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This published paper developed a new paradigm for the homeland security industry in a speech presented on Homeland Security: A Paradigm Shift and its Impact on Education and Training (Ethics and Critical Thinking Conference, Dallas, TX, Dec 2005, Franklin Publishing Co.).
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This published paper developed a new paradigm for the homeland security industry in a speech presented on Homeland Security: A Paradigm Shift and its Impact on Education and Training (Ethics and Critical Thinking Conference, Dallas, TX, Dec 2005, Franklin Publishing Co.).
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Question 1 When it comes to disasters, some contend that governments still largely play the role of arriving like the cavalry after the fact. Assuming this might be at least partially true, how can emergency management policies (local, state and/or federal) be more proactive? What barriers, if any, to such proposals might exist? (For instance, should local jurisdictions consider additional efforts to regulate building, land-use, development, and other activities that may cause hazards and/or increase risk to members of the community? What lessons should we learn from the flooding that took place in South Carolina in 2015?) Question 2 Define in your own words the term “benchmarking” used in our textbook and compare it to the terms “lessons learned” or “best practices”, which are often used in emergency management. Include at least one example that you think represents one or more of these terms. Question 3 Your response to each of the questions below should be at least one brief paragraph. After reading the South Carolina Public Incident Report, consider how recent large data security breaches affects public administration. a.) How would you recommend improving policy and practice with regard to information security? (At least one paragraph) b.) Provide a statement of the problem and at least two recommendations; support your points with additional detail and references (in APA Style). (At least one paragraph) Question 4 https://www.ecfr.gov/cgi-bin/ECFR website to external link After reading Chapter 11 in the textbook, go to the online Code of Federal Regulations (CFR) (Links to an external site.)Links to an external site., which is the compendium of federal agency regulations. Explore to find regulations of one or more of the following agencies. Select one regulation that you think has an impact on or is related to the phases of emergency management. (Click on “Browse parts” links, if needed, to access regulations.) Write a short summary of the purpose of the regulation you chose, including its context (what kind of regulation is it part of and what agency enforces it) and how it is related to or could impact emergency/disaster management at the local or state level; include a citation to the CFR section (for example 9 CFR 56.10). Other link for this question. Once you get to this page you can access the other external links listed. https://www.ecfr.gov/cgi-bin/ · Environmental Protection Agency (EPA) (Links to an external site.)Links to an external site. · Nuclear Regulatory Commission (NRC) (Links to an external site.)Links to an external site. · U.S. Department of Transportation Pipeline and Hazardous Material Safety Administration (PHMSA) (Links to an external site.)Links to an external site. · U.S. Coast Guard (USCG) Maritime Security (Links to an external site.)Links to an external site. · U.S. Department of Labor Occupational Safety and Health Administration (OSHA) (Links to an external site.)Links to an external site. · (L ...
Question 1When it comes to disasters, some contend that governme.docx
Question 1When it comes to disasters, some contend that governme.docx
makdul
This paper addresses a conceptual framework for sharing information across jurisdictions, agencies and public safety disciplines. It was developed as part of the NCR jurisdictions (i.e. Maryland, Virginia, and the District of Columbia) interoperable communications programs. The paper explores why information sharing is important to successfully dealing with large scale events and how a lack of public safety communications systems interoperability is a major impediment. It describes a how a conceptual framework of information layers (i.e. the Data, Integration and Presentation layers) is useful to developing solutions to the lack of interoperability.
