Quiz 1 Flashcards
(171 cards)
1
Q
list some (written) communication skills fro leaders
A
- recommendation/conclusion BLUF - in the 1st or second paragraph
- active voice
- short sentences (average 15 +/- words)
- use short words (3 syllables or less)
- avoid more than 10 sentences per paragraph
- spelling, grammar and punctuation
- use I, you and We rather than this office, this hq etc
2
Q
what are the fundamentals of writing?
A
SOCS: (writing socs)
- Substance
- Style
- Organization
- Correctness
3
Q
what are the steps in the writing process?
A
Pre-writing Drafting Revising Editing Publishing
4
Q
how do the fundamentals of writing relate to the steps of the writing process?
A
substance and style
- pre-writing
- drafting
- revising
organization and correctness
- editing
- publishing
5
Q
what is the army standard for the elements/fundamentals of writing? (SOCS)
A
Substance and style: transmits a clear message in a single rapid read
organization and correctness: generally free of errors in grammar, spelling and other mechanical devices used
6
Q
what are the types of briefings?
A
DIMS
- Decision
- Information
- Mission
- Staff
7
Q
what is the purpose of each type of briefing?
A
Decision - give info to assist a leader in a decision (coa 1 vs coa 2)
information - overview of something (S2 brief)
Mission: informal brief that elaborate on mission, operations, training (ramp brief)
staff - inform the CDR and staff of the current situation in order to coordinate and synchronize effort (command and staff)
8
Q
what are the steps of briefing?
A
plan
prepare
execute
assess
with a focus on continually assessing
9
Q
briefing steps: Plan
A
analyze the situation and prepare a briefing outline
10
Q
briefing steps: prepare
A
collect information and construct the briefing
11
Q
briefing steps: execute
A
deliver the briefing
12
Q
briefing steps: assess
A
follow up as required
13
Q
how do you generate effective feedback?
A
Ask for it
open mind - feedback is not a “gotcha” method of communication
follow up - on feedback you give and that you get
constructive feedback - provide ways to implement suggestions
14
Q
how do the steps of briefing relate to the steps of the writing process?
A
Plan and Prepare:
- pre-writing
- drafting
- revising
- editing
execute and asses
- publishing
15
Q
what are the elements of the army leadership requirements model?
A
Attributes and competencies
16
Q
army leadership requirements model:
- what are the attributes?
A
character
Presence
Intellect
17
Q
army leadership requirements model:
- what are the competencies?
A
leads
develops
achieves
18
Q
army leadership requirements model:
explain character
A
character: of of the attributes
- live the army values
- empathy
- warrior ethos
- service
- discipline
19
Q
army leadership requirements model:
explain presence
A
presence: of of the attributes
- military and professional bearing
- fitness
- confidence
- resilience
20
Q
army leadership requirements model:
explain intellect
A
intellect: of of the attributes
- agility
- sound judgment
- innovation
- interpersonal tact
- expertise
21
Q
army leadership requirements model:
explain Leads
A
Leads: one of the competencies
- lead others
- build trust
- influence beyond COC
- communicates
22
Q
army leadership requirements model:
explain develops
A
develops: one of the competencies
- create positive environment
- foster esprit de corps
- prepare self
- develop others
- steward the profession
23
Q
army leadership requirements model:
explain achieves
A
achieves: one of the competencies
- gets results
24
Q
define leader development:
A
deliberate, continuous, sequential and progressive process, grounded in Army values that grows Soldiers and Civilians into competent and confident leaders capable of decisive action
key elements
- continuous process with steps
- core is army values
- purpose is to develop other leaders
- end state is leaders who are capable of decisive action
25
what are the elements of the army leader development program?
operational
institutional
self development
- self awareness
26
army leader development model:
| - goal of operational domain
provide leader development assignment
provide adequate training opportunities
assign based on leader development priorities
focus:
Training > Experience > Education
27
army leader development model:
| - goal of institutional domain
school should train leaders in critical tasks
develop leaders from perspective o the entire Army
produce high quality products
focus:
Education > Experience > Training
28
army leader development model:
| - goal of self development domain
support operational and institutional assignment and bridge gaps
Focus:
Experience > Education > Training
29
elements of self awareness?
capability, opportunity, motivation
30
army leader development model
| - what is the main focus of each of the domains?
operational: training
institutional: education
self-development: experience
31
define mission command
mission command is an approach to command and control that empowers subordinate decision making and decentralized execution appropriate to the situation
32
define command an control:
exercise of authority and direction by a properly designated commander over assigned and attached forces in the accomplishment of mission
- fundamental to all operations
33
what dose Command and Control enable the commander to do?
synchronize and converge all elements of combat power
34
what are the 7 principals that guide mission command?
