Quiz 1 Study Guide

Wednesday, March 29, 2023 8:39 AM

AP150: Write Effectively

• Army Standard for Communications

• Fundamentals of Writing
○ Substance
○ Style
○ Organization
○ Correctness
• Steps in the writing process (PDREP)
○ Pre-writing
○ Drafting
○ Revising
○ Editing
○ Publishing

AP160: Brief Effectively

• Types of Briefings
○ Information: Describe complex subjects from general to specific
○ Decision: Problem/Recommendation, request decision
○ Mission: Informal during ops/training, issue/enforce and order, more detailed
instructions, key points, shared knowledge
○ Staff: inform commander and staff of situation to synchronize efforts, ran by XO
• Steps:
○ Plan: audience, timeline, facility, briefing outline
Prepare: collect info and construct the briefing

Quick Notes Page 1

 ○ Prepare: collect info and construct the briefing
○ Execute: concise, objective, accurate, clearly enunciated, forceful delivery
○ Assess: follow up as required
• Feedback
○ Compare actual situation to their visualization and decide to adjust or direct actions
○ Information, knowledge, experience and wisdom
○ AARs need good feedback
○ S.O.A.R. method of providing feedback
 Situation
 Observation
 Associate and assess
 Reinforce and recommend

AR120: Leader Development Doctrine

• Army Leadership Requirements Model
○ Attributes
 Character: army values, empathy, ethos, discipline humility
 Presence: military and professional, fitness, confidence, resilience
 Intellect: mental agility, sound judgement, innovation, interpersonal tact,
expertise
○ Competencies
 Leads: leads others, builds trust, extends influence CoC, by example,
communicates
 Develops: prep self, posi envi, esprit de corps, develops others, stewards
profession
 Achieves: gets results
• Leader Development: deliberate, continuous, sequential, and progressive processes,
grounded in Army Values, that grows Soldiers and Civilians into competent and confident
leaders capable of decisive action
• Army Leader Development Program
○ Domains
 Operational domain
 Institutional domain
 Self-development domain
□ Lifelong learning
○ Pillars are training, education, experience
○ Self-Awareness
 Capability, opportunity, motivation

AP130: Think Critically and Creatively

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AP130: Think Critically and Creatively
• ADP 5-0
• Critical Thinking
○ Analyzing a problem
○ Breaking it down into parts
• Creative Thinking
○ Find innovative ways to solve a problem
○ Thinking outside the box
• Military Problem Solving Process

• Military Decision-Making Process

• Facts
○ Statement of truth, observable and relevant to the problem, no such thing as a
future fact
• Assumption
○ Supposition of current situation or presupposition on the future course of events
○ Not observable but relevant to the problem
○ Something you believe so certainly, you treat it like a fact
• Barriers to critical thinking (ATP 2-33.4)
○ Bias: preconceived stuff within you!
○ Confirmation bias: looking for evidence to support
○ Status quo bias: preference to maintain current state of affairs
○ Sunk cost bias: already invested so much, going to proceed
○ Logic Fallacy
○ Oversimplification
○ Argumentum ad hominem: Against the MAN! Discredit source
○ False dilemma: black and white thinking
• Stimulating Creativity
○ Odd man in: find the individual with the most unique ideas and listen to them
Mind mapping: starting with critical theme; radiating out from center

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 ○ Mind mapping: starting with critical theme; radiating out from center
○ Brainstorming

AP180: Establish and Exert Influence

• Formal and Informal leadership
○ Formal: Individuals in assignment/positions of responsibility, rank and experience
○ Informal: Found throughout organization, no rank or position required
○ Informal leadership should never undermine legitimate authority
• Compliance (influence based on authority) vs. Commitment (changing attitudes, beliefs,
longer lasting)

