CASO Navy Seals PDF

CASE: HR-40
DATE: 10/1/14
NAVY SEALS: SELECTING AND TRAINING FOR AN ELITE

FIGHTING FORCE
The special operations unit of the U.S. Navy, the SEALs (for “Sea, Air, and Land Teams”) is one
of the world’s most elite fighting forces. SEALs are called on for some of the most difficult and
sensitive assignments facing the U.S. military.
Selection for this unit was a grueling process. It began with six months of Basic Underwater
Demolition/SEAL (BUD/S) class. Typically, just 20 percent of those beginning the physically
exhausting BUD/S class were able to complete it.1 Those who were successful then moved on to
several months of advanced SEAL Qualification Training (SQT) before being assigned to a
SEAL team. Once assigned, they needed additional preparation before being deployed in
support of special operations.
The selection process during the BUD/S class was based almost exclusively on demanding
physical selection criteria, such as trainees’ ability to trainees run, swim, dive, shoot, move, and
communicate. However, some SEAL instructors believed that selecting the best candidates
required assessing character in addition to their physical capabilities. They wondered whether
the traditional, physically rigorous process resulted in selecting those who would be the best
SEAL team members. Did success in the BUD/S class also assure selection of resilient operators
that could endure the pressure of special operations? Had the intensity of the process somehow
excluded highly trainable recruits that could have made excellent SEALs? Should assessment of
intangible attributes, such as character, be integrated into the selection process—and if so, how?
1
Gidget Fuentes, “Navy steps up search for new SEALs,” Navy Times, April 2007.
Carter Bowen, Gib Lopez, and Professor Hayagreeva Rao prepared this case as the basis for class discussion rather
than to illustrate either effective or ineffective handling of an administrative situation.
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to Jan 2020.
p. 2
Navy SEALs: Selecting and Training for an Elite Fighting Force: HR-40
Photo 1: SEALs training with a Delivery Photo 2: SEALs in Afghanistan in typical combat gear.
Vehicle used for underwater operations Source: Navy Seal Museum (reprinted with permission).
Source: United States Navy.
THE NAVY SEALS AND NAVAL SPECIAL WARFARE
The United States Navy SEALs, the Navy’s special operations force, deployed worldwide to
support military and counter-terrorism operations. An elite force with an array of skills and
capabilities, the SEALs comprised less than 1 percent of the U.S. Navy. Organizationally, they
were housed under the Naval Special Warfare Command (NSW), which was itself part of the
U.S. Special Operations Command (SOC) that oversaw the special operations arms of the Army,
Air Force, Marine Corps and the Navy.2 (See Appendix: A Brief History of Naval Special
Warfare.)
Necessary Core Competencies
Navy SEALs had carried out a variety of special operations over the more than 50-year life of
the organization. Traditionally, they were the designated maritime component of the special
operations forces. Their primary tasks included direct action, special reconnaissance, counter-
terrorism, foreign internal defense, and unconventional warfare. They also conducted counter-
drug operations, hostage rescue, support to major combat operations, and personal security
support. While missions could require a range of skills and abilities, the extreme range is
illustrated by two examples.
Operation Neptune Spear

The CIA had located the Osama bin Laden compound by early 2011 in Abbottabad, Pakistan.
Navy SEALs were selected to carry out a helicopter raid of the compound. This was done
without the consent of the Pakistani Government for fear of compromising mission security.
In preparation, SEALs conducted mission rehearsals in both North Carolina and Nevada.3 In
Nevada, the rehearsals could be carried out at 4,000 feet of elevation, simulating the altitude of
the actual mission in Pakistan. Exact replicas of the bin Laden compound were constructed to
2
SOCOM FactBook 2013, http://www.socom.mil/News/Documents/USSOCOM_Fact_Book_2013.pdf (accessed
June 23, 2014).
3
Nicholas Schmidle, "Getting Bin Laden," The New Yorker, August 8, 2011.
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p. 3
allow SEALs to practice explosive breaching and realistic rehearsals. The mission planning also
required the force to be ready to fight its way out of Pakistan should the Pakistani armed forces
become aware of the SEALs’ presence. After months of preparation, the mission was approved
on April 29 and carried out on May 1, 2011.
On the night of the operation, the SEALs boarded two stealth helicopters and flew low through
deserted valleys into Abottabad with two larger Chinook helicopters trailing in support.4 Once
they arrived at the compound, the helicopters moved into position, preparing to deposit the
SEALs. Unfortunately, the planning contained a flaw: the compound replica had chain link
walls instead of the high concrete walls of the real compound, and the slightly warmer-than-
expected air caused one of the helicopters to lose altitude, necessitating a hard landing in the
compound itself.5 Once on the ground, the SEALs adapted to the new situation and proceeded to
breach the compound. They methodically moved through the building where they eventually
found and killed Osama bin Laden. The team then quickly transitioned into gathering
intelligence, pulling hard drives and flash drives from computers and looking for other media
such as files and videos. Finally, the SEALs exited the compound, destroying the downed
helicopter and loading onto the remaining stealth helicopter and one of the Chinooks that had
joined to ferry the team out.
Village Stability Operations

