DOCNET Flashcards
(502 cards)
1
Q
CJCS
A
Chief Joint CHief of Staff
2
Q
source to find the official definition for military words
A
“DOD Dictionary”
DOD Dictionary of Military and Associated Terms
3
Q
air domain
A
the atmosphere, beginning at the Earth’s surface, extending to the altitude where its effects upon operations becomes negligible
4
Q
unloading of personnel or material from aircraft in flight
A
airdrop
5
Q
CRA
A
coordinating review authority
organization’s doctrine POC
6
Q
FAR
A
formal assessment report
7
Q
OBE
A
overcome by events
8
Q
overcome by events
A
OBE
9
Q
LA
A
lead agent
10
Q
J-Dir
A
Joint staff direxctorate
11
Q
RFF
A
request for feedback
12
Q
JED
A
joint eduxation and doctrine
13
Q
RFD
A
revision first draft
14
Q
PRA
A
primary review authority
15
Q
mission set of Joint FOrce Development
A
doctrine education training lessons learned concept development analyssi
16
Q
NORAD
A
north american aeroispace defense command
17
Q
geographic combatant commands -9
A
Africa Central European Northern Pacific SOuthern
Special OPs
Strategic
Transportaiton
18
Q
what are the 3 functional combatant commands
A
Special Operations
Strategic
Transportation
19
Q
Goldwater-Nichols Act
A
streamlined military CofC from pres/secdef to combatant commanders
service chiefs are advisory
20
Q
role of the Service Chiefs
A
advisory to president
no operational
21
Q
joint doctrine
A
fundamental princples taht guide the employment of US military forces in coordinated efforts for common objectives
22
Q
how do you use joint doctrine
A
- authoritative but requires judgement in application
- not dogma but aids in commander’s thinking in employment of ways to achieve a common objective
- not prescripotive and focuses on how to think about operations
- doesn’t use word “must” or “I will” b/t the commander is expected to use judgement in its application
23
Q
JP-1
A
Manpower & Personnel
24
Q
JP-2
A
Joint Staff Intelligence
25
JP-3
Operations
26
JP-4
Logistics
27
JP-5
Strategy, Plans, Policy
28
JP-6
C4/Cyber
29
JP-7
Joint Force Development
30
JP-8
Force Struction, Resources, Assessment
31
IMD
INformation Management Division
32
OSINT
open sourced intelligence
33
open sourced intelligence
OSINT
34
military operation to combat the Ebola virus
Operation United Assistance. 2014. help combat the Ebola virus in W. africa including the part in Liberia.
first US military operation to support a disease
35
leadership of joint forces
joint forces operate under a single joint force commander
36
`guide to plan/execute/assess joint military orperations
JP-3: JOint Operations
37
9 Principles of War
```
Objective
Offensive
Mass
Maneuver
Economy of Force
Unity of COmmand
Security
Surprise
Simplicity
```
38
12 Principles of Joint Operations
```
9 Principles of War
+
restraint
perserverance
legitimacy
```
39
TMM
transregional, multidomain, multifucntional
* how we describe the strategic envirbment
* multiple COCOM, land/sea/air/cyber/pace cabailities
40
how to describe the strategic environbments
TMM = transregional, multidomain, multifunctional
41
profile of today's potential adversaries
increasingly synchronized, integrated, and mroe lethal
more sophisticated
less constrained by geographi, functional, legal, and phasing boundaries
42
US instruments of national power
national means our national elads can apply to achieve strategic objectics (ends)
0var
43
forms teh National Strategic direction
```
governed by"
constitution
federal law
USG policy
international law
national interests represented by national security policy
```
44
CCS
Commandres COmmunication Synchronization
*process to implement strategic-level guidence by coordinating synchronizing, and ensuring integrity and consistency of strategic/tactical level na, themes, narratives, nmessages, and images
45
effective CCS (Commanders Coommunication Synchronization)
focuses on process and efforts to understand/communicate wkey audience sto create4/strengthen/preserve coordination favorable to advance USG interests/policies/objectibves
46
GCC
geographic combatant commanders
47
FCC
functional combatant commands
48
GEF
Guidence for Employment of the FOrce
49
AOR
area of responsibility
50
CCMD
Combatant Command
51
shorthand for Combatant Command
CCMD
52
CCMD strategies
long term borad statements of GCC long term vision for the AOR and the FCC long term vision for the hglobal employment of functinal capabilities guided by the prepared in the SecDef GEF sand CJCS objectives articulated in the National Military STtategy
53
documents prepared by SecDef & CJCS
```
SecDef = Global Employment of the FOrce
CJCS= national military strategy
```
54
views, priorities, and prepared by the SecDef
Global Employment of the Force
55
views, priorities, and prepared by the CJCS
National Militayr Strategy
56
who prepares the Global Employment of the Force
SecDef
57
who prepares the National Military Strategy
CJCS
58
AOR of the Middle East
CENTCOM
59
unified action
synchronized, coordinated, integrated actions of gov/NGO entities to achieve unity of effort
60
individual national interests & priorities
internationals national interests may place greater emphasis on some objectives rather than others the key is to syncho to promote objectives
61
US troops helping out other countries
president retains control over armed US forces but sometimes it is prudent to place them under control of forgein commander to achieve specific objectives
*even when operating under operational conrol (OPCON),o f a cforieing commander, US mil keeps their own chain of command
62
DOD supporting other agencies
DOD may support other agencies during operations but under US law, US military remains under DOD command structure
63
3 levels of warfare
strategic, operational, tactical
| *helps visualize a logical arrangement of operatyions allocating, resources, and assign tasks to acppropriate commands
64
strategic
ideas to emploiy instruments of national power to achieve national/multinational/theatre objectives
65
ideas to employ instruments of national power to achieve national/multinational/theatre objectives
strategic
66
cognitive approach used by commanders & staff
operational art
67
operational art
cognitive approach by leaders
*used to determine how/where/when/for what purpose military forces will be employed, to influence the adversaries disposition before combat, deter adversaries from supporting evenemy, deter adversary from supporters,
68
tactical
plan/execute battles, engagtements, and activiteis at the theatre level to achieve military objectives assigned to the units
69
"joint"
when conducted by a force composed of significant elements of +2 military departments opeating under a single JFC
70
EMS
electromagnetic spectrum
71
C2 functions
command centeric and network enabled to facilitate initative and decison at the lowest appropraite level
72
what does operational art include
```
skill
knowledge
experience
creativity
judgement
```
73
what is considered when doing operational art
"what conditions do we need to complete the task"
| capabilities, actions, goals, priorities, operating processes
74
ability to plan/prepare/execute, assess
operational art
75
what questions does a Commander's ability to think creatively using operatational art need to ask
"Ends, Ways, Means, Risk"
1. ENDS: What are the objectives & desired militayr end states?
2. WAYS: what sequence of actions is most likely to achieve those objectives military end state?
3. MEANS: what resources are needed in order to accomplish that sequence of action?
4. RISKS: What is the likely chance of failure or unacceptable result of performing that sequence of action?
76
operational design
conception/construction of hte framework that underpins a campaign or major operation plan and its subesquence...
