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Final Study Guide

by: Nicole Goodfliesh

Final Study Guide M Sci 101

Nicole Goodfliesh
GPA 3.7

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This is everything you could possibly need to know from the midterm until now!
Military Science 101
Major Figer
Study Guide
msci101, Leadership, army, rotc
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This 39 page Study Guide was uploaded by Nicole Goodfliesh on Saturday December 12, 2015. The Study Guide belongs to M Sci 101 at University of Washington taught by Major Figer in Fall 2015. Since its upload, it has received 29 views. For similar materials see Military Science 101 in Military Science at University of Washington.


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Date Created: 12/12/15
MSCI 101 1 Final Study Guide Brigade Combat Teams Heavy: A single type of heavy brigade replaces the armored, mechanized, and balanced brigades of the heavy divisions, and the separate tank and mechanized brigades and armored cavalry regiments of the corps. These HBCTs field tanks and mechanized infantry within standardized combined arms maneuver battalions Infantry: As the light force, all IBCTs are uniform in design, replacing the specialized brigades of the airborne, air assault, and light infantry divisions. Though their training suits them for particular infantry missions, their standard organization facilitates their training, employment, leader development, and logistics. Stryker: The third brigade organization is the newly fielded SBCT, a lightly armored, motorized, infantry brigade. MSCI 101 2 Final Study Guide MSCI 101 3 Final Study Guide Brigade Combat Team Symbols Basic Military Map Symbols Antiaircraft Artillery Armored Command Army Air Forces Artillery, except Antiaircraft and Coast Artillery MSCI 101 4 Final Study Guide Cavalry, Horse Cavalry, Mechanized Chemical Warfare Service Coast Artillery Engineers Infantry Infantry, Mechanized MI Intelligence Medical Corps Ordnance Department Quartermaster Corps Signal Corps Tank Destroyer Transportation Corps MSCI 101 5 Final Study Guide Veterinary Corps Airborne units are designated by combining a gull wing symbol with the arm or service symbol: Airborne Artillery Airborne Infantry Size Symbols The following symbols placed either in boundary lines or above the rectangle, triangle, or circle inclosing the identifying arm or service symbol indicate the size of military organization: Squad Section Platoon Company, troop, battery, Air Force flight Battalion, cavalry squadron, or Air Force squadron Regiment or group; combat team (with abbreviation CT following identifying numeral) Brigade, Combat Command of Armored Division, or Air Force Wing Division or Command of an Air Force MSCI 101 6 Final Study Guide Corps or Air Force Army Group of Armies Examples The letter or number to the left of the symbol indicates the unit designation; that to the right, the designation of the parent unit to which it belongs Letters or numbers above or below boundary lines designate the units separated by the lines Company A, 137th Infantry 8th Field Artillery Battalion Combat Command A, 1st Armored Division Observation Post, 23d Infantry Command Post, 5th Infantry Division Boundary between 137th and 138th Infantry Weapons Machine gun Gun Gun battery MSCI 101 7 Final Study Guide Howitzer or Mortar Tank Self-propelled gun ROTC eBook: Leadership- Army Leadership (11/2/2015) *Also in other study guide 1. Fundamentals of Leadership a. Leadership Defined i. Leadership: The process of influencing people by providing purpose, direction, and motivation to accomplish a mission and improve the organization. b. Influencing People i. Influencing is getting people, military and civilian, governmental and non-governmental partners, or even bystanders such as a local populace, to do what is required. c. Providing Purpose i. By providing purpose, you enable your Soldiers to see the underlying rationale for a mission; you provide them the reason to act in order to achieve a desired outcome. ii. Purpose: Purpose gives subordinates the reason to achieve a desired outcome. Leaders should provide clear purpose for their followers. Leaders can use direct means of conveying purpose through request or orders. d. Giving Direction i. Direction deals with how to achieve a goal, task, or mission e. Supplying Motivation i. Your role in motivation is to understand the needs and desires of others, to align and elevate individual desires into