Starting in 2011 in Afghanistan, SEAL platoons began to embed in villages that were deemed to
be susceptible to insurgent influence. The intent was to strengthen the village community and
the local security forces while also continuing to perform counter insurgency strategy. The
village stability operations, or VSOs, were a new task for the SEALs, although they fell under
the umbrella of unconventional warfare, and posed a different set of challenges.
In these long-term operations, SEALs worked extensively with the village elders and local
councils to understand the needs of the village and the local dynamics. This type of information
was crucial to understanding what would make an area vulnerable to the insurgency and to how
the United States could strengthen the local forces.6 To develop the underlying communities, the
SEALs would also assist in funding and building small-scale projects that the village proposed.
Beyond playing this development-minded role, the SEALs partnered with local forces such as
the Afghan National Army or the Afghan National Police to enhance their ability to protect the
region. This close collaboration also presented difficulties for the SEALs. Instead of only
working within their small teams, they were paired with groups of strangers who had a different
culture and language. And, in addition to simply focusing on completing their assigned
missions, the SEALs had to train the Afghan forces at the same time. Some SEAL platoons
chose to establish small clinics to meet a portion of the medical needs of the local citizens. This
enabled the SEALs to directly help the villages and to establish a rapport with locals in a private
setting to learn more about them and their culture. Often insights gathered from these clinics
allowed SEALs to focus their operations towards specific objectives important to the local
4
Calvin Woodward, "Inside bin Laden's Lair with SEAL Team 6," Military Times, May 4, 2011.
5
Mark Bowden, “The Hunt for ‘Geronimo’”, Vanity Fair, November 2012.
6
Stew Magnuson, “Special Operations Missions to Require New Doctrine,” National Defense Magazine, May 2013.
to Jan 2020.
p. 4
village. VSOs called on the SEALs to perform a variety of tasks 7; to be like a SWAT team at
times and to be like a local police force and government at other times.
Clearly, missions like Neptune Spear and VSOs were on opposite ends of the special operations
spectrum, but both were filled by SEALs who had been selected in the very same process,
BUD/S.
The Selection Process: BUD/S and Beyond
Unlike the United States Army or the Marines, the Navy did not have a standing infantry
division from which it could draw its special forces. Further, given its goal to man, train, equip,
deploy, and sustain naval special operations forces throughout the world, it had to be able to
winnow down a class of trainees to only the most highly qualified candidates as quickly as
possible. Additionally, the selection process had to accommodate trainees from a wide range of
backgrounds; from teenagers who had barely graduated from high school to former NASA
rocket scientists. In 2014, the training to become a Navy SEAL was broken down into three
components: the pre-selection phase, the basic training phase8 (BUD/S), and the SEAL
qualification training phase.
Photo 4: Candidates lying in the surf. Photo 3: Candidates

