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ARMY
The Magazine of the Association of the United States Army
December 2016
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DEPARTMENTS
ON THE COVER
LETTERS....................................................4
FEATURES
Multi-Domain Battle: Joint Combined Arms Concept for the 21st Century
By Gen. David G. Perkins
18
Contemporary and
emerging threats
seek to gain control
over a variety of
contested spaces.
To address these
challenges, the Army
and Marine Corps, in
concert with the joint
force, are developing
the Multi-Domain
Battle concept.
Page 18
24
By Chuck Vinch
Three longtime military
analysts may disagree on
some of the details of the
plan championed by Army
Chief of Staff Gen. Mark A.
Milley. But they agree its
the right move, and its
long overdue. Page 24
December 2016 ARMY 1
28
32
47
50
43
Engulfed by Illness:
VA Takes Practical
Approach to
Multisymptom
Condition
52
2 ARMY December 2016
By Mitch Mirkin
With about 300,000 U.S.
veterans believed to be
suffering from Gulf War
illness, VA researchers
are conducting a range
of studies to better
understand the condition
and identify effective
therapies. Page 52
Letters
Character Development
Shouldnt Be Army Role
I spent quite a bit of time reading
Character Development: Initiative Focuses on What It Takes to Be a Trusted
Professional in Todays Army, by Col.
John A. Vermeesch and retired Lt. Col.
Francis C. Licameli (September).
Please do not confuse character with
leadership. Leadership is something you
learn and earn. The Army does not teach
character. Character is taught from birth.
Children are taught by their parents to
recognize good from bad, and right from
wrong. A tremendous amount of character is based on being true to oneself.
I am 82, served in the Army from
1954 to 1956, and received an honorable discharge. Here is some advice I
used in bringing up my own children
and grandchildren. Ask them the following: Would your parents and your
grandparents be proud of you if they
knew what you were doing, or going
to do?
Then, tell them to stand in front of a
mirror. Look themselves straight in the
eye, and ask the same question. If the
answer is yes, then there is no problem. If the answer is no or maybe,
then there is a problem.
This is also known as a guilt trip.
Jerome E. Firsty
San Juan, Puerto Rico
Civil Affairs Branch
Needs More Attention
In the August Front & Center article Civil Affairs in an Era of Engagement, retired Col. Christopher Holshek
points out the major impediments to the
Armys effective use of civil affairs: The
Army doesnt understand civil affairs,
and civil affairs doesnt understand the
Army. But Holsheks solutions merely
nibble around the edges of the problem.
Holshek proposes that civil affairs
soldiers become more conversant with
the concepts and planning and operations frameworks of the Army through
steady state engagement with their
supported commands. Army Reserve
4 ARMY December 2016
Entry Rules:
1. Each photograph must have a U.S. Army-related
subject and must have been taken on or after July
1, 2016.
2. Entries must not have been published elsewhere.
3. Each contestant is limited to three entries.
4. Entries may be 300-dpi digital photos, black-andwhite prints or color prints. Photographs must
not be tinted or altered or have watermarks.
5. The minimum size for prints is 5 x 7 inches; the
maximum is 8 x 10 inches (no mats or frames).
6. The following information must be provided with
each photograph: the photographers name,
address and telephone number, and a brief
description of the photograph.
For more information, contact armymag@ausa.org ARMY magazine, 2425 Wilson Blvd., Arlington, VA 22201
U.S. Army
approach may have been sufficient during the relative equilibrium of the Cold
War era, with its industrial economies,
planned mobilization of conscript armies,
clear adversaries, and manageable pace
of change, but it is unequal to the needs
of a volunteer force facing the challenges of a competitive labor market, a
relative decline in American economic
power, and a complex global threat and
operating environment that changes at
breakneck pace. This industrial-age
approach to officer management is the
single greatest impediment to fostering
innovation in the Army.
The Army must change leader development models and promotion and selection board instructions to recognize
the criticality of senior staff assignments, selecting and incentivizing the
right officers for those positions. As expressed by Colarusso and Lyle, a rigid,
time-based, up-or-out system, while
fairly simple from a management perspective, engenders talent ight and is
devoid of the dynamic talent management which must be implemented
across the entire officer corps to ensure
senior officers are equal to future national security demands.
Regrettably, the Army is failing in
this endeavor. For example, consider
how the Army treats officers centrally
selected for command-equivalent positions on a corps or joint task force staff,
such as corps intelligence or signal officers. Despite promises to the contrary,
the Army disenfranchises colonels selected for command-equivalent staff assignments with dismal promotion selection rates to brigadier general.
U.S. Army
its own arrogant folly in taking on coalitions of enemies whose combined resources of men and materiel were multiple times those of Germanys. But those
same military historians mostly agree that
at the tactical level of war, the German
army, when at the top of its form, was a
showpiece of excellence. Granted, by the
late summer of 1944, the American
Army had overtaken and surpassed the
Germans in quality at the tactical as well
as the strategic levels of war, but that was
only because of the catastrophic attrition
of their best people the Germans had
suffered in Russia and Normandy.
Many military historians agree that
the German army as it existed in the
spring of 1918 and in the spring of 1941
was, at the tactical level of war, one of
the most superb armies the world has
seen. Both world wars lasted as long as
they did, both world wars were as
Armys bureaucracy than that bureaucracy will probably want to display. But
if the process provides the Army with
new lieutenants who are better proven in
their competence to lead soldiers into
battle before they actually do lead them
into battle, it will be worth it.
the modern world. It has a cash economy, and uses sophisticated social media
to motivate followers near and far.
The countries of the worldWestern
and others, like Iranhave rallied to try
to stop the group. In spite of aroundthe-clock bombing and other pressures,
ISIS has somehow survived, building its
force seemingly overnight. According to
a July report from the House Committee
on Homeland Security, more than
40,000 people have traveled to ght for
ISIS since 2011. That gure includes
6,900 people from Western countries,
including 250 U.S. citizens who have
traveled to Syria for ISIS.
cial alienation, loneliness or identity issues, The New York Times reported in
July. These individuals seemed to be
looking to attach to something that can
help dene them as well as give them a
cause worth ghting for, said Karen J.
Greenberg, director of Fordham Laws
Center on National Security.
At least a quarter of them expressed a
desire for martyrdom, Greenberg said.
Some were seeking religious attachment
and converted to Islam. Almost all were
attracted to the idea of serving the larger
purpose of the caliphate. Many of these
recruits are young and still live at home
with their parents.
The idea of worship being all-important may be difficult for many Americans
to understand. A recent Pew Research
Center study on religion in America
found the percentages of those who believe in God, pray daily, and regularly go
to church or other religious services have
declined in recent years. Additionally,
atheists comprise 23 percent of the adult
population, up from 16 percent in 2007.
This declining personal connection to
any religion means Western armies will
have problems even understanding religion or those who are motivated by it,
much less doing something about it.
Countering religious or ideological
motivation of our enemies isnt new.
The U.S. Army in the ght against the
American Indians had to deal with religion. So did the U.S. Army against the
Moro warriors in the Philippines.
The U.S. can counter the story in
three steps. The rst is to expose the
truth to the world about life in ISIScontrolled lands. They are not heaven on
Earth, as ISIS claims through social me-
U.S. Army
these post-World War II conicts without an end-game plan. We have followed few consistent rules, and our efforts have degenerated into a long war
against the Islamic State group and its
derivatives that has proved very expensive in human lives and capital wealth.
The Irish-bred Duke of Wellington is
reported to have coined the term in for
a penny, in for a pound, taken after the
well-known Irish fondness for betting
on horse races. It has certainly cost us
more than a few pennies to keep the
Juan JT Ibanez
All along the way, Ibanez had his video camera rolling. After his sojourn came to an end, he turned his footage into a
short documentary with help from HitRECord.org, an online
collaborative production company that he calls his creative
therapy for the past few years.
HitRECord.org, founded and owned by actor and director
Joseph Gordon-Levitt, uses a variety of media to produce
short films, books, DVDs and other projects. Ibanezs film, A
Veteran and His Camera, is online at www.youtube.com/
watch?v=5PgqEoOaiMk.
Anything that involves the outdoors and creativitypainting, drawing, photography, filming, writingcan help with
the symptoms of PTSD, Ibanez said. Everything I just mentioned and more can be found within HitRECord.org. The
community there has been overwhelmingly supportive.
I dont think there is a permanent fix for PTSD, but I do
believe there are ways to cope with the effects. For me, the
best therapy for PTSD is found within the beauty of nature
and creativity.
Staff Report
December 2016 ARMY 17
Multi-Domain Battle
Joint Combined Arms Concept for the 21st Century
By Gen. David G. Perkins
25th Infantry Division paratroopers prepare for a night jump from an Air Force C-17 at Joint Base Elmendorf-Richardson, Alaska.
ity to shield friendly dispositions and prevent gaining an accurate understanding of the enemys dispositions. By coupling
developments in reconnaissance such as inexpensive unmanned
aerial vehicles (air and cyber domain) with indirect fires assets
(land domain), which are now increasingly free from joint force
airstrikes and counterfire, enemies can inflict significant damage to friendly forces even when out of direct contact.
