c/ Gleason's Blog

On the March

2010-04-12T07:39:00.000-07:00

Even though Sun Tzu wrote "The Art of War" when wars were still fought by sending enormous forces clashing against each other in an open field, his principles still apply to modern combat in an urban environment. We still much prefer fighting from the high ground to fighting from low ground and usually prefer daytime to night. However, due to a technological advantage, conducting operations at night can oftentimes offer a distinct advantage. He also discusses how paying attention to the terrain and the environment can tell you a lot about what is waiting for you.

Sun Tzu also classifies terrain in a very similar way to our Unrestricted, Restricted, and Severely Restricted. He gives examples of what the leaders should do when they encounter each type of terrain. He then goes on to discuss the different levels of readiness at which an army can be. For example, they can have weak officers and strong soldiers, strong officers but weak soldiers, insubordinate officers, etc. Lastly, he stresses the importance of knowing the status and readiness of both your soldiers and the enemy before conducting an operation

The chapter entitled "Nine Terrains" is pretty similar in content to the first part of the "Terrain" chapter. It continues to discuss how knowledge of the terrain is crucial and a leader's actions are dependent on the terrain.

"Weak Points and Strong" through "Variations in Tactics"

2010-04-12T07:16:00.000-07:00

In the chapter "Weak Points and Strong," Sun Tzu discusses the idea of selecting your targets carefully in an engagement. You should attack the enemy where he can not adequately defend. He tells us to "probe them to know where they have an excess, where a deficiency." This is similar to the use of a leader's recon or some other form of reconnaissance to determine the best place and time for an operation before the operation even takes place.

"Maneuvering" is defined as a movement or series of movement requiring great skill or care. Sun Tzu discusses the best ways to maneuver troops and avoid exhaustion or putting yourself at a disadvantage. He stresses the importance of having plenty of knowledge of the plan and the terrain prior to movement (whenever possible). "Someone unfamiliar with the mountains and forests... cannot advance the army." He also tells us not to move too fast. If all of your men are exhausted by the time they reach the battlefield, they are not going to be very combat effective.

"Variations in Tactics" talks about how tactics change on a situational basis. Sun Tzu says "... the wise must contemplate the intermixture of gain and loss. If they can discern advantage, their efforts can be trusted..." When leading troops, we need to pick our battles, their are times when attacking an opposing force is a bad idea and will result in nothing more than unnecessary casualties. We need to make good decisions as leaders in order to successfully complete missions and keep our soldiers alive.

Tactical Disposition and Energy

2010-03-23T20:28:00.000-07:00

The chapter entitled "Tactical Disposition" deals loosely with the elements of modern offensive and defensive operations. Sun Tzu talks about the importance of gaining key terrain and being able to properly prepare for combat operations (offensive or defensive). He says: "The one who excels at warfare first establishes himself in a position where he cannot be defeated while not losing an opportunity to defeat the enemy."

Chapter 5, "Energy," talks about the requirements for successful soldiers on the battlefield. Sun Tzu states that one "engages with the orthodox and gains victory with the unorthodox." A soldier, especially an officer, must be able to think outside the box and use available resources to his advantage. Doing cookie-cutter STX lanes is great for developing basic tactical knowledge, but an efficient leader must also be able to respond well to variables and unexpected events. This also ties in with another point Sun Tzu makes. He says: "Intermixed and turbulent, the fighting appears chaotic, but they cannot be made disordered." This means that an effective soldier must remain calm in the chaos of combat and they will be able to make good decisions. He sums up this chapter by saying: "The one who excels at warfare seeks victory through the strategic configuration of power, not from reliance on men."

Attack by Strategem

2010-03-23T20:15:00.001-07:00

In this chapter, Sun Tzu discusses the priorities an army should follow when at war. He ways you should first attack the enemy's plans, then their alliances, then their armies, then their cities. These priorities are still used to some extent today. Attacking an enemy's plans requires good reconnaissance and knowledge of your enemy, but if you have that, you can defeat him without ever firing a shot. Turning an enemy against his beliefs can have the same effect. This is especially important if your enemy has an advantage of any kind (numbers, terrain knowledge, etc.).

The most widely known phrase from The Art of War is in this chapter. It reads: "If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle." Perhaps the single biggest effort we are making in the Middle East is to connect with the locals. This allows us to get to know their culture and customs. By knowing and talking to the locals, we gain a better understanding of the enemy. By knowing our enemy, we are able to more effectively defeat him.