team goals, and to inspire others to accomplish those larger goals. f. Improving the Organization i. facilitate the achievement of organizational goals through helping others to develop ii. developmental counseling is crucial for helping your subordinates improve performance and prepare for future responsibilities MSCI 101 8 Final Study Guide iii. help leaders assess improvement: In-Progress Reviews (IPR) and After Action Reviews (AAR) g. Leadership gets Results i. Getting results is the goal of leadership but you must remain mindful that leading people and creating positive conditions enables you to operate as a successful leader. ii. Getting results requires the right level of delegation, empowerment, and trust balanced against the mission iii. Adaptability to conditions and adjustments based on adversarial actions are ever important elements of success 2. Foundations of Army Leadership i. LTG Hal Moore’s Four Principals of leadership 1. Three strikes and you’re not out 2. There’s always one more thing you can do to influence the situation in your favor 3. When there’s nothing wrong, there’s nothing wrong, except there’s nothing wrong 4. Trust your instincts ii. Colin Powell’s 13 Rules of Leadership Rule 1: It Ain’t as Bad as You Think!  It Will Look Better in the Morning! Rule 2: Get Mad Then Get Over It! Rule 3: Avoid Having Your Ego so Close to your Position that When  Your Position Falls, Your Ego Goes With It! Rule 4: It Can be Done! Rule 5: Be Careful What You Choose! You May Get It!  Rule 6: Don’t Let Adverse Facts Stand in the Way of a Good Decision. Rule 7: You Can’t Make Someone Else’s Decisions!  You Shouldn’t Let  Someone Else Make Yours! Rule 8: Check Small Things! Rule 9: Share Credit! Rule 10: Remain calm!  Be kind! Rule 11: Have a Vision! Be Demanding! Rule 12: Don’t take counsel of your fears or naysayers! Rule 13: Perpetual optimism is a force multiplier! b. Army Leadership and our Nation i. The Army exists to serve the American people, protect enduring national interests, and fulfill the nation's military responsibilities. Fulfilling these purposes relies on you to embody values based leadership, impeccable character, and professional competence. c. Civilian-Military Linkage i. To function effectively, the Army and other Services organize into hierarchies of authority. The Army's hierarchy begins with the President of the United States, the civilian leadership comprised of the Secretary of Defense and the MSCI 101 9 Final Study Guide Secretary of the Army, and then extends to the individual Soldier. d. Leadership and Command Authority i. Command is the highest responsibility that can be entrusted to an officer. Commanders are responsible for everything that their unit does or fails to do. The key elements of command are authority and responsibility. 3. The Army Leadership Requirements model a. Intro i. An ideal Army leader has strong intellect, physical presence, professional competence, moral character and serves as a role model ii. The Army Leadership Requirements Model identifies the attributes and competencies required for you to become a successful leader. The model centers on what you are (your attributes) and what you do (your competencies). Your attributes are your character, presence, and intellect. These enable you to master the core leader competencies; lead, develop, and achieve. b. Army Leader Attributes i. Attributes describe how you behave and learn within an environment ii. Incident at Mai Lai 1. March 16, 1968 Warrant Officer Thompson Jr and his two- man crew were on a recon mission in Mai Lai Vietnam. Officer T saw an American Soldier shoot an injured Vietnamese child. Minutes later he saw American soldiers advancing towards civilians in a ditch, so he questioned a young officer about what was going on. He said it was none of his business, so Officer T continued to circle the area. When it was obvious that the soldiers were going after civilians, Officer T landed MSCI 101 10 Final Study Guide his helicopter between the soldiers and the civilians who he then lifted to safety. His willingness to place himself in physical danger in order to do the morally right thing is a sterling example of personal courage. c. Character i. Army Values 1. Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, Personal Courage ii. Empathy 1. You show empathy when you genuinely relate to another person's situation, motives, and feelings 2. As a competent and empathetic leader, you take care of your Soldiers by giving them the training, equipment, and all the support they need to keep them alive in combat and accomplish the mission 3. Requirement for leader empathy extends beyond Army Civilians, Soldiers and their families. Within the larger operational environment, leader empathy may be helpful when dealing with victims of natural disasters, local populations, and prisoners of war. iii. Warrior Ethos and Service Ethos 1. The Warrior Ethos refers to the professional attitudes and beliefs that characterize the American Soldier. It reflects a Soldier's selfless commitment to the nation, mission, unit, and fellow Soldiers 2. I will always place the mission first 3. I will never accept defeat MSCI 101 11 Final Study Guide 4. I will never quit 5. I will never leave a fallen comrade iv. Discipline 1. Discipline is a mindset for a unit or an organization to practice sustained, systematic actions to reach and sustain a capability to perform its military function d. Army Leader Presence i. Military and Professional Bearing 1. Skillful use of professional bearing that is, fitness, courtesy, and proper military appearance, can help overcome difficult situations ii. Fitness 1. Unit readiness begins with physically fit Soldiers and leaders because operations drain physically, mentally, and emotionally 2. Physically fit people feel more competent and confident, handle stress better, work longer and harder, and recover faster iii. Confidence 1. Confidence is the faith that you place in your ability to act properly in any situation, even under stress or with little information iv. Resilience 1. As a resilient leader, you recover quickly from setbacks, shock, injuries, adversity, and stress while maintaining your mission and organizational focus. 2. Resilient leaders learn and grow from difficult situations, incorporating changes into positive outcomes for mission accomplishment MSCI 101 12 Final Study Guide e. Leader Intellect i. Mental Agility 1. It is the ability to anticipate or adapt to uncertain or changing situations 2. Helps you improvise when faced with conceptual impasses, as well as quickly apply multiple perspectives when considering new approaches or solutions 3. When you are agile, you stay ahead of changing environments and overcome incomplete planning to preempt problems ii. Sound Judgment 1. Sound judgment requires being able to assess situations or circumstances and draw conclusions 2. Learning from others can occur through mentoring and coaching by superiors, peers, and even some subordinates 3. Good judgment contributes to an ability to determine possible courses of action and decide what action to take iii. Innovation MSCI 101 13 Final Study Guide 1. Being innovative means producing ideas that are original and worthwhile 2. The key concept for creative thinking is to develop ways to challenge subordinates with new ideas 3. As an innovative leader, you prevent complacency by finding new ways to challenge subordinates with forward looking approaches and ideas 4. To be an innovator, you must learn to rely on intuition, experience, knowledge, and input from subordinates. iv. Interpersonal Tact 1. To interact effectively with others, you must be to see things through their eyes 2. It requires accepting the character, reactions, and motives of others as being just as valid as yours 2. Recognize Diversity i. Soldiers, civilians, and contractors come from vastly different backgrounds and are shaped by schooling, race, gender, religion, sexual orientation as well as a host of other influences. Avoid snap conclusions based on stereotypes. Those who join the Army agree to accept the Army's culture 3. Have Self Control a. Instead of hysterics or showing no emotion at all, leaders should display the right amount of sensitivity and passion to tap into subordinates' emotions 4. Emotional Factors a. An Army leader's self-control, balance, and stability greatly influence his or her ability to interact with others b. Emotionally mature and competent leaders are also aware of their own strengths and weaknesses. They spend their energy on self- improvement, while immature leaders usually waste their energy denying that there is anything wrong or analyzing the shortcomings of others 5. Balance a. If you are an emotionally balanced leader, you are able to display the right emotion for a given situation and can read others' emotional state b. You draw on your experience and provide your subordinates the proper perspective on unfolding events c. You have a range of attitudes, from relaxed to intense, with