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58 Mission Command MILITARY REVIEW Major Blair S. Williams, U.S. Army, is a Joint planner at U.S. Strategic Com- mand. He holds a B.S. from the U.S. Military Academy (USMA), an M.S. from the University of Missouri, and a Ph.D. from Harvard University. He has served in a variety of command and staff positions, including deployments to Iraq and Afghanistan, as well as an assignment as an assistant professor of economics in the Department of Social Sciences at USMA. _____________ PHOTO: U.S. Army SSG Clarence Washington, Provincial Reconstruc- tion Team Zabul security forces squad leader, takes accountability after an indirect fire attack in Qalat City, Zabul Province, Afghanistan, 27 July 2010. (U.S. Air Force photo/SrA Nathanael Callon) If we now consider briefly the subjective nature of war—the means by which war has to be fought—it will look more than ever like a gamble . . . From the very start there is an interplay of possibilities, probabilities, good luck, and bad that weaves its way throughout the length and breadth of the tapestry. In the whole range of human activities, war most closely resembles a game of cards. —Clausewitz, On War. 1 CARL VON CLAUSEWITZ’S metaphoric description of the condition of war is as accurate today as it was when he wrote it in the early 19th century. The Army faces an operating environment characterized by volatility, uncertainty, complexity, and ambiguity.2 Military professionals struggle to make sense of this paradoxical and chaotic setting. Succeed- ing in this environment requires an emergent style of decision making, where practitioners are willing to embrace improvisation and reflection.3 The theory of reflection-in-action requires practitioners to question the structure of assumptions within their professional military knowledge.4 For commanders and staff officers to willingly try new approaches and experiment on the spot in response to surprises, they must critically exam- ine the heuristics (or “rules of thumb”) by which they make decisions and understand how they may lead to potential bias. The institutional nature of the military decision making process (MDMP), our organizational culture, and our individual mental processes in how we make decisions shape these heuristics and their accompanying biases. The theory of reflection-in-action and its implications for decision making may sit uneasily with many military professionals. Our established doctrine for decision making is the MDMP. The process assumes objec- tive rationality and is based on a linear, step-based model that generates a specific course of action and is useful for the examination of problems that exhibit stability and are underpinned by assumptions of “technical- rationality.”5 The Army values MDMP as the sanctioned approach for solving problems and making decisions. This stolid template is comforting; we are familiar with it. However, what do we do when our enemy does not conform to o.
58 Mission Command MILITARY REVIEWMajor Blair S. William.docx
58 Mission Command MILITARY REVIEWMajor Blair S. William.docx
priestmanmable
58 Mission Command MILITARY REVIEW Major Blair S. Williams, U.S. Army, is a Joint planner at U.S. Strategic Com- mand. He holds a B.S. from the U.S. Military Academy (USMA), an M.S. from the University of Missouri, and a Ph.D. from Harvard University. He has served in a variety of command and staff positions, including deployments to Iraq and Afghanistan, as well as an assignment as an assistant professor of economics in the Department of Social Sciences at USMA. _____________ PHOTO: U.S. Army SSG Clarence Washington, Provincial Reconstruc- tion Team Zabul security forces squad leader, takes accountability after an indirect fire attack in Qalat City, Zabul Province, Afghanistan, 27 July 2010. (U.S. Air Force photo/SrA Nathanael Callon) If we now consider briefly the subjective nature of war—the means by which war has to be fought—it will look more than ever like a gamble . . . From the very start there is an interplay of possibilities, probabilities, good luck, and bad that weaves its way throughout the length and breadth of the tapestry. In the whole range of human activities, war most closely resembles a game of cards. —Clausewitz, On War. 1 CARL VON CLAUSEWITZ’S metaphoric description of the condition of war is as accurate today as it was when he wrote it in the early 19th century. The Army faces an operating environment characterized by volatility, uncertainty, complexity, and ambiguity.2 Military professionals struggle to make sense of this paradoxical and chaotic setting. Succeed- ing in this environment requires an emergent style of decision making, where practitioners are willing to embrace improvisation and reflection.3 The theory of reflection-in-action requires practitioners to question the structure of assumptions within their professional military knowledge.4 For commanders and staff officers to willingly try new approaches and experiment on the spot in response to surprises, they must critically exam- ine the heuristics (or “rules of thumb”) by which they make decisions and understand how they may lead to potential bias. The institutional nature of the military decision making process (MDMP), our organizational culture, and our individual mental processes in how we make decisions shape these heuristics and their accompanying biases. The theory of reflection-in-action and its implications for decision making may sit uneasily with many military professionals. Our established doctrine for decision making is the MDMP. The process assumes objec- tive rationality and is based on a linear, step-based model that generates a specific course of action and is useful for the examination of problems that exhibit stability and are underpinned by assumptions of “technical- rationality.”5 The Army values MDMP as the sanctioned approach for solving problems and making decisions. This stolid template is comforting; we are familiar with it. However, what do we do when our enemy does not conform to o.