77
tools of operational design
objective
COG
LOO
LOE
78
LOO
lines of operation
79
LOE
lines of effort
80
benefit of framing
framing objectives to achieve broad than ensinduring resullts is more of an aort versus science
81
CONOPS
COncept of OPerations
82
stages
```
mobilize
deploy
employ
sustain
redeploy
demobilization
```
83
CCIR
commander critcial information requirements
84
operational approach
commanders initial description to help guide foruther planning of the broad acts that the force must take to ahcieve objectives and accomplish the mission
85
joint force mission
"what the joint force must accomplish
WWWWH
*forms the basis for planning & includes the commanders plannign guidence, planning directive staff and commander oCONOPS
86
last position occupied byt eh attack eschelon before crossign the line of departure
attack position
87
attack position
last position occupied by the attack eschelon before corssing the line of departure
88
brevity code
code word which provides no seucrity that serves the sole purpose of shortening the messages before rather than conceleamebt of their content
89
JFC
JOint FOrce Commanders
90
SOF
(soft)
| support fo special ops force
91
MISOq
military information support ops
92
OPCON
operational control
93
CAO
civil affairs operations
94
ISR
intellgience, surveillance, reconiassance
95
central command of the SEALS
NAB Coronado - Teams 1, 3. 5, 7
| Little Creek, VA- even teams
96
SEALS on the West Coast
Coronado = odd number
97
SEALS on East Coast
Little Creek, VA = even
98
breakdown of each SEAL team
each team has 2-8 platoons (most have 8)
each team is led by an O5
16 men platoon
99
SEAL stands for
sea, air, and land
100
MARSOC
marine special ops
101
marine special ops
MARSOC
102
shot Osama bin Laden
Operation Neptune Spear
May 2 2011
35 miles from Islamabad
Abbottabad, Pakistan
103
Operation Neptune Spear
shot OBL on May 2 2011 in Pakistan
104
COIN
counterinsurgency
105
CWMD
counter WMD
106
direct action
special ops to seize, destory, capture, exploit, receo er, or damage designatedf targets in diplomacy/political environments
107
special reconnaisance
covert/clandestine collections to collect /verify information for leads
108
FID
foreign intel defense
109
what must leaders do to effectively plan and execute missions
must thoroughly understand the nature and theory of warfare
110
how is operational art used
method commanders employ to orhestrate the employment of military forces and nonmil sources of power to achieve strategic level objectives nad ensure all tactical actions are linked together as part of a larger operatational design
111
principles of war
- list of considerations military leaders consider when they plan mil action
- not a rigid checklist = it is a compolition of wisedom gained bfrom examining the successes and failures of past ops
112
COG in war
protecting your own COG is just as imprtant as defeating your enemy's
113
3 levels of war
strategic
opeartional
tactical
114
broadest level of war
strategic
115
narrowest level of war
tactical
116
why is it important to understand the 3 levels of war
(strategic, operational, tactical)
*understanding the interdependent relationshiop of all 3 help CCMD visualize logical flow of operations, allocate resources, assign tasks
117
what makes up the strategic level of war
strategic level of war = broad global perspective & national policy
*focus at this level is to accomplish strategic objectives
118
who functions at the strategic level of war
president
SecDef
CJCS
119
resources for the strategic level of war
instruments of national power = diplomatic, informational, economic, military
*National Security Strategy, National Defense Strategy, National Military Strategy
120
level of war were combat/battles/engagement happens
tactical level
121
what does the tactical level of war focus on
focuses on ordered arrangement and maneiuver of combat elemenbts in relation to each other and to the enemy to achieve combat objecjtives
122
difference between engagement and battle
battle is a longer set of engagements
| engagments are short duration betwene small forces
123
short interactions between small forces
engagement
| battles are larger
124
Navy perspectives on the tactical level
carrier strike groups
| expeditionary strike groups
125
level of war where battles and engagements are
tactical
126
level of war where campaigns and major options happen
operational level of war
127
who operates at each level of war
```
strategic = president, SecDef, CJCS
operational = combatant commanders, JTF
tactical = carrier strike groups, expeditionary strike groups
```
128
what are the focuses at each level of war
```
strategic = broad global & national policy
opeational = camp;aings/ major campaings in sequences
tactical = battles and engagements,
```
129
what happens at teh operational level of war
campaigns and major ops
focus = opeatioanl art>
*commanders at this level determine a sequence of actions that will be the most likely to produce military conditions to achive strategic goals
130
1800s technology influenceing warfare -6
```
horse drawn artillary
muskets/cannons
railroad
telegraph
steam power ships
```
131
1900s -9
glabal wars b/c increased mobility and range
| *radio, aircraft, tanks, trucks, subs, carriers, rockets, missles, airborne tropus
132
topics to consider in operational art
```
military
political
economic
financial
social
cultural
religion
```
133
operational art is not...
