Introduction to War Fighting

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Sergeants Distance

Education Program

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MCI Course 8014A i Course Introduction

INTRODUCTION TO WARFIGHTING

Course Introduction

Scope This course is a complementary resource used to blend doctrine with the applications that sergeants experience and execute in the warfighting

environment. The source of the course content is MCDP 1, Warfighting, and the objective is to create an initial immersion of warfighting concepts for the Marine sergeant. MCDP 1, Warfighting should be read simultaneously or upon course completion to create a greater understanding of warfighting. Mastery of the content should provide the Marine sergeant with the warfighting foundation for the professional military education building blocks. The content applies to both technical and tactical proficiency that allows sergeants to lead and manage processes throughout the Marine Corps.

Table of

Contents The following is the table of contents for this course.

Topic See Page

Chapter 1 The Nature of War 1-1

Chapter 2 The Theory of War 2-1

Chapter 3 Preparing for War 3-1

Chapter 4 The Conduct of War 4-1

Chapter 5 Warfighting Applications 5-1

Appendix A A-1

Review Lesson Exercise R-1

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MCI Course 8014A ii Course Introduction

Course Introduction,

Continued

Estimated

Study Time You will spend about 11 hours completing this course. This includes the time _{you will need to study the text, complete the exercises, and take the final}

examination.

Reserve Retirement Credits

You earn four retirement credits for completing this course. You earn reserve retirement credits at the rate of one credit for each 3 hours of estimated study time.

Note: Reserve retirement credits are not awarded for the MCI study you do during drill periods if awarded credits for drill attendance.

Summary The table below summarizes all-important “gateways” needed to successfully complete this course.

Step When you… Then you will… For more

information

1 Enroll in the program Receive your program

material Refer to the Program Guide 2 Complete the

self-paced text

Arrange to take the final examination

Refer to the Program Guide 3 Pass the final

examination

Receive a course completion certificate

Refer to the Program Guide

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MCI Course 8014A iii Course Introduction

Course Introduction,

Continued

List of

References The following material was used in the development of this course:

· Expeditionary Maneuver Warfare. Marine Corps Capstone Concept. http://hqinet001.hqmc.usmc.mil/p&r/concepts/2001/PDF/C&I%202001 %20chapt%202%20EMW.pdf.

· Harrap, Capt William. Implicit Communication: A Warfighting Imperative. Marine Corps Gazette. (Previously appeared in the MCI 7401 Introduction to Warfighting.)

· Krulak, General Charles C, 31st_{Commandant of the Marine Corps. The}

Strategic Corporal: Leadership in the Three Block War. Marines Magazine.

http://www.usmc.mil/marinesmagazine/pdf.nsf/8e8afdade19e000c852565 e700807312/ba6c7b077948be1b852566e800538752/$FILE/jan99.pdf. January 1999.

· Marine Corps Doctrinal Publication (MCDP) 1 Warfighting. · Marine Corps Doctrinal Publication (MCDP) 1-1 Strategy · Marine Corps Doctrinal Publication (MCDP) 1-0 Operations

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MCI Course 8014A iv Course Introduction

Course Introduction,

Continued

List of References, continued

· Marine Corps Doctrinal Publication (MCDP) 1-3 Tactics.

· Marine Corps Doctrinal Publication (MCDP) 5-1A Doctrinal References for Expeditionary Maneuver Warfare

· Marine Corps Doctrinal Publication (MCDP) 6 Command and Control. · Marine Corps Order (MCO) 1500.55 Military Thinking and Decision

Making Exercises. 12 April 97.

www.tecom.usmc.mil/utm/Military%20thinking%20 MCO%201500.55.htm.

· Marine Corps Reference Publication (MCRP) 3-0B How to Conduct Training

· Murray, Col Charles H., USAF, Ed. Executive Decision Making. U.S. Naval War College, Newport, R.I.

http://www.nwc.navy.mil/nsdm/[email protected]. 1 Feb 2002. · Scharfen, John C. Tactics and Theory of Maneuver Warfare. Interview

with Major General Alfred M. Gray, Jr. Amphibious Warfare Review. Previously used in 7401 Introduction to Warfighting with permission. · Schmitt, Capt John F. Understanding Maneuver as the Basis for a

Doctrine. Marine Corps Gazette, Quantico, VA. August 1990.

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MCI Course 8014A 1- 1 Chapter 1

CHAPTER 1 THE NATURE OF WAR

Introduction

Estimated

Study Time 50 minutes

Scope This chapter discusses the concepts and factors related to war and warfighting. The common concepts and factors that link war to the

operational environments also provide the Marine sergeant with the tools to lead Marines and facilitate processes throughout the Marine Corps.

Learning

Objectives After completing this chapter, you should be able to identify the definition of _{the following warfighting concepts:}

· War · Friction · Uncertainty · Fluidity · Disorder · Complexity · Human Dimension · Violence and danger

· Physical, moral, and mental forces · Evolution of war

· Science, art, and dynamic of war

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Introduction,

Continued

In This

Chapter This chapter contains the following topics:

Topic See Page

War Defined 1-3

Warfighting Concepts 1-5

Chapter 1 Exercise 1-11

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War Defined

Introduction To understand the Marine Corps’ philosophy of warfighting, you first need an appreciation for the nature of war itself—its moral, mental, and physical characteristics and demands.

Definition of

War War is defined as follows:

· A violent clash of interests between or among organized groups · The use of military force

· A violent struggle between two wills, each trying to impose itself on the other

The target of the violence may be limited to hostile combatant forces, or it may extend to the enemy population at large. War may range from intense clashes between large military forces, to subtler, unconventional hostilities that barely reach the threshold of violence.

Groups Engaging in War

Participants and groups are placed into two general categories: · Nation-states

· Nonstates

Nation-States Nation-states are the groups traditionally engaging in warfare. They generally represent countries or the modern nation as representative unit of the political unit.

Example of a Nation-State War

An example of a war between nation-states would be the Iran-Iraq war from 1980 to 1988. The participants were limited to the two nation-states. Other nations may have provided indirect support, but they did not participate in actual combat operations.

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War Defined,

Continued

Nonstate A nonstate group is a group that has no direct affiliation with a nation-state. These groups can be composed of groups external to the nation state or an internal faction.