58 Mission Command MILITARY REVIEWMajor Blair S. William.docx
58 Mission Command MILITARY REVIEWMajor Blair S. William.docx
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Assignment Writing Service http://HelpWriting.net/Essay-Linking-Sentences-Examples---How- 👈
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“Any emergency situation forces trauma into the mind and heart of all involved with a shock of new information, images and experiences. One tool in reducing trauma is to provide realistic training. Training to the emergency appears to inoculate the worker from many critical stress reactions and creates a sound response during the real crisis.” —The Author Preparing and executing safe and effective mock scene training scenarios is the theme of this chapter. Prep-scenarios, drills, and spontaneous tests, while highly effective in increasing overall safety, call for close examination, analysis, and cautious planning prior to engaging in the exercise. We will discuss a number of the positive and challenging aspects of effective training scenarios, whether the security specialist is conducting a simple evacuation drill or a complex mass-casualty exercise. This chapter will discuss the following key points: • The value of mock scene scenarios and drills • Preparing for a training and testing scenario • Fundamental training scenarios • Realism over drama • Site and personnel preparation • Selection of appropriate role players • Key contacts prior to a scenario • Occupational standards of safety and executing the mock scenario THE VALUE OF MOCK SCENE SCENARIOS AND DRILLS In addition to confidence building and increasing the safety of all personnel, the use of mock scenarios can reduce legal liability and increase defensibility in cases involving civil and criminal litigation. The training scenario will often expose vulnerabilities while affirming the strength of current security and safety practices. It is during these often dramatic exercises where we find both what we had hoped would be a T E N PREPARING AND CONDUCTING MOCK TRAINING 420528 ch10 pp. 127-138 6/24/05 12:48 PM Page 127 128 ANTI-TERRORISM RISK ASSESSMENTS solid company practice and the exposure of more work to be done by the agency and its personnel. While the number of constructive aspects of conducting mock training exercises far outweighs the dangers, many agencies avoid the drill for reasons some CEOs would rather not discuss—that being the reality that every exercise will expose flaws in current policy and procedures. This raw truth is enough for many to skip this critical part of an anti-terror risk assessment and target hardening. History teaches, however, time and time again that tender truths and perceived flaws are not an excuse for avoiding the improvement of target security and protection procedures related to the safety of our workforce. It is a bitter pill that every agency interested in excellence will be willing to swallow when faced with the probable alternatives. The failure to train and test through mock scenarios—small and/or large—may indeed be fatal to both the workforce and the agency’s financial future. It is the added task of the proficient security specialist to present mock scene practice scenarios as a necessary part of security despite the apparent paradox t.
