all individuals in an organization of forthcoming planning conditions. The first step contains 6 key tasks such as alert the staff, gather the tools, update running estimates, conduct initial assessment, issue the commander’s initial guidance, and issue the WARNO. The next step, and most important step, of the MDMP is mission analysis. Mission analysis is used to establish a clearer knowledge of the position and the conflict. Mission analysis is also used to pinpoint the goals of the command, time and location, and reason of the…
In my opinion, my group was very successful in this assignment because we got our work done in a very short amount of time and was able to make use of every work period. Unfortunately, by the end of the assignment, we realized that we had a large, but positive deviation from our original plan, which created a better assignment for our group. The creative process work in our group was done very thoroughly,…
ENRON: A FINANCIAL REPORTING FAILURE? Anthony H. Catanach Jr.1 Associate Professor 610-519-4825 anthony.catanach@villanova.edu and Shelley Rhoades-Catanach Associate Professor Both at Villanova University College of Commerce and Finance Department of Accountancy…
List and discuss the steps in the planning process. Select the one step that you believe is the most important. From your own experience or observation, describe the circumstances where attention to or inattention to this step resulted in success or failure--choose either but not both.…
‘Establish urgency, demanding performance standards, and direction’. - Katzenbach and Smith: ‘All team members need to believe the team has urgent and worthwhile purposes, and want to know what the expectations are.’…
2. The second step in analytical problem solving was short circuited because they did not generate alternative solutions. (p. 175) Because Dodge was the only one who saw that the fire had crossed the gulch and he did not share that information, the others were not able to share any alternative solutions to maintaining the fire. Because other alternatives were not discussed, step 3 “Evaluate and select an alternative” (p. 175) was skipped entirely. In addition, step 4 “Implement and follow up on the solution” was also skipped. Dodge should have relayed the information to everyone but instead, it caused a total breakdown in the steps of problem solving.…