• Methods of influence
○ Pressure: demands to achieve compliance; appropriate for combat operations,
emphasis is required to achieve compliance
○ Legitimating: authority from legitimate orders from higher headquarters; may have
adverse consequences if subordinates don't respect that. Granting authority
○ Exchange: incentives for gaining higher level of compliance
○ Personal appeals: ask for support based on personal/longstanding relationship,
loyalty, asking favors
○ Collaboration: engage subordinates/peers to apply influence by contributing to the
outcome, lead by example
○ Rational persuasion: provide broader context, logical argument, show why request is
relevant to goal and needs to get done, give the why. first approach to gain
compliance in combination with collaboration
○ Apprising: explain why doing something will benefit them; different than exchange
because leader can't grant something
○ Inspirational appeals: enthusiasm for a request by arousing strong emotion to
decision they must make or already made
○ Participation: ask others how to best address a problem/meet objective,
brainstorming
• Negotiate to extend influence within and beyond chain of command
○ Build trust
 Common interest and goals
 Informed
 Cohesive teams
○ Understand sphere/means/limits of influence
 Identify who is who, their role, who they have authority over
○ Negotiating/building/resolving conflicts
 Leverage negotiating skills to obtain cooperation/support
 Art of persuasion
 Conflict resolution identifies differences and similarities
 Communicate clear position on relevant issues
• Provide purpose (what), direction (how), and motivation (why)

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• Employ rewards and corrective measures

AP140: Leadership and the Army Profession

• The Army Profession: trusted vocation of Soldiers and Army civilians whose collective
expertise is the ethical design, generation, support, and application of landpower; serving
under civilian authority; and entrusted to defend the Constitution and the rights and
interests of the American people
○ Characteristics of Army Profession
 Military expertise: ethical application of landpower
 Honorable service: noble calling to service and sacrifice
 Trust: bedrock of our profession
 Esprit de corps: winning spirit
 Stewardship of the profession: our long term responsibility
• The Army ethic: set of enduring moral principles, values, beliefs, and laws that guide the
Army profession and create the culture of trust essential to Army professionals in the
conduct of missions, performance of duty, and all aspects of life.
○ Heart of the Army!
• Distinctive roles of trusted army professionals
○ Honorable servants of the nation, experts, stewards of the Army Profession
• Acronym Ethical
○ Equitable
○ True
○ Helpful
○ Institutionally appropriate
○ Culturally appropriate
○ Application just
○ Legal
• Army framework for character development

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• Moral Challenges
○ Black and white: you know the right thing to do, tempted to not do it
○ Gray: you don't know the right thing to do
○ Unseen: moral vision is impaired, don't see the moral aspects of the situation
• Ethical Reasoning Model

○ Ethical Lenses
 Rules
□ Rule/regulation that applies to the COA?
 Outcomes
□ Compare possible outcomes for COA
 Virtues
□ Look at COA in light of professional and personal virtues
□ COAs that seem applicable to conflict but cannot be reconciled with
morals are suspect
○ Okkum Razor: simplest answer if all else is equal is probably the best

AP170: Lead in Organizations

Quick Notes Page 6

AP170: Lead in Organizations
• Develop subordinate leaders
○ Institutional, operational, and self-development domains
○ Individual development plan is a tool
○ Counsel (subordinate/required), Coach (peer/may or not be required, or voluntary),
Mentor (where you're looking to go/voluntary)
• Techniques to manage orgs
○ Military justice
○ Develop talent
○ SHARP
○ SFRG
• Military Justice: Options for disposition of offenses
○ No action/dismissal
○ Non-punitive/adverse admin action
○ Non-judicial punishment (article 15)
○ Judicial action (court-martial)
• Develop talent
○ Leaders identify employment, education, training opportunities which extend
talents
○ Educate, Train, Credential!
• Talent Management
○ How the army ACQUIRES, DEVELOPS, EMPLOYS, AND RETAINS its greatest asset, our
people, to enhance readiness by maximizing human potential
○ Army talent: intersection of knowledge, skills, behaviors, and preferences in every
officer
○ Guiding principle: right officer in right position, right time, over time
• KSB-Ps

• Army SHARP program

○ Readiness by having culture free of SH/SA through prevention, education/training,
response, victim support, reporting, accountability
○ Sexual Harassment
 Informal complaint
□ Less sever or egregious incidents, resolved by individual, minimal
assistance, or direct resolution
□ Generally dealt with orally