Source: United States Navy. performing the log lifting
exercise.
Source: United States Navy.
Pre-Selection
There were two types of trainees, officers and enlisted men, in the selection process, and the pre-
selection phase differed before they joined together in BUD/S. Officers were selected from the
four-year Naval Academy, the Reserve Officers’ Training Corp (an officer training program at
many colleges in the United States), and Officer Candidate programs (two-month to four-month
programs for college graduates). For officers, the specific selection process varied from program
to program but was led by senior SEAL officers and consisted of interviews, physical testing,
and a summer training program, a combination that ended up eliminating a high percentage of
officer candidates. In a typical year, 60 officer candidates at the Naval Academy might show
7
Dan Lamothe, “These Special Operators Conduct ‘Varsity’ Level Operations,” Business Insider, September 2012.
8
Navy SEALs Website: BUD/S Training, http://navyseals.com/nsw/bud-s-basic-underwater-demolition-seal-
training/ (accessed June 19, 2014).
to Jan 2020.
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interest in being selected to start BUD/S with 20 to 25 officers ultimately being selected through
this process. A large portion of the selection process for officers was conducted before they even
arrived at BUD/S, and therefore, officers typically had an 80-90 percent pass rate through
BUD/S—a much higher rate than that for enlisted men.9
Enlisted trainee enrollment in SEAL training was much more straightforward. Any male could
enter a recruiter’s office and enlist to be a Navy SEAL, provided they had a high school degree,
no criminal or drug history, vision correctable to 20/20, and were between the ages of 17 and 28.
Enlisted trainees were also drawn from the larger Navy and could transfer in from other branches
of the military (Army, Air Force, Marines). After enrolling or transferring in for training,
enlisted trainees spent eight weeks in Great Lakes, Illinois conducting daily physical
conditioning in preparation for BUD/S.
Lastly, before formally entering the BUD/S training, all trainees had to complete the SEAL
Physical Screening Test (PST). The minimum requirements were completing a 500-yard swim
in under 12:30 minutes, at least 50 push-ups in 2 minutes, at least 50 sit-ups in 2 minutes, at least
6 pull-ups, and a 1.5 mile run in under 11:30 wearing combat boots. Once the pre-selection
phase and the PST were completed, officers and enlisted service members completed the BUD/S
training together, unlike other military programs where the two groups are separated.
Basic Training
The Basic Training Phase (BUD/S) itself was 24 weeks long and consisted of orientation (three
weeks), followed by three selection phases: physical conditioning (seven weeks), diving (seven
weeks), and land warfare (seven weeks). (See Exhibit 1 for training timeline.)
During orientation, instructors introduced candidates to BUD/S physical training, the obstacle
course, and other unique training aspects to prepare them for the activities conducted during the
first phase of training. The orientation phase was designed for student preparation and was not
intended to be a selection phase.
Following orientation, the next phase of BUD/S (the first selection phase) assessed SEAL
candidates in physical conditioning, water competency, teamwork, and mental tenacity. The
goal of the phase was to test for mental toughness and willingness to endure fatigue without
quitting. The phase also sought to assess a trainee's willingness to put the team’s needs ahead of
their own. Physical conditioning consisted of running, swimming, and calisthenics and grew
progressively harder as the weeks progressed. Candidates participated in weekly four-mile,
timed runs in boots, timed obstacle courses, swam distances of up to two miles in the ocean
wearing fins, and conducted small boat races in groups of six or seven using inflatable boats and
paddles. Other team events included physical training with a log telephone pole weighing 200-
400 pounds.
The first two weeks of basic conditioning prepared candidates for the third week, also known as
"Hell Week." During Hell Week, candidates participated in five and a half days of continuous
intense physical training. Each candidate was allowed to sleep at most four hours during the
9
Dick Couch, “The Warrior Elite: The Forging of SEAL Class 228,” (New York: Three Rivers Press, 2003).
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p. 6
entire week and was actively engaged in physical training for up to 20 hours per day. Because of
the particularly challenging requirements, all candidates were forced to question their decision to
become Navy SEALs. A significant number in each class would usually decide to Drop on
Request (DOR) which consisted of dropping one's helmet liner next to a pole with a brass ship’s
bell attached to it and ringing the bell three times. A typical class might start BUD/S training
with 250 trainees at the beginning of the orientation phase but decrease to 40 to 60 trainees after
Hell Week. Sometimes up to 100 trainees would DOR during the first 24 to 48 hours of Hell
Week because of the physical and mental strain. If a trainee did make it through Hell Week
successfully, the chances were high that he would go on to graduate and become a Navy SEAL.
After Hell Week, the second phase of training focused on diving. The purpose of this phase was
to develop trainees’ underwater skills as well as to test mental concentration under stress.
During this period, physical training continued and became even more intensive. The standards
for the timed runs, obstacle course, and swims all became stricter. This phase concentrated on
learning combat SCUBA (Self Contained Underwater Breathing Apparatus) using a closed
