1,721,038 research outputs found
Brigade engineer battalion a leader's guide.
No full textYears of conflict in Iraq and Afghanistan resulted in U.S. Army senior commanders reevaluating the doctrinal roles and responsibilities of combat and construction engineers. Army Doctrine Reference Publication (ADRP) 3.0, Unified Land Operations, maintains combined arms as the application of arms that multiplies Army forces' effectiveness in all operations. The decision to convert the brigade special troops battalion (BSTB) to a brigade combat team (BCT), brigade engineer battalion (BEB), enhances engineer mission support by providing the required engineer mission command and staff, as well as the organizational capability, within all BCT organizations. The BSTB to BEB conversion process is ongoing with active and Army National Guard units. The timeline is expected to run through Fiscal Year (FY) 2018. Observations from initial FY 2014 National Training Center (NTC) rotations identified four common doctrinal areas that needed improvement. This handbook, prepared at the NTC's request, serves as a training support document for converting battalions. It is not an exhaustive how-to guide or standard operating procedure. It was written to function as a rapid reference source or smart book to answer most of the initial questions in the minds of those leaders tasked to reorganize, equip, train, and standup brigade engineer battalions (BEBs), providing just enough substance to familiarize readers with the basic information. The primary source reference for the handbook is Army Techniques Publication 3-34.22, Engineer Operations-Brigade Combat Team and Below. Supplemental references also are cited throughout the handbook and in the References Section for additional information
CALL Insider, July-Aug 2015.
No full textThis edition of the CALL Insider includes descriptions of recent CALL activities, updates from training centers, and other CALL-related news
CALL Insider, May-Jun 2017.
No full textHighlights for this issue of the CALL Insider include two catalogs we produced last month based on topics trending in the Army community. Subterranean Ops and Counter-Weapons of Mass Destruction both provide the user with a compilation of doctrine, handbooks, information papers, after action reports, and historical documents that CALL analysts determined were relevant and would assist Soldiers and unit leaders
CALL Insider, 2nd qtr, FY23.
No full textThis edition of the CALL Insider includes descriptions of recent CALL publications and updates from training centers
CALL Insider, 4th qtr, FY20.
No full textAt CALL, our publications run on a fiscal year schedule, so it seems right that for this 4th quarter 2020 update, I would reflect on how we performed last year. Although the production of hard copy publications did slow due to the challenges of COVID-19, our work in support of capturing and distributing lessons from the response has more than made up for our usual travel/exercise coverage and subsequent work products. In the end, we still delivered more than 25 numbered products to the field, and we are proud of that effort
CALL Insider, 1st qtr, FY23.
No full textThis edition of the CALL Insider includes an update from the National Training Center, descriptions of recent CALL publications, previews of coming publications, and other updates
Military decisionmaking process (MDMP): lessons and best practices.
No full textHistorically, a unit's success is directly related to the ability of the staff to execute the military decisionmaking process (MDMP). Given the increased complexity of today's operational environment and the vast array of mission command systems and processes, integration and synchronization of all activities associated with operations are increasingly difficult. Observations derived from deployed units, as well as from trainers at Combat Training Centers (CTCs) over the past decade, indicate a significant loss of unit ability to conduct a detailed MDMP. This lack of planning expertise results in de-synchronized operations, and could ultimately cost the lives of Soldiers. Both in actual operations and in training at the CTCs, planning time is often extremely limited. In these instances, units often omit steps of the MDMP. Most CTC trainers agree that when time is limited, completely omitting any step of the MDMP is not the solution and often degrades mission success. Combat operations in Iraq and Afghanistan resulted in
the use of non-doctrinal story boards in the planning process. This practice lacks the fidelity necessary to provide the commander with decisionmaking
information he needs, and can lead to a loss of synchronization during operations. The MDMP is a solid model for developing a solution to a problem.
However, if the staff conducting the MDMP is unfamiliar with each of the steps, the process can become very complex, and errors committed early in the process become increasingly problematic as planning continues. The MDMP facilitates interaction among the commander, staff, and subordinate headquarters throughout the operations process. It provides a structure for the staff to work collectively and produce a coordinated plan. During planning, staff members monitor, track, and aggressively seek information important to their functional areas. They assess how this information affects course of action development and apply it to any recommendations they make. There are numerous key doctrinal manuals that address MDMP. This handbook is designed to consolidate much of this doctrine, combined with analysis of observations from recent deployments and CTC rotations, into a single source that is useful to junior leaders as they conduct the MDMP. More detailed study of the MDMP can be accomplished by studying the key doctrinal manuals listed in Chapter 13 of this handbook
Center for Army Lessons Learned services.
No full textThis handbook is a guide to the products and services of the Center for Army Lessons Learned (CALL) and provides a functional overview of the various CALL divisions and elements. CALL collects, analyzes, disseminates, integrates, and archives Army, Joint, and interagency lessons and best practices to support the unified land operations of the U.S. and U.S. coalition partners and allies. CALL succeeds when Soldiers and leaders survive because of what they learned today based on what happened yesterday and when lessons and best practices become integrated in training and doctrine development and military education. U.S. Army Soldiers are committed to keep the peace, deter aggression, fight wars, and, when necessary, assist in providing humanitarian assistance to nations around the globe. As the Army continues to transform to a modular force, it will provide more cohesive, agile, and tailorable combat-ready formations for the execution of these missions. Given the Army's high operations tempo and the rapid pace of change, lessons learned, perhaps more than at any other time in the history of the Army, assume maximum importance in terms of mission success, while simultaneously safeguarding the lives of Soldiers. By integrating lessons learned into the operational and institutional Army, we can continue to meet the serious asymmetric challenges posed by international terrorism and its supporters
Center for Army Lessons Learned
No full textThis paper is an instructional case that describes how the Center for Army Lessons Learned (CALL) has developed a unique, institutionalised knowledge application process. The paper highlights several issues related to knowledge application, including the collection, distillation, and dissemination of knowledge, the role of subject experts in the knowledge application process, and how technology facilitates knowledge application. Interested readers can contact the lead author for a list of questions and suggested answers intended for teaching the process of knowledge application to graduate students.</p
Command Sergeant Majors' perspective : insights from CSM Todd Sims, Command Sergeant Major, 101st Airborne Division (Air Assualt) and Operation Resolute Support.
No full textThis News from the Front, a Center for Army Lessons Learned (CALL) publication, highlights Command Sergeant Major (CSM) Todd Sims’ insights and observations during his deployment in support of Operation FREEDOM’S SENTINEL and the North Atlantic Treaty Organization (NATO)-led RESOLUTE SUPPORT mission. The interview and unit information is provided solely by the CSM of the 101st Airborne Division (Air Assault) at Bagram Airfield, Afghanistan on 2 December 2018
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