The individual quality of soldiers, sailors, Marines and airmen, combined with training of joint teams and leaders, remains the decisive advantage over modernized threats. To
leverage this advantage, Army operations and organizations
require a new concept and corresponding capabilities to fully
exploit this advantage in the 21st century. Multi-Domain
Battle is, therefore, the Armys concept for applying our advantage in quality of personnel and training through proven
combined arms principles adapted to modern technological,
military and strategic conditions.
Army aviators and Navy crew members train at Moses Lake, Wash.
December 2016 ARMY 21
Insitus unmanned aircraft systems (UAS) are the ideal t for an expeditionary U.S. Army. Runway independent
with a small footprint, Insitus UAS are C-130 and MH/CH-47 transportable and can be operated and sustained
with a signicantly reduced force structure anywhere in the world. Wherever the Army goes, Insitu UAS goes
to help Soldiers stay safe and win in a complex world.
Learn more at insitu.com
Train, Advise,
Assist Brigades
Milleys New Vision for Ongoing Mission
A U.S. Army Marksmanship Unit member helps an Afghan National
Army soldier adjust his M16 rifle during training in Afghanistan.
hey differ slightly on some of the nuances, but three longtime military analysts who weighed in on the Armys plan to
begin creating new train, advise and assist brigades in the
next few years expressed solid consensus on two basic points:
Its the right move. And its long overdue.
As described by Army Chief of Staff Gen. Mark A. Milley, the
concept sounds straightforward: These formalized, standing entities
would take the lead in training and advising the underdeveloped
military forces of Iraq, Afghanistan and other allies in the professionalized American way of ground war.
Milley wants to stand up ve of these units and assign one to each
geographic combatant command. The fundamental goal would be to
eliminate the problematic strategy to date of essentially carving up
standing Army combat units to train foreign military troops for extended lengths of time, crimping U.S. combat readiness in the bargain.
The train, advise and assist (TAA) concept is on the chiefs short
list. He has talked it up more than once this year, to include laying out
his premise in some detail in an extensive discussion at the Center for
Strategic and International Studies think tank in early summer.
And hes garnering enthusiastic fans for the premise. One is retired Army Lt. Col. John Nagl. He is a member of the board of advisers, and former president, of the Center for a New American Security and is also on the board of advisers of the Foreign Policy
Research Institute.
This is a win, Nagl said. You can bang your head against the
wall that it took so long for us to get here but in the Armys defense,
Id say this is the rst time the demand for combat troops in Iraq
and Afghanistan has nally started to ease and the Army has been
able to catch its breath. The kindest explanation, that the Army
sought to maintain combat power as the force has diminished, is not
completely untrue.
Retired Marine Corps Col. Mark Cancian, senior adviser in the
International Security Program at the Center for Strategic and International Studies, also praised the concept. The Armys efforts to
train Iraqi forces early in the Iraq War, he said, showed fairly clearly
that if you just have a pickup team, they often dont do terribly well.
I think as the war went on, we got better at it but still, it was very
much a pickup effort, Cancian said. It makes a lot of sense to have
units that are really trained for it.
Cancian said this idea is clearly needed because the U.S. will be
doing more of this kind of mission. So its worth having a group of
people who are really focused on it.
Tom Donnelly, co-director of the Marilyn Ware Center for Security Studies at the American Enterprise Institute, agreed. Its a good
idea, he said. And its somewhat overdue after 15 years of either
breaking down regular combat units or putting together kind of a
pastiche of cats and dogs for these missions.
Added Nagl: At a time when the Army is getting smaller but we
have this extraordinary resource of midgrade officers and NCOs who
dont want to leave the military and want to continue to serve; who
have irreplaceable, invaluable combat experience why would you
not try to preserve and use that experience?
plans have the Total Armyactive, National Guard and Reserveon a course to drop to 980,000 soldiers.
History tells us that depending on the situation, you have
to have more than that, he said. If we have to have more,
what is our ability to regenerate? It takes a long time to train a
platoon sergeant, to train a battalion commander, to build a
unit. This isnt your instant pancake thing where you just add
water, mix, throw it on the griddle, and youve got a pancake.
It doesnt work like that.
Under the TAA brigade concept, if a national emergency
erupted, Milley said new soldiers could be put through boot
camp and Advanced Individual Training and then be joined
with those existing chains of command, considerably shortening the time it would take to create combat units.
I look at it as a twofer, he said. You get the day-to-day
engagement that combatant commanders want to train, advise
and assist. And then in times of national emergency, you have
at least four or five brigades worth of standing chains of command that can marry up with soldiers, and you will have units
pretty quickly.
That aspect of the plan sparks doubts among some defense
analysts. Cancian thinks the vision of filling out these units for
conventional combat quickly enough for them to have an immediate, near-term impact on the fluid, fast-moving modern
battlefield is extremely unlikely.
The Army has done that before, in Vietnam, he said.
You formed an experienced cadre, fed them drafteesand it
still took a year or two.
Donnelly thinks it might work in the event of a true World
Cancian sees the more formalized structure as a big step forward in the evolution of how the Army can best help develop
the military prowess of allies. How well did we really train the
Iraqi army initially, considering how they fell apart against
ISIS? he said, referring to the Islamic State of Iraq and Syria.
A lot of people are sort of trying to figure out what we need to
do just in general to build partner military capabilities.
In building these units, Milley has said he would seek to
form them from the existing force without altering the downward end-strength trend line that has the Army shrinking to
450,000 active-duty soldiers by autumn 2018.
That would require careful consideration and calibration,
Nagl said. Taking these personnel out of hide is no joke.
Budget caps have done real damage to the readiness and size
of the Army. But if you make it 500 personnel for each of the
five TAA brigades, you should be able to find 2,500 people.
Eye on Earth
Geospatial Intelligence Vital to Commanders
5-0: The Operations Process as the mental process of developing situational understanding, determining a desired end
state, and envisioning an operational approach to achieve that end state. A commanders visualization shapes the issuing
of plans and orders, another key component of command and control. Subordinate units also expect a clear understanding of their respective areas of operations
and areas of responsibility, often depicted
in images.
GEOINT provides a depiction of
these areas so subordinate units know
who is responsible for each area, and
with whom they need to coordinate if
operations occur at or near these interfaces. These control measures include
geographic data on land, sea and air including brigade boundaries, areas of operations, coordinating altitudes, and area
air defense regions.
The nal command and control element is the development of the common
operating picture. Depicting signicant
events and other relevant information to
all warghters who are involved aids in
developing shared understanding. The
common means for this depiction is a
map software with events overlaid where
and when they happened or plan to occur. Looking back at the GEOINT denition, this is the imagery and geospatial
information that comprises GEOINT.
Intelligence
Intelligence is all about understanding
the operational environment. The operational environment is the composite of
conditions, circumstances and inuences
that affect employment of capabilities
and bear on the decisions of the commander. Intelligence functions use joint
intelligence preparation of the operational environment, a process that seeks
to understand not only the physical terrain but also circumstances and inuences
that might prove relevant to operations.
iStock images
Understanding requires collection, processing and exploitation to ensure appropriate data availability to support a
leaders needs. Therefore, leaders need to
know how to convey requirements to a
collection manager.
Helping to frame collection and exploitation are models such as political,
military, economic, social, information
and infrastructure; area, structure, capabilities, organizations, people and events;
and obstacles, avenues of approach, key
terrain, observation/fields of fire and
cover/concealment. Other elements include friendly and enemy center of gravity analysis, and probable enemy courses
of action.
Fires
Fires require GEOINT to employ capabilities whether lethal or nonlethal.
Protection
Protection focuses on preserving the
joint forces fighting potential, and
GEOINT aids protection in several
ways. The intelligence function identifies threats and enemy locations, enabling protection to establish active defensive measures such as air and missile
defense. GEOINT provides details on
areas to maximize coverage with consideration of terrain limitations.
Air and missile defenses are high-demand/low-density assets, so maximizing effectiveness is critical. GEOINT is
also key in determining locations for
passive defensive measures such as establishing combat support hospitals and
December 2016 ARMY 29
Colorado National Guard soldiers use mapping software during a multistate exercise in Salina, Kan.
Sustainment
Sustainment has two primary elements: logistics and personnel services. Protection of sustainment highlighted earlier
discussed access and enemy threats, but GEOINT also helps
locate key infrastructure such as railroads, roads, airports and
seaports; and key attributes such as natural protection and access to water. GEOINT also helps logisticians determine appropriate space allocation for operations and locations/need
for eld logistic elements based on distance between operations and logistical support areas.
Determining these items is critical to prevent culmination
of operations before mission accomplishment as well as critical
care for injured personnel. Environmental considerations are
another responsibility of the sustainment function. GEOINT
can aid in baselining the environment and assessing any impacts to the environment as units redeploy. GEOINT sup30 ARMY December 2016
The Value of
Broadening
Assignments
DoD
hile there is a burgeoning body of literature examining the skills necessary for officer success in joint, interagency, intergovernmental and
multinational environments, less has been written about the value of
broadening experiences for performing in subsequent operational assignments within the Army at all echelons.