circuit diving rig. To test mental concentration under stress, trainees completed a pool
competency test with the SCUBA tanks where an instructor jostled the trainee underwater to
simulate rough seas, pulled at the trainees’ air hoses and tied them in knots, and sometimes
turned off the air flow as well. The students then had to methodically work through the problems
with their respective diving rigs to get the knots undone and the air back on, holding their breath
for up to two minutes at a time. After passing the competency tests, emphasis was placed on
long-distance, underwater dives with the goal of training students to become basic combat
divers, using swimming and diving techniques as a means of transportation from their launch
point to their combat objective. The addition of this maritime component to the basic training of
each SEAL distinguished them from other U.S. special operations forces.
In the third phase of the BUD/S process, training moved to land warfare, learning basic weapons,
marksmanship with the pistol and rifle, demolitions, land navigation, patrolling, rappelling,
communications, and fire-and-maneuver tactics in small units. Additionally, the class was taught
to gather and process information that would help complete the overall mission. There was more
classroom work to teach use of maps, a compass, land navigation, and basic weapon skill sets.
This allowed the class to transition from a novice skill level to a familiarity with operations in
the field. For the final three and a half weeks of training, the class trained offshore, on San
Clemente Island (about 60 miles from the SEALs base at Coronado, California10) to practice the
skills they had just learned. As in the second phase, the timed run, timed swim, and obstacle
course time requirements all became more demanding. Additionally, the days were longer and
more work intensive, set to mirror the work hours spent in the field. The portion on San
Clemente lasted approximately four weeks, with work on every day, sometimes as much as 20
hours a day.
Upon successful completion of the third phase, the remaining trainees were certified as having
completed BUD/S. While this was a tremendous milestone for the 30 to 50 trainees that were
left from a starting class of perhaps 250, there was no ceremony, just another day of training.
Next, they would begin SEAL Qualification Training (SQT), a 26-week course that took the
10
Coronado is a small island town off the coast of San Diego, CA, and home to two large U.S. Navy Bases.
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p. 7
student from the basic elementary level of Naval Special Warfare to a more advanced degree of
tactical training.11 SQT was designed to provide students with the core tactical knowledge they
would need to join a SEAL platoon. Trainees were taught advanced weapons skills, additional
small unit tactics, land navigation, demolitions, close quarters combat, hand-to-hand combat,
cold-weather training in Alaska, medical skills, and maritime operations. Before graduating,
students also attended Survival, Evasion, Resistance, and Escape training as well as military
freefall skydiving with and without a static line (a static line would automatically open a
skydiver’s parachute upon exiting the plane).
Graduation from SQT culminated in the awarding of the coveted Navy SEAL Trident, an
insignia designed to be worn on the uniform to identify a service member as a Navy SEAL.
After graduation the newly qualified SEALs were immediately assigned to a SEAL Team. Once
at a SEAL Team, the SEALs would begin even more advanced training with other veteran
SEALs to prepare for real world deployments. This additional training could last up to two years
before a new SEAL would be sent to conduct special operations.
CONCERNS ABOUT THE SELECTION PROCESS
The evolution of SEAL training went back to WWII with the Scouts and Raiders and
Underwater Demolition Teams, so decades of history and tradition had shaped the process that
was in place in 2014. Despite all that, some felt that perhaps the program could still be
advanced.
Issues
One officer involved in the process noted: “My gut told me some of the guys who were
graduating might not have the highest character, and then, three or four years later, I would see
them having an incident.”12 For the Navy SEALs, this was a serious concern, as an incident
could be a matter of life or death, as well as exposing the country to international embarrassment.
“But other times,” he continued, “I might see smart, tough guys that, for whatever reason,
whether it was a physical test or something else, just didn’t make it. I think they would have
been great SEALs.” There were two basic types of error: a “Type 1” error, in which someone
who would have been a good SEAL was cut, and a “Type 2” error, in which an individual who
was ill-suited to be a SEAL passed. This was a troubling problem as the increasingly complex
nature of the work facing SEALs demanded the highest caliber candidates.
These concerns stemmed from the fact that the vast majority of the measured training tasks
concerned pure physical performance or physical performance under stress, and placed less
attention on character. Results from runs, swims, and weapons training were consistently
captured and were grounds for dismissal if they fell below a specified threshold. Of course, at
the same time, trainees were being evaluated informally on their skills as a teammate and a
leader—but this information was difficult to incorporate into evaluations and eluded the SEAL
training instructors.
11
Dick Couch, “The Finishing School: Earning the Navy SEAL Trident,” (New York: Three Rivers Press, 2005).
12
Quotations are from interviews with the author, unless otherwise stated.