Example of

Nonstate Examples of a nonstate groups include international coalitions or groups that _{share the same ideologies. Their focus is to influence other nonstate or}

nation-state groups to bend to their will. Two such examples would be · Nations assembled into the coalition forces for Operations Desert Shield

and Desert Storm.

· Al Qaeda terrorist network that functions internationally, which is linked through ideology rather than officially supported by a nation-state.

Conclusion The study of war is essential to be an effective Marine sergeant. Effective leadership creates the opportunity to take the warfighting concepts and develop specific solutions that can be applied to the operating environment.

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Warfighting Concepts

Introduction This topic provides an overview of common warfighting concepts: · Friction · Uncertainty · Fluidity · Disorder · Complexity · Human dimension · Violence and danger

· Physical, moral, and mental forces · Evolution of war

· Science, art, and dynamics of war

Friction Friction is the force that resists all action and saps energy. It makes the simple difficult and the difficult seemingly impossible.

Types of

Friction There are four types of friction. Examples of the each are provided in the _{table below:}

Type of Friction Examples

Mental Indecision over a course of action

Physical Effective enemy fire or a terrain obstacle

External Imposed by enemy action, the terrain, weather,

or mere chance

Self-Induced _{· Lack of a clearly defined goal} · Lack of coordination

· Unclear or complicated plans

· Complex task organizations or command relationships

· Complicated technologies

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Warfighting Concepts,

Continued

Minimizing

Friction The effects of friction can be minimized through effective leadership. Marine _{NCOs face the additional challenge in that they are the first level of}

leadership that has to motivate and direct Marines. It is essential that mentoring and counseling be a part of the leadership and training cycle to develop the corporals and Marines serving with them.

Uncertainty The nature of war makes certainty impossible. All actions in war will be based on incomplete, inaccurate, or even conflicting information.

Uncertainties exist in battle in the form of unknowns about the enemy, about the environment, and even about the friendly situation. These uncertainties can never be eliminated.

The fog of war is a term used to describe the uncertainty of war. The fog of war occurs in the execution of warfare and many other operational

applications.

Factors of

Uncertainty The following three factors contribute to uncertainty:

· Nonlinearity · Risk

· Chance

Nonlinearity Nonlinearity refers to the system for cause and effect within warfare to allow disproportionate outcomes. In simplest terms, minor incidents or actions can have decisive effects on the outcome of a battle. Nonlinearity is an important source of uncertainty.

Risk Risk is inherent in war and is involved in every mission. Risk is equally common to action and inaction and may be related to potential gain. Greater gain often requires greater risk.

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Warfighting Concepts,

Continued

Risk

Management Risk management is the process of identifying, assessing, and controlling _{risks arising from operational factors and making decisions that balance risk}

costs with mission benefits. Marines at all levels must use risk management because it applies to all missions and environments across a wide range of Marine Corps operations.

Chance Part of uncertainty is the element of chance. Chance is the turn of events that cannot be reasonably foreseen. Neither the enemy nor friendly forces have control over these unforeseen events. While nonlinearity and risk can be enhanced or minimized through the study of war, training, and experience, chance is an advantage and a disadvantage to friend and foe alike. Chance is a characteristic of war and a source of friction.

Fluidity Each episode in war is shaped by the episodes that come before it. Each episode also shapes the ones that follow. This creates a continuous,

fluctuating flow of activity with opportunities and unforeseen events. This flow of activity is called fluidity.

Disorder Disorder is created by situations where plans go awry, instructions and information are unclear and misunderstood, or communications fail. Mistakes and unforeseen events can also cause disorder. War naturally moves toward disorder. Disorder is unavoidable in war and it will never be eliminated.

Complexity Complexity refers to the intricate, interrelated parts that compose the process and elements used to execute war and warfare. The level of complexity depends on the level and scope of the warfighting application. For example, a division has more elements than a regiment when evaluated in terms of

companies, squads, or even individuals.

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Warfighting Concepts,

Continued

Human

Dimension The human dimension is central to war itself. War is shaped by human _{nature, which is exemplified by the clash of wills and is subject to its}

complexities, inconsistencies, and peculiarities that characterize human behavior. Since war is an act of violence based on a disagreement, it will be shaped by human emotion.

The human dimension of war is essential to get an accurate view of the nature of war. War tests the physical and mental strength of the participants, but the human effects go far beyond the measurement of strength. Consideration needs to be given to the effects of danger, fear, exhaustion, and lack of the ordinary necessities in life. The cumulative effects of these and similar factors can affect individuals, groups, and operations adversely. The Marine NCO needs to understand human behavior and take action to minimize the limiting effects and optimize the positive behaviors.

Violence and

Danger Violence is inherent in warfighting and is characterized by bloodshed, _{destruction, and suffering. Violence and danger are interlinked because the}

violence makes war a dangerous undertaking.

Fear Fear is the normal human reaction to violence and danger.

Fear has a significant effect on the conduct of war because it contributes to the erosion of will. The erosion of will leads directly to defeat or less than successful operations. From a warfighting perspective, the effects of fear can be minimized by courage. Courage and confidence can be fortified in many ways, which will be discussed in terms of minimizing fear.

Courage Courage is not the absence of fear, but the strength to overcome it. Each person reacts differently to fear at each specific event, associated time and situation. Courage can produce outcomes ranging from a reasoned

calculation and action to a fierce emotional reaction. The human dynamics of each individual based on reason, emotion, and experience produce the

resulting act of courage.

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Warfighting Concepts,

Continued

Physical, Moral, and Mental Forces

War is characterized by the interaction of physical, moral, and mental forces. While the physical forces are easy to measure, the moral and mental forces are more difficult to quantify due their intangible nature.

Physical Forces The physical characteristics are easily seen, understood, and measured. Commodities such as equipment capabilities, supplies, seized physical objectives, force ratios, losses of materiel or life, terrain lost or gained, prisoners or materiel captured are tangibles and considered physical forces.

Moral Forces The moral forces in warfighting pertain to the psychological and intangible forces. Examples include the following:

· National and military resolve · National and individual conscience · Emotion · Fear · Courage · Morale · Leadership · Espirit

Mental Forces Mental forces provide individuals and groups with the ability to grasp complex battlefield situations; make effective estimates, calculations, and decisions; devise tactics and strategies; and develop plans.