which to approach diverse situations 6. Stability a. Effective leaders are steady, levelheaded when under pressure and fatigued, and calm in the face of danger b. BG Thomas J. Jackson's actions during the Civil War's First Battle of Bull Run (Manassas) serve as a vivid example of how one MSCI 101 14 Final Study Guide leader's self-control under fire can stabilize an uncertain situation and ultimately turn the tide in battle v. Expertise 1. Expertise is the special knowledge and skill developed from experience, training, and education 2. Leaders create and use knowledge in at least 4 domains a. Tactical Knowledge relates to accomplishing a designated objective through military means i. Fieldcraft describes the skills Soldiers require for self- sustainment during operations ii. Understanding and Excelling at fieldcraft sets conditions for mission success and reduces the likelihood of casualties iii. While practicing tactical capabilities is generally challenging, you should try to reproduce actual operational conditions during battle focused training b. Technical knowledge consists of the specialized information associated with a particular function or system. i. Technical knowledge relates to equipment, weapons, and systems ii. Know your equipment and how to operate it c. Joint knowledge is an understanding of joint organizations, their procedures, and roles in national defense. d. Cultural and geopolitical knowledge is awareness of cultural, geographic, and political differences and sensitivities. f. Core Leader Competencies- Leads i. Leads Others MSCI 101 15 Final Study Guide ii. Builds Trust MSCI 101 16 Final Study Guide iii. Extends influence beyond the Chain of Command iv. Leads by Example MSCI 101 17 Final Study Guide v. Communicates MSCI 101 18 Final Study Guide g. Core Leader Competencies- Develops i. Creates a positive environment MSCI 101 19 Final Study Guide ii. Prepares Self MSCI 101 20 Final Study Guide iii. Develops other leaders MSCI 101 21 Final Study Guide iv. Steward the Profession MSCI 101 22 Final Study Guide h. Core Leader Competencies- Achieves i. Gets Results 4. Army Team Roles and Relationships *Other Study Guide MSCI 101 23 Final Study Guide 5. Three Levels of Army Leadership a. Direct Level Leadership i. Direct leadership is face-to-face, first-line leadership ii. Subordinates of direct leaders see their leaders all the time at the team, squad, section, platoon, department, company, battery, and troop level iii. The direct leader may command anywhere from a handful to several hundred people iv. Direct leaders influence their subordinates one-on-one, but may still guide the organization through subordinate officers and NCOs v. Examples of direct leadership tasks are monitoring and coordinating team efforts, providing clear and concise mission intent, and setting expectations for performance b. Organizational Level Leadership i. Organizational leaders influence several hundred to several thousand people ii. Their command is indirect, generally through more levels of subordinates and staffs than do direct leaders iii. This chain of command sometimes makes it difficult for organizational leaders to see and judge results iv. Organizational leaders usually employ staffs of subordinate officers to help manage their organizations' resources and lead people c. Strategic Level Leadership i. Strategic leaders include military and civilian leaders at the major command through DOD levels ii. Strategic leaders are responsible for large organizations and influence several thousand to hundreds of thousands of people iii. They establish force size and structure, allocate resources, communicate strategic vision, and prepare their commands and the Army for future roles ROTC eBook: Personal development- effective communication- effective writing (11/4/2015) 1. Army Writing Standard, Principles, and Process a. Standard i. Effective Army writing transmits a clear message in a single, rapid reading and is generally free of errors in grammar, mechanics, and usage. ii. Good Army writing is concise, organized, and right to the point. MSCI 101 24 Final Study Guide iii. Two essential requirements include putting the main point at the beginning of the correspondence and using the active voice (main point up front) iv. The Standard English sentence order, subject-verb-object, works best. It speeds communication and helps the reader understand the main point. b. Principles i. BLUF: Bottom Line Up Front ii. Use the Active Voice iii. Short Sentences: 15 words