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 □ Generally dealt with orally
 Formal complaints
□ Strongly recommended dfiled within 60 calendar days of harassment (DA
Form 7746)
□ Reportable to BDE HQ
□ BDE SARC refers to BDE CDR
□ Investigation will begin within 72 hours from receipt and should be
resolved within 14 calendar days
○ Sexual Assault
 Restricted report
□ Disclose details on confidential basis, received medical treatment and
counseling without triggering official investigation
□ Filed with SARC, VA, healthcare provider
□ Senior commander notified, but not provided with victim's name or other
identifiable information
□ If victim confides in a person within CoC or law enforcement,
investigation initiated and confidentiality may be compromised
□ Catch a serial offender program
 ID repeat sex assault offenders
 Enables Soldiers making restricted report provide info about
offender to law enforcement in confidential manner
 If info matches another allegation, victim may convert report from
restricted to unrestricted and participate in investigation
 Unrestricted report
□ Medical treatment, counseling, and official investigation of allegation
□ SARC notifies SHARP VA
□ SARC or CO notifies USACIDC
□ Once CID involved, victim may not change from unrestricted to restricted
 Victim may decline participation
□ Victim assigned SARC and SHARP VA
□ Right to request expedited transfer
 Military protective order on military basis
 CPO, civilian protective order (restraining order off post)
□ Commander may determine need for temp reassignment
□ Commander flag and Soldier under charges
□ Victims commander will provide monthly updates
○ Commander aware/formal/informal complaint of sexual harassment, must initiate
commander's inquiry or AR 15-6 investigation
 Will not initiate 15-6 for sexual assault; will immediately contact SARC/CID
 Any question about whether complaint is assault vs. harassment will consult
assigned legal
• Soldier Family Readiness Group (SFRG)
○ AR 608-1 Army Community Service
○ AR 600-20 Army Command Policy
○ Command sponsored org of Soldiers, civ employees, family members, and
volunteers in unit. Provide support/assistance, network, resources. Deployment
preparedness. Provide feedback about state of family
○ Act as extension of unit, official accurate info
○ Connect soldiers and family to CoC
On and off post resources
Quick Notes Page 8
 ○ On and off post resources
○ Mutual support

○ Support activities
 Mission essential
□ Member meetings, newsletters, family rosters, telephone trees,
educational briefs
 Non-mission essential
□ Social events, fundraising
○ Funding
 Appropriated funds APF; paid for by government
 Non appropriated funds NAF: money raised by fundraising
 Supplemental mission funds: support FRG mission, but not mission essential.
 Informal funds
□ Authorized
 Newsletters, volunteer recognition, refreshements for FRG
meetings, purely social acitivites
 Flower pot fund
□ Unauthorized
 Mixing with APF/NAF
 Unit org events
 Gifts
 Anything that can be purchased with APF
 Unit ball

AP190: Counseling
• Primary doctrine (ATP 6-22.1)
• Types of counseling
○ Event-oriented counseling
 Occasion of superior/substandard performance

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  Occasion of superior/substandard performance
 Reception/new assignment
 Crisis
 Referral
 Promotion
 Separation
○ Performance and Professional Growth Counseling
 Review duty performance from period
 Leader/subordinate establish objectives/standards for next period
 Focus on strengths, areas of improvement, potential
• Four stages of counseling
1. Identify need for counseling
2. Prepare for counseling
3. Conduct the counseling session
4. Follow-up
• Counseling sessions and Evaluation Reporting System
○ AR 623-3, 31MAR14
○ Focus: duties, responsibilities, performance objectives
○ Initial and quarterly
○ Support form mandatory for COL and below
○ Focuses on attributes and competencies IAW ADP 6-22

AAP190: Army Evaluation Reports

• AERs: identify best performers and those with greatest potential
• OER is assessment tool; Support Form is a counseling tool
○ Company Grade OER Form: DA 67-10-1
 Senior Rater
□ MQ <50%, HQ, Q, NQ
□ Potential (3-5 years)
□ Minimum of 60 days
□ Will be supervisor of rater
□ 5 lines of text
 Rater
□ Excels <50%, Proficient, Capable, Unsat
□ Quantifiable performance
□ Immediate supervisor of rated Soldier, senior to rated (exception is
commanders)
□ 4 lines of text
 Intermediate
□ Used for specialty branches, technical supervision
□ Minimum of 60 days
□ 5 lines of text
○ Role of rater
 Develop a "Rating Philosophy"
□ Identify your best, what will earn rated soldier a top block
 Communicate most significant achievements
 Focus on narrative comments and performance
 Provide rater and senior rater OER support forms
 Within 30 days of starting rating period:

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  Within 30 days of starting rating period:
□ Duty description
□ Performance objectives to attain
 Attributes: Character, presence, intellect
 Competencies: leads, develops, achieves
○ OER Support Form
 Mandatory for Col and below
 Completed in EES
 Three versions of OER, one support form
○ Writing OER: Raters quantify and qualify performance, ability to execute mission
○ Rate box check
 Excels: results far surpass expectations, high level, creates opportunities,
innovative
 Proficient: consistently produces quality results, measurable improvement in
unit, proactive
 Capable: meets requirements of position and additional duties, learning to
apply attributes/competencies at higher levels, positive impact but limited in
scope/duration
○ Senior rater box check
 Most qualified (limited to less than 50%): strong potential for BZ and CMD;
potential ahead of peers
 Highly qualified: strong potential for promotion with peers
 Qualified: capable of success at the next level; promote if able
 Not qualified: not recommended for promotion
○ Senior rater comments
 Peer comparison, promotion and potential, command/assignment school
 Example:
 #2 of 6, to X% of officers in the unit or I have worked with . Promote BZ, ahead
of peers, with peers (Must). Select for in residence ILE. Unlimited potential,
next position (talent management vs groom for leadership position). Shorter =
better
○ Field Grade OER Form: DA 67-10-2
 Raters can comment on broadening/operational assignments (use DA PAM
600-4; 60A positions)
 Character is highlighted
 5 lines of text to comment on any other attributes and competencies,
performance based
 4 lines for rater comments, 5 lines for senior rater comments
 Senior rater box check
• NCOER Rating Chains
○ NCOER by persons not involved with supervision is not authorized; pooling is not
authorized
○ Rater
 Immediate supervisor, min 90 rated days, E5 above and senior
○ Senior rater
 Immediate supervisor of rater, 60 rated days, senior to rater
○ Reviewer
 Only required if
□ SR is <CW2, 1LT, MSG

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 □ SR is <CW2, 1LT, MSG
□ Rater/SR not Army SM
□ Relief for Cause eval
 Commissioned/warrant officer, CSM/SGM
 Direct line supervision, no min time
 Senior to SR
○ NCOER Support form DA 2166-9-1A
 Mandatory for all NCOs (CPLs-CSMs)
 Rater develops duty description, tasks, performance standards, expectations
□ Initial face to face counseling within 30 days of new rating period, appt.
to CPL, promotion to SGT, then quarterly
○ NCOER Form DA 2166-9-X (e5 -1, E6-E8 -2, E9-3)
 E5: DA 2166-9-1
□ Met or Did Not Meet Standards for each attribute/competency
□ Direct level support
 E6-E8: DA 2166-9-2
□ Far exceeded, exceeded, met, did not meet standard for each
attribute/competency
□ Organizational level support
□ Unconstrained rater tendency and constrained senior rater profile (24%
for MQ); 1/8 first reports may be MQ
 E9: DA 2166-9-3
□ Only comments for narrative
□ Strategic level support
□ Unconstrained rater tendency and constrained senior rater profile (24%
for MQ); 1/8 first reports may be MQ
 Mandatory areas of emphasis
□ Safety objective
□ Prevention of SHARP
 Writing NCOER

AAP170: Awards
• AR 600-8-22
○ Goal: foster mission accomplishment by recognizing excellence of both military and
civilian members of the force and motivating them to high levels of performance
and service"
Purpose to recognize acts of valor, achievement, skills/qualifications, heroism

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 ○ Purpose to recognize acts of valor, achievement, skills/qualifications, heroism
• Policies
○ Within two years of act
○ Duplicate: only one decoration awarded for same act/achievement
○ Heroic act AND for period of service
○ DA 638 or orders required for decorations and badges, not for service medals and
ribbons
○ Anyone can recommend someone for an award (no self-
recognition/spouses/family)
○ Based on performance, not grade
• Types
○ Decorations
○ Good conduct medal
○ Service medals
○ Service ribbons
○ Badges and tabs
○ Certificates and letters
○ Unit awards
• Appurtenances worn to denote additional awards, participation, other distinguished
characteristics
• BSM vs MSM
○ Bronze star medal is for combat conditions, but equivalent to MSM (non-combat
conditions)
• Awards Process
○ Type of award:
 Retirement
 Service
 PCS
 Achievement/Impact
 Heroism
○ Timeframe
○ Approval authority
• Approval authorities