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One SEAL training officer cited an example of a selection problem. A senior enlisted SEAL,
who was running the land warfare phase of training, wanted to drop a student for failing land
navigation. The officer knew, however, that land navigation was a very teachable skill. When he
protested, the senior enlisted SEAL became agitated. It was not that the trainee was incapable of
being taught land navigation; rather it was a question of his work ethic and his reputation as a
teammate. The senior enlisted SEAL had observed that if the trainee was not being measured in
a particular task, he put out no effort and failed to support his teammates. These factors were not
formally captured but were sufficiently serious that the senior enlisted SEAL believed the trainee
should be dropped under the pretext of failing land navigation. This raised the question of
qualities the ideal SEAL should embody. While this trainee was passing every measured task, he
seemed to lack the essential characteristics that the instructor thought were necessary for the job.
How could these attributes be measured? The knowledge existed in informal networks, but was
never captured in the training evaluation process. Selecting and qualifying a trainee of
questionable character could lead to costly mistakes with far-reaching implications. And, on the
other hand, failing highly skilled trainees for minor physical shortcomings could hinder the
SEAL’s ability to carry out the most sensitive operations.
Possible Improvements
The training officers and instructors turned to work that had been done previously to describe the
ideal SEAL. Previously, the SEAL community had selected a group of experienced SEALs to
think through what it meant to be a SEAL and they had created the SEAL Ethos (see Exhibit 2).
To extend this to selection of new SEALs, a group of instructors concerned about selection and
training replicated this exercise with the instructors and drafted a list of 10 traits to look for in
recruits (see Exhibit 3). They then considered ways in which they could select and train for
these traits.
How could the instructors elicit the non-physical performance indicators? It was common for
established SEAL teams to use forced rankings of SEALs among peers; might this be valuable
within BUD/S? The concept was for each trainee to rank every other trainee, first through last,
based on SEAL traits. On the other hand, would it be better to have just the officers of the class
rate the candidates, as they were the future leaders of the SEALs. Some instructors talked about
a draft system as an alternative to a forced ranking—each trainee would “draft” their classmates
in the first round, second round, or not at all. Unlike forced ranking, this system would create
buckets of candidates who stood out, were under the radar, or were never drafted. Perhaps there
were other methods that might be considered. Beyond ways to capture this type of information,
could they also work with instructors to develop candidates that could be great SEALs but were
falling short on one physical test?
Beyond the question of how to capture the desired information, any changes would require buy-
in from the broader organization. Even if the commanding officer of the training center wanted
to make changes, he needed the instructors to support the changes instead of subverting the
process. This was even more of a concern as instructors were accustomed to playing a purely
evaluative role and might not be willing to develop candidates that they thought were not up to
traditional SEAL standards. Also, what level of privacy should be placed on the information
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obtained? Should the instructors keep everything in house at the Special Warfare Center on
Coronado, or allow them to share trainee information with their fellow SEALs at the SEAL
Teams who ultimately would work with these trainees?
Additionally, existing SEALs felt a degree of ownership over the process that selected their new
teammates and might resist anything that felt like a watering down or weakening of the training
that they had completed. Lastly, proposed changes would have to be defended to the complex
Navy bureaucracy. Any changes would have to result in an improvement in SEAL capability—
as one of the leading U.S. special forces units, they could not risk changes unless they were sure
that operational capability would be enhanced.
STUDY QUESTIONS
1. If you were the officer responsible for selection and training of Navy SEALs, what changes,
if any, would you make to the process?
2. If you recommend changes:
a. What is the objective of these changes? What attributes are you seeking in new
SEAL team members?
b. How would you implement the changes?
c. How would you gain the support of existing SEALs, who had been selected an
trained using the existing system, and who must work in teams with new trainees?
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Appendix
A Brief History of the Navy SEALs13
The SEALs trace their origins back to World War II, just after the attack on Pearl Harbor, when
it became obvious that the United States needed a new type of force that could approach and
overcome coastal defenses in preparing the way for larger forces. The earliest teams, known as
the Scouts and Raiders or Naval Combat Demolition Units, were part of the Allied landing forces
at Normandy where they cleared German defenses despite suffering a 50 percent casualty rate.
Over the next two decades, the precursors to the SEALs continued operating in the most
demanding situations and responded to the evolving needs of the United States, adapting to
operate behind enemy lines, conducting anti-guerrilla operations, and waging guerilla warfare
themselves. In 1961, President John F. Kennedy, in the same speech in which he announced that
