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Brief description of operation anaconda
Brief description of operation anaconda
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Introduction Operation Anaconda was the first major joint combat operation against the war on terror that the US was committed to winning. This operation would test our military’s readiness for joint operations against a hardened and willing adversary. The primary mission was to kill/capture Taliban/Al Qaeda forces occupying towns and villages in the vicinity of Shahi Khot in order to gain control of the valley.1 The US needed the towns, villages, mountains, and more importantly, the intricate and hard to access caves cleared of enemy fighters. Units participating in the operation included elements of the 101st Airborne Division, 10th Mountain Division, Special Operations Forces (SOF), and Coalition forces from seven nations including Afghanistan.2 With so many different nations fighting along with our own branches of military, it would test our ability to conduct joint operations on multiple levels. History September 11, 2001, Osama Bin Laden decided to “wake the sleeping giant.” The US immediately sent SOF units and CIA officers to recon the area and meet with the Northern Alliance. The primary battle leading up to this operation was Tora Bora, which was absent of conventional forces. Up until this point, the war on terror was predominantly a Special Operations fight along with Air Force for overhead support.3 SOF and the Northern Alliance had already displaced Taliban forces out of many towns and villages in northern Afghanistan to gain control of key terrain. Key towns in northern Afghanistan including Taloqan, Konduz, Herat, and Mazar-e Sharif took only three weeks to clear.4 The SOF units were making huge impacts across the country calling in air strikes. At the same time the SOF units were diligently... ... middle of paper ... ...r, 277. 3 Colonel John T. Carney Jr., No Room for Error, 273. 4 Richard Kugler, Operation Anaconda in Afghanistan, 3. 5 General Tommy Franks, American Soldier, 198. 6 Todd Marzano, Criticisms Associated with Operation Anaconda, Can Long Distance Leadership Be Effective, 4. 7 Todd Marzano, Criticisms Associated with Operation Anaconda, Can Long Distance Leadership Be Effective, 6. 8 Sean Naylor, Not a Good Day to Die, 121. 9 Robin Moore, The Hunt for Bin Laden, 273. 10 Richard Kugler, Operation Anaconda in Afghanistan, 12. 11 General Tommy Franks, American Soldier, 324. 12 Richard Kugler, Operation Anaconda in Afghanistan, 17. 13 Todd Marzano, Criticisms Associated with Operation Anaconda, Can Long Distance Leadership Be Effective, 9. 14 Sean Naylor, Not a Good Day to Die, 92. 15 Mark Davis, Operation Anaconda: Command and Confusion in Joint Warfare, 12.
... book to characters in other novels, you begin to see styles of leadership that are used and the effectiveness that they can have on a person’s character and ability to accomplish a mission. I feel as if a constant leadership style was put in charge from the beginning of their deployment that followed the standard that was necessary, then the soldiers would have been unable to commit the crimes they did during their deployment. On the flipside of that coin, I feel as if more competent leaders had existed through the tumultuous time of the deployment, they would have been able to adapt to the situation and control the soldiers they were responsible for no matter how difficult the deployment became. Despite the fact that 11 of 33 original 1st platoon leaders were removed by the end of the deployment a strong leader duo could have prevented the actions that took place.
In the aftermath of the terrorist attacks on September 11, 2001, the United States was incredibly eager to strike back at the nations thought to be responsible for this horrific tragedy. These attacks were quickly attributed to the terrorist group al-Qa’ida, led by Osama bin Laden, and to the Taliban-run government of Afghanistan, which had provided sanctuary to al-Qa’ida. In response, Washington approved a covert plan led by the Central Intelligence Agency (CIA) to directly attack those responsible in their Middle East safe haven. Initiated on 26 September 2001 with the approval of the warlords of the Afghan Northern Alliance, with whom the CIA had formed an intelligence liaison relationship, Operation Jawbreaker resulted in the fall of the Taliban regime, the killing and capture of a significant amount of al-Qa’ida leadership, and elimination of a terrorist safe haven by early December 2001. Moreover, the Taliban’s collapse denied al-Qa’ida a pseudo-nation-state partner, serving to reduce the organization’s sanctuary to areas residing along the Pakistani border. Operation Jawbreaker, one of the first post-9/11 covert operations carried out by the United States in support of its national security interests, had proved successful. Word of the operation’s swift success astounded those back in Washington; dubbed the CIA’s “finest hour,” it signified the first of many victories by deposing the Taliban’s control of Northern Afghanistan.
...l the problems confronting Abrashoff are the same problems that managers outside the military are dealing with. By using vivid examples taken from his years in the naval service, he is able to put a fresh new spin on these management principals. Many believe that these new leadership tactics will not work in many of the old established corporate climates, but if anyone is resistant to change it is the military. By showing the steps in how he challenge the conventional wisdom in a job in which reprimand is quick and harsh, should give motivation for any manager to try.
In the end, the professionalism and expertise of all the operators involved in operation Anaconda had prevailed and the mission would be considered a success. Mulholland assessed the performance of his men. “We put these small groups of highly trained, very dedicated professional unconventional warriors…into an alien country…and destroyed al-Qaeda and the Taliban in his backyard, in his stronghold.”23
Operation Anaconda took place as a part of the War in Afghanistan in early March of 2002. It happened in the Shahikot valley of eastern Afghanistan. The purpose of the operation was to take out enemy Taliban and al Qaeda forces that were gathered in the area. U.S. forces built a complex plan to achieve this end state. They planned to use a “hammer and anvil” attack that used U.S. forces as well as friendly Afghani armed forces to quickly kill or capture the enemy. Intel told commanders that the enemy was likely to retreat as they have in the past when driven back by fierce opposition. They estimated would be a three day battle. While the end state of this battle was a United States victory, it wasn’t achieved by the preplanned means. Instead, this battle lasted 17 days long and served as a learning point to the U.S. military. The mistakes seen in this battle did not reappear when later missions took place in the invasion of Iraq in 2003. This short analysis will go further into depth of what happened during March 2-18 2002, using some of the principles of war, and will serve as learning point for future missions.
