Army Doctrine Publication ADP 3-37 Protection August 2012

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Expeditionary Capability and Campaign Quality Close Combat Operations Structure Operations Process The Warfighting Functions Operational Framework The Law of War Rules of Engagement Combined Arms Goal of Unified Land Operations Foundations of Unified Land Operations Decisive Action Offensive Tasks Defensive Tasks Stability Tasks Defense Support of Civil Authority Tasks Army Core Competencies Combined Arms Maneuver Wide Area Security Mission Command Art of Command Science of Control Tenets of Unified Land Operations The Elements of Combat Power The Six Warfighting Functions Movement and Maneuver Organizing Combat Power Force Tailoring Mutual Support Operational Art The Application of Operational Art The Elements of Operational Art End State and Conditions Centers of Gravity Decisive Points Lines of Operations and Lines of Effort Operational Reach Phasing and Transitions The Exercise of Mission Command Mission Command Warfighting Tasks Commander Tasks Staff Tasks Additional Tasks Mission Command System Mission Command Philosophy of Command Principles of Mission Command Degrees of Control Application of the Mission Command Philosophy Command and Support Relationships Chain of Command Combatant Commands Joint Task Forces and Service Components Task Organization General Support Direct Support Close Support Command Relationships Support Relationships Command Posts Key Documents Airspace Control Measures Key Positions and Responsibilities Offense and Defense Decisive Operations Stability Operations Decisive Operations Special Operations Tactical Echelons The Tactical Level of War The Science and Art of Tactics Tactical Mission Tasks Effects on Enemy Forces Actions by Friendly Forces Mission Symbols Mobility and Countermobility Engineer Support Engineer Activities Across the Levels of War Engineer Disciplines Lines of Engineer Support Intelligence Overview The Purpose of Intelligence Threats and Hazards Terrain and Weather Civil Considerations and Social Understanding Intelligence Support to Commanders and Decisionmakers Reconnaissance and Surveillance Route Reconnaissance Zone Reconnaissance Area Reconnaissance Reconnaissance in Force Intelligence Warfighting Function Tasks Characteristics of Effective Intelligence The Intelligence Process Intelligence Process Steps Plan and Direct Intelligence Process Continuing Activities Army Intelligence Capabilities All-Source Intelligence Single-Source Intelligence The Intelligence Disciplines Complementary Intelligence Capabilities Fires Warfighting Function Deliver Fires Conduct Targeting Fires Overview Fires in Support of Unified Land Operations Core Competencies Air Defense Artillery Field Artillery Fires and Joint Principles Fires - Principles and Characteristics Fires in Support Decisive Operations Employment of Fires Air and Missile Defense Employment Field Artillery Employment Fires and Operational Framework Decisive-Shaping-Sustaining Framework Deep-Close-Security Framework Fires Organizations and Key Personnel Strategic Level Fires Organizations and Personnel Operational Level Fires Organizations and Personnel Tactical Level Fires Organizations and Personnel ADA Brigade Fires in the Operations Process The Operations Process Fires and Targeting D3A Fires Planning Air Defense Planning Sustainment Warfighting Function Personnel Services Health Service Support Sustainment Overview Sustainment of Unified Land Operations Strategic Context Joint Interdependence Army Sustainment Responsibilities Army Title 10 Sustainment Requirements Executive Agent EA Lead Service Joint Command for Logistics Generating Forces Operating Forces Intergovernmental and Interagency Coordination Sustainment in Multinational Operations Joint Logistics Sustainment of Decisive Action Theater Opening Theater Closing Freedom of Action Sustainment Preparation Sustainment Execution Transportation Operations Field Services Operational Contract Support General Engineering Support Human Resources Support Financial Management Legal Support Religious Support Band Support Casualty Care Medical Evacuation Medical Logistics Protection Warfighting Function The Role of Protection Protection Integration in the Operations Process Protection Supporting Tasks Supporting Tasks Conduct Operational Area Security App Download.

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Operational Terms And Military Symbols Adrp 1 02 31 August

Apply Filter Remove Filter Categories. Biotics Research A. Biotics Research - A. INR New Replacement W All the latest offers delivered right to your inbox! We Accept. Shipping Methods business days Minimum 10 business days. Central to decisionmaking, critical thinking enables understanding of changing situations, arriving at justifiable conclusions, making good judgments, and learning from experience.

Critical and creative thinking are the basis for the Army Design Methodology to understand, visualize, and describe complex, ill-structured problems and develop approaches to solve them.

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Critical thinking captures the reflection and continuous learning essential to applying Army Design Methodology concepts. Creative thinking involves thinking in innovative ways while capitalizing on imagination, insight, and novel ideas. Critical thinking examines a problem in depth from multiple points of view. This is an important skill for Army leaders—it allows them to influence others and shape organizations. The first and most important step in finding an appropriate solution is to isolate the main problem. Leaders must instill agility and initiative within subordinates by creating a climate that encourages participation and trust.

Identifying and accepting honest mistakes in training makes subordinates more likely to develop initiative. These qualities are necessary in the generating force and the operational Army. Judgment requires the capacity to assess situations shrewdly and to draw rational conclusions. Consistent good judgment enables leaders to form sound opinions and make reliable estimates and sensible decisions.

Leaders acquire experience through trial and error and by observing others.