1. competence
2. mutual trust
3. shared understanding
4. commanders intent
5. mission orders
6. disciplined initiative
7. risk acceptance
remember in order to have successful mission command you must have competent personnel with mutual trust and shard understanding of the commanders intent as portrayed through mission orders, allowing for disciplined initiative - this will give the CDR the ability to accept appropriate risk
35
what are the elements of the commanders intent?
key tasks
purpose
end state
36
how are mission orders published?
OPORD: SGM eats sugar cookies
- situation
- mission
- execution
- service and support
- command and signal
37
attributes of intellect
mental agility - creative thinking
sound judgment - critical thinking
innovation - creative thinking
38
critical vs creative thinking
critical thinking is analyzing a problem
creative thinking is coming up with new and innovative ways to solve a problem
39
attributes of intellect
| - mental agility
- flexibility of mind - ability to break habitual thought patterns
- anticipating or adapting to uncertain or changing situations - thinking through outcomes when current decisions or actions are not producing desired effects
- ability to apply multiple perspectives and approaches
40
attributes of intellect
| - sound judgment
- capacity to assess situation and draw ethical conclusions
- tendency to form sound opinions, make sensible decisions and reliable guesses
- ability to assess strengths and weakness of subordinates, peers and enemies to create appropriate solutions and actions
41
attributes of intellect
| - innovation
- ability to introduce new ideas based on opportunities or challenging circumstances
- creativity in producing ideas and objects that are both novel and appropriate
42
what are the 5 warfighting functions?
1. movement and maneuver
2. intelligence
3. fires
4. sustainment
5. protection
6. command and control
43
warfighting functions
| - movement and maneuver
move and employ forces to achieve a position of relative advantage over the enemy and other threats
44
warfighting functions
| - intelligence
facilitate understanding the enemy, terrain, weather, civil considerations and other significant aspects of the OE
45
warfighting functions
| - fires
create and converge effects in all domains against the adversary or enemy to enable operations across the range of military operatiosn
46
warfighting functions
| - sustainment
provide support and services to ensure freedom of action, extended operation reach and prolong endurance
47
warfighting functions
| - protection
preserve the force so the commander can apply max combat power to accomplish the mission
48
warfighting functions
| - command and control
enables commanders to synchronize and converge all elements of combat power
49
command and control warfighting function tasks
command forces
control operations
drive the operations process
establish the command and control system
- commanders must command IOT control operations, they do this by driving the operations process and establishing a CC system
50
how do commanders drive the operations process?
plan, prepare, execute (assess always)
Understand - visualize - describe - direct
- commanders must first understand the OE, problems etc, then be able to visualize the situation, approach and endstate. this allows them to describe the commanders intent and provide planning guidance during the op they must direct through operations orders and at key decision points
51
definition of critical and creative thinking
critical thinking: LOGICAL thought process that aims to find facts, to think through issues, and analyze problems
- examines a problem in depth from multiple points of view
creative thinking: thinking in INNOVATIVE ways while capitalizing on imagination, insight and novel ideas
52
7 steps of MDMP
1. receive the mission
2. mission analysis
3. COA development
4. COA analysis
5. COA comparison
6. COA approval
7. Orders production
53
which steps of MDMP are critical, what about creative? what is left?
critical:
1. receipt of mission
2. mission analysis
creative:
3. COA development
4. COA analysis
5. COA comparison
what's left?
6. COA approval - someone else's decision
7. orders production - task focused
54
what are the essential dimensions of critical thinking?
1. intellectual standards
2. intellectual traits
3. elements of thought/reason
55
essential dimensions of critical thinking
| - intellectual standards
```
clarity
accuracy
precision
relevance
depth
breadth
logic
significance
fairness
```
56
essential dimensions of critical thinking
| - intellectual traits
```
humility
courage
empathy
integrity
perseverance
confidence in reason
fair-minded
autonomy
```
57
what is a practical tool to enhance creative thinking?