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Warfighting Concepts,

Continued

Evolution of

War While war and warfare have essentially remained the same, the operating _{environments, tactics, and techniques have changed as mankind and}

technology have become more developed. Technology advancements and innovations are the greatest driving force in the evolution and conduct of war. The evolution of armor from hardened hide to Kevlar is an example of how a simple development evolved from the simple process of curing and tanning a hide to the highly technical process of creating synthetic body armor.

Numerous other innovations have changed the process and execution of war from many perspectives:

· Development and use of the rifled bore

· Conception and use of conscription to man armies · Use of modern modes of transportation to support war

In order to remain effective in the operating environment, Marine leaders must continue to educate themselves and utilize the evolution process to their advantage. Sergeants must remain proactive in their efforts to develop new skills and learn to apply them in the execution of their daily duties.

Science, Art, and Dynamics of War

The various aspects of war fall into the realms of science and art. The scientific aspects like ballistics, mechanics, and technology are clearly definable. The application of the art of war requires the individual to understand the essence of a unique military situation and the creative ability to devise a practical solution.

Concluding Perspective on War

War is an extreme test of will. Friction, uncertainty, fluidity, disorder, and danger are its essential characteristics. War remains fundamentally

unpredictable. Each episode is the unique product of multiple moral, mental and physical forces.

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MCI Course 8014A 1- 11 Chapter 1 Exercise

Chapter 1 Exercise

Estimated

Directions Complete items 1 through 14 by performing the action required. Check your answers against those listed at the end of this lesson.

Item 1 What is the definition of war as defined by MCDP 1, Warfighting? a. Armed conflict where one side is annihilated by a stronger, more

dominant force that takes control of the vanquished resources.

b. The disagreement of countries over political viewpoints and economic interests that can only be solved through military force.

c. The action arm of organizations or countries when diplomatic resolve or methodology.

d. A violent clash of interests between or among organized groups characterized by the use of military force.

Item 2 The chapter places participants and groups into two general categories. What are these categories?

a. Leaders and warfighters

b. Combatants and non-combatants c. Nation-states and nonstate groups d. Friendly forces and opposing forces

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Chapter 1 Exercise,

Continued

Items 3

Through 12 Matching: For items 3 through 12, match the common characteristics of war _{in column 1 with the definitions in column 2.} Column 1 Characteristics of War Column 2 Definition ___ 3. Friction ___ 4. Uncertainty ___ 5. Fluidity ___ 6. Disorder ___ 7. Complexity ___ 8. Human dimension ___ 9. Violence and danger

___ 10. Physical, moral, and mental forces ___ 11. Evolution of war ___ 12. Science, art and

dynamics of war

a. Bloodshed, destruction, and suffering that can affect friend and foe alike b. Forces that influence warfare whether

they are intangible or tangible c. Unknowns about the enemy and the

environment experienced in battle d. Plans gone awry, misunderstood

instructions, communication failures, mistakes, and unforeseen events

e. The force that resists all action and saps energy

f. Behavior exemplified by the clash of wills and the related complexities, inconsistencies, and peculiarities that characterize human behavior

g. A condition that creates a continuous, fluctuating flow of activity

h. Intricate, interrelated parts that compose the process and elements used to

execute war and warfare

i. The realms in which the various aspects of war fall

j. Operating environments, tactics, and techniques that have changed as mankind and technology have become more developed

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Chapter 1 Exercise,

Continued

Item 13 Nonlinearity, risk, and chance are contributing factors to which of the following concepts?

a. Fear of the unknown b. Strategic corporal c. Uncertainty d. Fire and maneuver

Item 14 Which definition would best describe nonlinearity?

a. The system for cause and effect within warfare to allow disproportionate outcomes.

b. The descriptive of defensive strategy that increases the difficulty for the enemy to target friendly positions.

c. The process of being unpredictable in the operating environment by managing routes and lager sites.

d. The ability of leader to modify behavior to increase uncertainty in movement and positioning.

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Chapter 1 Exercise,

Continued

Answers The table below provides the answers to the exercise items. If you have any questions, refer to the reference page listed for each item.

Item Number Answer Reference

1 d 1-3 2 c 1-3 3 e 1-5 4 c 1-6 5 g 1-7 6 d 1-7 7 h 1-7 8 f 1-8 9 a 1-8 10 b 1-9 11 j 1-10 12 i 1-10 13 c 1-6 14 a 1-6

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MCI Course 8014A 2- Chapter 1 2

CHAPTER 2 THE THEORY OF WAR

Introduction

Estimated

Scope This chapter is designed to teach the concepts and content contained in MCDP 1, Warfighting, chapter 2. The content is the initial building block for the Marine NCO’s warfighting studies.

Learning

Objectives After completing this chapter, you should be able to identify the definition of _{the following concepts:}

· Politics · Policy · Means in war · Levels of war · Initiative · Response · Attrition warfare · Maneuver warfare · Combat power · Speed · Focus

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Introduction,

Continued Learning Objectives, continued · Surprise · Boldness · Centers of gravity · Critical vulnerabilities · Creating opportunity · Exploiting opportunity In This

Chapter This chapter contains the following topics:

Topic See Page

War Theory Concepts 2-3

Levels of Warfighting 2-6

Initiative and Response 2-9

Styles of Warfare 2-11

Combat Power 2-13

Combat Power Concepts 2-14

Gravity and Vulnerability 2-17

Creating and Exploiting Opportunity 2-18

Chapter 2 Exercise 2-19

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War Theory Concepts

Introduction The political objective is the goal, war is the means of reaching it, and the means can never be considered in isolation from their purposes.

-- Carl von Clausewitz While war is as old as mankind, the basis upon which war is waged has changed with time and technology. As noted by Carl von Clauswitz, modern warfare is waged to support politics and policies. War is an extension of both policy and politics with the addition of military force. It is important for Marine NCOs to understand the concepts that direct war and operations: · Politics

· Policy · Means

· Spectrum of conflict

Politics Politics refers to the distribution of power through the interaction of both cooperative and competitive elements of a group or organization.