The Battle of Kamdesh was fought in Afghanistan during the Afghan War. It is an occurrence in the ongoing NATO campaign of the Operation Enduring Freedom since the year 2001. It was one of the bloodiest battles the USA forces engaged in during this campaign against the Taliban insurgents. The Taliban insurgents, assisted by local Nuristan militias, attacked Kamdesh, which is an American combat outpost, located deep in the Nuristan tribal Areas. They carried out a well-coordinated attack on the outpost, leading to a breach and an overrun of the post. This paper, seeks to analyze why, when, how, and what were the resulting impact of the battle.
James H. O’Neill, (14 March 2014) 2-15-2014) “George S. Patton”.wikipedia.org. Web.
As our forefathers before us stated, ‘‘No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army (“The NCO Creed writing by SFC Earle Brigham and Jimmie Jakes Sr”). These words to Noncommissioned Officer should inspire us to the fullest with pride, honor, and integrity. The NCO creed should mean much more than just words whenever we attend a NCO’s school. For most of us this is what our creed has become because we learn to narrate or recite. The military from the Army, Navy, Air Force, and Coast Guard has an overabundance of NCOs who fall under their pay grade of E-5, E-6 and etc. Yet somehow there still not enough leaders. I believe that the largest problem afflicting the military today is our lack of competent leaders, ineffective leader development, and how we influence our subordinates under us who are becoming leaders.
Kouzes, J., & Posner, B., (2007). The leadership challenge, (4th ed.). San Francisco, CA: Jossey-
Simon Sinek’s idea and concepts of leadership are very similar to ones used by the Marine Corps. The Marines are one of the most successful military organizations around the world. They have achieved success by accomplishing missions and winning battles. Battles fought in difficult terrains, climates and circumstances. They have thrived in times when other military branches are better funded and equipped and never lost sight of their purpose and goal. Marines always seem to defy assumptions. They appear to have something special and different when compared to the other military branches. Extract young man and woman from a broad society filled with different cultural backgrounds and make them a Marine. Furthermore, they prepare these young individuals to fight for this country and give their life if necessary defending it. Marines have no problem standing out. The Marine Corps and Simon Sinek’s ideas and concepts for successful leadership are related because both know “why” they do what they do,
Regardless of the career you choose in your life, whether it be an accountant or a Soldier in the United States Army, someone, somewhere most likely had an influence to bring you to that decision. The Army defines leadership as the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improve the organization (JP, p. 1). Now imagine you are a young Private, in one of the most dangerous places in Iraq and you have constant leadership changes, and not much support from your direct leadership. I am sure at this point you can imagine, it is not the best scenario to be in. Throughout the duration of this essay you will read about Sergeant First Class Rob Gallagher and Sergeant First Class Jeff Fenlason, their leadership abilities, and the techniques they attempted to use to resolve the issues in this Platoon that was in a downward spiral after losing many leaders to the hell of war.
Thesis: Even though Operation Anaconda was reported as a successful mission, Joint Operations Commanders failed to recognize the challenges they would face by not properly training their units for joint operations between military branches.
Snider, D. M. (2008). Dissent and strategic leadership of the military professions. Carlisle Barracks, PA: Strategic Studies Institute, U.S. Army War College.
Staff of 10th Mountain Division took over the planning for Operation Anaconda around middle of February. Writing plan and operation order of the Operation Anaconda “D-day was originally set for February 25, but it fell during a religious holiday, it was moved to February 28. Once CENTCOM approved the operational concept on February 25, planners from all the task forces worked quickly to finalize the details.” operation orders said, “the operation was supposed to last roughly 72 hours total, Gen Hagenbeck received a surprise grift, the weather forecast were bad, so Gen Hagenbeck had to delay the mission until March 2. The weather was so bad, gave 10th Mountain Division time to get more manpower to engage into the fight. By CENTCOM reinforce 10th Mountain Division is made the fight little easy, but it was difficult in Afghanistan because of the terrain and weather. The reinforce manpower came from Fort Campbell, Kentucky and aircraft carrier, John F. Kennedy arrived ready to fight in theater. Operation Anaconda was success because all U.S. and coalition troop work as a unity forces to defeat the adversary. On March 16 10th Mountain Division Commander declared the end of Operation
SSgt Toledo-Mercado being the only child stayed at his mother’s house until the age of 27 when he joined the Air Force. I feel like I’ve always been hard on SSgt Toledo because of his current age (33), and didn’t consider his lack of experience in the Air Force. In turn, I didn’t adjust and failed to adapt to the current situation. After watching the 12 O’clock movie clips, I realized that everyone has a preferred leadership style and we must adapt our style to the current situation we find ourselves in, similar to the situation Gen Savage was placed in. Now that I know the various types of leadership styles, I will adapt my style in order to focus on both my unit’s mission and leading my subordinates. Ultimately, I want to strive to be a Team Leader, the type of leader who leads by example, is concentrated on the task and is high on relationships in order to lead