or less iv. Short Words: 3 syllables or less v. Short Paragraphs: about 6 lines vi. Use correct spelling, grammar and punctuation c. Process i. Research ii. Plan and Organize iii. Draft iv. Revise v. Proof 2. Preparing Army Correspondence a. Begin your memorandums with "The purpose of this memorandum is . . . ." b. Use the standard, principles and process c. Use only one page d. Avoid “It is” “there is” “there are” to start sentences e. Types of Written Correspondence i. Memorandums 1. Memorandum of Understanding 2. Memorandum of Agreement 3. Memorandum for Record ii. Operations Orders (OPORDS) iii. OER Support Forms iv. Award Recommendations 3. Explain Army Correspondence Formal Guidelines a. Heading i. Office Symbol ii. Date iii. Suspense Date iv. MEMORANDUM FOR Line v. Subject Line b. Body c. Closing MSCI 101 25 Final Study Guide ROTC eBook: Personal development- effective communication- Communication and engagement Process (11/9/2015) 1. Fundamentals of Effective Communications a. One Way i. Seeing—Reading ii. Hearing—Television, Radio, Etc. b. Two Way i. Provides interaction and feedback ii. Increases opportunity to understand 2. Steps to Effective Interpersonal Communications a. Social and Formal interpersonal communication settings i. Situations include the setting, the people and team, the adversary, cultural and historical background, and the mission ii. use proper grammar and find the appropriate term or word iii. avoid slang and euphemisms iv. avoid offensive language b. Four Steps to Effective Interpersonal Communication i. Focus your message 1. Plan before you speak 2. Think about what you want to say and how you want to say it ii. Magnify the listener’s attention 1. Create interest iii. Penetrate Barriers 1. Use concrete description 2. Use analogies 3. Ask audience for feedback 4. Have listener repeat back what you said MSCI 101 26 Final Study Guide iv. Listen Actively 3. Communications Types a. Aggressive i. Attempt to bully the listeners and gain control of the conversation by intimidation ii. Rude, have the last word, talk over other person, out of control emotions iii. Beliefs of Aggressive Communicators: 1. The best defense is a strong offense 2. Never back down from a fight 3. Any sign of weakness and you’ll be taken advantage of b. Passive i. Typically, individuals who use this type of communication are quiet, withdrawn, submissive, and avoid eye contact, etc. ii. Beliefs of Passive Communicators: 1. No one ever really changes anyway 2. It’s more important that people like me than to be right c. Assertive i. typically trying to understand the other individual's perspective and move together toward a positive outcome ii. Beliefs of assertive Communicators: 1. We can work this out 2. I trust ad respect others 3. I can express myself clearly and confidently iii. IDEAL Model Identify and understand the problem Describe the problem objectively and accurately Express your concerns and how you feel Ask for the other person's perspective List the positive, rather than the negative, consequences 4. Four Types of Listening a. Passive i. One-way communication in which you do not provide feedback and may or may not understand the message b. Competitive i. Not really listening closely ii. Selective listening MSCI 101 27 Final Study Guide iii. Can hardly wait for a break in the conversation to jump in c. Active i. Genuine two-way communication ii. Think about the info to make sure you understand iii. Provide feedback to the speaker to clarify what you don’t understand iv. Techniques of active listening 1. Clarifying 2. Restating, rephrasing, mirroring 3. Acknowledge 4. Summarize 5. Framing d. Reflective i. Active plus you concentrate on the speaker’s feelings 5. Barriers to Effective Communications a. External i. Environmental and visual distractions b. Internal i. Not paying attention or not listening, boredom and lack of interest c. Semantic i. Difference in language, education, and culture ROTC eBook: Personal development- Adaptability (11/16/2015) 1. Critical Thinking and Problem Solving a. Intro i. The Army’s Principles of Leader Development 1. Lead by example 2. Develop subordinate leaders 3. Create a learning environment for subordinate leaders 4. Train leaders in the art and science of mission command 5. Train to develop adaptive leaders 6. Train leaders to think critically and creatively 7. Train your leaders to know their subordinates and their families b. Critical Vs. Creative Thinking i. Critical Thinking: critical thinking means