Troop Leading Steps: Estimating the Situation and Communicating Orders, Exams of Nursing

Download Troop Leading Steps: Estimating the Situation and Communicating Orders and more Exams Nursing in PDF only on Docsity! 1 / 34 CPL'S Course: Tactical Planning Exam Questions and Answers 2024 1. BAMCIS OVERVIEW The troop leading steps are meant to aid leaders in making tactically sound decisions, formulating plans, coherently communicating those plans, and turning those decisions into action. 2. RECEIPT OF MIS- The receipt of a mission triggers the troop leading steps. SION 3. ESTIMATE OF THE SITUATION 4. METT-T ANALY- SIS • To make effective use of available time, the leader issues a warning order (an abbreviated set of instructions to inform of an impending action) to subordinates; this allows subordinate leaders to begin preparations while the leader conducts a detailed analysis. • At the end of this step, leaders will emerge with an initial plan that they expect to execute, pending the validation of the assumptions made during planning. To begin answer- ing questions about the enemy or environment, leaders will arrange to conduct a reconnaissance. The purpose of the estimate of the situation is to collect and analyze relevant information for developing, within the time limits and available information, the most effective solution to a problem. • Although normally used in solving tactical problems, it is applicable to other military activities. The estimate is as thorough as time and circumstances permit. • Estimates are revised continuously as factors affecting the operation change, as new facts are recognized, as assumptions are replaced by facts or rendered invalid, or as changes to the mission are received or indicated. • Detailed analysis conducted before mission execution will increase the speed and accuracy of decisions as the situation changes at the point of friction. The format, often referred to by the acronym METT-T, pro- vides a logical sequence for analyzing all relevant factors. 2 / 34 CPL'S Course: Tactical Planning Exam Questions and Answers 2024 5. ESTIMATE OF THE SITUATION: MISSION ANALY- SIS 6. ESTIMATE OF THE SITUATION: ENEMY ANALY- SIS 7. Composition, Disposition, and Strength The first step in the estimate is mission analysis; it is the means for the unit leader to gain an understanding of the mission. • Task analysis: The unit leader must identify and under- stand all that is required for the successful accomplish- ment of the mission. This includes tasks received in the unit's task statement and coordinating instructions from the higher commander's operations order. • Limitations: These are restrictions on the freedom of ac- tion of the friendly force; these prohibit the commander from doing something specific. Tactical control measures, rules of engagement (ROE), and the statements, "Be pre- pared to...," "Not earlier than...," "On order...," are some examples of limitations. Enemy analysis is conducted to not only know what assets the enemy has, but also to understand what the enemy is doing. • What is the enemy trying to accomplish? • How will the enemy use each available element of combat power? Input comes from many sources including enemy doctrine, current enemy activities indicated in higher's order, units that have previously operated in the area, and the unit's intelligence section. The information used to analyze the enemy situation includes the following: Answer the questions: • What does the enemy have? • What is the enemy trying to accomplish? 5 / 34 • This is not simply a regurgitation of existing physical terrain, current weather conditions, and human terrain, but an analysis of the effects of the military aspects of physical terrain, weather and human terrain (civil considerations). 10. Terrain Analysis The connection between the terrain and tactics should be analyzed considering the military aspects of terrain. These aspects are identified in the acronym OCOKA. • O - Observation and Fields of Fire - Observation is the ability to see friendly and enemy forces and key aspects of the terrain to judge strength, prevent surprise, and respond to threats. - Field of fire is an area with a direct line of sight that weapons may cover/fire upon effectively from a given po- sition. • C - Cover and Concealment - Cover is protection against enemy fire, both direct and from shelling. - Concealment is protection from enemy observation and surveillance, including features that protect both horizon- tally and vertically. 