Any emergency situation forces trauma into the mind and heart of .docx
Any emergency situation forces trauma into the mind and heart of .docx
justine1simpson78276
Candice Shamsher · Assess the situation.- You have to know what type of situation that you are dealing with to be able to handle it efficiently. You don’t want your officers running into a gun fight when its actually a fire. What kind of situation are we dealing with? How many suspects are involved? Where is it taking place. There are all things to consider when accessing the situation. · Identify the danger zone. – Knowing where the danger zone is will keep the public out of harm’s way when dealing with the situation. · Establish an inner perimeter. - This would be the location where only authorized people would be allowed. This allows for law enforcement agents to keep control on the situation at hand. · Establish an outer perimeter. – I believe this falls along the same lines with the outer perimeter. This allows for some access to the safe parts. · Establish the incident command post. – This will help with keeping control of the situation. All information would be streamlined to this location. This is critical as with a ICP, everyone knows where their information is coming to and they know exactly where to report. · Establish the staging area. – Another critical piece because it allows a central location where resources can flow in and out of. · Request additional resources. – This is critical because if additional resources are needed, law enforcement knows how or who to go to. I believe that the NIMS & ICS policy philosophy is something that needs to be embraced by all of law enforcement as it can be looked to as a blueprint or better yet, a guideline to what needs to be done in case of catastrophe. Without this, it is easy for a critical piece to missed which could eventually result in more loss of lives George Jay Assess the situation is the first critical task for law enforcement; being able to understand what the situation is immediate could save lives. Law enforcement will respond to a call for shots fired and have to determine if its an active shooter or something different. We see this during the Las Vegas shooting were Las Vegas police officers discovered they were dealing with an active shooter. The next task would be to identify the danger zones. The officer who becomes the Isdent commander will have to start mapping out the hot, warm, and cold zone so that Emergency responders understand where to go. You don't want fire arriving in the hot zone while an active shooter is being engaged. having the tools to complete this task is essential. "Watch commanders and lieutenants use command stations that contain dry-erase boards, markers, notepads, and folders containing checklists from the department's critical incident management guide for various situations"(Phibbs & Snawder, 2014). The inner perimeter has to be established before the outer perimeter to protect the local population and ensure no one goes into a hostile situation. Once the inner perimeter has been established, you can use additional resources to develop ...
Candice Shamsher · Assess the situation.- You have to know w.docx
Candice Shamsher · Assess the situation.- You have to know w.docx
jasoninnes20
Candice Shamsher · Assess the situation.- You have to know what type of situation that you are dealing with to be able to handle it efficiently. You don’t want your officers running into a gun fight when its actually a fire. What kind of situation are we dealing with? How many suspects are involved? Where is it taking place. There are all things to consider when accessing the situation. · Identify the danger zone. – Knowing where the danger zone is will keep the public out of harm’s way when dealing with the situation. · Establish an inner perimeter. - This would be the location where only authorized people would be allowed. This allows for law enforcement agents to keep control on the situation at hand. · Establish an outer perimeter. – I believe this falls along the same lines with the outer perimeter. This allows for some access to the safe parts. · Establish the incident command post. – This will help with keeping control of the situation. All information would be streamlined to this location. This is critical as with a ICP, everyone knows where their information is coming to and they know exactly where to report. · Establish the staging area. – Another critical piece because it allows a central location where resources can flow in and out of. · Request additional resources. – This is critical because if additional resources are needed, law enforcement knows how or who to go to. I believe that the NIMS & ICS policy philosophy is something that needs to be embraced by all of law enforcement as it can be looked to as a blueprint or better yet, a guideline to what needs to be done in case of catastrophe. Without this, it is easy for a critical piece to missed which could eventually result in more loss of lives George Jay Assess the situation is the first critical task for law enforcement; being able to understand what the situation is immediate could save lives. Law enforcement will respond to a call for shots fired and have to determine if its an active shooter or something different. We see this during the Las Vegas shooting were Las Vegas police officers discovered they were dealing with an active shooter. The next task would be to identify the danger zones. The officer who becomes the Isdent commander will have to start mapping out the hot, warm, and cold zone so that Emergency responders understand where to go. You don't want fire arriving in the hot zone while an active shooter is being engaged. having the tools to complete this task is essential. "Watch commanders and lieutenants use command stations that contain dry-erase boards, markers, notepads, and folders containing checklists from the department's critical incident management guide for various situations"(Phibbs & Snawder, 2014). The inner perimeter has to be established before the outer perimeter to protect the local population and ensure no one goes into a hostile situation. Once the inner perimeter has been established, you can use additional resources to develop .