In our careers, broadening experiences outside the Army were ideal preparation
for key developmental assignments at both company and eld grade levels. Broadening is also about building better leaders within the Army, not solely about preparing
officers to excel when dealing with those outside the Army, whether they be uniformed members of other services, civil servants, or representatives of other countries militaries and governments.
With the return of officer separation boards and lower promotion rates, many
junior officers may view broadening opportunities as too risky to their careers, opting
to pursue traditional developmental jobs in their basic branches within the Army.
We argue that such views are shortsighted. Some of the best preparation for tough
key developmental jobs in the Army can come from exposure to communities outside the service.
We offer the following 10 ways we were better prepared for key developmental
jobs because of broadening experiences:
1. Asking good questions. Often the most important skill a leader can contribute to guiding subordinates is asking the right questions to generate the
understanding of a problem or task before solving or accomplishing it. Broadening
experiences, more than prior operational assignments, expose Army leaders to
communities, such as civilian academia, that spend as much time formulating
questions as answering them.
2. Being comfortable not knowing everything. While the commander of a
theater military intelligence company may not perfectly understand the nuances of
all 12 intelligence MOSs within the company, even the purest rie company contains more than 10 individual MOSs and relies on the support of countless others.
Furthermore, the past several years of war have demonstrated that during overseas
deployments, few units operate without enablers from joint, interagency, intergovernmental and multinational entities.
The gap in training and expertise among leaders, their subordinates and their
partners will only grow wider as the world grows increasingly complex. Proper
broadening offers experiences wherein leaders learn to work without much training
or knowledge of their environmentwhether in a foreign country or a commercial
companygaining a level of comfort with not knowing that can serve them well
when charged with leading diverse formations.
3. Emphasizing empirical evidence over anecdotes. Leaders must always
guard against well-intentioned teammates and subordinates who offer compelling,
often passionate anecdotes as evidence to support the adoption of a particular
course of action. Leaders are especially vulnerable during transitions, when subordinates may be tempted to seek a quick decision from the new person at the helm.
school, not the Army. In fact, during one of the authors graduate studies, a professor admitted he had to abandon peer assessments for group projects in classes that had concentrations
of Army officers, because the Army officers rated their peers
often, other Army officersas excellent, with little to no room
for improvement. Broadening experiences that truly assess
performance and then help guide individuals forward are
evocative of learning organizations that place a high premium
on continuous assessment.
5. Seeking a diversity of viewpoints. While the need for
good order and discipline necessitates a healthy degree of deference to those in positions of authority, there is a danger of
such top-down thinking resulting in groupthink and conrmation bias. The Army ethos does not instill the impulse to
seek input from subordinates in as holistic a way as do the less
hierarchical contexts of certain broadening assignments, such
as those in civilian academia or joint, interagency, intergovernmental and multinational positions.
6. Valuing consensus building. While leaders in Army
units have authority by virtue of their rank and position, the
truth is that it is easier to lead soldiers who understand and
believe in their assigned mission. And soldiers are more likely
to buy in to an organizational vision if they feel their voices are
heard. Even within purely Army contexts, mission success often depends on coordination with organizations outside a
given unit and well-dened lines of authority. Broadening assignments outside the military may offer valuable perspective
on how consensus building can lead to effective action outside
dened chains of authority.
7. Expanding sources of authority. By virtue of our positions, each of us exercised considerable authority over hundreds of soldiers. Yet we also recognized that having to invoke
positional authority to compel others to do something was
probably a last resort. Deference to authority and respect for
the chain of command are absolute necessities in the Army,
but our most signicant accomplishments were often realized
through creative, collaborative endeavors. Broadening experiences that offer immersion in the corporate world or graduate
degrees in business offer Army leaders unique insights into
leading organizational change.
8. Appreciating process as much as outcome. The
Army uses the military decisionmaking process (MDMP) as
its primary decisionmaking framework. MDMP is a useful,
time-tested and effective tool for leading units at various echelons, but it is not alone in the world as a decisionmaking
framework. When Army officers serve outside of the Army,
whether as students in civilian graduate schools or embeds
in other departments of government, they are exposed to alternate decisionmaking and management processes. That
contrast itself is an education to Army leaders. It makes more
apparent MDMPs strengths and weaknesses, and equips
leaders to account for those characteristics in leading their
own units through MDMP.
9. Strengthening ties beyond the Army. Whether in
garrison or deployed, tactical and operational Army units are
more successful when they leverage the capabilities of organizations beyond the Army. Particularly in an era of declining
budgets, leaders with contacts beyond the Army can create
December 2016 ARMY 33
What Is Broadening?
urrently, there is not a uniformly held doctrinal denition of broadening. The closest is the recent revision
to Department of the Army Pamphlet 600-3, but the difculty with this denition is that little is not broadening.
The implication is that anything that is not key developmental is broadening.
In the past, the distinction within a branch was between
developmental assignments and key developmental assignments such as company command, battalion operations
officer or battalion executive officer. In the current version
of Department of the Army Pamphlet 600-3, some
branches make a distinction between developmental and
broadening assignmentsfor example, aviationwhile
others imply that broadening and developmental are synonymous in both not being key developmental, such as
military intelligence.
The 2012 version, the most recent, of Army Doctrine
Reference Publication (ADRP) 6-22: Army Leadership is
closer to the spirit of a narrower denition of broadening,
dening it as an opportunity that provides exposure outside the leaders branch or functional area competencies
and allows development of a wider range of knowledge
and skills or increases cross-cultural exposure and expands awareness of other governmental agencies, organizations or environments.
In line with ADRP 6-22, we argue for a narrower denition of broadening and that assignments should meet at
least two important criteria to truly be considered broadening. First, such an assignment should foster an environment that puts officers outside their comfort zone, where
they cannot solely leverage their own past experiences in
the Army in order to excel and where they are exposed to
different organizational cultures and dynamics.
This is best, and perhaps only, achieved when the officer
becomes a minority in an organization. Serving as an exchange officer in the British Army or as an interagency fellow at the U.S. Agency for International Development are
great examples. This caveat naturally rules out most Army
assignments. Army assignments in the functional and institutional realms currently labeled as broadening should
probably instead be designated as developmental in nature.
Second, the assignment should help cultivate an officers
critical thinking skills. Broadening opportunities should
challenge officers to examine their previously held assumptions and instill in them the value of self-reection.
Attending graduate school full time, preferably not in
classrooms entirely full of other military officers, is one
obvious example but not the only one. Fellowships and
serving as speechwriters, faculty members or on a Commanders Initiatives Group at the Joint Staff or at a combatant command also stand out as superb broadening opportunities that nourish critical and creative thinking.
Capt. Zach N. Watson, Maj. Brian C. Babcock-Lumish
and Lt. Col. Heidi A. Urben
allow bureaucratic incentives to label every non-key developmental billet as broadening to dilute the intent of the Armys
initiative into something so broad as to be devoid of meaning.
All experiences are valuable, but not all experiences outside
of our core competencies are equally broadening. If we are going to institutionalize and incentivize broadening across all
ranks, leaders at all levels must encourage subordinates to seek
out both the most challenging key developmental jobs and
most challenging broadening assignments.
Winners
Sunset Over Puget Sound
he competition was intense in ARMY magazines 2016 SFC Dennis Steele Photo Contest.
We received more than 70 entries that captured everything from soldiers and families to
training and ceremonies. Army photographers took
the top two spots, while an Army spouse placed third.
The rst-place winner, Capt. Brian Harris, a public affairs officer with the 7th Infantry Division at Joint Base
Lewis-McChord, Wash., wanted to tell the Army
story, so he entered the contest after nding out
about it through the I Corps public affairs team. He
jumped at the chance because nding new places to
share the amazing work of our 16th Combat Aviation
Brigade soldiers is always on his mind.
His photo, Sunset Over Puget Sound, was one of
those ones that happens out of the blue, he said. He
and his team were ying to meet an infantry unit for
air assault training when he realized the perfect scene
was unfolding before his eyes.
As the aircraft approached Joint Base Lewis-McChord
at 8:30 p.m. on June 26, Harris snapped a few photos of
the crew chief in silhouette. He used a Canon EOS 7D
to take the photo with a Sigma 1835mm f/1.8 lens.
The photo is signicant to me because it really feels
like it brings emotion out of people. The combination
of the beautiful scenery and the rugged military gear
is a really great pairing, Harris said.
Emotional response is the reason why he decided to
submit the photo in the rst place. Sunsets are one of
those things that almost everyone gravitates toward,
and its paired with an amazing U.S. Army soldier
training hard in one of our great aircraft, he said.
Army leaders have stressed that the total force cannot be truly strong without tough training. Michael
Curtis of Waynesville, Mo., an Army photographer, set
out to capture strength and resilience in his secondplace photo, Hold On!
Each year, he has the opportunity to photograph the
Best Sapper Competition at Fort Leonard Wood, Mo.