6 / 34 • O - Obstacles - Obstacles are natural or manmade terrain features that prevent, restrict, divert, or delay military movement. • K - Key Terrain - Key terrain is any ground that must be controlled to achieve military success. • A - Avenues of Approach 11. Weather Analy- sis - Avenue of approach is any relatively unobstructed ground route that leads to an objective or key terrain. Consideration of the weather's effects is an essential part of the analysis. The leader determines how the weather will affect visibility, mobility, and survivability of friendly and enemy units by considering the military aspects of weather. • Visibility The leader identifies conclusions about visibility factors such as light data (begin morning nautical twilight [BMNT], sunrise [SR], sunset [SS], end evening nautical twilight [EENT], moonrise [MR], moonset [MS], and percentage of 7 / 34 illumination), fog, and smog, and about battlefield obscu- rants such as smoke and dust. • Winds Winds of sufficient speed can reduce the combat effec- tiveness of a force as the result of blowing dust, smoke, sand, or precipitation. Windblown sand, dust, rain, or snow can reduce the effectiveness of radar and other com- munication systems. Strong winds can also limit aviation operations. • Precipitation Precipitation affects soil trafficability, visibility, and the functioning of many electro-optical systems. • Cloud Cover Cloud cover affects ground operations by limiting illu- mination and the solar heating of targets. Heavy cloud cover can degrade many target acquisition systems, in- frared-guided munitions, and general aviation operations. • Temperature and Humidity Extremes of temperature and humidity reduce personnel and equipment capabilities and may require the use of special shelter or equipment. 12. 10 / 34 Fire Support Available 17. Higher and Adja- cent Units 18. ESTIMATE OF THE SITUATION: TIME, SPACE, AND LOGISTICS Identify locations, azimuths of fire, contact information, employment (general support [GS], direct support [DS], or attached [(ATT]), and any priority of fires of indirect fire support agencies. In addition, identify any available air assets. What weapons will they bring to the fight? What are the capabili- ties of their fires? When and how long are they on station?. Identify higher and adjacent units' schemes of maneuver and what influence they will have on your scheme of maneuver. Consider their effect on the following: • Geometries of fire • Reinforcement • Contingency plans The ability to appreciate the aspects and effects of time and space is one of the most important qualities in a leader. A leader must be able to identify resource shortfalls and have a plan to rectify them. 19. Time A solid understanding of time required versus time avail- able is vital to all operations; it drives planning and exe- cution. The unit leader gets an indication of time available from the commander. • The amount of time a unit has to prepare for an operation determines the plan's level of detail. Reverse planning is the method by which leaders should establish a successful and accurate timeline that will uphold the assigned mis- sion. 11 / 34 • Critical times to consider include planning time, time to cross the line of departure (LD), movement time (helo, vehicular, foot-mobile, etc.; both opposed and unopposed rates of movement should be considered), defend-no-lat- er-than time, time to receive higher's order, time to issue your order, time available to prepare and rehearse the attack or defense, and time available for reconnaissance. 20. Space A leader must know and understand the area of operations (AO). • Identify tactical control measures (TCM) and fire support coordination measures (FSCM) within your AO as applic- able. • Consider the geometry of fires and develop a plan to de-conflict converging forces. 21. Logistics Logistics sustain operations. Without appropriate logistical planning, units will reach their culminating point before ever reaching a decisive point. A leader must be able to identify: • Required resources to accomplish the mission from crossing the LD through consolidation • Critical resource shortfalls • A realistic plan to fulfill shortfalls that is formulated, prior- itized, and built into the timeline before departure 22. TACTICAL THOUGHT PROCESS 23. By the end of the first troop leading step, the leader should have a tentative scheme of maneuver that has been devel- oped specifically to defeat the thinking enemy that you are facing. As more information becomes available, this initial plan will be refined or changed based upon updates to the leader's estimate of the situation. 12 / 34 ARRANGE FOR RECONNAIS- SANCE AND COORDINATION Based on the detailed analysis and tactical thought process performed during the previous step, "Begin Plan- ning," the leader should ask: "What information am I lacking to achieve success?" To get this information and reduce risk, the leader must arrange for a reconnaissance of the enemy and terrain. • First, the leader determines the most effective means of available reconnaissance. Ideally, this is a physical re- connaissance in which the leader visits or observes the ground on which the unit will fight. • Second, the leader determines the priority of reconnais- sance. - Priority one should be to validate or correct assumptions regarding the enemy location, orientation, or current tacti- cal activity. - Priority two is to identify elements of the friendly scheme of maneuver such as the route, assault position, or defensive positions. - Finally, if a physical reconnaissance is feasible, the leader must determine which subordinate leaders will participate in a leader's recon. The personnel will vary according to the tactical situation, but the leader should take only as 15 / 34 • Oral orders should be delivered in positive, direct, and confident tones using forceful and aggressive language. 