not a substitute for strategy or tactics. in integrates strategy and tactis via operational planning and force employment
134
difference between operational art and the operational level fo warfare
OA = cognitive analytical process
OLOW: cagagory of miliary ops and doctrine
OPERATIONAL ART IS NOT DOCTRINE< STTRATEGY< OPERSTIONAL LEVEL OF WAR
135
JP 3-0
DOctrine for JOint OPs
136
"On War"
Carl von Clausewitz
137
Carl von Clausewitz
On War
138
WW2 leader w/ a checklist on his desk
Nimitz had a checkoff lsit of htings to consider before launching an operation that he kept on his desk
"objective, offense, surprise, superiority of force at point of contact, simplicity, security, movement, economy of force, cooperation
139
S's in the 9 Principles of War
security
surprise
simplicty
140
how to use the 9 Principles of War
summary of characteristics often leading to success but should always be evolving b/c new technology and cultural influences
141
how should we direct every military operation
we should direct every military oepration towards a cclearly defined, decisive, and attainable objective
142
what is the most significant preparation a commander can make
clearly express the objective of the operation to subordinant commanders
143
offensive
action to seize, retain, and exploit the inititative
144
what does offensive action allow us to do
offensive action lets us select terms, select the place of conformation, exploit vulnerabilities, seize opportunities from unexpected developments
145
mass
concentrate the efforts of combat power at the most advantageous place and at the time to achieve the desired results
*syunch/integrate joint force capabiliteis where they will have a decisiv3 effect in a short period of time
146
concentrate the efforts of combat power at the most advantageous place and a tthe time to achieve the desired results
mass
147
what must you do, with regards to mass, in order for it to be effective
mass often has to be sustained to be effective
148
why is massing > concentrating forces
massing effects, rather than concentrating forces, can enable numerically inferior forces to achieve decisive reuslts when it concentrates or focuses its assets on defeating an enemy's critical vulnerability
149
economy of force
judicious employment/distribution fo force
150
benefit of economy of force
allocate minimum essential combat power to secondary efforts
151
allocate minimum essential combat power to seconary efforts
economy of force
152
why is economy of force important
with more targets than assets, forcu attention on primary objectives
*knock certain C2 nodes out of comission can be more significant than destorying entire enemy C2
153
knocking out certain C2 out of commisssion can be more significant than destorying entire enbemy C2
economy of force
| allocate minimum essential combat power to secondary efforts
154
measured allocation of available combat power to limited fascets
econbomy of force = measured allocation of available combat power to limited attacks, defense, delays, deception in order to achieve mass somewhere else
155
concentrate resources in one place
versus
allocation of minimal efforts in secondary efforts
mass = concentrate resources in one place
| economy of force = allocation of minimal efforts in secondary efforts
156
seize & retain positional advantage
maneuver
157
importance of maneuver
seize/retain positional advantage
keep enemy off balance & protect friendly forcer
*force tempo of combat beyond an adversaries ability to respond
158
how do you force the tempo of combat beyond an adversaries ability to respond
maneuver
159
purpose of security (as a principle of war)
purpose of security is to never let enemy acquire an unexpected advantage
160
benefit of surprise in war
suprise immediately puts adversaries of defense
161
how do adversaries respond to surprise
they are immediately put on the defense
162
factors that contribute to surprise
```
speed in decision-making & information sharing
effective intel
deception
operational security
agility
```
163
proof that simplicity (principle of war) can still be successful
the implementoing order for some of the most inflential naval battles was just a paragraph
164
considerations you should make of your adversaries
```
determine the:
physical
mental
moral
cultural
motivation of th
unique abilitilieties/carahacteristcs
```
165
what is COG
the source of power that provides moral or physical strength, freedom of action, or the will to act
166
source of power that gives strength or will to act
COG
167
Q's you should ask when evaluating an enemy's COG
- What factors are critical to the enemy?
- What can the enemy not do without?
- WHich, if eliminated, will bend them most quickly to our will?
168
what does the successful planning at any level hinge oin
```
knowing:
your COG
adversary's COG
allies COG
neutral COG
```
169
examples of when national will was a COG
Vietnam
| Gulf War
170
COG as an intangible vs tangible level of strength
intangible -= morale, resolve, political/mil leadership, motivation
tangible -= force strength, geographic
171
stance on how to use an enemy's COG
we want to neutralize enemy stength (COG) but don't necessaryily want to direclty attack it. we stand a better chance at expliting an enemy's weakness
172
critical weakness
weakness that, if exploited, will do the msot significant damage to ability to resist
173
factor that, if exploited, will do the most damage to ability to resist
critical weakness
174
characteristics at the front (of a battle)
strongest. attention focused
| best to isolate from enemy, split, surpirse
175
very important thing to remember when evaluating COG
be aware that they can change
| -changin objectives, attirition of forces, new weapons/defense/technology
176
adversary strength versus weakness
strength - COG
weakness = critical weakness
*critical weakness is often a patway off attacking a COG
177
how did US defend itself during its first `150 yrs
the coloniests relied on thbemselves for national defense so theiy hired pros like JOhn SMith and mIles Stndish
* every abled baodied men was in teh mlitia and no standing Brit army until F&I war
* aw we moved west, we had to keep track of French supported indiants as they came down from Canada
178
army led by Washington
Continential Army
179
what did Dolly Madision save
silver and washington's picture
180
indian tribe that adopted african american slaves
Seminoe Wars
181
cost of guarding a line of supply
cost of manpower to guard a line of supply
182
joint forces in Civil War
civil war was joint (army/navy) that worked w/o doctrine. navy's participation was critical
183
Civil War surrender
Appatommatox. leniency allwoe the COnfederates to go back and become part of hte union again
184
conditions that lead to conflict
* unclear/duplicate roles & responsibilities
* competition over resources
* unclear/inconsistent governbments
* lack of standards/standardizaiton
* lack of trust
* poor communication
* lack of mechanisms for conflcit resolution
* organiztion encourges peer competition
* reward/recognization for individual accomplishments versus team ones
185
3rd party strategies for conflict resoution (4)
arbitration
mediation
neutral 3rd party
outside expert
186
arbitration
neutral 3rd party w/ power to issue a decision binding on all parties
187
neutral 3rd party w/power to issued a decision binding on all parties
arbitration
188
mediation
neutral 3rd party enrages the parties in negotiation solution through persuastion and rational argument
189
how can a neutral party help conflict resolution
ask questions to help parties identify u derlying problems and common interests
190
what questions should be asked to help w/conflict resolution
ask questions to identify underlying problems and commob interests
191
mneumonic to remember ways to approprach interpersonal onflict
```
"RESOLUTION"
R-espect the right to disagree
E-xpress your real concerns
S-hare common goals/interests
O-pen yourself to different pov
L-isten carefully to all proposals
U-nderstand the major issues involved
T-hink about possible consequences
I-mangine several possible solutions
O-ffer some reasonable comporomises
N-egotiate mutually fair cooperative agbfeements
```
192
when is feedback destructiverr
feedback is destructive wehen it serves onlyt he needs of hte peson rather than the one who gives it
193
best way to give feedback
feedback is destructrive when it only serves your needs not the one who gives it
consider both that person's needs and your own
discus the behavior the person has the ability to control. frustation increases when the person is reminded of shortcomings they cannot control