the U.S. would send a man to moon, announced that the U.S. would be strengthening its special
operations capabilities, giving rise to the creation of the SEALs. In 1962, the Navy created two
teams capable of operating on the sea, air, or land, drawing from the experienced pool of the
Underwater Demolition Teams.
SEALs saw action in Grenada, Panama, Somalia, and the Iran-Iraq War before major combat
operations of the 21st century. In the first part of the new century, the SEALs were called upon
persistently to give support in conflicts across Iraq, Afghanistan, and in counter-terrorism
operations.
In Afghanistan, Navy SEALs initially conducted special reconnaissance and direct action
missions as part of a special Task Force called Task Force K-Bar. Over the course of six months,
Task Force K-Bar killed or captured over 200 Taliban and Al Qaeda fighters, and destroyed tens
of thousands of pounds of weapons and ordnance.14 Navy SEAL forces remained in Afghanistan
throughout Operation Enduring Freedom operating in the southern, eastern, and northeastern
regions of the country. Most notably, a Team of SEALs was responsible for the raid that killed
Osama bin Laden in 2011 in Pakistan.
In Iraq, Navy SEALs were involved in operations before the formal invasion. In March, 2003, a
team of Navy SEALs seized two offshore oil terminals, the Al Basrah and Khawr Al Amaya
terminals. Navy SEALs continued to support operations in Iraq throughout the extended war
from 2003 to 2012. The most significant action was seen in the western al-Anbar province with
heavy fighting in Ramadi and Fallujah. Navy SEALs also saw significant combat in and around
Baghdad. Navy SEALs conducted operations in conjunction with conventional military forces in
Ramadi to help stabilize the city and wrest control from the insurgents.15 The stabilization of
Ramadi helped to lead to a stabilization throughout the rest of al-Anbar Province and then
through the rest of Iraq. Petty Officer Michael Monsoor was awarded the Medal of Honor for his
13
Navy SEALs Website: “Navy SEAL History,” http://navyseals.com/nsw/navy-seal-history/ (accessed June 19,
2014).
14
Matthew Forney, “Inside the Tora Bora Caves,” Time, December 11, 2001.
15
Dick Couch, “The Sheriff of Ramadi: Navy SEALs and the Winning of al-Anbar,” 2008.
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p. 11
actions taken on September 29, 2006. In a sustained firefight, a grenade was tossed by an
insurgent that landed at his feet. Without hesitating, Petty Officer Monsoor dove on the grenade,
thereby shielding his fellow teammates from the blast.
The SEAL Teams have suffered significant casualties since September 11, 2001. As of 2014, 86
SEALs and direct support personnel have been killed in combat or training related accidents.16
On two occasions, SEALs have suffered significant losses when helicopters transporting SEALs
en route to relieve troops engaged in combat have been shot down. In June 2005, a Chinook
helicopter carrying 8 Navy SEALs was shot down in Kunar Province. These SEALs were on
their way to rescue four teammates who were stranded and engaged in a prolonged firefight. Lt.
Michael Murphy was posthumously awarded the Medal of Honor for his actions during the
firefight, exposing himself to mortal fire in order to establish communications with command
headquarters in order to initiate the rescue attempt.17 In August 2011, another Chinook carrying
17 Navy SEALs and five support personnel was shot down over Wardak Province killing all
onboard.18
On April 12, 2009, in response to a hostage-taking incident off the coast of Somalia by Somali
pirates, three Navy SEALs simultaneously engaged and killed the three pirates who were closely
holding the hostage, Captain Richard Phillips, of the freighter ship Maersk Alabama. The pirates
and their hostage were being towed in a lifeboat approximately 100 yards behind the USS
Bainbridge when each of the pirates was killed by a SEAL sniper with a single shot to the
head.19 This incident was the subject of the motion picture Captain Phillips, with Tom Hanks
playing the title role.
In 2014, there were eight SEAL Teams in addition to other specialized units. Each SEAL Team
was split into six platoons of 16 SEALs, including two officers, a chief, and 13 or more enlisted
men. While the makeup of each team was different, typically they possessed sniper, breaching,
navigation, interrogation, diving, surveillance, and other advanced capabilities. In addition to the
traditional SEAL Teams, there were also SEAL Delivery Vehicle Teams that could deploy from
surface ships, land, and submarines to extend the reach of a SEAL Team.20 There was also the
Naval Special Warfare Development Group (also known as DEVGRU), more commonly
referred to as SEAL Team 6, composed of experienced SEALs that have applied to the group.21
16
Navy SEAL Foundation Website, http://www.navysealfoundation.org/about-the-seals/our-fallen-heroes/
(accessed June 19, 2014).
17
Sean Naylor, “Surviving SEAL Tells Story of Deadly Mission,” Army Times, June 18, 2007.
18
Sean Naylor, “Tragedy Devastates Special Warfare Community,” Military Times, August 2011.
19
David Axe, “8,000 Miles, 96 Hours, 3 Dead Pirates: Inside a Navy SEAL Rescue,” Wired, October 2012.
20
Navy SEALs Website, “Structure,” http://navyseals.com/nsw/structure/ (accessed June 19, 2014).
21
Global Security.org Website, “Naval Special Warfare Development Group (DEVGRU),
http://www.globalsecurity.org/military/agency/navy/nswdg.htm (accessed June 19, 2014).
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Exhibit 1
Training Timeline in 2014
Phase Purpose Time Location
Enlisted Boot Camp Military Orientation and general 8 wks Great Lakes, IL
and BUD/S Prep conditioning
BUD/S Orientation BUD/S Orientation and general 3 wks Coronado, CA