28. Format Use of the standard five-paragraph order format: • Promotes clarity and brevity • Presents information and instruction in a logical, easily assimilated manner • Serves as a checklist to help ensure that no important information has been overlooked 29. SUPERVISE Supervision is continuous and occurs throughout the en- tire combat orders process. • The unit leader for that mission is ultimately responsible and accountable for mission accomplishment. • "Inspect what you expect." 30. PURPOSE OF COMBAT OR- DERS The essential purpose of the combat order is to convey a mission and a plan to accomplish that mission. All combat orders are derived from the five-paragraph order which is structured to meet the needs of a small unit leader. The five-paragraph order is: • Structured for verbal presentation and can be used at all levels of command • Primarily used at the company level and below As an NCO, you will primarily use three 16 / 34 types of combat orders: 31. Warning Order A warning order is a preliminary notice of an impending order or action. A warning order is: • Issued by the leader upon receipt of an order from higher. It is issued at the outset of the troop leading steps (i.e., the "B" in BAMCIS) to allow subordinate leaders and Marines to maximize their preparation time. • At the conclusion of your initial planning, a warning order can be re-issued or updated. • Don't delay issuing a warning order because you don't have all the information you would like to have. Once more information is received, you can publish a second warning order or update the previously issued warning order. 32. Operation Order An operation order is a directive issued by a leader to sub- ordinate leaders for the purpose of coordinating execution of an operation. • Operation orders are used by leaders at every level and can be issued orally or in writing. • Small unit operation orders are often referred to by the action they intend to produce. For example: - Squad attack order - Team patrol order - 17 / 34 33. Fragmentary Or- der 34. DECIDE, COM- MUNICATE, ACT Platoon attack order - Platoon defense order - Convoy order A fragmentary order, or frag-o, is an abbreviated form of an operation order, usually issued on a daily basis, eliminating the need to restate information contained in a base operation order. A frag-o is issued after an operation order to change or modify that order, or to execute a branch or sequel to that order. • Fragmentary orders are often necessary due to enemy action. Remember: "No plan survives contact with the enemy." Frequently, the information changed pertains to enemy situation, mission, and execution of the plan. • Fragmentary orders can only be issued if a complete combat order (known as a base order) has been previ- ously issued. Fragmentary orders should only cover the information that has changed since the issuance of the base order. Delivering combat orders, like decision- making, is an art. To be effective, leaders must frequently practice making decisions and articulating orders. • Combat orders express the will of the leader. • A decision, however promising, will fail if the leader can- not effectively communicate it to subordinates. • Effective orders allow the leader to effectively communi- cate and act. 20 / 34 FIVE-PARA- GRAPH ORDERS -Situation -Mission -Execution -Administration & Logistics -Command & signal 40. SITUATION Briefly provide the general picture so that your Marines will understand the current situation under the following subheadings: 41. Enemy Situation This subparagraph provides information concerning the enemy's composition, estimated strengths, identification, disposition, current location, anticipated movement, and capabilities, along with an assessment of intentions. If you are a fireteam leader issuing an order to your Marines, include the following in this paragraph: • The assets that the enemy brings to the fight and what they are currently doing • The enemy capabilities and the conditions needed to achieve these actions • Most importantly, the enemy's most likely current course of action and their action upon contact with your unit 42. Friendly Situa- tion This subparagraph provides information concerning friendly forces that should directly affect the actions of your Marines. These forces include those whose presence on a flank or other adjacent area is of interest. Include information on such forces that Marines need to know to accomplish their tasks. This includes the mission and intent of the higher unit. 21 / 34 43. Attachments/De- tachments If you are a fireteam leader issuing an order to your Marines, you should include the following in this para- graph: • The squad's mission and the squad leader's intent (typi- cally the "why" of the squad mission) so that all actions of your Marines properly nest within your guidance and the squad leader's intent • The tasks assigned to the other teams of your squad and other friendly units operating adjacent to your team • Any available fire support assets and their priority of fires This subparagraph identifies any unit that a higher com- mand has attached to your unit or direction to detach a part of your unit to some other function. Attached person- nel must be included in your administrative reports and supported with chow, water, etc. Attached units should be tasked by you in paragraph three: execution. Since the fireteam is the smallest unit in the Marine Corps, units will rarely be attached to, or detached from, a fireteam. 