194
what does problem solving do
problem solving seeks a solution that integrates the needs of groups that are in conflict rather than forcing a solution by command/allowign teh team more influence to dictate a solution
195
3 things needed for intergroup porblem solving
minimal level of trust between group members
| advaocate time to discuss conflict, evaluatioe options, negotion to find agreement, good communication
196
nonlethal weapon
dsigned to incapicate while minimizing fatalities, premanent injuryt, damage toi property in teh target area of the enviornment
197
military objectives
broken down into strategic, operationa, tactical
198
effect of irregular warfare on one doing conventional warfare
irregular warfare can leave a purely conventional force unable to take decisvive action
199
"On War"
Carl von Clauzewitz
200
"The Art of War"
Sun-Tzu
201
Sun-Tzu
The Art of War
202
operations in Somalia
Operation Restore Hope & United SHield
203
Opeation Restore HOpe
1992
US forces sent to Somalia to ensure relief supplies were delivered ut faced hostile mobs who were desparate and starving. use of lethal force didn't support opearational and strategic goals. snipers against US troops
204
year of Black Hawk Down
1993
205
what happned in Black Hawk Down
1993 SOmalia
during a raid to capture SOmali warlords, US forces under fire from armed gang hidden in teh crowd
18 US/1K somalis killed
206
Opearation United SHield
`995
forces in somalia to cover the withdrawl of pakistan/bangledesh troops left in somalia as part of a UN Humanitarian relief. Op United SHield was the first time marines were required to carry nonlethal weapons and the fierst time nonlethal warfarea was included in contingency planngin
207
first time US Marines were required to carry nonlethal weapons and NLW were included in contingency planning
Operation United Shield in 1995 SOmalia. to cover the withdrawl of pakistan/bangledesh troops left in Somalia as part of a UN Humanitarian relief effort
208
nonlethal weapons carried by Marines
```
rubbar ball grounds
nonlethal munitions
p[epper spray
flash bang grenades
laser illuminators
*in 1 instance, a marien shined a red light pusle illuminator on athe chew tof a somali and the crowd ran away
```
209
what happened after Operation Restore Hope
Mrines had an aggressive campaign to spread world of their nonlethal warfare employed whechi scared them so decreased mob activitiy in Opeation United SHield
210
how is nonlethal warfare mean to be utilized
complementary tool set
211
purpose of nonlethal warfare
deter, discourage, delay, prevent hostile actors
212
CNN effect
1990s impact in broadcasts
213
how did President Johnson keep informed about the Vietnam War
he had tv monitors in teh White HOuse so he could hear/see nighly news resports and opinions about Vietnema War
214
how did the CNN effect affect use of deadily force
our employment of deadily force may be viewed and adjudicated in the court of public/world opinion|
*risk undermines our strategic objective and partners
215
aka only apply the level of force needed to solve the problem
force proprtionality
216
how much force should you apply to solve a problem w/violence
force proportionality = only apply the level of force needed to solve the problem
217
benefits of nonlethal warfare
more timne to determine hostile intent and separate noncombatants from combatants zo it allows more informed decision making
218
when should you never use nonlethal warfare
NLW should never be used in a situation where lethal force is necessary - deadily force is an inherent right to protect from death or serious bodily harm. using NLW can put you at unnecessary risk
219
stance on deadily force
NLW should never be used in a situation where lethal force is necessary. deadily force is an inherent right to protect form death or serious bodily harm. using NLW can put you at unnecessary risk
220
ROE
rules of engagement
221
ROF
rules for use of force
222
define rules of engagement
tacticall/ops impliatos of performing missions in situations where most hostile national law enforcement is nonexistent, nonfunctional,
223
what shapes rules of engagement
international treaties or international alw
224
define rules of use of force
domestic missions within US territory or sucurity functions at bases overseas
225
what shapes rules of use of force
generally shaped by constituional law
226
what does rules on use of force presuppose
a permissive military envirobmebt with a functional civil authority capabvle of enforcing laws
227
HEMI
human electro-maneuver incapication (?)
228
RCA
riot control avent
229
limit to acoustic & signage as a nonlethal weapon
the adversary needs to be able to read and understand english
acoustic is affected by wind, signate by light
230
EOF
escalation of force
231
what is often unavoidable when using lethal force
collateral damage from lethal force is often unavoidable
232
EOD
explosive ordanance dipsposal
233
characteristics about enemyt to consider
```
COG
compositoin
disposition
strength
recent activities
ability to reinforce
eneomy casof action
willingness to use civilians as cover
enemy patterns
*consider this plus training/equipment/capabilities to cover threat and past use of force in the AOR
```
234
what do lives depend on
lives depend on ability to be mentally and physically prepared to de
235
joint planning
deliberate process of determining how (the way) to use military capacities (means) in time/space to achieve objectives (the ends) while considering the associative risks
236
ways, means, ends
joint planning: deliberate process of determining how (ways) to use military capacities (means) in time/space to achieve objectives (ends) while considering the associative risks
237
JPEC
joint planning and execution comm
238
JP 5-0
Joint P:lanning
239
4 examples of instruments of national power
military
diplomatic
informational
economic
240
DSR
Defense Strategy Review
241
NSS
National Security Strategy
242
7 stages of a military operation
```
training
mobilization
deployment
employment
sustainment
redeployment
demobilizatio
```
243
joint planning at the strategic oevel
joint plannign at the strategic level provid3s the pres/secdef options basted on the best military advice or the use of addressing national interests/achieving objectives in the NSS and DSR
244
what is joint planning
```
focused on end state
globally integrated/coordinatied
resource informed
risk informed
framed within the operational environment
informative to decision making
adaptive/flexible
```
245
what is the first step of planning
planning begins by identifying the desired national/military end states
246
JFC
joint force commanders
247
APEX
adaptive planning & execution
248
what is APEX
framework for iterative dialogue and collaborative planning to discover the meritsr/risk of military options and employment of joint forces
249
framework for iterative diaglogue and collaborative planning to discover the risk/merits for military options and employment of joint forces
APEX= adaptive planning & execution
250
what do we do with risk
accept
reduce
control
251
what is planning on
planning is based on continuous monitoreing and understanding actual conditions affecting the OE (operating environment)
*friendly/adversary force postures, readiness, geopolitical conditions, adversary perceptions
252
what is the starting position be for any military plan
starting position for any plan should always be the current operating environment
253
continuum of the levels of war from the broadest to narrowest
strategic
operational
tactical
254
being informed decision makers-6
```
isssues
assumptions
resource requriements
osts
risks
cost-benefit trade offs
```
255
what happens if you dont' have clear strategic-level gudence
w/o clear strategic-level guidence, disconnect emerges betwee direction, plannign, assujmptions, available force, capabilities, desired objectives, and end states
256
what is strategy
art/science of determine a future state/conditions (ends) , conveying tghis to an audience, determining the operational approach (ways), and identifying the authoritiesresources (ways), necessary to reach the intended end state
257
strategic art
ability to udnerstyand the strategic variables r/t the operational area and to conceptualize how the desired objectives set for in strategic-level guidence can be reached through teh employment of military capabilities
258
operational art
application of intution/crative imangination by commanders
259
what is the first thing you should do when starting planning/a mission
ask "What problem are we REALLY being asked to solve?"