Policy Policy refers to the conscious objectives established within the political process. These objectives become what are commonly referred to as policy aims. The policy aims state what is to be accomplished and how the process of war is to be conducted. The single most important thought to understand about war and policy is that war must serve policy.

War, Policy,

and Politics War is an extension of policy and politics. War provides the means to _{accomplish the policy objectives, which are often driven by politics.}

Means in War War uses all power elements that one group can bring against another to

achieve the objective. This includes the following: · Economic means

· Diplomatic means · Military means · Psychological means

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War Theory Concepts,

Continued

Economic

Means in War An example of economic warfare is when trade sanctions or policies are _{imposed on one or two groups:}

· Nation-state—the United States or Russia

· Nonstate—an international coalition or faction within or outside of an existing state

Political Means

in War Political means in war can take place in diplomatic circles and organizations _{such as the United Nations. The pressure generated by diplomatic language}

and open discussion can apply pressure on groups, nation-states, or nonstates.

Military Means

in War The military means in war can range from the mere threat of presence to the _{actual commitment of combat troops to an area. The Marine operational}

forces have the capability and capacity to fulfill this mission, since Marine forces are always afloat and poised for deployment.

Psychological

Means in War Psychological means in war are planned operations to convey information to _{influence the emotions, motives, reasoning, and behavior of foreign}

audiences. Dropping leaflets in Operation Iraqi Freedom is an example of psychological means in war.

Spectrum of

Conflict The spectrum of conflict ranges from military operations other than war to _{large-scale, sustained combat operations. The scale of the conflict is}

determined by · Policy objectives

· Available military means · National will

· Density of the fighting forces or combat power

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War Theory Concepts,

Continued

Marine Corps’ Role in the Spectrum of Conflict

The Marine Corps is the Nation’s force-in-readiness and must have the versatility and flexibility to deal with a situation at any intensity level across the spectrum of conflict.

The Marine Corps maintains itself as a modern military force capable of waging war against a large conventional force or a small war against lightly armed guerilla force.

Warfighting

Challenges Today’s Marine NCOs will experience greater leadership and operational _{challenges than ever before. Understanding warfighting gives leaders the}

ability to

· Understand what the higher-level mission is and how their unit fits into it. · Make plans and decisions.

· Communicate the plans and decisions to subordinates.

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Levels of Warfighting

Introduction Marine NCOs should understand how the levels of war relate to operations that may involve the Marine Corps. This section creates an awareness of the strategies and organizational structure that drives the warfighting

environment.

Levels of War War is planned and conducted at different levels. The three levels of warfare are listed below:

· Strategic · Operational · Tactical

Strategic Level The strategic level of war is the highest level of war. Activities at the strategic level focus directly on policy objectives. Strategy applies to peace as well as war and it can be subdivided into different types:

· National strategy—coordinates and focuses all the elements of national power to attain policy objectives

· Military strategy—secures the policy objectives; viewed as the art of winning wars and securing peace

Strategy

Applications Strategy applications involves the following:

· Establishing goals · Assigning forces · Providing assets

· Imposing conditions on the use of force

Strategy is developed from policy and political objectives.

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Levels of Warfighting,

Continued

Operational

Level The operational level of war links the strategic and tactical levels of war. The _{challenge of the operational level of war is deciding when, where, and under}

what conditions to engage the enemy in battle. It also includes when, where, and under what conditions to refuse battle in support of higher aims.

Tactical Level The tactical level of war is the lowest level of war. Tactics refer to the concepts and methods used to accomplish a mission in either combat or military operations. In war, tactics focus on the application of combat power to defeat an enemy force. This application of combat power occurs at a particular time and place. In non-combat situations, tactics may include methods used to perform other missions, such as

· Enforcing order

· Maintaining security during peacekeeping operations In the Marine Corps, NCOs operate at the tactical level.

Overlap The levels of war overlap. The degree of overlap depends on the application of warfare and the structure of the elements participating in the operation. The most common overlap occurs when a single commander has

responsibilities at more than one level, such as when a unit is performing a military operation other than war.

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Levels of Warfighting,

Continued

Comparative View of the Levels of War

A comparative view of the levels of war is depicted in the diagram below:

TACTICAL OPERATIONAL STRATEGIC STRATEGIC OPERATIONAL TACTICAL Compressed

Levels of War The levels of war tend to be compressed in situations where operations are _{directed and executed by either a very short chain of command or smaller}

forces capable of carrying out operations in limited environments.

Nuclear war is good example of a short chain of command since the strategic level and tactical level are almost one in the same. The strategic decisions regarding the direction of the war and the tactical decisions to employ nuclear weapons are essentially the same.

Military operations utilizing a unit such as a Marine expeditionary unit to conduct a non-combatant evacuation of an embassy could be an example of compressed levels of war since the strategic and tactical levels work together.

COMPRESSED LEVELS OF WAR LEVELS OF WAR

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Initiative and Response

Introduction The clash of wills requires combinations of actions and reactions to execute warfare. These actions and reactions can be more simply classified as initiative and response.

Initiative Initiative is the ability to dictate terms of the conflict and force the enemy to meet on these terms. Initiative is normally associated with offense. The most obvious way to seize and maintain the initiative is to strike first and keep striking.

Benefits of

Initiative Marine leaders benefit by taking the opportunity to employ initiative. Some _{of the battlefield related benefits of initiative are as follows:}

· The terms of the conflict can be dictated to the enemy. · The enemy is forced to meet us on our terms.

Response Response is merely reacting to the initiative; it is how you respond to the opposition. The responding or second party must have the desire and will to resist in order to have conflict. Response is normally associated with defense. Defense has the aim of resisting the enemy’s will. It also creates the

opportunity for initiative.

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Initiative and Response,

Continued

Example of Initiative and Response

The simplest example of initiative is when a squad leader plans and executes an ambush. The initiative occurs during the planning, developing the

situation, and in executing the ambush. Each of these steps requires leadership action and an expected performance response by the Marines. When the enemy has to react or respond to the initiative, it creates a response. This is how initiative and response are related. Analysis of the anticipated enemy response increases the effectiveness of the ambush and minimizes the enemy’s opportunity to gain momentum to change the sequence of events.