44. MISSION A mission statement is composed of two parts: a task and its purpose. • This mission statement must include the answers to the "5 W's": Who, What, When, Where, and Why. • The "Why" provides the purpose and is the most impor- tant part of the statement because it informs subordinates of the reason the task must be accomplished. 22 / 34 As a team leader issuing an order to your Marines, the mission statement will normally be identical to the task statement issued to you by your squad leader. Example: At 0330 (WHEN?), 3rd fireteam (WHO?) will attack to clear (WHAT?) enemy LP at 862779 (WHERE?) in order to prevent interference with the squad attack on Platoon Objective 2 (WHY?). 45. EXECUTION The execution paragraph contains the leader's plan for accomplishing the unit's mission. It includes four main subparagraphs: 46. Commander's In- tent Commander's intent is a clear, concise statement of what the unit must do and the conditions the unit must meet to succeed; it is a vision provided to subordinates that enables them to act in a changing environment and in the absence of additional orders. • Commander's intent endures beyond first contact with the enemy. • This subparagraph is described in terms of three compo- nents: As a team leader, your commander's intent will typically be a simple restatement of the purpose (Why?) from your mission statement. For example, "My intent is to ensure the enemy LP does not interfere with the squad's attack on Platoon Obj 2." "Understanding the intent of our commander allows us to exercise initiative in harmony with the commander's desires.... A clear expression and understanding of intent is essential to unity of effort." —MCDP 1 25 / 34 - Priority of rehearsals - Go/No go criteria 50. ADMINISTRA- TION AND LOGISTICS In this paragraph, the unit leader identifies the admin- istrative and logistical information necessary for the op- eration to be successful. Within this paragraph, provide information to your unit specifying the required information addressing: • Beans (chow and water) • Bullets (ammunition) • Band-aids (CASEVAC information, locations and points of contact for WIA and KIA) • Bad guys (locations and points of contact for collecting EPWs during the operation) • Batteries (plan to meet power requirements, battery man- agement and sustainment) 51. Administration The unit leader will explain the plan for all administrative issues in this subparagraph that are not covered in SOPs. The leader will specify locations and points of contact for all wounded in action (WIA), killed in action (KIA), and enemy prisoners of war (EPWs) during the operation. 52. Logistics In this subparagraph, the unit leader presents the plan for all logistics issues. In addition, any required preparations for receiving equipment for the operation are identified. Fu- ture resupply issues are also briefed, such as time/location and priority of units. 26 / 34 53. COMMAND AND SIGNAL This paragraph concentrates on the unit commander's plan for command and control during the operation. There are two subparagraphs in this section: 54. Signal This subparagraph clarifies the signal plan. Using what is available and considering the desired effect, signals should be: • Original - This avoids confusion with other signals. • Appropriate - This is the ability to convey the desired action to the receiving unit within the environment (For example, the maneuver element's use of a whistle blast to shift or cease machine gun support by fire would not be appropriate because it is too likely that the blast could not be heard from the support by fire position over the sound of the machine guns.). • Redundant - Always have a back-up to account for Mur- phy's Law (Remember: Friction makes the seemingly easy, become difficult.). The location of a copy of the Communications/Electronic Operational Instructions (CEOI) should also be briefed. 55. Command Within this subparagraph, there are two sections: • Location of key personnel - The unit leader specifies the location of each key individual throughout the operation. If the location of various key personnel is to change due to the determined scheme of maneuver, identify this and disseminate the information to the subordinate units. • Succession of command - The unit leader determines the succession of command among subordinate unit leaders. This should be somewhat dependent upon the scheme 27 / 34 of maneuver. (For example, the first squad leader is nor- mally your senior squad leader and will be higher in the succession of command than the other squad leaders; however, for a specific scheme of maneuver, if the third squad leader is the main effort squad, he may be higher in the succession of command.) 56. CHARACTERIS- TICS OF EFFECTIVE COMBAT ORDERS -Clarity -Completeness -Brevity -Authoritative Expression -Use of the Affirmative Form -Avoidance of Qualified Directives -Recognition of Subordinate Leader's Prerogative -Timeliness 57. Clarity The order must be thoroughly understandable. To achieve clarity: • Use doctrinally established military terminology and sym- bols that clearly convey identical meaning to all subordi- nate elements that receive the order. • Train your Marines to recognize doctrinally established terminology. 