• Purple heart
○ Wounded or killed
○ Wounded defined as an injury from outside force/agent
○ Physical lesion not required, must require medical treatment and records
• Civilian awards

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○ DA 1256
• Award writing
○ One achievement needed for impact award
○ Achievements should be quantifiable
○ Same achievement cannot be cited in two awards
 PCS and Deployment awards example
○ Follow unit guidelines/template
• Unit Award Programs
○ Commander's program
○ Each unit is required to have one
○ CDRs may convene award board (fairness)

ABS450: Army and AMEDD Structure CCC

• Department of Defense
○ Armed Forces: Army, Marine Corps, Navy, Air Force, Space Force, Coast Guard,
National GUARD
• Combatant Commands (11)
○ Africa, Central, Cyber, European, Indo-Pacific, Northern, Southern, Space, Special
Operations, Strategic, Transportation
• HQDA Structure, pentagon level, where the surgeon general sits

• Total Army Analysis Process

○ How what is needed is determined through budgetary lens
• Authorization Documents
○ MTOE (Table of Organization and Equipment)
 Resource informed authorization document derived from TOE

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  Resource informed authorization document derived from TOE
 Personnel and equipment authorizations to execute doctrinal mission
 Updated annually
 Deployable units
○ TDA
 Not based on TOE
 Prescribes the organizational, manpower, equipment, and authorizations to
perform mission with no TOE
 Non-deployable units

MC110: Fundamentals of Mission Command

• What is Mission Command?
○ Mission command is an APPROACH
 How we accomplish command and control that empowers subordinate
decision making and decentralized execution appropriate to the situation
○ Command and control is fundamental to all operations
 Exercise of authority and direction by designated commander over
assigned/attached forces in accomplishment of mission
○ Command and control is a warfighting function (ADP 3-0)
 Enable commanders to synchronize and converge all elements of combat
power
• Mission Command Approach
○ Subordinate decision making
○ Decentralized execution
○ Levels of control

• Principles of Mission Command

○ Competence
 Commanders, subordinates, and teams; basis of effective mission command
 Training and education -> provides experiences to allow achievement of
professional competence
 Continuous self-development

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  Continuous self-development
○ Mutual Trust
 Shared confidence
 Trust comes from successful shared experiences and training
 Deliberately developed by the commander
 Subordinates more willing to exercise initiative when feel trusted
○ Shared Understanding
 Form the basis for unity of effort and trust
○ Commander's Intent
 Must include: Purpose of the operation, key tasks, desired end state
 Achieve desired results without further orders, or when operation does not
unfold as planned
 Should nest with higher commander's intent
○ Mission Orders
 Five paragraph operation order format
 Assign tasks, allocate resources, issue broad guidance
 What to do, not how to do it!
 Provide subordinates maximum freedom of action
○ Disciplined Initiative
 Create opportunity by taking action to develop situation
 Intent defines limits to exercising initiative
 Take appropriate action when orders no longer fit the situation
 Create a new order that ties back to original intent to accomplish the same end
state
□ Show how initiative is LINKED to original intent and how end state was
accomplished
○ Risk Acceptance
 Deliberate exposure to potential injury or loss when commander judges the
outcome in terms of mission accomplishment as worth the cost

• Warfighting Functions

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○ The movement and maneuver warfighting function

 Move and employ forces to achieve a position of relative advantage over the
enemy and other threats.
○ The intelligence warfighting function
 Facilitate understanding the enemy, terrain, weather, civil considerations, and
other significant aspects of the operational environment.
○ The fires warfighting function
 Create and converge effects in all domains against the adversary or enemy to
enable operations across the range of military operations.
○ The sustainment warfighting function
 Provide support and services to ensure freedom of action, extended
operational reach, and prolong endurance.
○ The protection warfighting function
 Preserve the force so the commander can apply maximum combat power to
accomplish the mission.
• Role of Commanders in Operations
○ Commanders are the most important participants in the operations process. While
staffs perform
essential functions that amplify the effectiveness of operations, commanders drive
the operations process
through understanding, visualizing, describing, directing, leading, and assessing
operations

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○ Commanders drive the operations process by Visualizing, Describing, and Directing

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