The grueling three-day competition for combat engineers is designed to measure technical prociency,
stamina and performance under stressful conditions.
Curtis was positioned at the nish line when he saw
the perfect moment to snap the shutter as two soldiers consoled each other.
It is a hard competition, and I believe this image
shows just how hard it can be. I just turned around
and there it was; right place at the right time, with the
right lens and settings, he said. He used a Nikon D4s
with 2470mm f/6.7 lens.
December 2016 ARMY 37
Second Prize
Michael Curtis, Waynesville, Mo.
Hold On!
Third Prize
Deborah Spratt, Columbia, S.C.
Growing Up
Honorable Mentions
Below:
Crystal Stupar, Cameron, N.C.
Facing page, top:
Melanie OBrien, Abington, Mass.
Facing page, bottom:
Caitlyn Riley, Asheville, N.C.
A True Friend
LANPAC
SYMPOSIUM & EXPOSITION
A Professional Development Forum
ausameetings.org/lanpac2017
For more information on exhibiting, contact Laura Miller
lmiller@ausa.org | 703-907-2921
n April 1994, a group of distinguished Army leaders watched as the first digitized battalion to fight the National Training Centers opposing force tried to
assault the opposing forces defensive positions. It was not a pretty picture. In
spite of the intervehicle information system available to task force leaders, the
opposing force had their waynot an unusual outcome at the Armys combat training centers then or now.
In spite of the inability to defeat the opposing force, there were lessons learned
from the experience. Who needs the network, along with why and how to make it
routinely available, are questions that have perplexed commanders, leaders and soldiers for over two decades.
I
By Gen. William Scott Wallace,
U.S. Army retired
Why a Network?
In an age of digital devices and ubiquitous commercial networks, it is easy to assume there is a need for soldiers and leaders to have unlimited access to a network
for operational purposes. Making this assumption a reality has proven to be elusive.
Even if one is convinced a network is needed, debate continues over what kind of
network, for what purpose, and to what echelon. This debate is not exclusively an
argument of operational need. When the discussion centers on affordability, accountants rather than soldiers take center stage and suboptimization is the result.
December 2016 ARMY 43
Trends in Technology
The network the Army wants and needs is an evolution of
thought and capability. There are network-related technology
trends that are shaping the commercial sector and will inevitably shape the way the Army thinks about its network.
The analytics of big data are a persistent concern for any
contemporary business or organization. For some, data analysis is an integral piece of their business model. Others depend
on data analytics to gain a competitive advantage. The Army
must keep abreast of trends in the analysis of big data and the
benets it promises.
From tablets to cellular phones, the emphasis on mobility is
huge and unmistakable. The Armys ability to conduct decisive combined arms maneuver and wide-area security missions
largely depends on its ability to purposely move around the
battleeld to positions of advantage. Mobility, and the means
to achieve it on a 21st-century battleeld, is an attribute that
must be regained.
The increased demand for mobility has increased demand
for cloud computing and cloud services that not only enhance
mobility but also reduce dependence on hands-on maintenance and upkeep to keep security and application software
current and relevant. The Army must be alert to cloud-based
advances born of large investments by private industry, and the
December 2016 ARMY 45
U.S. Army
Moving Forward
A set of technology attributes and trends might inform the
Armys network journey, including the following:
Attributes: mobility, simplicity, agility, protection.
Trends: big data collection and analysis, mobility, cloudbasing, social media, cyber protection.
I also offer two ideas for consideration. First, assuming
there is value in network access at squad level, why not build
one? It could be a network built from the ground up rather
than the top down; one that is not externally connected and is
optimized to enable the squad.
46 ARMY December 2016
Responsible Command
Since 2010, the USAWC has taught the 30-hour elective
course Responsible Command specifically to address perceived gaps in command preparation. In the 201516 academic
year, 28 students took the course; 15 assumed command immediately following graduation. Since its inception, over 100
students have completed the course.
As with other senior-level college selectees, USAWC students
have been highly successful in their careers and previous commands; however, an important part of command preparation is to
understand the nuances of advancing to brigade- and higher-level
commands. During the elective course, students reflect on upcoming challenges through dialogues with experienced faculty,
former brigade commanders and, most importantly, their peers.
Commanders at the brigade and higher level will lead a more
diverse workforce than in their prior assignments. This is often
the first time commanders will have a significant number of
civilian, contractor and potentially foreign-national employees,
as well as a mix of organizations that perform unique missions
from geographically dispersed locations. Just consider the differences in diversity and span of control between an infantry battalion and a Stryker brigade combat team, or a garrison with more
than 40 installations spread across multiple German states.
Additionally, brigade-level commanders have access to and
control of greater resources in terms of time, personnel,
money, equipment and facilities. In this more diverse and
complex environment, brigade-level commanders need to understand and competently apply indirect and transformational
leadership skills more so than the direct and transactional
leadership that made them successful in the past.
The course also focuses on organizational-level issues related
to command for the Army and other services, and for the International Fellows program. Discussions on topics of self-awareness, ethics, Mission Command, culture, command climate, organizational change, innovation, toxic
leadership and stewardship naturally link
to the strategic leadership environment.
As students engage in seminar dialogue and record reflections through
journaling, they begin to develop personal concepts of how these strategiclevel issues will relate to their future positions of command and leadership. For
example, how will they accomplish
mandatory training with limited time?
How will they communicate to their
higher command about when they will
accept risk? How will they communicate to subordinate commanders what is
Garrison Command
War College faculty also offer a directed-study elective
course for students preparing to take garrison command to
help fill a gap in their professional military education. Army
centrally selected garrison command began in the mid-1990s.
At present, there are more than 70 garrisons under the U.S.
Army Installation Management Command (IMCOM). For
most brigade-level garrison commanders, this will be their first
experience with installation management beyond being customers as on-post residents, members of a tenant unit, and re-
Collins Hall at Carlisle Barracks, Pa., home of the Army War Colleges Center for Strategic Leadership
cipients of base services. Accordingly, the Army provides specic orientation and training for these leaders.
However, incoming garrison commanders typically attend
the IMCOM Garrison Leaders Course 60 to 90 days after taking command. The War College thus recognized the need for
another learning opportunity. While the small number of garrison-command selecteesabout ve studentsin each class
does not warrant a traditional elective, students have sought
other approaches to prepare for their unique commands.
Through a voluntary directed study, students tailor their research to address specic aspects of command. One year they
focused on the topic of leader development for garrison commanders and developed a proposal for a USAWC elective.
They presented a 10-lesson syllabus complete with course objectives and suggested reading material.
Another group of students explored joint basing as a recent
initiative that is still under scrutiny, facing issues associated
with service cultures and expectations. For each year, students
assessed the alignment of the IMCOM strategy with the
higher Army strategic direction and considered the impact on
their future commands. Consequently, a recent student cohort
used operational design to analyze the IMCOM campaign
plan. Their goals were to understand the environment, identify service and organizational-level issues related to managing
installations, and develop an operational approach to address
these issues in command.
Students visually mapped out the IMCOM campaign plan
lines of effort. In the process, they identied lines of connectivity between related goals and objectives. This helped them
identify issues for further analysis. Research included visits with
key agencies and officials in installation management. Through
independent study, networking with subject-matter experts,
and dialogue within the group, they further synthesized possible
approaches to the garrison support issues.
Finally, they visited a group of former garrison commanders
who are now serving on the assistant chief of staff for installation management staff. They discussed policy implications for
these issues and weighed their ideas with those who have wrestled with them before.
Good Stewards
Since its creation to address shortcomings identied during the
Spanish-American War, the USAWC has prepared leaders for
service at the strategic level. Integral to this is developing responsible commanders aligned with the Army Ethic. Formal precommand courses are the primary venue for command preparation, while War College electives provide complementary
opportunities for leaders to reect, grow professionally, and apply
Mission Command in their decisions and actions. Developing
the competencies and attributes for responsible command will
pay dividends as these leaders become stewards of the Army Profession in their future strategic roles.
he all-volunteer military has long been considered a microcosm and reection of American society. Incidents
of sexual violence in recent years reect what is occurring in both the civilian and the military populations.
Along with the other armed forces branches, the Army was
tasked by DoD to create an appropriate culture to prevent sexual assault and require a personal commitment from all soldiers at every level. Similarly, universities are considered a representation of society and in recent years have faced similar
challenges in how they have handled sexual assault cases on
campuses nationwide. In January 2014, the White House established a task force to strengthen and address compliance
issues and provide institutions with additional tools to respond
to and address rape and sexual assault.
What happens when the military joins with college campuses to combat sexual harassment and assault? A thriving
partnership in San Antonio addresses the issues that soldiers
and students alike face. The San Antonio Against Sexual Assault Coalition is the rst of its kind in the state, according to
a representative of the Texas Association Against Sexual Assault. The coalitions membership includes representatives
from local colleges and universities, the San Antonio Rape
Crisis Center, the Texas Association Against Sexual Assault,
the South Texas Veterans Health Care System and the 470th
Military Intelligence Brigade Sexual Harassment/Assault Response & Prevention (SHARP) Office.