On War

2010-03-23T20:06:00.000-07:00

In this chapter, Sun Tzu talks about the general rules one should follow when waging war. On of his main points deals with the length of campaigns. He states: "When employing them in battle, a victory that is long and coming will blunt their weapons and dampen their ardor." He is saying that the most practical way to win an engagement is to do it as quickly as possible. When it comes to the conflicts in the Middle East, we seem to have been ignoring this advice. It has been 8 years since the campaign in the Middle East began. At first, it had the support of the public and of the troops. However, the longer it drags on, the fewer people support it.

Sun Tzu also talks in this chapter of winning the hearts of the enemy. he says: "Treat the captured soldiers well in order to nurture them for our use." This mostly applies to our treatment of Iraqi and Afghani civilians. We have been bringing them aid and helping them to rebuild their villages and cities in an attempt to get them to swing their allegiances from the Taliban and al-Qaeda to us.

Laying of Plans

2010-02-10T07:30:00.000-08:00

Sun Tzu introduces us to the 5 factors that affect the outcome of a battle. They are: "The Tao," Heaven, Earth, generals, and laws.

1) The Tao (Loyalty)- This is the willingness of the soldiers to follow their leader. This is based on his leadership ability, inspiration, and the soldiers' belief in what they are fighting for.

2) Heaven (Weather)- The weather conditions need to be taken into account when formulating a plan. Certain ares may be impassable or disadvantageous dependent on the weather conditions.

3) Earth (Terrain)- When formulating a plan, the terrain needs to be analyzed. Key terrain (high ground, bridges, etc.) must be located and factored into a battle plan.

4) Generals (Leadership)- A plan is going to be dependent on a leader's ability to carry out the plan. If a leader is not capable of something, that particular plan will not work.

5) Laws (Regulations)- When making a plan, certain regulations must be taken into account. These include things such as as the Chain of Command, ROE, etc.

Aftermath

2009-12-07T10:19:00.000-08:00

I just found this last post in my Draft Folder

"We Were Soldiers Once and Young" highlighted the accomplishments of several great leaders and the effects they had on the men with whom they served.

One such leader was Hal Moore. He was tasked to lead men in a completely new type of warfare. He trained his men physically and mentally to make up for lack of experience. The amount of training paid off as soon as the feces hit the fan at Ia Drang. Every man knew the duties of the men above and below him. This allowed a quick transfer of control should someone get hit. Moore also had a "lead from the front" mentality that kept his men motivated. He was the first one off the chopper and the last one back on when the battle was over. When they first landed at Ia Drang, he was on line with his men while simultaneously ordering his men into position.

Another outstanding leader that is not as well known is Bruce Crandall. He and fellow pilot Ed Freeman led repeated flights into hot LZs to keep the men on the ground in fighting condition. He flew an unarmed helicopter for 31 hours straight and rescued over 70 wounded comrades and brought ammo to the men on the ground. For his bravery he was awarded the Medal of Honor.

Lieutenant Rick Rescorla was another shining example of a good leader. He was a very optimistic person and his attitude caused others to be optimistic as well. He instilled in his men a confidence that they would survive the battle. He also led his men from the front. They were willing to follow him because he was very influential and willing to do everything he expected his men to do.

"Escape and Evade" and "The Sergeant and the Ghost"

2009-12-07T09:50:00.001-08:00

The battle at Albany is an excellent example of the need for strong leadership in a battlefield situation. Hal Moore drilled his men relentlessly, but nothing did could fully prepare them for the horrors that faced them at the battle at Albany. The line that read: "There had been 108 men on the fit-for-duty report the morning we left for Albany, and only eight on the duty report the day after." This line essentially sums up what happened at Albany. There are examples of having to carry pieces of men in their ponchos and American troops listening to the Vietnamese executing American wounded. It is amazing that the officers and NCOs were able to maintain command and control throughout the battle.

The actions of Lt. Rescorla were vital to the survival of his men. He had an almost impossibly positive attitude. He went from foxhole to foxhole and individually congratulated his men. He sang dirty songs and was constantly smiling to keep his men's spirits high. His air of confidence was contagious and those around him adopted his attitude. This, along with the decisive actions of the other officers and NCOs such as LT Alley and SGT Kluge kept the men motivated and, above all, alive.