260
IPR
inprocess review
261
TCP
theatre campaign plan
262
FCP
functional campaing plan
263
what does the combatant commander conduct on a daily basis to implement national policy/defense strategy
TCP = theatre campaign plan
| FCP - functional campaign plan
264
how are CCDR directed
combatant commanders are directed in teh GLobal employment of the force & JSCP (Joint Strategic Campaing Plan)
265
JSCP
JOint Strategic Campaing PLan
266
contigency planning
based on hypothetical situations, it relies on assumptions to fill gaps
*specific conditions affecting COA remain uncertain making it difficutl to identify specific decisions for events thgat have not yet occurred in a dynamic OE
267
what does contingency planning rely on
contingency planning is based on hypothetical situations thus relying on assumptions to fill gaps for event sthat have not yet occurred in dynamic operating enviornmetns
268
defines ideal achievement for all objectives
end state
269
end state
defines ideal achievement for all objectives
represents a time/set of conditions beyond which the president does not require the military instrument of national power as the primary means to achieve remmaining national objectives
270
time/set of conditions where the president does not need the military instrument of national power as the primary means to achieve remaining objectives
end state
271
objectives
clearly defined, decisive, attainable goals towards which every operation is directed
272
4 characteristics of objectives
specific
measurable
relevant
time-bound
273
JPP
joint planning porcess
274
why do you want multiple COA
you want multiple COA to provide flexibility to adapt o changn conditions and remain consistent with JFC intent/present options to civilian decision makers
275
CONOPS
concept of operations
276
effect of mitigating risks
decreases likeliohood of occurrence
decreases costs of occurence
decreases potential of negative effecs
277
what does assessing involve
assessing involves monitoring/analyzing changes in OE determining the potential cost for those changes, opportunities/risks prov9diing the recommendations for improving performance to achieve objectivity
278
how to evaluate what the government, military, and press says
notice what is said and what is not said
279
purpose of assessing
integrates relevant, reliable feedback into planning and execution thus supporting the comamnder's decision-making regarding plans developmebt, adaption, and refinement and to adjust operations during execution
280
key to any multinational operation
unity of effort
281
CJCSI 5714.01
Policy for the Release of JOint INformation
282
how is strategic direction generally conveyed to the military
via key written documents
* established within gthe APEX enterprise
* communicated w/military to pursue national interests within legal/constitutionallimitations
283
benefit of using written documents to distrubute information regarding strategic direction
strategic direction may change rapidly in response to changing situations but strategic guidence documents are typically updated cyclically and might not reglect the most current strategic direcives
284
National Security COuncil
presidnt principle forum for considering national security anf foreign policies
285
president principle forum for considering national security and foreign policy
National Security Council
286
military advisor to the president
CJCS via the National Security Council
287
military representation in the National Security COuncil
CJCS
288
participants in the National Security COuncil
pres, vp, SofS, SofT, Secof HS, Secef, assistant tio te president for natioanl security affairs
289
CJCS Title 10, USC statuatory resonsibility
CJCS uses the JOint Strategic planning system to provide a formal structure in aligning the ends, ways, and means
*ID opportunities , mitigate risk for hte military shaping the best assessment/advi e/direction of hte military
290
How does the presidnet provide strategic guidence
via the Natioanl Security Strategy, Executive orders, presidential policy directive...