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Styles of Warfare

Introduction There are two styles of warfare: · Attrition warfare

· Maneuver warfare

These two styles of warfare lie at opposite ends of the spectrum. It is

important to understand the philosophies and applications that form the basis of each. While maneuver warfare is the method prescribed by Marine Corps doctrine, most operational applications fall somewhere in the middle of the spectrum.

Attrition

Warfare Attrition warfare pursues victory though the destruction of the enemy’s _{material assets by superior firepower. It is a direct approach that sees war as}

a straightforward test of strength. The greatest requirement for success is numerical and material superiority. Technical proficiency matters more than cunning or creativity. At the national level, war becomes an industrial as well as a military problem.

Historically, nations and militaries that thought they were numerically and technically superior often used attrition warfare. Examples of attrition warfare are listed below:

· Operations of both sides on the Western Front in World War I

· The French defensive tactics and operations against the Germans in May 1940

· The Allied campaign in Italy from 1943 to 1944

· Eisenhower’s broad-front offensive in Europe after Normandy during 1944

· U.S. operations in Korean after 1950 · Most U.S. operations in the Vietnam War

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Styles of Warfare,

Continued

Maneuver

Warfare The goal of maneuver warfare is to shatter the enemy’s moral, mental, and _{physical cohesion by attacking selected enemy weaknesses. Cohesion is the}

enemy’s ability to fight as an effective, coordinated whole. When the cohesion is destroyed, the enemy is forced to operate as separate, smaller, independent units, which can easily be destroyed. Maneuver warfare relies on speed and surprise. Examples of maneuver warfare are listed below:

· Allenby’s campaign against the Turks in Palestine in 1918

· German Blitzkrieg operations of 1939 to 1941, most notably was the invasion of France in 1940

· The failed Allied landing at Anzio in 1944

· Patton’s breakout from the Normandy beachhead in late 1944 · McArthur’s Inchon campaign in 1950

· III Marine Amphibious Force’s combined action program in Vietnam · “Hail-Mary” conducted by U.S. Forces in Operation Desert Storm · The rapid advance on Baghdad in Operation Iraqi Freedom

Leadership

Challenges NCOs can better manage their assets and employ tactics that support mission _{success if they understand each warfare style.}

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Combat Power

Introduction The expeditionary nature of the Marine Corps reflects the ability to project a force globally and conduct operations. The ability to execute warfare is dependent on the capacity to project and sustain combat power.

Definition Combat power is the total destructive force to bear on the enemy at a given time.

Measuring

Combat Power Combat power is difficult to measure because many of the factors are not _{measurable. Examples of such factors are listed below:}

· Effects of maneuver, tempo, or surprise

· Advantages conferred by geography or climate · Relative strengths of offense and defense

· Relative merits of striking the enemy in the front, flanks, or rear · Morale · Fighting spirit · Perseverance · Effects of leadership Combat Power and the Marine NCO

Identifying the major factors that influence the unit’s combat power adds depth to understanding warfighting dynamics for NCOs. The key to success is for the NCO to understand how the major factors influence warfighting.

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Combat Power Concepts

Introduction The major factors influencing combat power are crucial to achieving an understanding of combat power. It is necessary to understand that combat power is situation specific since each set of factors changes with time.

Combat Power

Factors Several major factors form the core of combat power. These factors are listed _below:

· Speed · Focus · Surprise · Boldness · Centers of gravity · Critical vulnerabilities · Creating opportunity · Exploiting opportunity

Speed Speed is the rapidity of action. The rapidity of action is how fast events occur. It applies to both time and space. Speed over time is tempo—the consistent ability to work quickly. Speed over space is the ability to move rapidly. Speed is a weapon and is most often overlooked as such. The ability to out maneuver or out perform the enemy is how speed becomes a weapon. Speed is a critical factor in keeping the enemy off balance or keeping the operational flow of events in a sequence.

Speed is the essence of war. Take advantage of the enemy’s unpreparedness; travel by unexpected routes and strike him where he has taken no precautions.

-- Sun Tzu

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Combat Power Concepts,

Continued

Focus Focus is the generation of superior combat power at a particular time and place. Focus has costs. To achieve focus at a decisive place and time, leaders must use strict economy and accept risk elsewhere and at other times.

Economy is achieved by managing the scarce resources of a force. NCOs must understand the principle of economy, the mission, and the commander’s intent to effectively lead Marines within his or her unit. Acceptance of risk elsewhere means that if you concentrate your efforts at the point of decision, you will be weaker in other places.

The combination of speed and focus adds punch or shock effect to your actions. You should strike with the greatest possible combination of speed and focus.

Surprise Surprise is a state of disorientation resulting from an unexplained event or sequence of events that degrades the enemy’s ability to resist. Surprise can be achieved through one of three methods:

· Deception · Ambiguity · Stealth

Deception Deception is the ability to convince the enemy that something is going to happen other than what really happens. This is done to get the enemy to act in a manner detrimental to his own interests. In simplest terms, the intent is to give the enemy a clear picture of the situation, but the wrong picture.

Ambiguity Ambiguity is doubt and can be created by acting in a way that the enemy does not know what to expect. This means the enemy must prepare for numerous possibilities.

Stealth Stealth is to deny the enemy any knowledge of what will happen. The enemy is neither deceived nor confused, but instead is completely ignorant of future actions.

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Combat Power Concepts,

Continued

Boldness Boldness is the characteristic of using the natural uncertainty of war to pursue major results rather than minor ones.

Boldness is not recklessness. It is important to understand that inaction can be a form of boldness. A calculating patience to remain inactive while the enemy commits himself before we strike him is a form of boldness.

Situational awareness is the key to boldness. Leaders at all levels must have the ability to assess the situation and then act.

Relationship of Surprise and Boldness

There is a close connection between surprise and boldness. It is necessary to take risks to surprise the enemy. The willingness to take these risks is an example of boldness.

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Gravity and Vulnerability

Introduction To win, the Marine Corps must focus combat power toward a decisive aim. There are two concepts that focus on this: centers of gravity and critical vulnerability.

Centers of

Gravity Centers of gravity are any important sources of strength. If they are friendly _{centers of gravity—protect them; if they are enemy centers of gravity—take}

them away. Centers of gravity can be identified by answering the following questions:

· What factors are critical to the enemy? · Which can the enemy not do without?