The Army developed the SHARP program in December
2011, adding a sexual assault response coordinator and victim
A Society Issue
This is not a military issue or a university issue. It is a society issue, Royse said about the growing need to come together as a community to combat sexual assault.
San Antonio is home to over 16 colleges and universities.
The brigade sexual assault response coordinator, Addison Elliott, and the brigade SHARP victim advocate, Sgt. 1st Class
Fernando Torres, began to collaborate with Title IX officers
from several local universities and colleges to address issues of
common concern and create an information-sharing forum.
The group quickly grew in membership and started meeting
months in advance to prepare for the launch of the coalition to
the community in the spring.
April is recognized by both civilian and military communities as sexual assault awareness and prevention month. The
theme of the 2016 DoD campaign is Eliminate Sexual As-
iStock/Sean Pavone
sault: Know Your Part. Do Your Part. This campaign challenges every service member to know, understand and adhere
to service values and standards of behavior in order to eliminate sexual assault and other inappropriate behavior.
To maximize impact and address sexual violence as a societal issue, members of the coalition conducted numerous sexual assault awareness and prevention events with open attendance throughout San Antonio. These allowed soldiers, family
members, students and faculty opportunities to address sexual
violence together, demonstrating that all of San Antonio is
both affected by and can help reduce incidents of sexual harassment or assault as a societal issue, not solely a military or
university issue. For the first time in the brigades history, soldiers participated in events hosted by other brigade units, local
universities and Joint Base San Antonio partner units.
tent to improve education, resources and response to sexual harassment and assault across San Antonio. After reviewing the
results of sexual assault awareness and prevention month submitted by soldiers and students via anonymous surveys, members of the coalition will develop concepts for the future of the
coalition. The 470th Military Intelligence Brigade SHARP
team invited command teams and Joint Base San Antonio sexual assault response coordinators to join the coalition.
This concept was implemented successfully at the local level,
but it can serve as an Army blueprint and be duplicated by military units across the nation. The impact of taking the Armys
not in my squad intervention mindset to higher learning institutions in our community cannot yet be measured, but each
of the hundreds of soldiers who participated improved his or
her awareness of Army values and showed community members that the Army stands with them to prevent and respond
effectively to sexual assault and violence in our society.
Monica Yoas is the 470th Military Intelligence Brigade public affairs officer. She served in the Air Force for six years in the weather
eld. She holds a bachelors degree from Louisiana Tech University
and a masters degree from American Military University. Sgt.
1st Class Fernando J. Torres is a brigade sexual assault response
coordinator at Joint Base San Antonio-Fort Sam Houston, Texas.
He has been a signals intelligence analyst in the Army for 17 years
and has participated in combat operations in Iraq and provided
direct support to operations in South America. He has a bachelors
degree from the University of Maryland University College.
December 2016 ARMY 51
Engulfed by Illness
VA Takes Practical Approach to Multisymptom Condition
Former Army Capt. Mike Tichenor undergoes
cardiopulmonary exercise testing at the VAs
War Related Illness and Injury Study Center,
East Orange, N.J.
Brain Fog
One of the predominant symptoms we see with Gulf War
illness is problem-solving impairment, McAndrew said.
Problem-solving is the most complex mental function. It
doesnt mean theyre not intelligent, or that there are any
changes to their intelligence. Its just that they have this brain
fog, as many veterans call it. They cant think as clearly as they
used to, so it is difficult to solve many of their everyday problems. That leads to more disability.
The underlying issue is a type of executive-function impairment, McAndrew said. The problem-solving therapy being
tested by her group has been used successfully for people with
traumatic brain injury.
Even though Gulf War illness is different than TBI, we
think there are some similarities in terms of the cognitive dysfunction. We believe this treatment has the potential to help,
she said.
While grounded in neuroscience and psychology, the ap-
News Call
This PACMAN Tests Future Robotic Systems
As the Army continues to shrink in
size, unmanned robotic systems continue to grow in importance to ensure
soldiers retain sufficient capabilities to
prevail on increasingly complex battleelds. Direct input from the soldiers
who will have hands-on control of those
systems is a critical aspect.
That was the context of a recent exercise in Hawaii called PACMAN-I. No,
it wasnt a resurgence of the legendary
video game, but the Pacific Manned
Unmanned-Initiative. Sponsored by the
U.S. Army Training and Doctrine Command, the assessment was designed to
evaluate cutting-edge options to rapidly
build, eld and project effective land
combat power where and when its
needed.
During PACMAN-I, soldiers from
the 25th Infantry Division used various
systems and a complex network to give
higher echelons feedback that will help
to shape the focus and direction of future unmanned robotic systems.
It was the third Manned-Unmanned
In Matthews Wake
South Carolina Army National
Guard soldiers with the 1050th
Transportation Battalion,
228th Theater Tactical Signal
Brigade help with evacuation
efforts in Nichols, S.C., after
Hurricane Matthew caused
heavy rain that led to severe
flooding. More than 9,000
members of the Guard were
called up in South Carolina,
North Carolina, Florida,
Georgia and Virginia in the
aftermath of the October
hurricane, which caused
more than 30 deaths in the
U.S. and millions of dollars
in damages as it tore up the
Southeast coast.
December 2016 ARMY 55
Briefs
Reservist Takes Top NCO Spot
For the second consecutive year, the
Armys NCO of the Year title has gone
to a member of the Army Reserve. Sgt.
1st Class Joshua Moeller, a senior drill
instructor from Riverside, Calif., was
the 2016 winner of the Best Warrior
competition.
The 36-year-old is assigned to the 2nd
Battalion, 413th Infantry Regiment,
95th Training Division (Individualized
Training), 108th Training Command
(Individual Entry Training), San Diego.
The 2015 NCO of the Year was Army
Reserve Staff Sgt. Andrew Fink, a
health care specialist with the 409th
Area Support Medical Company, 807th
Medical Command (Deployment Support), Fort Douglas, Utah.
Soldier of the Year honors for the
2016 Best Warrior competition went to
Spc. Robert Miller, a 24-year-old explosive ordnance disposal specialist assigned to the 74th Ordnance Company,
Schoeld Barracks, Hawaii. He represented the U.S. Army Pacic Command.
The Best Warrior competition was
held in September at Fort A.P. Hill,
Va.
Ukraine Commanders
Tour USAREUR Ranges
A delegation of military officials from
Ukraine, including its highest-ranking
officer, Gen. Viktor Muzhenko, toured
the U.S. Armys training ranges and facilities in Europe during a recent twoday visit.
Lt. Gen. Ben Hodges, commanding
general of U.S. Army Europe/Seventh
Army, and Brig. Gen. Tony Aguto,
commander of the 7th Army Training
Command, hosted the October visit to
strengthen relations between the Ukrainian armed forces and USAREUR as they
work together to build and rene the development of a new combat training
center at the International Peacekeeping and Security Center in Yavoriv,
Ukraine.
The visit was specically so that they
could see how 7th ATC runs the maneuver force-on-force at Hohenfels, and
the range complexes and live-re capa56 ARMY December 2016
SoldierSpeak
On Teamwork
It was a win for the Army, said Sgt. Augustus Maiyo, who led four other
soldiers to capture the top five spots in the 32nd running of the Army
Ten-Miler race in Arlington, Va., and Washington, D.C.
On Representing
Too few Americans have an understanding of what their Army is doing,
Secretary of the Army Eric Fanning said. They dont understand the full
impact across our country and around the world. Soldiers dont just fight
for our freedoms, they represent us. Our soldiers are the face of America.
On Saving Lives
If it was not for the 811th team evacuating civilians, we would have recovered 40 bodies instead of four, said Rainelle, W.Va., fire chief Shawn
Wolford. Soldiers with the U.S. Army Reserves 811th Ordnance Company, 321st Ordnance Battalion, 38th Regional Support Group helped
with disaster recovery efforts after heavy rains caused unprecedented
flooding in the state.
On Balance
Your priorities are your family, your civilian job and then the United
States Army, said Maj. Gen. Nickolas Tooliatos upon retiring from the
Army Reserve, most recently serving as commander of the 63rd Regional
Support Command, Mountain View, Calif. The Army is a jealous mistress.
She will take as much time as youre willing to give her, and we need you.
But you have to maintain that balance.
On a Strong Foundation
NCOs are the standard-bearers of our profession, whether training our
formations, leading in combat, maintaining discipline throughout the
force, or caring for soldiers and their families. They set the very foundation on which we build our Army, said Col. Steve Marks, commander
of U.S. Army Garrison Italy.
On Bystander Intervention
It doesnt matter rank, gender, or anything of that sort. Youre the one
who noticed it, and youre the one supposed to fix it. Thats your duty as a
soldier, said Sgt. 1st Class Helen Osby, sexual assault response coordinator for the 2nd Infantry Brigade Combat Team, 3rd Infantry Division, Fort Stewart, Ga.
On Leadership
Its easy to stay motivated when you have great leadership, said Spc.