the ability to construct and defend an argument using reason, applying intellectual standards, and recognizing and countering logical fallacies as we see them in others and ourselves MSCI 101 28 Final Study Guide ii. Creative Thinking: the ability to transcend traditional ideas, rules, patterns, relationships, and to create meaningful new ideas, forms, methods, and interpretations c. Recognize Traits Exhibited by Critical Thinkers i. persons who consistently attempt to live rationally, fair- mindedly, and self-reflectively ii. recognize that as humans, we all suffer from personal (egocentric) bias and prejudices of the society (sociocentric) that we live in iii. keenly aware of the potentially flawed nature of human thinking iv. use the intellectual tools that critical thinking offers to analyze, assess, and improve thinking v. Have intellectual virtues such as: 1. Intellectual integrity 2. Empathy 3. Intellectual sense of Justice 4. Confidence in Reason d. Forms of Critical Thinking i. Global 1. Any attempt to develop concepts and tools than can be used across disciplines, subjects, or domains ii. One-dimensional 1. An attempt to identify and use concepts and tools that enable one to evaluate and improve thinking within a given discipline, domain, or specialization iii. Socratic 1. An attempt to link critical thinking with traits of mind that enable the thinker to exercise intellectual humility, intellectual empathy and, intellectual integrity iv. Sophistic 1. An attempt to develop concepts and tools that enable you to recognize how to manipulate people into accepting poor reasoning as good thus enable critical thinkers to win debates, irrationally persuade and otherwise misuse or abuse critical thinking tools v. Explicit 1. Entails conscious awareness of the need to improve your thinking, and the deliberate designing of strategies for that purpose vi. Implicit 1. Skilled thinking that functions without conscious awareness on the part of the thinker as to how it does what it is doing when thinking critically vii. Systematic MSCI 101 29 Final Study Guide 1. An organized, through, interconnected approach to knowledge using the full range of critical thinking, concepts and principles viii. Episodic 1. Reasoning at a high level of skill, but only sporadically or occasionally e. Critical Thinkers i. Elements of Thought 1. All reasoning has a PURPOSE a. Take time to state purpose clearly b. Distinguish your purpose 2. All reasoning is an attempt to figure something out, to settle some QUESTION, to solve some PROBLEM a. State the question at issue clearly and precisely b. Break question into sub-questions 3. All reasoning is based on ASSUMPTIONS a. Identify assumptions and determine whether they are justifiable 4. All reasoning is done from some POINT OF VIEW a. Identify your point of view b. Seek other’s POV and identify strengths and weaknesses 5. All reasoning is based on DATA, INFORMATION and EVIDENCE a. Restrict claims to those supported by data 6. All reasoning is expressed through, and shaped by, CONCEPTS and IDEAS a. Consider alternative concepts 7. All reasoning contains INFERENCES or INTERPRETATIONS by which we draw CONCLUSIONS and give meaning to the data a. Infer only what the evidence implies 8. All reasoning leads somewhere or has IMPLICATIONS and CONSEQUENCES a. Search for negative as well as positive implications ii. Apply intellectual standards 1. Clarity 2. Accuracy 3. Precision 4. Relevance 5. Depth 6. Breadth 7. Logic 8. Significance MSCI 101 30 Final Study Guide 9. Fairness iii. Develop Essential Intellectual Traits 1. Intellectual Humility vs. Intellectual Arrogance 2. Intellectual Courage vs. Intellectual Cowardice 3. Intellectual Empathy vs. Intellectual Narrow- mindedness 4. Intellectual Autonomy vs. Intellectual Conformity 5. Intellectual Integrity vs. Intellectual Hypocrisy 6. Intellectual Perseverance vs. Intellectual Laziness 7. Confidence in Reason vs. Distrust of Reason and Evidence 8. Fair-mindedness vs. Intellectual Unfairness f. Pitfalls in Thinking- TLP and Critical Thinking Skills i. Avoid the “Solving Symptoms” Pitfall 1. Seek to identify the root cause of a problem, not the symptoms ii. Troop Leading Procedures (TLP) 1. dynamic process used by small-unit leaders to analyze a mission, develop a plan, and prepare for an operation 2. enable leaders to maximize available planning time while developing effective plans and preparing their units for an operation 3. STEPS: a. Receive the mission b. Issue a Warning Order (WARNO) c. Make a tentative plan d. Initiate Movement e. Conduct Recon f. Complete the plan g. Issue the Operations Order (OPORD) h. Supervise and Refine MSCI 101 31 Final Study Guide g. Analytical Thinking i. Generate Purposes ii. Raise Questions iii. Use Information iv. Utilize concepts v. Make inferences make assumptions vi. Generate implications vii. Embody a point of view h. False Arguments and Mental Tricks i. Arguments and Premises 1. Argument a. a dispute or a fight, or it can be thought of as offering one or more premises to reach a conclusion 2. Premise a. Reason for believing in a stated conclusion ii. Inductive Vs. Deductive 1. Deductive Argument MSCI 101 32 Final Study Guide a. said to provide a guarantee of the truth of the conclusion because the argument's premises (assumptions) are true. 2. Inductive Argument a. said to establish or increase the probability of its conclusion. In an inductive argument, the premises are intended only to be so strong that, if they were true, then it would be unlikely that the conclusion would be false iii. The Concept of Fallacies of Thought 1. Fallacy: deception, guile, trickery, trick 2. we don't like to think of ourselves as deceptive or misleading 3. Defense Mechanisms a. Repression, Projection, Denial, Rationalization, Stereotyping 2. Adaptability and Initiative a. Intro i. Army leaders must remain: 1. Competent in their core proficiencies 2. Trained to operate across the range of military operations 3. Able to operate in combined arms teams within unified action and leverage other capabilities in achieving their objectives 4. Culturally astute 5. Courageous enough to use initiative to seek and exploit potential opportunities in a dynamic operational environment 6. Grounded in the Army Values and the Warrior Ethos 7. Opportunistic and offensively minded b. Adaptability i. Exercise initiative ii. Apply critical and creative thinking iii. Be adaptable iv. Be competent v. Be flexible vi. Have self-confidence vii. Be cooperative MSCI 101 33 Final Study Guide viii. Communicate effectively c. Initiative i. Six Principles of Mission Command 1. Build cohesive teams through mutual trust 2. Create shared understanding 3. Provide a clear commander's intent 4. Exercise disciplined initiative 5. Use mission orders 6. Accept prudent risk ROTC eBook: Tactics and Techniques- Map Reading (11/18/2015) 1. Terrain Features a. Major HILL SADDLE VALLEY DEPRESSION RIDGE b. Minor DRAW CLIFF MSCI 101 34 Final Study Guide SPUR c. Supplementary CUT FILL 2. Phonetic Alphabet ROTC eBook: Comprehensive Fitness - Stress Management (11/30/2015) 1. Defining Stress: The physical and psychological response to pressures of daily life a. BAD STRESS (Distress): results from a negative view- overwhelmed, oppressed, out of control MSCI 101 35 Final Study Guide b. GOOD STRESS (Eustress): results from a positive view- helps rise to a challenge 2. Causes of Stress a. The unsettling effects of Change b. The feeling that an outside force is challenging or threatening you c. The feeling that you have lost personal control 3. Symptoms of Distress a. Symptoms: Headaches, fatigue, gastrointestinal problems, high blood pressure, heart problems, inability to focus, sleep problems, sweating/ shaky hands b. Behavioral: Irritability, disruptive eating patterns, Harsh treatment of others, Increased smoking or alcohol, isolation, compulsive shopping 4. Managing Stress a. Set priorities b. Practice facing stressful moments c. Examine your expectations d. Live a healthy lifestyle e. Learn to accept change as a part of life 5. Depression a. Symptoms: sadness, anxiety, or empty feelings, social isolation, withdrawing from other people, decreased energy, fatigue, loss of interest in usual activities, sleep problems, appetite and weight changes, feelings of hopelessness, thoughts of death or suicide, excessive crying ROTC eBook: Comprehensive Fitness - Comprehensive Soldier & Family Fitness (11/30/2015) 1. Comprehensive Soldier and Family Fitness Program (CSF2) a. Comprehensive Soldier and Family Fitness (CSF2) is an Army wide, long-term, initiative that is designed to assess and strengthen the psychological strength of every Soldier, Army civilian, and Family member 2. Dimensions of CFS2 a. Physical b. Emotional c. Social d. Spiritual e. Family 3. Components of CFS2 a. Online Self Development i. Global Assessment Tool (GAT) MSCI 101 36 Final Study Guide 1. Survey tool where people can confidentially assess their physical and psychological health based on four of the