```
brainstorming
outside the box thinking
red-teaming (play the bad guy)
what if?
post mortem analysis
```
58
what are the pitfalls in thinking?
```
heuristic-related bias (mental shortcuts)
- availability
- representative
- anchoring
logical fallacies
- attacking the person (rather than idea)
- false dichotomy
- false cause
- appeal to the masses
```
59
how to lead change in organizations?
```
function as an agent of change
encourage subordinates to exercise initiative
```
60
how to develop learning organization?
support the concept of life long learning
develop self awareness
learn from mistakes
61
how to develop subordinate leaders?
counsel (leader)
coach (assigned person to help develop)
mentor (3rd party who can help you develop)
62
programs that help manage company sized organizations?
military justice
- no action is still action, non-punitive/admin action, nonjudicial punishment (article 15), judicial action (courts martial)
property management
- command supply discipline program (CSDP)
maintenance operations
- command maintenance discipline program (CMDP)
soldier and family readiness groups
- formerly known as FRG
63
what is CSDP?
command supply discipline program
directed at ensuring compliance with HQ, DA supply policies and procedures
- responsibilities of the commander to instill supply discipline in their operations
64
how is CDSP enforced?
```
leadership
command emphasis
training
administrative measures
disciplinary measures
```
65
what is CMDP?
command maintenance discipline program
primary purpose is to standardize maintenance discipline through the Army and simplify command, supervisory and managerial responsibilities
66
how is CMDP conducted?
- focuses commanders, directors and supervisory s on maintenance management
- tool to evaluate unit maintenance programs on a day-to-day basis
- emphasis on identifying and resolving systemic problems
- focuses on combat readiness and sustainability
- on the spot training and assistance is highly encouraged
67
what is the purpose of the SFRG (FRG)
purpose is to provide mutual support and network of communication among family members, CC and community resources
68
what is the SFRG?
Soldier and Family Readiness Group
command-sponsored organization of Soldiers, civilian employees, family members and volunteers belonging to a unit
- provide feedback to the command on the state of the unit "family"
69
mission essential tasks of the SFRG?
- conduct SFTG member meetings
- staff and committee meetings
- pub and distribution of newsletters update family rosters and alert rosters
- education briefings
70
what are the roles in the SFRG?
Commander
- Soldiers
- SFRG Leaders
- > SFRG treasurer
- >key callers (activate alert roster)
- -> SFRG members
- SFRG Liaison (civilian or Soldier)
71
what are the types of SFRG funds? - also remember talk to JAG and the treasure before deciding to spend anything
APF: appropriated funds (annual, based on headcount)
NAF: non-appropriated funds
supplemental mission funds
informal funds
authorized uses:
unofficial FRG newsletters, volunteer recognition, food/drink for FRG, social activities (no balls or functions)
72
elements of military justice that are vital for a commander to know
- when to call JAG
- UCMG authority and jurisdiction
- courts martial system
- typical courts martial process
- Soldiers rights
- non-judicial punishment
73
military justice
| - options for disposition of offenses
- no action/dismissal
- non-punitive/adverse administrative active
- non-judicial punishment (article 15)
- judicial action (courts martial)
74
what is the goal of the awards system
to recognize excellence and motivate
75
what form is for awards? when do you need one?
DA 638 for Soldiers
- required for decorations and badges
- not required for service medals and ribbons
DA 1256 for civilians
76
awards policies
da 638 or permanent orders for decorations and badges
- not for service medals and ribbons
anyone can recommend someone for an award
based on performance not grade
awards are revoked by awarding authority - announced via permanent orders
77
types of awards
```
decorations
good conduct medal
service medals
service ribbons
badges and tabs
certificates and letters
unit awards
```
78
BSM vs MSM
BSM: bronze star medal - combat conditions
MSM: meritorious service medal - non combat conditions
- you cannot add a "c" on MSM
79
approval authority for awards?