Colter Krohn, a combat engineer with the 43rd Combat Engineer
Company Sapper, Regimental Engineer Squadron, 3rd Cavalry
Regiment, Fort Hood, Texas.
Fogarty said. If we can get over that cultural leap with security clearances, ways
of doing business, we can accelerate to
where we want to be much, much faster.
The Army intends to build an initial
cadre of 700 enlisted soldiers in the new
17C MOS of cyber operations specialist,
along with 355 officers and 205 warrant
officers. Subsequent plans call for incorporating electronic warfare soldiers in
the 29-series MOS into the cyber branch
as well.
COMMAND
SERGEANTS
MAJOR
and
SERGEANTS
MAJOR
CHANGES*
Command Sgt.
Maj. D.D. Hough
from 62nd Med.
Bde., JBLM, Wash.,
to BAMC, Fort Sam
Houston, Texas.
Sgt. Maj. R.W. Mansker from ODCoS, G-4, Washington, D.C., to Command Sgt. Maj., AMC, RA, Ala.
AMCU.S. Army Materiel Cmd.; BAMC
Brooke Army Medical Ctr.; JBLMJoint Base LewisMcChord; ODCoSOffice of the Deputy Chief of
Staff; RARedstone Arsenal.
*Command sergeants major and sergeants major
positions assigned to general officer commands.
Dropping In on Poland
Paratroopers with the 173rd Airborne Brigade, known as Sky Soldiers, move from a drop zone during Operation Atlantic Resolve in Chechlo, Poland. The exercise is designed to demonstrate U.S.
commitment to the collective security of NATO.
how the soldiers lived and died. The remains then will be reinterred in the
U.S. with full military honors.
Army Fatalities in
Afghanistan
The following U.S. Army soldiers
and an Army civilian died supporting Operation Freedoms
Sentinel between Oct. 1 and Oct.
25. Their names were released
through DoD; their families have
been notied.
Sgt. Douglas J. Riney, 26
Michael G. Sauro, 40
Staff Sgt. Adam S. Thomas, 31
The Outpost
Questions Linger About Fetterman Massacre
By Lt. Gen. Daniel P. Bolger, U.S. Army retired
omething had gone wrong, badly wrong. That much was
obvious from the moment the reaction force arrived on the
scene in the Wyoming Territory. Strewn along the rocky
slope, interspersed with smashed weapons and discarded gear,
the stripped, hacked corpses lay rigid in the glare of day. Not a
single enemy body could be seen among them.
Finding the bad guyswasnt that always the problem? Patrol after patrol, day after day, reported plenty of sullen locals
but rarely a glimpse of the hostiles. The opposition wore no
uniforms, stood no ground, and knew no doctrine. Yet clearly
they had created this ambush, and had done so with ruthless
effectiveness.
The American bodies and trampled ground told the story.
It had begun as these skirmishes always did, with a sighting.
Then came a quick, aggressive lunge, chasing after a few enemies fleeing across the stony ridge. To grab this running foe,
to fix him and hold on, obsessed the American soldiers. It
drew them in like a physical force, the pitiless gravity of battle.
Close combat always went to the U.S. Army. So on they went.
Library of Congress
hat happened? Then and now, when a horrendous reverse occurs, the U.S. Army demands answers, even
when nobody remains alive to provide them. So the questions
went to the officer who sent out the 81 now-dead. In this case,
that was the commander of the 18th Infantry Regiment, Col.
Henry B. Carrington. The telegraph lines burned with
pointed questions from Maj. Gen. William T. Sherman, a
man not given to calm in the face of disaster. What happened?
Why? And most important, who bore responsibility?
Carrington certainly thoughtno, by God, he knewit
wasnt him. The fussy, bookish, Yale-educated attorney
served in the Ohio militia before the Civil War. In that great
conict, Carrington stayed well back. Working from a well-
Henry B. Carrington
served as a brigadier
general during the
Civil War.
60 ARMY December 2016
appointed headquarters, he paid a shadowy network of informers and snitches to chase rebel bushwhackers in southern
Indiana. Carringtons efforts held down some key rear areas.
As a reward, he received postwar command of the 18th Infantry Regiment, with orders to go west to build log forts
near the intersection of the Bozeman Trail and the Powder
River. The Army thought military garrisons would keep
American Indians away from settlers moving along the Bozeman Trail. Nobody checked with the American Indians.
As the 18th Infantry Regiment took up its new duties near
the Powder River, Carringtons 700 men included nearly 400
new recruits. But his ranks also boasted tough sergeants and
officers, men who had marched through Georgia with Sherman two years earlier. The Civil War veterans urged Carrington to go out, nd the Native Americans and smash them.
Get them before they get the soldiers, let alone the hapless
homesteaders. That kind of direct approach made a lot of
sense when pursuing Confederate regiments outside Atlanta.
In the lee of the Bighorn Mountains, with winter approaching, it would play right into the hands of wily Native American chiefs, experts at sucking gullible Regulars into deadly
snares. Hard-bitten scout Jim Bridger said it well: These soldiers dont know anything about ghting Indians.
Despite his lack of combat experience, Carrington knew
enough to realize Bridger was right. The soldiers needed training. They needed repeating ries, not their antiquated Civil
War muzzle loaders. They needed reinforcements, too. So
Carrington did not go hunting for Native Americans. Naturally
indecisive and inert, Carrington preferred to stick with the letter
of his orders. Cut wood. Build forts. Let the American Indians
comeor not. When wagon trains and woodcutters reported
hostile gunshots, the colonel rationalized. It wasnt much.
When the elusive opponents killed some settlers, then some soldiers, Carrington still did nothing.
His officers and NCOs objected.
Among the loudest complainers was
Capt. (brevet Lt. Col.) William J. Fetterman, 33, twice recognized for gallantry
during extensive service in the Civil War.
With the wartime 18th Infantry Regiment, hed followed Shermans lead in
1864 and made Georgia howl in the infamous March to the Sea. Now he implored his colonel to act. If Carrington
wouldnt do it, Fetterman would. Give
me 80 men, said the captain, and I can
ride through the whole Sioux nation. He
really believed it, begging the diffident
Carrington for a chance.
The Native Americans hit and ran, as
was their wont. On Nov. 22, 1866, a
single warrior taunted a woodcutting
party. But the steady lieutenant, wise to
Sioux tactics, didnt take the bait. On
Dec. 6, another encounter between Native Americans and a timber detail resulted in a confused series of maneuvers
through broken ground. Following their
Library of Congress
Eyes torn out and laid on the rocks; noses cut off; ears cut
off; chins hewn off; teeth chopped out; joints of ngers cut off;
brains taken out and placed on rocks with members of the
body; entrails taken out and exposed; hands cut off; feet cut
off; arms taken out from sockets; private parts severed.
It didnt happen in the Ia Drang Valley in Vietnam, or along
the Euphrates River in Iraq, or among the foothills of the
Hindu Kush in Afghanistan. No, this tragic defeat, the slaughter of 79 soldiers and two civilian contractors, happened 150
years ago, right in our own country, on Dec. 21, 1866, outside
Fort Phil Kearny in the Wyoming Territory. Arapaho,
Cheyenne and Sioux, the fearsome Lakota, Miniconjou and
Oglalamore than 1,000 Native American warriors, including
a charismatic leader named Crazy Horsehad sprung the trap.
Their bloody work done in less than a half-hour, the braves
vanished like wind over the prairie. Later counts suggested
anywhere from 13 to 100 Plains Indians were killed. But no
enemy remains were found. So the real number could have
been a lot lower. It could have been zero.
University of Wyoming
University of Wyoming
Capt. William J. Fetterman met his fate about 5 miles from Fort Phil Kearny in the Wyoming Territory.
bold captain, Fettermans unit took off after a few braves and
became separated. Unsure of what to do, Carrington hesitated. In the confusion, the Native Americans killed two bluecoated Regulars and wounded ve. Another inconclusive clash
on Dec. 19 only increased the tension.
Fetterman and other officers insisted, and they grew insolent in their objections. Next time, when these Native Americans appeared, Carrington must let them nish the ght. Give
these Plains renegades a taste of the lead and re that nished
off the Confederacy. Hungry for close combat, Fetterman and
the other Civil War veterans had long despaired of locating a
worthwhile number of American Indians, or any at all.
Now, with the bare ground hardened and snow squalls
nightly, the enemy seemed to be all around, begging for action. It did not occur to any in authority among the 18th Infantry Regiment that when a guerrilla opponent offers battle,
he does so for a reason. And the Arapaho, Cheyenne and
Sioux chiefs had thought it out only too well.
On the clear, cold morning of Dec. 21, the wood-chopping
detail trundled into the pine stand 5 miles northwest of Fort
Phil Kearny. The soldiers needed fuel for res and big logs for
construction, the usual requirements. Some 90 laborers set to
work, protected by an equal number of military guards.
Around 10 a.m., messengers reported to the fort. Native
Americans were harassing the timber crews.