· Which, if eliminated, will bend the enemy most quickly to our will? The U.S. Forces’ rapid advance on Baghdad during Operation Iraqi Freedom makes Baghdad the centers of gravity.

NCOs

Relationship to Centers of Gravity

Marine NCOs must understand how their role influences and impacts the friendly forces’ capability and capacity. NCOs can conduct a situational assessment within the unit to identify targets that generate power for enemy. NCOs must take action to deliver a decisive blow to the enemy.

Critical

Vulnerability A critical vulnerability is an opportunity that, if exploited, will do the most _{significant damage to the enemy’s ability to resist. Long supply lines for U.S.}

Forces in Operation Iraqi Freedom is an example of critical vulnerability.

NCO’s

Relationship to Critical

Vulnerability

All leaders should be prepared to identify the enemy’s vulnerabilities within their battlespace or point of application. Maintaining situational awareness at all times is an integral part for leaders at the point of contact, which is where most NCOs will be employing their warfighting capabilities.

Relationship of

Concepts Centers of gravity and critical vulnerability are related. Centers of gravity _{focus on of how to attack the enemy system from seeking a source of}

strength. Critical vulnerability evaluates the enemy by seeking a weakness. Critical vulnerabilities are the pathway to attacking the centers of gravity. The underlying purpose is to create an opportunity to target actions in such a way as to have the greatest effect on the enemy. Example: The U.S. Forces’ rapid advance on Baghdad greatly stretched supply lines.

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Creating and Exploiting Opportunity

Introduction The challenge of warfighting is to be able to assess the situation and respond properly. This assessment can create and exploit opportunity.

Creating

Opportunity Sometimes identifying the enemy’s critical vulnerabilities is particularly _{difficult, so the commander may have to exploit any or all vulnerabilities until}

action uncovers a decisive opportunity. A seemly routine low-level decision could change the structure of the operating environment enough to create opportunity elsewhere.

Exploiting

Opportunity Exploiting opportunity is the ability and willingness to ruthlessly exploit an _{opportunity to generate decisive results. Often a created opportunity is a}

fleeting one. It requires subordinate leaders to be aware of their environmental factors and make situational decisions intuitively and instantaneously. A source of the opportunity could be

· A mere chance · An enemy mistake

· A result of the fog or friction of war itself

Point of

Decision Often the point of decision in the operating environment will be at the squad _{or platoon level. NCOs must be able to draw parallels between warfighting}

and a current situation. The need for technical and tactical proficiency combined with effective leadership is essential for operational success at all levels.

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MCI Course 8014A 2-19 Chapter 2 Exercise

Chapter 2 Exercise

Estimated

Item 1 Politics refers to which of the following statements?

a. The distribution of power through dynamic interaction of both

cooperative and competitive elements of a group, organization, or entity. b. The tactics used by groups and individuals to gain the desired outcomes

that benefit the individuals or the groups.

c. The procedure to attain support for plans and processes resulting from initiatives and responses.

d. The underlying processes by which all organizations function.

Item 2 Policy refers to

a. processes and procedures set by commanding officers to satisfy behavioral, performance, and operational standards.

b. high level decisions used to navigate through international and national bureaucracy to achieve goals.

c. the conscious objectives established within the political process. d. written documents that are used to lead and manage organizations.

Item 3 What is the most important relationship between war and policy? a. Policy supports wars.

b. War must serve policy.

c. War and policy are both necessary to conduct operations. d. Policy leads to war.

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Chapter 2 Exercise,

Continued

Item 4 Means in war is the

a. use of all power elements against another to achieve the objective. b. purpose and function of the operation tasked to operational units. c. method used to engage the opposing forces.

d. weapons and tactics employed to accomplish the mission.

Item 5 War is planned and conducted at different levels. What are these levels? a. Marine expeditionary force, Marine expeditionary brigade, and Marine

expeditionary unit

b. Diplomatic, coalition, and operational c. Strategic, operational, and tactical d. Joint, service, and unit

Item 6 What is the definition of initiative?

a. Ensuring that personnel exercise action when it is opportune. b. The plan before it is executed within warfighting doctrine.

c. The understanding of commander’s intent and guidance in terms of the operations.

d. The ability to dictate terms of the conflict and force the enemy to meet on these terms.

Item 7 Merely reacting to the initiative describes which of the following terms?

a. Reaction b. Reiterative c. Response d. Rebound

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Chapter 2 Exercise,

Continued

Item 8 What is the concept of attrition warfare?

a. Style of warfare that quantifies the amount of materiel used in comparatively to conduct warfare

b. Pursues victory though the destruction of the enemy’s material assets by superior firepower

c. A type of operational planning supported by materiel usage and resource management for operational success

d. Joins current doctrine with 21st century technology as a means of overcoming opposing forces

Item 9 What is the concept of maneuver warfare?

a. Support the portion of the plan that describes the movement phase of the operation.

b. Engage mechanization and supporting arms onto opposing objectives. c. Organize warfighting doctrine and movement by fire.

d. Shatter the enemy’s moral, mental, and physical cohesion by attacking selected enemy weaknesses.

Item 10 Combat power is the

a. support arms that can be delivered during each phase of the operation. b. difference between the offensive and defensive power factors estimated

by strategic planners.

c. total destructive force that we can pass onto the enemy at a given time. d. combined total estimated power projection of a expeditionary force.

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Chapter 2 Exercise,

Continued

Item 11 Matching: For items 11 through 18, match the common characteristics of war in column 1 with the definition in the column 2.