LOM - MG and above
MSM/BSM - BG and above
ARCOM - col and above
AAM - LTC and above
80
what is a purple heart?
awarded to those wounded/killed in combat
physical lesion is not required - however "wound" must have been treated by medical officer and records must be made matter of official record
81
key elements for award writing
stylistically awards are less "stringent" than evaluations
only ONE achievement needed for impact award
achievements should be QUANTifiable
same achievement cannot be used in 2 awards
follow unit guidelines or template
82
what is an interim award?
given when awaiting final approval on recommendation for their award
i.e. soldier is PCSing and want to give an award while official award is pending - interim award would be revoked when award is finalized
83
elements of establishing and exerting influence
```
formal and informal leadership
compliance and commitment
influence
extended influence beyond COC
purpose, direction and motivation
rewards and punishments
```
84
what is formal leadership?
granted to individuals by virtue of assignment to positions of responsibility according to their rank/experience
85
what is informal leadership?
found throughout organizations and plays an important role in mission accomplishment
- not based on rank
- stems from personal initiative, special knowledge, unique experiences or technical expertise specific to an individual or team
86
compliance
focused influence is based primarily on the leaders authority
- appropriate for short term, immediate requirements and for situations where little risk can be tolerated
87
commitment
focused influence generally produces longer lasting and broader effects
- reaches deeper requires changing attitudes, beliefs and behavior
88
methods of influence
```
pressure
participation
legitimating
exchange
personal appeals
collaboration
rational persuasion
apprising
inspirational appeals
```
89
what is required to extend influence beyond the CoC?
building trust outside lines of authority
understanding the sphere, means, and limits of influence
negotiating, building consensus and resolving conflicts
90
leaders should provide purpose, direction and motivation - what are these?
purpose: reason to achieve a desired outcome
direction: how a goal, task or mission is to be achieved
motivation: supplies the will and initiative to do what is necessary to accomplish the mission
91
elements of rewards and punishments
positive reinforcement: can enhance motivation
corrective measures: immediate need to DC dangerous or otherwise undesirable behavior
- sends a clear message about expectations of behavior and the consequences of violating these
92
if you administer punishment's you must do it fairly - why?
otherwise it leads to resentment
93
what is "the Army Profession"?
a vocation of Soldiers and DAC whose collective expertise is the ethical design of, support to and application of LAND POWER; serving under civilian authority and entrusted to defend the constitutional nd the rights and interest of the American people
key elements:
Army - application of LAND POWER
Serves: under civilian authority
defend the constitution AND the rights/interest of the people
94
what must a leader do to BE, KNOW, DO?
leaders internalize the roles, responsibilities and actions they understand of a leader to BE, KNOW, DO
95
describe the armys framework for character development (there is a graphic)
trusted army professional with character, competence and commitment is central
surrounding it is the army leader development strategy IAW the Army ethic
the following are interdepenent and mutually supporting toward this goal
- army as an institution (culture)
- individual (identity)
- army organizations (climate)
96
according to the Army Leader Development Strategy IAW the Army Ethic:
what is the Army as an Institution and what are the Strategic leader responsibilities ?
Culture - big picture, think army culture, American culture etc - large element that isnt quick to change
- recruiting
- policies/regulations
- concepts/doctrine
- programs/systems
- force structure
- infrastructure
- budget
97
according to the Army Leader Development Strategy IAW the Army Ethic:
what are Army Organizations and what are the organization leader responsibilities?
climate - small picture, think local agency (team, company, battalion etc) over a 2-3 year time
- education
- training
- experience
- certification
- readiness
- mission
98
according to the Army Leader Development Strategy IAW the Army Ethic:
what are the individual elements and the direct leader/follower responsibilities?
Identity
- uphold the army ethic
- self-development
- lifelong learning
- coach-counsel-mentor
- ready and resilient
- soldier for life
99
army values
```
LDRSHIP
loyalty
duty
respect
selfless service
honor
integrity
personal courage
```
100
contrast Army Culture and Unit Climate
Army Culture:
- how we do things
- deeply embedded and enduring
- long held beliefs and customs
- shared attitudes, values, goals and practices of the larger profession
- environment of the Army as a profession
Unit Climate:
- how members feel about the unit
- can change quickly
- short term
- shared perceptions and attitudes of the unit, driven by observed policies and practices reflecting the leaders character
- the environment of the unit
101
ethical reasoning application process
broken into thinking and motivation
| recognize conflict -> evaluate the options -> commit to a decision -> ACT on decision
102
application of ethical reasoning
| - which are the thinking actions?
recognize conflict
| evaluate the options
103
application of ethical reasoning
| - which are the motivation actions?