291
USD(P)
undersecretary of Defense for POlicy
*assists SecDef w/p preparing written policy guidence for hte preparation of plans, reviews plans, helps SecDef w/other duties
292
what does the CJCS provide
independent assessments
principle mil advisor to pres/secdef/national security council,
develps the Natioanl Military Stragegy and JOint Stragegic Campaing plan with a way to help prez/sec provide unified strategic direction to military
293
role of National Secur4ity Council System
is the principle form for interagency deliberation of national security policy issues requiring president decision
*purpose= develop policy recommendations w/ineragency approve w/interagency consensus
294
National Security Strategy
outlines major national security concerns of the US and how the admin plans to address them using all instruments of national power
295
Dep of S
lead of foreign affaris agency within the exdecutive branch
| (principle foreign policy advisor and implements presidnet foreign policies worldwide
296
USAID
independent fed agency that receives overall foreign policy guidence for DOS
297
blueprint to guide the DepState & USAID
Quadrennial Diplomacy and Development review
DOS=USAID joint strategic plan
joint regional stratyegy country development cooperation strategy, itnegrates country strategy
298
full name for the Quadrinnial Review
Quadrennial Diplomacy & Developmebtal Review
299
who writes the Quadrinneal Review
joint DOS?USAID effort
300
what does the Quadrennial Review do
identify major global/operatatioankl trends that constitutents threats or opportunities delineates priorities and reforms to ensure our civilian institutions are in the strongest position to shape/respond to a rapidly chanign world
301
Country Development Cooperation Strategy
5yr country-level strategy that focuses in USAID implemented assistance
302
DOS-USAID Joint Straehgic Plan
blueprint for investing in America's future and achieving NSS & QUadrennial REview. lays out 4yr strategic goals/objectives and includes key performance goals for each objectivre
303
Integrated country strategy
3yr stratgy by the DOS country team which articulates the USG priorities/goals
-the basis for annual mission resource requests
304
executive agency responsible for US diplomacy
DOS
305
role of Dep of State
executive agent responsible for US diplomacy
306
Defenser Strategy Review
articulates a defense strategy the msot constraint with the recent National Security Stragety
*defining force structure, modernization plan, budget plan
307
Unified Command Plan
CCMD mission/responsibilities assignmen of forces, delineates AOR of GCF or FCC
308
why do we do the Defense Strategy Review
DSR is legislatively mandated by congress per Title 10 abd is required every 4yrs
309
how often is the Defense Strategy REview
q4yrs per congress in Title 10
310
what is in the Defense Strategy Review
strategic guidence on planning, force development, to execute a full range of mission over thenext 20 yrs (new one every 4yrs)
311
what translates National Security Strategy objhectivies into prioritives
GEF translates NSS objectives into priortiation and comprehensive plannign guidence vor the employment of DOD forces
312
how are contingency plans built
contingency plans are built to account for hte possibility that campaign activities could fail to prevent aggression, rpeclude large scale instability
313
posture planning
aligns basing/forcus to ensure theatre a global functioning security respond to contingency scenariors and provide strategy deterance
314
GFMIG
Global Force Managemnt Implementation Guidelines
| *force requirements, assignment of location
315
National MIlitary Strateghy
efforts of military while conveying CJCS direction w/regard to OE and military actions taken to preserve nationals security interests
316
what does National Military Strategy define
national military objectives (ends)
how to accomplishments those objectives (ways)
military capabilities to execute the strategy (means)(
317
ends
what are the national military objectives
318
ways
how to accomplish these objectives
319
means
what military capabilities are required to execute this strategy
320
primary document in which teh CJCS carries out its statuatory responsibilities for providing strategic direction to the military
JSCP "jay skap"
321
JSCP
"jay skap"
primary document in which the CJCS carries out its statutatorey responsibiliteis for providing strategic direction to the military
322
GFMIG
specifies allocations and distribution of forces
| documents force planning and execution guidence and shows assignment of forces in support of USCP
323
specifies allocation and distribution of forces
GFMIG
324
GFMAP
global force management allocation plan
325
GFM
provides comprehensive insights into the global availability of military resources and provies senior decison makers a process to quickly/accurately assess the impact/risks, proposed changes in force assignment, appointment, allowance
326
how frequently is the GFM updates
updated every 2yrs and is approved by SecDef
| Joint prepares for SecDef approval
327
PMESII
political, military, economic, social, informational, infrastructure
=factors/trends
threats/opportuniteis that facilitate or hinder achievement of the objectives over the time frame of the strategy
328
what should a strategy describe
a strategy shoudl describe the ends as directed in strategic guidence and the ways/means to attain them
329
commander's communication synchronization
process to coordinate/synch: narratives, themes, messages, images, operations, actions
*to ensure integrity/consistency to the lowest tactiacl level aross all relevant communication activiteis
330
who has the primary responsibility for communciation synch oversight
`DOS.
led by thge Undersecretary for public diplomacy and public affairs
overall mechanism by which teh USG coordinates public diplomacy aross the interagency community
331
what should be considered in all joint planning for military operations
communication synchronization considerations should be included in all joint planning for military ops from routine, recurring, military acrtivities in peacetime to major operations
332
JPEC
HQW, command agencies involved in joint ops
| *snot a standing/regular meeting entity. it consists of stakeholders
333
responsible for assigned tasks
supported commands
334
JP1
Doctrine for the Armed Forces of the United States
335
what does APEX do
integrates plannign activities of JPEC and facilities the transition for planning to execution
336
goal of APEX
develop plans with options for president/secdef
337
development of plans with options for president and secdef
APEX
338
functions fo APEX
4 operational activities
4 planning functions
7 exeuction functions a number of related prducts
339
IPR's
iterative dialogue among civ-mil leaders at the strategic level to galin a shared understyqanding of hte situation, inform leadership, and influen ce plannign
340
situational awareness activities
monitor global situation
ID an event that has occurred
recognize event is a problem or potential problem
report event
341
JIPOE
Joint INtelligence PReparation of the OPerational Environment
342
D-Day
unnamed day on which the operation commences
343
unnamed day on which the operation commences
D-day
344
H-hour
specified start time
345
specified start time
H-hour
346
C-Day
unnamed day on which a deployment begins
347
unnamed day on which a deployment begins
C-Day
| D day is when the operation commences
348
unspecified cryptic day and hour on which operations versus deployments start
```
operation = D-day & H-hour
deployment = C-day & L-horu
```
349
hour on the C-day when a deployment staerts
L-hour
350
TPFDD
TIme PHased FOrce and deployemnbt data
351
assessment to determien progress towards mission accomplishment
a continuous process to inform deicison making
352
4 planning functions
strategic guidance
concept developmetn
plan development
plant agent
353
ORDS if the situation is time sensitive
if time sensitive, WARNORD might not be issued forst. the planord/alerord/exord might be forest
354
mneumonic for planning assessments
RATE = refien, adapt, terminate, execute then act accordingly
355
FDO
flexible deterant options
356
FRO
flexible reposnse options
357
BPLAN
Base plan
358
OPLAN
full descriptions of CONOPS all applicable annexes to the plan including a TPFDD
359
what does the BPLAN describe
describes the CONOPS, major forces, concept of support and anticipated time line for completing the mission
360
how to pronounce TPFDD
"tip fihd"
361
what happens to the planning stages during a crisis
in crisks, planning steps may need to be compressd for time sensitivity
*so the CCDR will look for previously prepared plans for suitability and adaptrefine those plans into an extecutable OPORD
362
what is an excellent resource for CCDR when they need to plan a response but they are in crisis mode so there is no time
look for previously preparedplans for suitability and adapt/refine those plans into an executable opord
363
CJCSM 3130.03
"Adaptive Plannign & Execution (APEX) Planning FOrmats & Guidence"
364
RFF
Request for Forces
365
WARNORD
plannign directive to start developing a COA
366
planning directive to start developing a COA
WARNORD
367
PLANORD
provides essential planning guidence before leaders approves a COA
368
provides essential planing guidence before leaders approve a COA
PLANORD
369
ALERTORD
COA approved. DOESN"t authorize execution of that COA
370
COA is approved but the COA is not yet authorized
ALERTORD
371
PTDO
prepare to deploy order
372
EXORD
implement approved CONOPS.
