F102 Question: The F102RA Student Reading describes the process the Army uses to identify and develop actual capabilities to address strategic requirements. The F102RB reading [TRADOC Pamphlet 525-3-1 The US Army Operating Concept extracts] describes the Army’s concept to meet the demands of the future strategic environment in 2025 and beyond.
Using the required capabilities listed in appendix B-2 of the F102RB reading, justify which capability is the highest priority for the Army to win in a complex world.
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As part of your answer, justify why efforts to address the particular capability are required, and provide an example of a specific new or improved capability that the Army should develop as part of addressing the challenge. Describe impacts for at least two DOTMLPF-P domains in the capability recommendation.
An army is a constitution of several individuals with different skillsets brought together by one agenda; to protect the sovereignty of the land and its people from threats both foreign and domestic. Although the armed forces are generally considered a sword for an attack, its primary function is to act as a shield. It is, therefore, more preferred if a conflict can be avoided at all costs in the commitment of its mandate. It is however imperative to know that threats to a country and its people are bound to be endless and as such the best form of protection would be anticipating them before their occurrence and intervening to ensure zero or minimal loses. To maintain an advantage over their opponents, it is essential that an army possesses initiative. Initiative is the most critical capability that an army should possess if it is to win in this complex world.
Initiative refers to the assessment of a tactical or operational situation for action in the dictation of the specific terms of operation 1 . Initiative is the most crucial capability that any army is supposed to possess for many reasons. First, this is because initiative boosts productivity. This is because the commanders in this army accept prudent risks and take action 1 . Although risk-taking means that there is a chance of failure, in the event of success it provides the very much needed advantage that can win wars. Additionally, in a system where leadership is by example, the actions of the commanders motivate their subordinates to grab opportunities that might grant the army combat advantage. Secondly, an army that possesses initiative is capable of incapacitating effective response and counter attacks from hostile forces and other adversaries 1 . This is because in an army with initiative every soldier is encouraged continuously to have foresight and given the power to react accordingly thereby making it easy to anticipate the moves of the opposition and counter them quickly and early. An army with initiative thus possesses impressive flexibility and unpredictability because of the collective input of everyone in the army in specific degrees of decision-making as compared to a select few.
Initiative is a great character to have in leaders. An army with initiative is bound to have better leaders and a great mentorship program which will help with the leadership and education of the troops. Secondly, in an army that possesses initiative, everyone on the force is motivated and driven towards the attainment of the goal which makes them easy to lead and command. It is for this reason and those aforementioned that initiative is the most critical capability that an army ought to possess to ensure victory. An army consists of different individuals with different backgrounds brought together for a singular purpose. Initiative helps to instill self-motivation among the troops making them easier to command, building loyalty, and ultimately granting the army combat advantage over its adversaries.
2. F103 Question: Within the force development process, Phase 3 is developing organizational models. Phase 4 is determining organizational authorizations. Phase 5 is documenting organizational authorizations.
Using the F103RB reading [Feb. 24, 2012 - Gen. Odierno AUSA Winter Symposium], argue which force development phase (choose one – Phase 3, 4, or 5) is most impacted and why/how.
For the smooth running of any given organization, the right organizational model is paramount. The development of organizational models is the third phase in the army force development process. This is the point where the army moves from a previously approved general design to a more detailed model that meets the identified organizational capabilities gap 2 . This phase is the point at which the army doctrinal and operational-based realities are applied to the concepts developed in the first and second phases. This is the most important phase as it is the point at which all the limitations of the concepts are patched. The third phase is the correction phase after the test runs that are the first and second phase. It is for this reason that the third phase is the most important aspect of the army force development process.
The third phase is the most important phase because the phase is the point where organizational capabilities are dealt with. The building of the organizational model of the army considers the army’s capabilities which directly determine the success of the army. This is the phase where the model is made to fit the capabilities of the army to ensure efficiency in the performance of its mandate. Additionally, this is the phase where the army’s doctrinal and operational-based realities are applied to the model for finalization. This means that the possibility of the amendment of the model after it passes this phase to include anything else is virtually impossible thus making it extremely important in the army force development process.
Finally, the fact that this is the point where the ultimate TOE is approved makes it an extremely sensitive phase and of importance. The TOE acts as the model for authorization documents thereby making this phase extremely important. Additionally, the TOE which is finally approved at this phase of the army force development process also explicitly prescribes the doctrinal wartime mission, organizational structure, personnel, and equipment requirements for a military unit. The Toe also apprehends personnel and facilities need as accurately as possible.
Works Cited
Sullivan. "Authorization Documents." In Army Force Management Course , by US Army. Fort Belvoir: Army Force Management School (2014).
The US Army Operating Concept extracts. TRADOC Pamphlet 525-3-1. (n.d)