Column 1 Characteristics of War Column 2 Definition ___ 11. Speed ___ 12. Focus ___ 13. Surprise ___ 14. Boldness ___ 15. Centers of gravity ___ 16. Critical vulnerability ___ 17. Creating opportunity ___ 18. Exploiting opportunity a. A state of disorientation resulting from an unexplained event or sequence of events that degrades the enemy’s ability to resist

b. Any important sources of strength

c. The process that occurs when critical vulnerabilities are so difficult that the commander has to exploit any or all vulnerabilities until a decisive opportunity is revealed d. The rapidity of action e. An opportunity that, if

exploited, will do the most significant damage to the enemy’s ability to resist the exploitation

f. The ability and willingness to act ruthlessly in exploiting an opportunity to generate decisive results

g. The generation of superior combat power at a particular time and space

h. The characteristic of

unhesitatingly exploiting the natural uncertainty of war to pursue major results rather than minor ones

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Chapter 2 Exercise,

Continued

Item 19 Choose the list of options that represents sources of opportunity.

a. Mere chance, an enemy mistake, or a result of the fog or friction of war itself

b. Operational planning, logistical support, transportation assets, or situational intelligence

c. Tactics, combat techniques, fire support, or methods of engagement d. Fire and maneuver, supporting arms, tactical communications,

surveillance, or intelligence assets

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Chapter 2 Exercise,

Continued

1 a 2-3 2 c 2-3 3 b 2-3 4 a 2-3 5 c 2-6 6 d 2-9 7 c 2-9 8 b 2-11 9 d 2-12 10 c 2-13 11 d 2-14 12 g 2-15 13 a 2-15 14 h 2-16 15 b 2-17 16 e 2-17 17 c 2-18 18 f 2-18 19 a 2-18

(44)

MCI Course 8014A 3 - 1 Chapter 3

CHAPTER 3 PREPARING FOR WAR

Introduction

Estimated

Scope The essential thing is action. Action has three stages: the decision borne of thought, the order or preparation for execution, and the execution itself. All three stages are governed by the will. The will is rooted in the character and for the man of action character is of more critical importance than intellect. Intellect without will is worthless, will without intellect is dangerous.

-- Hans von Seeckt

This chapter covers the preparation concepts necessary to conduct war. It provides the doctrinal basis for growth through study and learning through experience.

Learning

Objectives After completing this chapter, you should be able to identify the definition of _{the following preparation concepts:}

· Force planning · Organization · Doctrine

· Professionalism · Training

· Professional military education · Personnel management

· Equipping

(45)

Introduction,

Continued

In This Lesson This lesson contains the following topics:

Topic See Page

Warfighting Preparations 3-3

Lesson 3 Exercise 3-9

(46)

Warfighting Preparations

Introduction To become an effective warfighter, the following topics must be understood: · Force planning

· Organization · Doctrine

· Professionalism · Training

· Professional military education · Personnel management

· Equipping

Force Planning Force planning is the planning that is associated with the creation and maintenance of military capabilities. Force planning requires the planner to have the ability to analyze the evolution or creation of current and future threats in order to develop countermeasure capabilities. These

countermeasures come in the form of personnel, strategy, technology, ordnance, armament, and logistics.

Force Planning and the Marine NCO

Force planning is generally handled at higher levels than the

noncommissioned officer (NCO) level. However, it is important for the Marine NCO to understand that force planning takes place and produces output in terms of force structure and equipping.

Force planning also provides the incentive for Marines to stay informed of changing global threats and how these changes effect how warfighting operations are executed.

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Warfighting Preparations,

Continued

Organization Organization is tailoring the composition of the operational forces to provide forward deployed forces capable of conducting expeditionary operations. Marine operating forces must maintain the capability to deploy by whatever means appropriate for the situation while maintaining their unique

amphibious capability. Impact of Organization on the Marine NCO

The Marine NCO needs to understand that the mission requirements drive the size, composition, and equipping of Marine units down to the squad or section level.

For example, a Marine NCO may be tasked with a mission in a mechanized environment. In order to meet the opposing threat, he or she may have to modify the weapons, equipment, and munitions load to meet the mission requirements. This is how organization influences units at the lowest levels.

Doctrine Doctrine, as defined by Joint Publication 1-02 DOD Dictionary of Military

and Associated Terms, is the principles that guide military forces in their

activities in support of national objectives.

Marine Corps

Doctrine Marine Corps doctrine is a teaching of the fundamental beliefs of the Marine _{Corps. It establishes a particular way of thinking about war and fighting. It}

also provides a philosophy for leading Marines in combat—a mandate for professionalism and a common language.

Professionalism Professionalism requires Marine NCOs to be · Experts in the conduct of war

· Competent to meet the challenge of defending the Nation · Skilled at getting things done

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Warfighting Preparations,

Continued

Professionalism for Marine NCOs

Maneuver warfare requires leaders with boldness and initiative down to the lowest levels. As the Marine NCO experiences a broader perspective of the Marine Corps, he or she gains a greater understanding of the military, Marine Corps, and operating environment. The NCO’s responsibility in terms of lives, material, and resources grows with each promotion. To effectively manage these scarce and precious resources, the NCOs must expand their horizons to think and act with initiative and focus.

Training Commanders establish standards that communicate the intent of training and establish the main effort of training. These training guidelines provide subordinate leaders with what is to be accomplished. Subordinate leaders have to organize and develop training plans to support the commander’s guidelines.

Training

Critiques Training critiques are an essential part of an effective training program. They _{are generally opinions made by individuals monitoring or participating in the}

training. The purpose is to draw out the lessons of training. Critiques are conducted immediately after training before memory of events fades. Participants need to be willing to admit mistakes and discuss them.

NCOs Role in

Training The Marine NCO is a link between the training applications and the _{warfighting concepts contained in doctrine. Although the commander is}

responsible for training Marines under their command, it is the NCOs who provide the necessary skills to assist the commander in obtaining this goal. Marine NCOs train their Marines from personal knowledge, acquired experiences, lessons learned, mentoring, and other practical application methods.

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Warfighting Preparations,

Continued

Professional Military Education

Professional military education (PME) describes the education that Marines receive through a combination of

· Resident PME · Non-resident PME

· Military studies conducted at the unit level · Individual study

· Experience

Professional military education is designed to develop creative, thinking leaders. All Marines should view this PME as a continuous, progressive process extending throughout their careers.