five dimensions of strength (emotional, social, spiritual, family fitness) ii. Army Fit 1. Online training environment for personal development and in depth self assessments in all five dimensions of strength b. Training i. Master Resilience Training (MRTs) 1. Serve as Commander’s advisors for Resilience training. Graduates of a ten-day course are the only personnel authorized to conduct formal resilience training to members of the Army Family ii. Institutional Resilience Training (IRT) 1. Training provided at every major level of the Army education system, from basic training to the War College iii. Performance Enhancement 1. Provides soldiers, family members and army civilians with the mental and emotional skills to strengthen their minds and perform at their best when it matters the most c. Metrics and Evaluation 4. Army Ready and Resilient Campaign (R2C) a. Ready: The ability to accomplish assigned tasks or missions through resilience, individual and collective team training, and leadership b. Resilient: The mental, physical, emotional, and behavioral ability to face and cope with adversity, adapt to change, recover, learn, and grow from setbacks c. R2C integrates and synchronizes multiple efforts and programs to improve the readiness and resilience of the Army family MSCI 101 37 Final Study Guide 5. Combat and Operational Stress Control a. Combat and operational stress reactions refer to the adverse reactions you or someone else may experience when exposed to combat or combat-like situations b. Adverse reactions may include mental, emotional or physical tension, strain, or distress ROTC eBook: Comprehensive Fitness- Army Suicide Prevention Program (11/30/2015) 1. Combat and Operational Stress Control a. Intro i. Army Suicides are higher among our young junior enlisted ranks. ii. Army Suicides are highest among young white males; ages 18 to 25. iii. Army Suicides have increased among our senior NCO/Officers. iv. Rate of suicide is greater among males. v. Rate of suicide attempts is greater among females. vi. Anyone, at any age, can complete suicide. b. Common Suicide Triggers i. Spiritual 1. Witnessing Death, Loss of self esteem, fixation with death ii. Social 1. Financial stressors, a bad evaluation, humiliation, abusive relationship, withdraw from friends iii. Physical MSCI 101 38 Final Study Guide 1. New military assignments/deployments, drug/alcohol abuse, disciplinary/legal difficulty, discharge from treatment/service, retirement, sudden worsening in school performance, eating disorder, loss of job/rank iv. Emotional 1. Breakup of close relationship, interpersonal losses, rejection, unhealthy peer relationships, violent mood swings, change in personality v. Family 1. Reunion from long field training or isolated tour, leaving old friends and family, being alone with concerns about self or family, exposure to suicide of friend or family member, loss of child custody battle c. Hopelessness and Depression i. Often stems from feeling disconnected from a higher power or other people ii. Hopelessness is when you think you have reached the end with no hope or help insight iii. See above section on Depression d. Suicide Indicators i. Drop in duty performance or setbacks in academic, or career ii. Unkempt personal appearance iii. A sense of powerlessness, helplessness, and/or hopelessness iv. Family history of suicide, violence, depression or other mental illness v. Previous self-injurious acts or suicide attempts vi. Substance abuse or excessive alcohol abuse vii. Relationship problems such as social withdrawal from friends or loss of girlfriend/boyfriend, divorce, etc. viii. Loss of interest in hobbies ix. Loss of interest in sexual activity x. Physical health complaints, changes/loss of appetite, sleep difficulties xi. Violent traits, excessive anger, agitation, or constricted preoccupations xii. Serious medical problem xiii. Significant loss (death of loved one, loss due to natural disasters, etc.) MSCI 101 39 Final Study Guide xiv. Severe, prolonged, and/or perceived unmanageable stress e. Leader’s Role in Army Suicide Prevention Program i. ACE Program 1. Ask Your Buddy a. Have the courage to ask the question, but stay calm b. Ask the question directly 2. Care for your Buddy a. Calmly control the situation; do not use force b. Actively listen to show understanding 3. Escort your Buddy a. Never leave your buddy alone b. Escort to Chain of Command c. Call the National Suicide Prevention Lifeline


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