373
who issues EXORD
president/SecDef are the only ones to approve EXORD. that's the implementation approval for CONOPS
374
WARNORD
ALERTORD
EXORD
FRAGORD
Warn = start developing COA
Plan- planning guidnce before leaders approve COA
Alert-COA is approved but not yet authorized
Exord-prez/SecDef signs off
375
FRAGORD
brief/specific directions that alters parts of original orders that have changed
376
brief/specific directions that alters parts of original orders that have changed
FRAGORd
377
brief/specific directions that alters parts of original orders that have changed
FRAGORd
378
PTDO
prepare to deploy
379
joint orders
```
depord
planord
alertord
exeord
frago
warnord
oporder
POTDO
```
380
EXORD
direction to implenent an approved CONOPS
381
directive to implement an approved CONOPS
EXORD
382
what does strategy prioritize
strategy prioritizes resources and actions to achieve future desired conditions
383
CCIR
commander's critical information requirement
384
intel fed to commander
CCIR = commander's critical information requirement
385
what does unity of force mean
unity of force means everyone operates under a single commander
386
everyone operates under a single commander
unity of force
387
economy of force
judicious employment and distribution of forces
388
judicious employment and distribution of forces
economy of force
389
why should you consider frames of reference
planners tend to plan from their own POV but other from different POV
390
what should planners be cognizant of doing
planners tend to plan from their own POV but others from diffent POV
391
LOE
lines of effort
"cause & effect"
to visualize relationships between conditions, campaign objectives, theoritical endstates
392
visualize relationships between conditions/campaign objectives,/theoretical end states
LOE = lines of effort
393
describes the state of hte operating enviornment
conditions
394
conditions
describes the state of hte operating enviornment
395
LOO
lines of operations
396
what must campaign plans have
contingenceis, measurable objectives
397
objectives
clearly defined, measurable, and attainable
398
how does a CCDR measure success
compare to objectives
399
4 timeframes for resources
current year
budget year
porgram year
out...
400
posture plan
CCMD proposal for forces, footprint, and agremment and required and authorized to achieve the command's objectives and to sat conditions for accomplishing assigned mission
401
plans for the theatre
```
TDP = theatre distributino plan
TLO = theatre logistics plan
TLA = theatre logistics analysis
```
402
TDP
theatre distribution plan
detailed theatre mobility and distribution analysis to ensure sufficient capacity planned capability throught the theatre and synchronize distribution planning throughout the entire global distribution
403
TLO
threatre logistics plan
404
TLA
theatre logistics analysis
| detailed country by country analysis of key infrastructure
405
detailed country by country analysis fo key infrastructure
TLA = theatre logistics analysis
406
GCC
assesshoes how strongly US interests are held within their respective areas, how those interests can be threatened and their ability to execute assignem ed missions to protec thtem/achieve US military secueity objectives
407
how should you approach risk
decide what level of risk you are willing to accept
408
what dos CCDR need to identify
identify opportunities to exploit to inflence the situation in a positive direction
409
DDCCT
actions to identify/mitigate sources of instability.
deterring adversaries and mitigate their effects on locals/institutiosn develop approaches that include marginalized groups
*consensus building mechanism, checks/balances, on power, transparency measures
410
what is operatioanl art
cognitive approach to develop efforts by employing ends/ways/means/risks
where are we and where do we want to go
411
what should everyoen do w/regards ot hte OE
create a shared understanding
412
Red Team
independent group that challenges an organization to improve its effectiveness, can aid a CCMD/staff to
- think critically/creatively
- see things from varyhous prespectives
- challenge their thinking
- avoid false mindsets/biases/groupthink
413
characteristics of operational art
```
assessment
experience
intellect
creativity
intuition
educationb
judgement
```
414
tools to understand the strategic enviornment
policies, diplomacy,
415
how to ensure correct interpreation
identify if difference in interpretation
416
what part of ways/ends/means is the operational approach
ways
417
what impact will the US activities have on third parties?
focus on military impact but identify potential political fallour
418
JIPOE prcess
JIPOE process is a comprehensive analytical tool to describe all aspects of hte current OE
419
what do tendencies reflect
tendencies reflect the inclination to think/behave in a certain manner
420
what does defining the problem involve
defining the problem involves understanding of root causes
| citical: determine what needs to be acted on to reconcile the differences between exiting and desired ciditions
421
pro vs cons of assumptions
asumptsions assist in framing approach but should be minimum b/c each adds to risk/probability of errors
422
MOE
measures of effectiveness
423
MOP
measures of perforamance
424
president/secdef approved conditions that must exist in teh OE before a military operation can be concluded
termination criteria
425
termination criteria
president/secdef approved conditions that must exist in the OE before a military operation can be concluded
426
COG
source of power that porvides moral/phgysical strength,freedom of action, will to act.