58. Completeness The order should contain all the information and instruc- tion necessary to coordinate and execute the operation. The order must: • Convey the purpose or intent of the leader so that subor- dinates and subordinate leaders will be able to accomplish their mission without further instructions. • Include sufficient detail so that all subordinate leaders know what adjacent and supporting units are doing. 59. Brevity In the disorder of combat, simplicity is strength. Avoid unnecessary detail, but clarity and completeness should not be sacrificed in the interest of brevity. 30 / 34 • Use common shorthand abbreviations or develop your own system. • All that matters is that you understand your shorthand and that you can effectively communicate it to others. 67. COMMAND PRESENCE Command presence is the demonstration of confidence, assertiveness, expertise, and overall leadership capability. Establishing command presence helps to establish confi- dence in your plan and in you as a leader. 68. Take Charge Never permit sleeping, talking, eating, or any other distrac- tion during your order. • Ensure that key personnel are present before beginning the order, and position your subordinate leaders. • Require note-taking among order recipients. When issu- ing an order, the leader must remember, you may be or- dering your Marines to engage in violent actions which are inherently dangerous and filled with chaos and confusion. • The unit leader must inspire confidence and motivation. The leader that fails to do so puts their Marines at an immediate mental disadvantage. 69. Know Your Order In issuing your order, you are ordering your Marines to execute your scheme of maneuver. • While they will execute because they are good Marines, you must sell your Marines to not just execute the plan, but also to believe in the plan. • It is common to refer to notes while issuing your order, but do not read it to your Marines. This undermines the confidence your Marines will have in your plan. 70. Be Succinct Keep orders short and to the point. Planning (MCDP 5) states, "Directives should be as clear, simple, and concise as each situation permits. Elaborateness and extreme 31 / 34 detail are not generally characteristics of effective plans and orders.... Short sentences are easily understood. Su- perfluous, trite, or trivial phrases weaken an order and create ambiguity." • Keep in mind that combat is extremely stressful, and your Marines will be exhausted, anxious, and uncomfortable. Their attention span will be short; they will not listen to orders that are too long or complicated. • Avoid excessive formality or informality when issuing or- ders. Use a natural conversational tone; however, do not allow your orders to degenerate into casual dialogue. • Your order should convey confidence and authority, leav- ing all who hear little doubt that you are giving an order. 71. Interact with Re- cipients Interact with the order recipients. • While notes are often needed for referral, do not read your order. • Focus on the Marines, for they are to be sent into harm's way to execute your decisions. • You must present the order as if you have absolute con- fidence in its success. • You will experience difficulty inspiring confidence in your decision if you convey uncertainty, lack of familiarity, or doubt. 72. DELIVER THE ORDER Writing and issuing good combat orders is as much art as it is science. Not only must you concisely convey your mission and your plan to accomplish the mission, but you must also inspire your Marines who will be evaluating your competence and confidence in the plan. 73. 32 / 34 Active Voice & Di- rect Language Use active voice and direct language that conveys con- fidence. In the disorder of combat, simplicity is strength. Avoid vague terms, qualifiers, or gratuitous phrases. Terms such as "conduct a rehearsal, if you can manage it," "attack vigorously," and "radiomen shall maintain radio communication" only serve to dilute the clarity and energy of your order. • Use inclusive language: "You are moving with me." • Avoid qualified statements: "As far as possible..." • Avoid conditional statements: "If you make it..." • Avoid needless adverbs: "Attack vigorously..." • Avoid non-doctrinal statements: "Crush in a vice of fire..." • Use precise doctrinal terms, avoid micromanagement and restating the obvious. 74. Visual Aids A terrain model is generally the best means by which to issue an order to your Marines. • If it is not possible to construct a terrain model, then make use of any other available assets, like a sand table or whiteboard. • It is most important to visually convey your plan to your unit, regardless of what method is used 75. Questions You will want the order recipients to be clear on the ori- entation, so allow them the opportunity to ask questions before you begin your actual order. • Before briefing the situation, instruct the group to hold all their questions until the end of the order. This will eliminate questions that interrupt the flow of your order or may be answered later in the order.