Phase conditioning
BUD/S 1st Phase Teamwork, conditioning, and selection 7 wks Coronado, CA
BUD/S 2nd Phase Diving Competency with SCUBA and 7 wks Coronado, CA
Draegger LAR-V rebreathing rig
BUD/S 3rd Phase Land Warfare, Weapons Training, 7 wks Coronado, CA

Orientation, Communication, and Final
Training Exercises
Junior Officer Junior Officers receive training on 5 wks Coronado, CA

Training mission planning and leadership
Cold Weather Outdoor Operational Skills in maritime 4 wks Kodiak, AK

Training and cold weather environment
SEAL Qualification Close Quarters Combat, Land Warfare, 13 wks Various, CA

Training (SQT) Maritime Operations, Diving
Military Freefall Static Line and Freefall Skydiving with 5 wks Otay Mesa, Ca
training military applications
Survival, Evasion, Prisoner of War Training 2 wks Coronado, CA

Resistance, Escape
Combatives Hand to Hand Combat 1 wk Coronado, CA
Graduation
Additional training Combat Trauma Instruction, 13 wks Coronado, CA

before joining a Introduction to Sniper, Low Visibility
SEAL Team Operations, and UAV Operations
TOTAL 75 wks
Source: U.S. Navy Website, “Navy SEALs,” http://www.navy.com/careers/special-operations/seals.html (accessed