ADRP Army Doctrine Reference Publication 3-37 Protection August 2012

Learning from others can occur through mentoring and coaching by superiors, peers, and even subordinates see Part Three. Chapter 5 Often, leaders must juggle facts, questionable data, and intuitive feelings to arrive at a quality decision. Good judgment informs the best decision for the situation. It is a key attribute of transforming knowledge into understanding and quality execution. Judgment contributes to an ability to determine possible courses of action and decide what action to take.

Before choosing, leaders consider the consequences. Good judgment includes the ability to assess subordinates, peers, and the enemy for strengths and weaknesses to create appropriate solutions and action. Like mental agility, it is a critical part of problem solving and decisionmaking. Innovation describes the ability to introduce something new when needed or as opportunities exist.


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Innovative leaders tend to be inquisitive and good problem solvers. Being innovative includes creativity in producing original and worthwhile ideas. Leaders should seize such opportunities to think creatively and to innovate. A key concept for creative thinking is developing new ideas and approaches to accomplish missions. Creative thinking uses adaptive approaches drawing from previous circumstances or innovative approaches developing completely new ideas. Leaders think creatively to adapt to new environments.

Mission Command by the Chief of Staff of the Army

Innovative leaders prevent complacency by finding new ways to challenge subordinates with forward-looking approaches and ideas. To be innovators, leaders rely on intuition, experience, knowledge, and input from subordinates.

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Innovative leaders reinforce team building by making everybody responsible for, and stakeholders in, the innovation process. Effectively interacting with others depends on knowing what others perceive. It relies on accepting the character, reactions, and motives of oneself and others. Interpersonal tact combines these skills, along with recognizing diversity and displaying self-control, balance, and stability in situations.

Background, schooling, race, religion, and other factors shape Soldiers and Army Civilians. Personal perspectives vary within societal groups. By acknowledging differences, qualifications, contributions, and potential, Army leaders further strengthen the team effort by creating an environment where subordinates know they are valued for their talents, contributions, and differences.

Army leaders should remain open to cultural diversity; it is unknown how the talents of individuals or groups will contribute to mission accomplishment. They handled command radio traffic in their native language—a unique talent. This significantly contributed to successful operations because the Japanese code breakers could not decipher their messages.

Effective leaders control their emotions. Maintaining self-control inspires calm confidence in the team. Self-control encourages feedback from subordinates that can expand understanding of what is really happening. Self-control in combat is especially important for Army leaders. Leaders who lose their self-control cannot expect those who follow to maintain theirs.

People have hopes, fears, concerns, and dreams. Understanding that emotional energy sparks motivation and endurance is a powerful leadership tool. Intellect Self-control, balance, and stability enable making ethical choices. An ethical leader successfully applies ethical principles to decisionmaking. It is critical for leaders to remain calm under pressure and expend energy on things they can positively influence and not worry about things they cannot. They draw on experience to provide subordinates the proper perspective on unfolding events.

They have a range of attitudes, from relaxed to intense, with which to approach diverse situations. They know how to choose what is appropriate for the circumstances. Balanced leaders know how to convey urgency without throwing the entire organization into chaos. Effective leaders are steady, levelheaded when under pressure and fatigued, and calm in the face of danger. Expertise is the special knowledge and skill developed from experience, training, and education. Domain knowledge is what leaders know about application areas used in their duties and positions. Leaders create and use knowledge in at least four domains.

Tactical knowledge relates to accomplishing a designated objective through military means. Technical knowledge consists of the specialized information associated with a particular function or system. Joint knowledge is an understanding of joint organizations, their procedures, and roles in national defense.

Cultural and geopolitical knowledge is awareness of cultural, geographic, and political differences and sensitivities. Army leaders know fundamentals, tactics, techniques, and procedures TTP. Their tactical knowledge allows them to employ individuals, teams, and organizations effectively with the activities of systems combat multipliers to fight and win engagements and battles or to achieve other objectives. Competent readiness-focused leaders try to replicate actual operational conditions during training to develop tactical knowledge.

Unfortunately, leaders cannot always take the entire unit to the field for full- scale maneuvers. They must achieve maximum readiness by training parts of a scenario or a unit on the ground, while exercising larger echelons with simulations. Fieldcraft describes the skills Soldiers require for self-sustainment during operations. Understanding and excelling at fieldcraft sets conditions for mission success and reduces the likelihood of casualties.

Likewise, Army leaders ensure their Soldiers take care of themselves and provide the means to do so. Leaders gain proficiency in fieldcraft through formal training, study, and practice. They must enforce tactical discipline and ensure Soldiers practice fieldcraft to prevent future casualties. Technical knowledge relates to equipment, weapons, and systems—from individual weapons to systems that give leaders technical means to execute decisive action. Closer to their equipment than organizational and strategic leaders, direct leaders have a greater need to know how it works and how to use it.

Subordinates expect their first-line leaders to be experts in the applicable technical skills.


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They often set an example with a hands-on approach. When new equipment arrives, direct leaders learn how to use it and train their subordinates to do the same.

ADP & ADRP 3-09 “Fires” DOTD Doctrine Division 22 AUG 2012.

Once individuals are trained, teams, and, in turn, units train together. Army leaders know understanding equipment strengths and weaknesses is critical. Leaders need to know what value the equipment has for their operations and how to employ the item. At higher levels, the technical knowledge requirement shifts from understanding how to operate single items to employing entire systems. Higher-level leaders have a responsibility to understand capabilities and the organizational impact. Some organizational and strategic level leaders have general oversight responsibility for new system development.

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