Operation Anaconda

Writing Assignment:
Analyze and evaluate the major points of your case
study for research to write your persuasive essay. The case study will be
Operation Anaconda in Afghanistan. Use your time to develop a deep
understanding of your topic to fully explain your stance on the topic. You are
required to give an in depth introduction of your topic. Provide transitional
sentences from one topic to the next. Then develop the body of the paper fully
using no less than 3 full pages and no more than 5 pages, this does not include
the APA format title and reference page. Finally, provide a summative
conclusion. Provide a total of two references for your reference page. Ensure you
use Times New Roman 12 point and the current APA Writing Style.
In order to complete this assignment, you will need to
use the 7 Principles of Mission Command. The principles are Competence, Mutual
trust, Shared understanding, Commanders intent, Mission orders, Discipline
initiative, and Risk acceptance. Each principle has to be a separate topic. I
will provide a description in what each of them mean so it will be easy to
write applying the principle to the topic. Additionally, I am attaching the PDF
for the operation, the rubric for the assignment and I ADP 6-0 to give you more
information on the definitions if you need it in chapter 1-27.
Competence:
Tactically
and technically competent commanders, subordinates, and teams are the basis of
effective mission command. An organizations ability to operate using mission
command relates directly to the competence of its Soldiers. Commanders and
subordinates achieve the level of competence to perform assigned tasks to
standard through training, education, assignment experience, and professional
development. Commanders continually assess the competence of their subordinates
and their organizations. This assessment informs the degree of trust commanders
have in their subordinates ability to execute mission orders in a
decentralized fashion at acceptable levels of risk.

Training
and education that occurs in both schools and units provides commanders and
subordinates the experiences that allow them to achieve professional
competence. Repetitive, realistic, and challenging training creates common
experiences that develop the teamwork, trust, and shared understanding that commanders
need to exercise mission command and forces need to achieve unity of effort.
(See ADP 7-0 for doctrine on individual and collective training.)

Mutual
trust:

Mutual
trust is shared confidence between commanders, subordinates, and partners that
they can be relied on and are competent in performing their assigned tasks.
There are few shortcuts to gaining the trust of others. Trust is given by
leaders and subordinates, and built over time based on common shared experiences.
It is the result of upholding the Army values, exercising leadership consistent
with Army leadership principles, and most effectively instilled by the leaders
personal example.

1-31.
Mutual trust is essential to successful mission command, and it must flow
throughout the chain of command. Subordinates are more willing to exercise
initiative when they believe their commander trusts them. They will also be
more willing to exercise initiative if they believe their commander will accept
and support the outcome of their decisions. Likewise, commanders delegate
greater authority to subordinates who have demonstrated tactical and technical
competency and whose judgment they trust.

Shared
understanding:

Shared
understanding starts with the Armys doctrine and professional military
education that instills a common approach to the conduct of operations, a
common professional language, and a common understanding of the principles of
mission command. Army professionals understand the most current Army doctrine
to ensure a minimum level of shared understanding for the conduct of
operations. It is this shared understanding that allows even hastily
task-organized units to operate effectively.

1-38.
Commanders and staffs actively create shared understanding throughout the
operations process (planning, preparation, execution, and assessment). They
collaboratively frame an operational environment and its problems, and then they
visualize approaches to solving those problems.

Commanders
intent:

The
commander’s intent succinctly describes what constitutes success for the
operation. Commanders convey their intent in a format they determine most
suitable to the situation. It may include the operation’s purpose, key tasks,
and conditions that define the end state. When describing the purpose of the
operation, the commander’s intent does not restate the why of the mission
statement. Rather, it describes the broader purpose of the unit’s operation in
relationship to the higher commander’s intent and concept of operations. Doing
this allows subordinates to gain insight into what is expected of them, what
constraints apply, and, most importantly, why the mission is being conducted.
If it is longer than a brief paragraph it is probably too
long.

Mission
orders:

An
order is a communicationverbal, written, or signaledthat conveys instructions
from superiors to subordinates. The five-paragraph format (situation, mission,
execution, sustainment, and command and signal) is the standard for issuing
Army orders. Army commanders issue orders to give guidance, assign tasks,
allocate resources, and delegate authority.

1-53.
Mission command requires commanders to issue mission orders. Mission
orders are directives that emphasize to subordinates the results to be
attained, not how they are to achieve them. Mission orders enable
subordinates to understand the situation, their commanders mission and intent,
and their own tasks. Subordinate commanders decide how to accomplish their own
mission. The commanders intent and concept of operations set guidelines that
provide unity of effort while allowing subordinate commanders to exercise initiative
in planning, preparing, and executing their operations.

Discipline
initiative:

Disciplined
initiative refers to the duty individual subordinates have to exercise
initiative within the constraints of the commanders intent to achieve the
desired end state. Simply put, disciplined initiative is when subordinates have
the discipline to follow their orders and adhere to the plan until they realize
their orders and the plan are no longer suitable for the situation in which
they find themselves. This may occur because the enemy does something
unforeseen, there is a new or more serious threat, or a golden opportunity emerges
that offers a greater chance of success than the original course of action. The
subordinate leader then takes action on their own initiative to adjust to the
new situation and achieve their commanders intent, reporting to the commander
about the new situation when able to do so.

Risk
acceptance:

In
general terms, risk is the exposure of someone or something valued to danger,
harm, or loss. Because risk is part of every operation, it cannot be avoided.
Commanders analyze risk in collaboration with subordinates to help determine
what level of risk exists and how to mitigate it. When considering how much risk
to accept with a course of action, commanders consider risk to the force and
risk to the mission against the perceived benefit. They apply judgment with
regard to the importance of an objective, time available, and anticipated cost.
Commanders need to balance the tension between protecting the force and accepting
and managing risks that must be taken to accomplish their mission.

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