427
operational reach
distance/duration a joint force can successfully employ military capabilities
428
distance/duration a joint force can successfully employ military capabilities
operational reach
429
LOO
inferior/exterior orientation of hte force in relation to the enemy or that connects activities on
430
point in time and space where the operation can no longer maintain momentum
culmination
431
culmination
point in time and space where the operation can no longer maintain momentum
432
what drives COA development
mission analysis
433
what qualifies as CCIR
what the commander deems to be time critical to decision making
434
constraints
requiremnt that an actuion restrictis freedome of action
| restrictiobn = relles what not to do so action is restricted
435
limit to an action
constraint
436
JPP
orderly analytical set of logical steps to prouce
437
opearational limitations
actions required/prohibited by higher authorities or other restrictions that limit the commander from an action (tells them what not to do)
438
purpose of wargames
test COA.
| representation of conflict in which people make decisions and respond to the consequences of those decisions
439
good way to test COA
wargaming
| representats conflict in which people make deicsions and respond to the consequences of those decisions
440
when is wargaming the most effective
when it contains: people makng decisions, a fair competitive environemnt, adjudicaiton, consequence s of action, iterative
441
cost-effective way to give officers experience
war gaming
442
benefits of war gaming
smarter strategic decisions
faster solutions
strengtions relations
memorable learning
443
escalating a war game by introducing new problems after the scenario has started
"injects" to alter the scenario
444
roles within a war game
```
"cells
white = game facilitators
red - enemy
white-arbitrators/moderators
blue -friendly fire
green-NGO/neutral actors and regioanl partners
```
445
what is the importance of war gaming
it is about decision-making
446
best way to see how your officers make decisions under pressure
war gaming
447
white cell
game facilitators
448
facilitators in war games
white cell
449
red cell
enemy
450
enemy in war games
red cell
451
arbitrators/moderators in war gaming
white cell
452
white cell in war games
arbitrators/moderators
453
friendly forces in war games
blue cell
454
blue cell in war games
friendly forces
455
green cell in war games
NGO/neutral actors an regional partners
456
NGO & neutral actors & regional partners in war games
green cell
457
what is a good way to compare COA
put them through war games
458
what do COA wargames do
COA wargaming is a conscious attempt to visualize flow of operations, strenght/sweakness, adversary capabilities, and possible COA, OE and aspects of OE
459
2 things war gaming does
- gives memorable experience to JO and see how they will perform/decision-make
- compare potential COA
460
COA approach process
1. prepare/present the COA (often does wargaming to test)
2. CDR selects/modifies COA
3. refines teh selected COA
4. prepares commanders estimate
461
what are the needs in the COA decision rbiefings
COA comparisions
COA analysis
wargaming briefs
*includes current state of joint force, JIPOE, and assumptiosn sused in COA development
462
Commander's estimate
concise narrative statue of how they intend to accomplish the mission. includes campaing and contingency
463
centerpiece of OPORD
CONOPS
464
5 paragraph format of directivs/orders
1. situation
2. mission statement
3. execution
4. admin/logistics
5. C3 (command relationsipshiosp succession of command and overall plan for hte community
465
force plannign
activity that identifies all forces needed to accomplish teh CONOPS and effectively phase the forces intot he OA
466
differences between what amatures and professioanls study w/regards to military plannign
amatures study tactics, pros study logistics
467
feasibility analysis
to esnrue mission can be accomplished using available resourcew within the time frame determined by COA
468
KLE
key leader engagement
469
CCMD feedback mechanism
assessment prcess
470
orderly turnover of a plan
transition
471
ISR
intlligence, surveilalnce, reconaissance
472
how are plans updated
FRAGORD
473
benefit of FRAGORD
how plans are updated
474
how do do CCMD use assessment results
assessment results enhance CCMD decision-making to create Key leader envagemnet dialogbue
475
how to vet analyssis
vet analysis through functional expedrts within gthe staff
476
4 important components of assessment
1. are objectives achieved given changes in teh OE and emerging diplomatic/political issues
2. is the current plan still suited to achieve the objective
3. do changes in the OE impose additional risks or provide additional opportuniteis
4. to what degree are the employed reosurces making a difference in the OE
477
tenents of operation assessment
- commander centricity= focused on intel to support decision making
- suport subordinant/lower eshcenlon conversations
- battle rhythm to deliver right intel at right time
- integrates all levels
478
purpose of battle rhythm
battle rhythm to deliver right intel at the right time
479
deliver the right intel at the right time to the right people
battle rhythm
480
operational assessment
- consider mission success criteria
- compare observed OE conditions to desired objectives/end states
- determine effectiveness of allocate drexsources
- determine if desired effectees have been created and whether objectives have been reached
- determien effetiveness of allocated resources
- ID risks/barriers to mission accomplishment
- ID opportuniteis to accelerate mission acocmplishment
481
leaders "come to us..."
leaders come to use if you have a problem but don't let that problem be problematic
482
indicators
specific piecnes of information that infers to conditoin/state/existenc eof something and provides a reliable means to ascertain performance/effectiveness
483
what should indicators be
relevant, obervable, colelctable, responsive, resourced
| 2 types= MOE, MOP
484
IPR
inprocess rev iew
485
what can you do if you have an existing contingency plane that is appropraite
if a contingency plan exists and it is approprate, it may be executed via opord or fragord w/o WARNORD
486
ways
means
ends
ways = determien how
means -= militayr capabilities
ends=acheive objectives
487
daily activities of hte CCMD
CCMD Campaing plan
488
what does the Defense Strategic Review articualrte
articulates a 20yur plan to execute a full reange of mission
489
NMN and JSCP are
are core strategic guidence documents that provides CJCS direction and policy essential to achievement of NNS objhectives
490
integrative planning
synchornzies resources an dintegrates timelines, deicsion matrices, authorities. to link CCMD and strategic partners to achieve strategic objectives
491
joint planning at the strategic level
at the strategic level, joint plannign provides the president and SecDef options w/the best military adice on teh use of the militayr in addressing national interests/achjieving objectives in teh NSS and DSRE
492
Q to ask regarding ends
"What are the national military objectivers?"
493
Q to ask regarding ways
how to accomplish these national military objectives (ends)
494
APEX
integrates the planning activities of JPEC and facilitates the transition from planning to execution
495
4 planning fucntions of APEX
stragebgic
concept
plan development
p[lan assessment
496
what does the BPlan describe
BPLAN describes the CONOPS, major forces,l concepts of support, anticip[atedtimelines for completiion of hte mission
497
Commander's estimate
focuses on porducing miultiople COA to address a contingency
498
ALERTORD
planning directive issued after the directing authority approves a military COA
499
pres/SecDef says "okay, that plan is a go"
EXORD
500
what do campaign plans seek to achieve
campaing plans seek to achieve national objectives by shaping the OE
501
what does LOE represent
LOE represents a route rather than precise timetable of events
502
what drives COA develpotment
the products of missiobn analysis