Hell in a Very Small Place and Death in the Tall Grass

2009-11-01T21:15:00.000-08:00

One of the things that stood out most to me while reading these two chapters was each individual's dedication to the task at hand. For instance, two soldiers were struck in the head by gunfire. One was a graze, but the other, a PFC Young, had his skull crushed by a bullet that pierced his helmet. Despite his injury, he was still determined to take out the machine gun they were assaulting. This kind of determination stems from the strong leadership that we've been discussing. LTC Hal Moore instilled in each of them a sense that each individual's actions would contribute to the overall victory and the safety of the other soldiers.

Rescuing the Lost Platoon, Night Fighters, Albany

2009-10-20T20:54:00.000-07:00

Mass is defined as "the ability to concentrate combat power at a decisive time and place." The principle of war that sticks out the most in Charlie Co.'s situation at Ia Drang is mass. Upon landing, they were totally surrounded so LTC Moore and the other officers and NCOs had to come up with something quickly. They did an excellent job establishing a perimeter and digging in. From there they concentrated their assets and applied them wherever needed. The most glaring example is their use of artillery and air support. They dropped artillery and air strikes with scintillating precision. Some of the shells fell within meters of the American perimeter. There were numerous other examples, such as interlocking fields of fire with heavy weapons and the use of booby traps (and makeshift alarms). LTC Moore trained his junior officers to put his men in advantageous positions. They were able to mass fires on specific areas using the M60s and M16s. Areas that they were not able to cover as easily were booby trapped in order to halt movement through that area. Even if they did not stop movement altogether, the Americans would know the Vietnamese were coming and could shift fire accordingly.

Night Falls, Friendly Fire

2009-10-20T20:42:00.000-07:00

I will always place the mission first;

I will never accept defeat;

I will never quit;

I will never leave a fallen comrade.

The Warrior Ethos is the summary of what it takes to be a soldier. Throughout this section of the book, there are a couple of glaring examples of the men exemplifying the Ethos. One such example is "the lost platoon." These men were cut off from everyone else, totally surrounded, and all but seven were dead or wounded. Yet they still continued to fight on. They didn't complain or give up; they dug in and gave the North Vietnamese hell.

I think that the Ethos is vital to the cohesion of not only individual units, but also of the Army as a whole. If we did not have the Ethos as a guideline, everyone would have their own set of values and priorities. This would cause massive disorganization and would not be conducive to the smooth execution of any operation. They are also a reassuring factor to the individual soldier. In combat, everyone has to trust the man next to him to get through it. A soldier is much more likely to trust his comrades if he knows that they all share the same mindset and priorities.

X-Ray, Into the Valley, The Battle Begins, Closing With the Enemy

2009-10-20T20:34:00.000-07:00

As I read this section, the quality of LTC Moore's leadership continues to be apparent. When they landed at the LZ, they almost immediately came under heavy fire. Men were dropping left and right yet there was no hesitation. Every man knew exactly what he and the guys next to, above, and below him had to do. NCOs were forced to step up in a big way. However, there was still no confusion. Moore had drilled the chain of command into his men's heads and they all knew exactly who was in charge.

LTC Moore has a very obvious "lead from the front" mentality. Despite his desire to get out in front of his men and physically lead them into combat, he had to make good decisions. He was forced to battle his desire to lead from the front with the need to stay alive and continue to give clear orders that would keep his men alive.

GOING TO WAR

2009-10-12T10:48:00.000-07:00

The first section of the book is about the formation and implementation of a new type of fighting force: Airborne Cavalry. This type of soldier had never been used before so LTC Harold "Hal" Moore had quite a task on his hands training his soldiers in this new type of warfare. He was helped out greatly by the NCOs under his command, mainly SGM Plumley. With his help, Moore was able to distribute the leadership responsibilities amongst the soldiers under their control. This was extremely important for two reasons. The first was that it took a lot of the burden off of the Colonel and SGM Plumley. The other reason was it allowed for quick adaptation should someone go down. The soldiers were all required to learn the job of the man above them and to teach their job to the man below them. This allows for quick decisions in the field rather than going through a cumbersome, indecisive bureaucracy in the event of an emergency.

Colonel Moore's "lead from the front" mentality and trust in his subordinates went great lengths to earning the respect of the troops he was leading.