Against his better judgment, Carrington unleashed Fetterman. Under no circumstances, said the colonel, was the captain to pursue over the ridge. Fetterman nodded and headed
out. Its unknown if the younger officer heard the order, or understood it. In any case, he did not follow it.
From the walls of Fort Phil Kearny, sentries watched Fettermans column maneuver to the north, crossing high ground,
as if to get behind the American Indians plinking away at the
woodcutters. Not long after noon, a roar of gunre arose from
the far side of the forested ridge. It lasted until nearly 12:45
p.m., then died away.
Carrington led out a relief force, but they arrived far too late
to nd anything but the gory aftermath. In the interlude between the end of the fatal ght and the coming of the U.S.
colonel and his men, the American Indians had stripped and
mutilated every man in Fettermans command. It had been a
very hard lesson indeed: Do not chase Indians.
arrington blamed it all on the impetuous captain, conveniently dead. Sherman impugned Carrington, and removed
him. In Washington, D.C., Lt. Gen. Ulysses S. Grant agreed,
and even considered charging the colonel for his failings. For
the rest of his days, Carrington told his version of the ght to
all who would listen. Few did.
In the end, though, the colonels view won out. Most historians followed Carringtons lead and refer to the Fetterman
Massacre. Ten years later, not far away in the Montana Territory, Lt. Col. (brevet Maj. Gen.) George Armstrong Custer
and much of the 7th Cavalry Regiment met the same grisly
fate at the Little Bighorn. For the soldiers in blue, and the
Plains Indians they fought, there would be other fatal days,
too many others. They all bled into a long, long series of campaigns that nally crawled to an ignominious end in 189091
in the snows, gunre and heartbreak of Wounded Knee, S.D.
Today, the U.S. Army ag bears 14 campaign streamers from
the Indian Wars. We count them as victories. Not one came
easily.
Lt. Gen. Daniel P. Bolger, USA Ret., Ph.D., was the commander of
Combined Security Transition Command-Afghanistan and
NATO Training Mission-Afghanistan. Previously, he served as
the deputy chief of staff, G-3/5/7, and as the commanding general, 1st Cavalry Division/commanding general, Multinational
Division-Baghdad, Operation Iraqi Freedom. He holds a doctorate from the University of Chicago and has published a number of books on military subjects. He is a senior fellow of the
AUSA Institute of Land Warfare.
December 2016 ARMY 61
Seven Questions
Murphy Proud of Americas Varsity Team
terterrorism operations. We need to refocus on major, highend ground combat. I think about back-to-basics and multidomain battles that were going to need to ght. That means
electronic warfare, cyber and traditional armor, infantry.
4. What has been your most notable challenge as undersecretary?
Weve made incredible strides in the Soldier for Life program. When my service was done in 2004 and I left Fort
Bragg, N.C., there was no program like that to help me navigate 12 months ahead. Its important for
1. How did your experience in Consoldiers and their families to know how
gress prepare you for your role as unto manage all areas of service life, particdersecretary?
ularly transitions. In the last four years,
I wouldnt have been a U.S. congresswe have saved $330 million a year by
man at age 33 if it wasnt for the Army
having an improving economy and pubor a professor at the U.S. Military Acadlic-private partnershipsincluding with
emy, or now undersecretary. The Army
Microsoft and General Motorsto
has made me a leader of character. In
come on posts to provide certication
this role, there is no doubt being an apprograms.
propriator in Congress helped as I testi5. You have two children. Do you want
ed four times this year with Army
them to join the Army?
Chief of Staff Gen. Mark A. Milley on
I would love to see that, but it has to be
the Army budget, talking about why its
up to them. We were at West Point reimportant for lawmakers to fund us.
cently, and one of the professors I worked
Were Americas varsity team.
with there asked my daughter, who is 9,
2. Whats it like being on this side of
if she is preparing to go to the academy.
the Army after having been in the
She politely told him she is studying hard
trenches yourself as an officer?
so she can get into Princeton. That was
Its awesome and great to be home. I
OK, because this professor had gone to
joined the Army at 19 and left when I
Princeton as well. My son is 6, and I
was 31. I loved my time in the military.
coach his hockey team on the weekends.
It made me who I am today.
He has said he wants to be a soldier
Undersecretary of the Army Patrick J. Murphy
I roll into the Pentagon every day by 6
although he recently told me after a
a.m. and do PT with soldiers. My office
practice that he wants to be a spy.
looks out at Arlington National Cemetery, and I think about 6. Whats next for you?
the 19 men I served with who gave the ultimate sacrice in
Well see. I love being part of the Army leadership team. ReIraq. These are veterans of my generation. I want to make sure turning to Congress is not in my immediate future.
we are doing everything possible to ensure our soldiers do not
Now is a good time to look at the Hidden Heroes campaign.
have a fair ght but are technically and tactically over our ene- Were ready to support the caregivers of those who are injured
mies in Iraq, Afghanistan and Syriaand wherever we may in service or other family members. There are 5.5 million milisend them next.
tary spouses who are taking care of family members. Hidden
3. You once said you were worried about the Army, particu- Heroes is their connection to the Army on the homefront.
larly its size. Are you still worried?
7. What would you like to see continue in the Army under
I think we are ready to ght tonight. Our soldiers are doing a the new administration?
phenomenal job taking the ght to al-Qaida in Afghanistan,
Strategically, we need to keep an eye on Russia as it tries to
and to ISIS in Iraq and Syria. If we have to ght against Rus- extend its inuence. We need to be ready to go toe to toe resia, China, North Korea or Iran, its going to be a tough ght. gardless, but I believe our involvement around Europe may inWe will win, but there will be soldiers lost.
crease. We still have national security policy to maintain.
Weve become so procient in counterinsurgence and counEvamarie Socha
U.S. Army/Lt. Col. Renee Russo-Johnson
Reviews
Tank Destroyers That Crippled the Panzers
American Knights: The Untold Story
of the Men of the Legendary 601st
Tank Destroyer Battalion. Victor
Failmezger. Osprey Press. 352 pages.
$25.95
By 1st Lt. Jonathan D. Bratten
cant streets, arriving outside the Vatican around dawn on June 5. According
to the soldier, he parked the jeep and
ran inside, fearful he would never get a
chance like this again. The Swiss Guard
found him and, upon hearing he was an
American, escorted him up to meet
Pope Pius XII. After a ve-minute audience, the sergeant returned to his
company with an incredible story to tell.
The battalion enjoyed Rome for a few
weeks before preparing for their next DDay landing, in southern France.
Failmezger details the intensive preparations for the other D-Day, as these
landings often were called. The 601st
seemed to always nd themselves ghting in the less famous yet highly impor-
tant campaigns of the European Theater. Because the landings were easy and
resistance light at rst, the 3rd Division
and the 601st Tank Destroyer Battalion
advanced too quickly, outpacing their
supply lines. Lack of fuel and spare parts
slowed their attack, as German resistance
stiffened closer to the border of France
and Germany.
This book challenges the prevailing wisdom of professional soldiers as unimaginative bureaucrats trapped in an iron
cage.
Instead, he insists, far from resisting
doctrinal reform, the Army during the
past 50 years has embraced and institutionalized it, adapting with remarkable
successand largely independent of external compulsionto changing strategic, technological and sociological imperatives.
Jensen attributes that success to three
crucial mechanisms: the creation of small
doctrinal incubators independent of established force development organizations; the use of advocacy networks to
debate and rene their products and to
secure buy-in by the wider Army community; and the legitimation of both efforts and their results by invested senior
leaders who welcome innovation and
protect its authors.
Jensen finds evidence of all three
mechanisms at work in the post-Vietnam War evolution of Army doctrine.
He describes that evolution through
four distinctly different variants: Active
Defense (1976), AirLand Battle (1982
and 1986), Full-Dimensional (later
Full-Spectrum) Operations (1993, 2001,
2008) and Counterinsurgency (2014).
Each is formally captured in successive
editions of Field Manual 100-5: Operations (later FM 3.0) and in Field
Recent Publications
from the Institute of Land Warfare
Land Warfare Papers
1-855-246-6269
Special Reports
NCO Update
Defense Reports
DR 16-3 Strategic Readiness: The U.S. Army
as a Global Force (June 2016)
Landpower Essays
no matter how advanced, can detect things like sarcasm, humor or hyperbole. Only a human with native understanding
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Soldier Armed
Army Receiving Its First AMPV
s of mid-December, the ink should be drying on the paperwork marking the Armys receipt of its first Armored
Multi-Purpose Vehicle. The vehicle will be fielded in multiple
variantsmedical evacuation, medical treatment, 120 mm
M121 mortar, Mission Command and general purposeto
replace the obsolescent M113 series armored personnel carrier
family within the Armys armored brigade combat teams.
BAE Systems is producing the first 29 Armored Multi-Purpose Vehicles (AMPVs) under an engineering and manufacturing development contract awarded in December 2014. That
contract included an option to begin low-rate initial production.
The mid-December delivery of the first of those 29 vehicles
was one of the many spotlight industry updates during the Association of the U.S. Armys 2016 Annual Meeting and Exposition. The update included a tour of an AMPV medical evacuation prototype displayed on the show floor.