PME Triad Professional military education is built upon a three-tiered approach: · Education establishment—schools administered by the Marine Corps,

subordinate commands, or outside agencies

· Commanders—development of their subordinates to include developing military judgment and decision making, and teaching general

professional and specific technical subjects

· Individual Marines—self-directed study in the art and science of war

PME Goal The goal of PME is to develop an expert in warfighting and professional leadership. In addition to the three-tier approach, a well rounded PME program should include a combination of the following elements: · An individual professional reading program

· Map exercises · War gaming · Simulation training · Battle studies · Terrain studies

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Warfighting Preparations,

Continued

PME

Applications for NCOs

Marine leaders at every level should see the development of their

subordinates as a direct reflection of themselves. Marine NCOs should not only participate in PME as students, but also develop the ability to teach their Marines the skills and information that they have mastered.

Additionally, individual efforts should be made to conduct self-education through individual learning programs such as distance education and reading. Every Marine leader has a responsibility to study the profession of arms to improve themselves, their Marines, and the effectiveness of the units in which they serve. PME should assist in the development of leaders with the ability to think and act as warfighters.

Personnel

Management All Marine NCOs should understand the basic concepts of personnel _{management to improve the performance of the personnel and processes that}

they supervise. Marine NCOs have an opportunity to exercise personnel management since they manage multiple functions within their sections. They have to lead proceses and manage the skills and personnel

simultaneously. Effectively manning the billets and training personnel has a direct impact on the unit’s warfighting capabilities. Remember, all Marines of a given grade and occupational specialty are not always interchangeable and should be assigned to billets based on specific ability and temperament. Strong personnel management skills are required for supervisors to assess individuals’ skills and abilities. NCOs need to understand proficiency and technical requirements in addition to the Marines’ overall performance.

Equipping Equipping is the process of supplying the Marine Corps to meet its strategic and operational goals. To minimize research and development costs, the Marine Corps will use off the shelf technology to the greatest extent possible.

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Warfighting Preparations,

Continued

Equipping

Requirements The selection of equipment to support the operational forces within the _{Marine Corps requires mission specific requirements, projections, and}

rigorous testing. When equipping the Marine Corps, the equipment should be as follows:

· Easy to operate and maintain

· Reliable and interoperable with other equipment · Minimal specialized operator training

· Consistent with established doctrine and tactics · Strategic and tactical lift capabilities

· Employable and supportable in undeveloped theatres of operations

Dangers of

Equipping The two dangers of equipping are listed below:

· Over reliance on technology

· Failure to make the most of technology

The Marine Corps must not become so dependent on equipment that it can no longer function effectively when the equipment fails. An example of this would be relying on Global Positioning Systems while neglecting basic land navigation skills.

Conclusion The ability to transition advances in technology to battlefield requires Marines to continually upgrade their individual skills and abilities. The ability to integrate new equipment and technology into the operational environment enhances operational effectiveness and performance.

Advances in technology and the development of new equipment require the Marine Corps to test, acquire, and field new equipment to meet current and projected threats. Yesterday’s technology can become tomorrow’s

vulnerability, so implementing change is a challenge leader’s continuously face.

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Chapter 3 Exercise

Estimated

Item 1 What is the definition of doctrine?

a. A theoretical approach to warfighting that is discussed at the highest levels and is approved by Congress

b. Principles that guide military forces in their activities in support of national objectives

c. A permanent record of warfighting studies at the joint level

d. The process and procedure for reduction of Department of Defense plans and operational concepts

Item 2 Marine Corps doctrine is defined as

a. the process and procedure for developing operational plans and operations at the strategic level.

b. a teaching of the fundamental beliefs of the Marine Corps on the subject of war, from its nature and theory to the preparation and conduct.

c. the use of command and control to bring force onto the enemy and then smash his warfighting systems.

d. a tool used by commanders to transform focus to warfighting force into a pliable form of power in the operating environment.

Item 3 What are the three tiers of the professional military education system? a. Sergeants, career, and advanced

b. Initial, sustainment, and expansion

c. Education establishment, commanders, and individual Marines d. Resident, non-resident, and interactive media instructions

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Chapter 3 Exercise,

Continued

Item 4 Understanding that ___________________________________ is an important concept for effective personnel management.

a. officers handling personnel issues within squads and sections

b. filling the billet is more important than proficiency and training for the billet

c. Marines of certain grades and occupational specialties are not always interchangeable

d. billets can only be filled by incoming personnel

Item 5 What are the dangers of equipping?

a. Over reliance on technology and failure to make the most of technology b. Untrained equipment operators and hazardous materials management in

the operating environment

c. Conducting equipment specific training and operational risk assessment surveys

d. Storage and maintenance of fragile equipment in the operating environment, and ensuring the Marines follow the procedures for use

(54)

Chapter 3 Exercise,

Continued

Items 6

Through 9 Matching: For items 6 through 9, match the warfighting preparation terms in _{column 1 with the definitions in column 2.} Column 1 Preparation Terms Column 2 Definition ___ 6. Force Planning ___ 7. Organization ___ 8. Professionalism ___ 9. Training

a. Tailors the composition of the

operational forces to provide forward deployed forces capable of conducting expeditionary operations

b. Plans associated with the creation and maintenance of military capabilities c. Requires Marine leaders to be experts in

conducting war and executing its policy d. Organizes and develops training plans

that support the commander’s guidelines

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Chapter 3 Exercise,

Continued

1 b 3-4 2 b 3-4 3 c 3-6 4 c 3-7 5 a 3-8 6 b 3-3 7 a 3-4 8 c 3-4 9 d 3-5

(56)

CHAPTER 4 THE CONDUCT OF WAR

Introduction

Estimated

Scope Many years ago, as a cadet hoping to some day to be an officer, I was poring over the ‘Principles of War,’ listed in the old Field Service Regulations, when the NCO-Major came up to me. He surveyed me with kindly amusement. ‘Don’t bother your head about all them things, me lad,’ he said. “There’s only one principle of war and that’s this. Hit the other fellow as quick as you can, and as hard as you can, where it hurts him the most, when he ain’t lookin!”

-- Sir William Slim The quote shows that the conduct of war has not significantly changed in recent history; only the technology and applications of warfighting have changed. Warfighting involves understanding the nature and theory of units and then applying this understanding in the operating environment. This chapter focuses on the concepts and processes that are fundamental to the conduct of war and warfighting operations.

Learning

Objectives After completing this lesson, you should be able to identify the definitions of _{the following concepts:}

· Maneuver warfare · Orienting on the enemy · Philosophy of command · Shaping the action · Decisionmaking