commit to a decision
| ACT
104
application of ethical reasoning
| - explain "recognize the conflict"
acknowledging that an ethical conflict exists, defining it and identifying the conflicting virtues, rules, outcomes etc
105
application of ethical reasoning
| - explain "evaluate the options"
evaluate the possible COA using ethical lenses
- virtues
- rules
- outcomes
106
application of ethical reasoning
| - explain "commit to a decision"
choosing and committing to the best ethical COA
107
application of ethical reasoning
| - explain "ACT"
acting on your ethical decision
108
what are the domains of development?
institutional
operational
self-development
109
what are the types of developmental counseling
event oriented counseling - a specific event or situation
| performance and professional growth counseling
110
examples of an event oriented counseling
```
initial counseling
crisis
referral
promotion
separation
reception
```
111
what are performance and professional growth counseling
performance:
- evaluating what has happened in the past month
professional growth:
- help subordinate envision and achieve their personal and professional goals
112
what is the 4 stage counseling process?
stage 1: id the need for counseling
stage 2: prepare for counseling
stage 3: conduct counseling
stage 4: follow up
first you must "need" a counseling, then you had better prepare for it, next you conduct the counseling. finally you have to f/u or there was no point in counseling
113
when do you have to do an initial counseling? what is the purpose?
within 30 days
| it should set expectations - this should be a 2 way conversation (but not a debate or haggling)
114
what is the difference between the OER and support form (why each is conducted)
OER: assess performance and potential
support form: counseling tool - set standards and expectations
115
who is the "rater"
immediate supervisor the rated Soldier
normally senior in grade or DOR
- can be position - i/e. commander can rate someone senior in DOR
116
intermediate rater designation and when is it used?
used for specialty branches (AMEDD, Chaplin, JAG)
when
- the level of technical supervision
- in dual supervisory stations
- when the logical senior rater does not meet senior rater requirements
117
what are the senior rater requirements by rank?
CPT: MAJ(P)/LTC
CPT(P) - MAJ: LTC(P)/COL
MAJ(P)-LTC: LTC(P)COL
118
intermediate rater and senior rater time requirements?
must have served in capacity for 60+ days
119
when is an OER support form required?
COL and below
120
and OER should ___ and ___ performance
quantify and qualify performance
121
what should raters and senior raters comment on in their narrative comments?
SHOULD comment on rated officers ability to execute MISSION COMMAND in their narrative comments
122
rater box check options and their definitions
excels: results far surpass expectations
proficient: consistently produces quality results
capable: meets requirements of position an additional duties
123
senior rater box check
MQ - limited to 49%
| - example 1 of the first 4 can be MQ
124
senior rater assessment should include
peer comparison
promotion and potential
command assignment
school
125
rater assesses? senior rater assesses?
rater = quantifiable performance
| senior rater = potential (3-5 years)
126
what is a referred report?
sharp/eo, height and weight failures etc
rated officer responsible for acknowledging the SR's referral
SR must set reasonable suspense date and submit all paperwork to HQDA
127
purpose of the army evaluation system?
to identify the Army's best performers adn those with the greatest potential
- requires candor and courage - frank and accurate assessment
- leaders must guard against "word inflation"
128
___ is the overall care-taker of all personnel systems?
commander is the overall care-taker of all personnel systems
129
what is the "role of the rater"?
- develop a rating philosophy and communicate to the rated officer
- clearly and concisely communicate most significant achievements
- focus on narrative comments and performance
130
leadership requirements model attributes and competencies
attributes:
- character
- presence
- intellect
competencies
- leads
- develops
- achieves
131
leadership requirements model - attributes
| - character
army values
empathy
warrior ethos/service ethos
discipline
132
leadership requirements model - attributes
| - presence
military bearing
fitness
confidence
resilience
133
leadership requirements model - attributes
| - intellect
```
mental agility
sound judgment
innovation
interpersonal tact
expertise
```
134
leadership requirements model - competencies
| - Leads
```
leads others
builds trust
extends influence beyond COC
leads by example
communicates
```
135
leadership requirements model - competencies
| - develops
creates positive environment
fosters esprit de corps
develops others
stewards the profession
136
leadership requirements model - competencies
| - achieves
gets results
137
NCOER Rating chains
MUST
- established at the beginning of the rating period
- correspond as nearly as practible to the CoC
not authorized
- eval by pax not w/in their supervison
- pooling
138
NCOER rater requirements
immediate supervisor
min 90 days
SGT or above and senior to the rated NCO by grade or DOR
139
NCOER senior rater requirements
immediate supervisor of the rater
direct line of supervision
min 60 days
senior to the rater by grade or DOR
140
do NCOERS have interim raters?