Retired Army Col. James Miller, business development director for BAE Systems, said the first of the 29 prototypes is
close to final assembly. We are aiming to deliver that vehicle
to the Army in December.
He said production was going great and noted that the vehicles are being built on the actual production line that will be
used for the program.
That allows us to prototype production, he said. We can
work the flaws out and make sure the production line is ready
to go for the low-rate initial production contract. We can
Variants of Armored Multi-Purpose Vehicles include the 120 mm M121 mortar system and medical
evacuation and medical treatment vehicles.
December 2016 ARMY 67
Armored Multi-Purpose Vehicles will replace the obsolescent M113 series armored personnel carrier family in armored brigade combat teams.
ilner outlined a government developmental test plan running approximately 19 months and including 21,000
miles of government reliability driving; 7,500 miles of contractor reliability testing; a full suite of live-fire evaluations
against all five variants; and performance testing at Aberdeen
Proving Ground, Md., as well as Yuma Proving Ground and
the Electronic Proving Ground in Arizona.
Elaborating on testing at the Electronic Proving Ground,
he said, As weve gotten more and more connected, these
platforms have gotten more and more systems on them that
talk. We have close to 20 antennas on one of our variants
right now.
Sitting inside the medical evacuation prototype on display at
the AUSA event, the AMPV program director at BAE Systems, Beach Day, began by highlighting differences with the
current M113-based variants.
You can have up to six people sitting in seats, Day said, or
a smaller lift system could carry two litters on a side. This has
about 78 percent more space than the M113 variant to do work,
with different types of medical equipment inside the vehicle.
Both medical treatment and casualty evacuation variants
will also have air conditioning systems designed to reduce the
interior temperature to 85 degrees in a matter of minutes, because we have got to keep the climate controlled for the patients, he said.
For the medical treatment variant, instead of the seats it
actually has a treatment table in it, where the stretcher comes
right onto the top of the table for the medic and an assistant to
perform lifesaving patient stabilization measures, he said.
They can even roll that table out into an auxiliary tent that
will be coming off the back.
Day identified the Mission Command variant as the one
Milner had cited with nearly 20 antennae on the roof, noting
it is currently configured with the existing WIN-T design
but that the program will look at an evolution to the new
WIN-T for low-rate initial production.
The real key in all of this is that we have given them more
space and height than what they had, but we have increased
the overall survivability of the whole vehicle, he said.
Milner said schedules call for a Milestone C low-rate initial
production decision in the second quarter of fiscal year 2019,
with a current target production number of 2,897 vehicles.
He also said the Army is conducting a study on what to do
with the M113s at echelons above brigade. There are about
1,500 M113s up there, predominantly in engineer and fires
units, he said, adding that the analysis of alternatives is expected to be done by the end of December.
Historically Speaking
Yanbu a Minor Battle with Major Consequences
By Brig. Gen. John S. Brown, U.S. Army retired
some, and as an excuse for mischief for many. The Allies were
worried: Of the 240 million Muslims then living in 1914, 100
million lived in British colonies or possessions, 20 million in
French colonies or possessions, and 20 million in territories of
the Russian Empire. Muslim subjects in Egypt and the Russian Caucasus were in particularly sensitive locations, and
those in India were particularly numerous and consequential.
The Germans began actively recruiting captured French
North African troops and pressing them into the service of the
sultan, further increasing Allied anxieties.
After a urry of preventive political and military measures,
and amid a substantial jihadi-inspired campaign launched
among the Senussi along the Libyan border, the British surmised they could keep a lid on jihad within their empire as
long as the Ottomans were not winning on the battleeld.
Ottoman defeats in the Sinai, the Caucasus and Mesopotamia during 1914 and early 1915 diminished Allied fears
of jihad. Then the Ottomans, heavily assisted by the Germans,
won striking victories over the British at Gallipoli and Kut alAmara in late 1915 and early 1916. The British, committed to
a desperate struggle on the Western Front, found themselves
ailing to stabilize their situation in the Middle East.
The emir of Mecca, appointed by the sultan from among
the Arab descendants of the Prophet Muhammad, was second
only to the caliph in his presumed religious authority. The incumbent in 1914, Sharif Hussein bin Ali, experienced un-
Library of Congress
desert but short on repower and discipline. These would be no match for
heavily armed Ottoman regulars in
pitched battles. The Ottomans retained
control of the railhead at Medina, and
soon amassed a force exceeding 11,000
there. They also imported Sharif Ali
Haydar, another Arab descendant of the
Prophet Muhammad, as their proposed
replacement for Hussein. The number
of tribesmen available to Hussein uctuated but averaged a few thousand.
The Ottomans set out from Medina
to recapture Mecca in August 1916, following the reasonably watered coastal
route stretching through Yanbu, Rabigh
and Jeddah. At rst they pushed all before them, with the Bedouin melting
away rather than risking lopsided battles. Arab deserters from the Ottoman
army, some of whom were former prisoners of war, and a few Egyptian artillerymen provided a
leavening of conventional capability to Husseins forces, but
not enough to seriously delay the Ottoman advance. As the
Ottomans advanced and Husseins position deteriorated, the
potential for Bedouin desertions to Haydar and the Ottomans became ever more likely.
In this emergency, British Capt. T.E. Lawrence of the Arab
Bureau captured the ear of British authorities in Cairo. An intelligence officer widely traveled in the Arab East and familiar
with Husseins sons, he counseled against direct intervention.
European and non-Arab Muslim soldiers would be unwelcome on the holy ground of the Hejaz, provoking resistance
that otherwise might not occur.
If the war in the Hejaz was to be won, Arabs would have to
win it. Guns, ammunition and, in particular, cash would help.
With these, Hussein could keep Bedouin troops in the eld for
months on end. As long as they did not desert, the Bedouin
could wear the Ottomans down in the vast expanses of the
desert. British naval power, air support and technical advice
could be helpful, if discreetly used. Lawrence became the main
such adviser, bestowed with Arab dress by Husseins son Faysal.
The Ottomans pushed on toward Yanbu, scattering an
Arab contingent blocking their path with a surprise attack in
early December. Faysal rushed in with 5,000 reinforcements,
but the Ottomans turned these out of successive positions before defeating them altogether at Nakhl Mubarak, an oasis but
a few hours ride from Yanbu. Faysals men retreated in considerable disorder into Yanbu, steadily pursued by the Ottomans. The Arabs dug in across the crowded streets of
Yanbu, throwing up barricades to assist in their defense.
Here, however, they had an advantage. Alerted by Lawrence,
the Royal Navy had assembled ve ships off Yanbu. These outranged and outgunned the artillery the Ottomans had brought
with them, and enjoyed superior re controls. Searchlights on
the ships spoiled Ottoman options for a night attack. An assault on Yanbu would have been costly, even if successful.
Over a hundred miles from their railhead at Medina and ex-
National Archives
hausted by weeks of marching and fighting in a hostile environment, the Ottomans weighed their options. They were
well aware of the British experience at Kut al-Amara, where a
Pyrrhic victory was followed by isolation, siege and surrender.
Bedouin tribesmen threatened their communications, their
own transportation animals were dying off, and reinforcements in any immediate sense were unlikely.
They decided to withdraw back to Medina. British aircraft
and Bedouin raiders harassed the retreat, but the Ottomans
reached Medina largely intact. Here, they dug in for the duration of the war.
To court Jewish support for the war effort, the Balfour Declaration promised Britains best endeavors to facilitate a national home for the Jewish people in Palestine. The British
had negotiated a fistful of arrangements with Persian Gulf potentates prior to World War I, and these understandings remained intact even as Hussein tried to pull together his Arab
Kingdom.
Secretiveness and lack of coordination more so than malice
account for the wildly conflicting British commitments, but
the damage was extraordinary nevertheless. Egypt, Syria and
Mesopotamia rose in revolt as British and French colonial intentions became clear. Fighting broke out between Jews and
Arabs in Palestine.
Ibn Saud, a Persian Gulf British ally, conquered the Hejaz,
displaced Husseins son Ali, and established Saudi Arabia.
Colonial borders hardened into not particularly governable
post-colonial states, and ethnic and national rivalries carried
on unabated. Never have the consequences of inadequate
plans to secure peace been more consequential than in the aftermath of World War I. The ideal of a peaceable and united
Arab Kingdom was gone with the wind.
Additional Reading
Anderson, Scott, Lawrence in Arabia: War, Deceit, Imperial Folly and the Making of the Modern Middle East
(London: Atlantic Books, 2014)
Lawrence, T.E., Seven Pillars of Wisdom: A Triumph
(New York: Doubleday, 1936)
Rogan, Eugene, The Fall of the Ottomans: The Great War
in the Middle East (New York: Basic Books, 2015)
Final Shot
A soldier demonstrates his hand-grenade skills during the U.S. Army Training
and Doctrine Commands Drill Sergeant and Advanced Individual Training
Platoon Sergeant of the Year competition at Fort Jackson, S.C.
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