June 19, 2014).
to Jan 2020.
p. 13
Exhibit 2
SEAL Ethos
In times of war or uncertainty there is a special breed of warrior ready to answer our Nation’s
call. A common man with uncommon desire to succeed. Forged by adversity, he stands
alongside America’s finest special operations forces to serve his country, the American people,
and protect their way of life. I am that man.
My Trident is a symbol of honor and heritage. Bestowed upon me by the heroes that have gone
before, it embodies the trust of those I have sworn to protect. By wearing the Trident I accept the
responsibility of my chosen profession and way of life. It is a privilege that I must earn every
day.
My loyalty to Country and Team is beyond reproach. I humbly serve as a guardian to my fellow
Americans, always ready to defend those who are unable to defend themselves. I do not advertise
the nature of my work, nor seek recognition for my actions. I voluntarily accept the inherent
hazards of my profession, placing the welfare and security of others before my own.
I serve with honor on and off the battlefield. The ability to control my emotions and my actions,
regardless of circumstance, sets me apart from other men. Uncompromising integrity is my
standard. My character and honor are steadfast. My word is my bond.
We expect to lead and be led. In the absence of orders I will take charge, lead my teammates and
accomplish the mission. I lead by example in all situations.
I will never quit. I persevere and thrive on adversity. My Nation expects me to be physically
harder and mentally stronger than my enemies. If knocked down, I will get back up, every time. I
will draw on every remaining ounce of strength to protect my teammates and to accomplish our
mission. I am never out of the fight.
We demand discipline. We expect innovation. The lives of my teammates and the success of our
mission depend on me – my technical skill, tactical proficiency, and attention to detail. My
training is never complete.
We train for war and fight to win. I stand ready to bring the full spectrum of combat power to
bear in order to achieve my mission and the goals established by my country. The execution of
my duties will be swift and violent when required yet guided by the very principles that I serve to
defend.
Brave men have fought and died building the proud tradition and feared reputation that I am
bound to uphold. In the worst of conditions, the legacy of my teammates steadies my resolve and
silently guides my every deed. I will not fail.
Source: http://navyseals.com/ns-overview/seal-ethos/ (accessed June 23, 2014).
to Jan 2020.
p. 14
Exhibit 3
Navy Special Warfare Attributes
1. Physically Capable Physically resilient, demonstrates endurance and stamina, and is

in peak physical condition.
2. Disciplined Is dependable, self-reliant, self-controlled, and pays attention to

details.
3. Aggressive Tenacious, assertive, forceful and lethal.
4. Mentally Tough Mentally resilient and determined; shows perseverance and

resolve.
5. Proficient Tactically and technically competent to perform the job and

capable of efficiently learning new skills.
6. Achievement A self-starter, self-motivated, and shows initiative and a strong

Oriented willingness to act.
7. Situationally Aware Effective decision making that shows sound judgment and
critical thinking and, when necessary, can be decisive.
8. Innovative Flexible, resourceful, creative, able to adapt and solve problems

effectively.
9. Team Focused Puts the team above self, is compatible with others in the
platoon, cooperates, and effectively communicates to team
members.
10. Professional Loyal to country and trustworthy, shows integrity and
confidence, demonstrates humility and behaves as the quiet
professional.
Source: Provided by Commanding Officer of Basic Training.
to Jan 2020.

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CASE: HR-40

NAVY SEALS: SELECTING AND TRAINING FOR AN ELITE

THE NAVY SEALS AND NAVAL SPECIAL WARFARE

Necessary Core Competencies

Operation Neptune Spear

Village Stability Operations

The Selection Process: BUD/S and Beyond

Photo 4: Candidates lying in the surf. Photo 3: Candidates

CONCERNS ABOUT THE SELECTION PROCESS

Phase Purpose Time Location

BUD/S Orientation BUD/S Orientation and general 3 wks Coronado, CA

BUD/S 1st Phase Teamwork, conditioning, and selection 7 wks Coronado, CA

BUD/S 3rd Phase Land Warfare, Weapons Training, 7 wks Coronado, CA

Junior Officer Junior Officers receive training on 5 wks Coronado, CA

Cold Weather Outdoor Operational Skills in maritime 4 wks Kodiak, AK

SEAL Qualification Close Quarters Combat, Land Warfare, 13 wks Various, CA

Survival, Evasion, Prisoner of War Training 2 wks Coronado, CA

Combatives Hand to Hand Combat 1 wk Coronado, CA

Additional training Combat Trauma Instruction, 13 wks Coronado, CA

Source: U.S. Navy Website, “Navy SEALs,” http://www.navy.com/careers/special-operations/seals.html (accessed

Source: http://navyseals.com/ns-overview/seal-ethos/ (accessed June 23, 2014).

1. Physically Capable Physically resilient, demonstrates endurance and stamina, and is

2. Disciplined Is dependable, self-reliant, self-controlled, and pays attention to

3. Aggressive Tenacious, assertive, forceful and lethal.

4. Mentally Tough Mentally resilient and determined; shows perseverance and

5. Proficient Tactically and technically competent to perform the job and

6. Achievement A self-starter, self-motivated, and shows initiative and a strong

8. Innovative Flexible, resourceful, creative, able to adapt and solve problems

Source: Provided by Commanding Officer of Basic Training.

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