no
141
who must have an NCOER support form?
all NCO's CPL-CSM
142
when is a NCOER support form required?
initial face to face counseling w/in 30 days of:
- rating period
- latera appointment to CPL
- promotion to SGT
143
DA form 2166-9-1
```
for SGT (direct)
focuses on proficiency and is developmental in nature
unconstrained SR box check
```
144
DA form 2166-9-2
SSG-1SG/MSG
focuses on organizational systems and processes
SR profile MQ = 24 percent
- Silver bullet - only 1 of the first 8 reports may be MQ
145
DA form 2166-9-3
CSM/SGM
focuses on large organizations and strategic initiatives
unconstrained rater tendencies
SR profile MQ = 24 percent
- Silver bullet - only 1 of the first 8 reports may be MQ
146
do NCOERs have referred report?
NO - can do a relief for cause however
147
what is mission command?
mission command is an APPROACH
- army's approach to command and control that empowers subordinates decision making and decentralized execution appropriate to the situation
148
Command and Control is:
fundamental to all operations
- command and control is the exercise of authority and direction by a properly designated CDR over assigned and attached forces in the accomplishment of the mission
a warfighting function
- the command and control warfighting function is the related tasks and a system that enable commanders to synchronize and converge all elements of combat power
149
what is the mission command approach
subordinate decision making - delegation
decentralized execution
levels of control (as appropriate in each setting)
150
decentralized execution is:
essential to seizing, retaining, and exploiting the operational initiative
151
considerations in the mission command approach?
```
situation
unit cohesion
level of training
level of trust
shared understanding
ROE
required decision
appropriate to science of war vs art of war
```
152
principals of mission command?
```
competence
mutual trust
shared understanding
commander's intent
mission orders
disciplined initiative
risk acceptance
```
153
mission command principals:
| - competence
- competent commanders, subordinates and teams are the basis of effective MC
- training and education -> experiences -> professional competence
- continuous self-development supplements training and education
154
mission command principals:
| - mutual trust
shared confidence among commanders, subordinates and partners
- comes from experience and training
developed by CDR
subordinates are willing to exercise more initiative when believe CDR trusts them
155
mission command principals:
| - shared understanding
shared understanding and purpose form the basis for unity of effort and trust
includes
- operational environment
- operations purpose
- problems and approaches to them
156
mission command principals:
| - commanders intent
purpose of the operation
key tasks
desired end state
- should nest with higher command intent
- helps subordinates operate w/o further instruction when shit goes sideways
157
mission command principals:
| - mission orders
assign tasks, resources and broad guidance
| - generally pushed in the 5 paragraph OPORT format
158
per FM 100-5 an OPORD should:
contain everything that the subordinate must know to carry out his mission but nothing more...
159
mission command principals:
| - disciplined initiative
create opportunity by taking action to develop the situation
w/in the limits of the commanders intent
allows Soldiers to take action when orders no longer fit
160
mission command principals:
| - risk acceptance
deliberate exposure to potential injury or loss when the commander judges the outcome in terms of mission accomplishment as worth the cost
161
what are the attributes of intellect?
mental agility, sound judgment, and innovation
162
what are the warfighting functions?
```
movement and maneuver
intelligence
fires
sustainment
protection
```
163
warfighting functions
| - movement and maneuver
think Infantry and Armor:
| employ forces to achieve a position of relative advantage over the enemy and other threats
164
warfighting functions:
| - intelligence
think MI or S2:
| facilitate understanding of the enemy, terrain, weather, civil considerations and other aspects of the OE
165
warfighting function:
| - fires
think FA and ADA:
- create and converge effects in all domains against the adversary or enemy to enable ops across the range of military operations
166
warfighting functions:
| - sustainment
Logistics, HR, Finance, Medical:
| - support and services to ensure freedom of action, extended operational reach and prolong endurance
167
warfighting function:
| - protection
think CBRN, MP, and again medical
| - preserve the force so the commander can apply max combat power to accomplish the mission
168
what is C2?
command and control
169
what are the C2 tasks?
command forces
control operations
drive the Operations process
establish C2 system
170
what are the C2 systems?
people
processes
networks
command posts
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how does C2 integrate in the warfighting functions?
C2 is central to the warfighting functions controlling and supporting them while they work together using the command principals to form all elements of combat power