Candice Shamsher · Assess the situation.- You have to know w.docx
Candice Shamsher · Assess the situation.- You have to know w.docx
hacksoni
Analysis of Miss Brill Essay Example | StudyHippo.com. A Stylistic Analysis of “Miss Brill” by Katherine Mansfield. Essay On The Character of Miss Brill | Science | Philosophical Science. Analysis of Miss Brill by Katherine Mansfield Essay Example | Topics .... Miss Brill Mini Character Analysis.
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Week 7: Examine the Strategic Leadership Involved with Crises Situations All Required / Mandatory Resources Included in Attached Zip File. Instructions: Crises in the Military Exploring current events is an effective way to learn about the strategic leadership involved with guiding organizations through crisis situations. Consider the use of drones in the U.S. military. In recent years, the use of drones has increased, and while on the surface it appears these computerized aircraft limit the individuals involved in warfare on the frontlines, the behind-the-scene reality shows something different. There are thousands of drone operators (otherwise known as "pilots"), all of whom possess very specific technical skills and experience. Drone pilots are under significant stress, working far longer than 8 hours each day, 6 days a week. Understanding the challenges of these roles, fewer and fewer individuals are expressing interest in pursuing these positions. Therefore, the current operator force is diminishingas active-duty tours are coming to an end. The shortfall of active-duty service members is considered a major crisis that must be addressed. A lack of funding for this expensive military strategy is another aspect of the crisis. Leadership in Times of Crisis Change in any environment can be difficult for individuals and teams of individuals; crisis situationsare even more challenging and stressful. Leaders have the critical responsibility to strategically navigate their followers and organizations through crisis situations and the less-imperative times if change. Strategic leadership is necessary because there are internal and external forces to consider, tough decisions to make, and often very little time to do either of these things. These strategic decisions can have profound (positive or negative) effects on those involved, including the organization itself. The best thing a leader/organization can do it to have a crisis management plan in place long before a crisis hits, but it's also important that the leader in such situations have strategic leadership and change management skills. View this video discussing crisis management strategy planning. Strategically Addressing Crises and Change Examine the use of drones in the U.S. Military from a strategic leadership perspective. Within your examination, analyze the strategic considerations of using drones to achieve specific military goals. Consider the change management elements of moving towards the idea of sending fewer individuals into war and attacks on the country's enemies yet requiring a very large behind-the-scenes workforce. Then, reflect on how the elements of change and perceived crisis should be handled and the various leadership styles and behaviors you feel would be most effective in this scenario. · Using a free infographic tool, create a poster that illustrates the crisis management element of this initiative (e.g., the limited funding and diminishing workforce .
Week 7 Examine the Strategic Leadership Involved with Crises Situ.docx
Week 7 Examine the Strategic Leadership Involved with Crises Situ.docx
cockekeshia
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Similaire à PWH Chp 1(2 of 2)
Question 1 When it comes to disasters, some contend that governments still largely play the role of arriving like the cavalry after the fact. Assuming this might be at least partially true, how can emergency management policies (local, state and/or federal) be more proactive? What barriers, if any, to such proposals might exist? (For instance, should local jurisdictions consider additional efforts to regulate building, land-use, development, and other activities that may cause hazards and/or increase risk to members of the community? What lessons should we learn from the flooding that took place in South Carolina in 2015?) Question 2 Define in your own words the term “benchmarking” used in our textbook and compare it to the terms “lessons learned” or “best practices”, which are often used in emergency management. Include at least one example that you think represents one or more of these terms. Question 3 Your response to each of the questions below should be at least one brief paragraph. After reading the South Carolina Public Incident Report, consider how recent large data security breaches affects public administration. a.) How would you recommend improving policy and practice with regard to information security? (At least one paragraph) b.) Provide a statement of the problem and at least two recommendations; support your points with additional detail and references (in APA Style). (At least one paragraph) Question 4 https://www.ecfr.gov/cgi-bin/ECFR website to external link After reading Chapter 11 in the textbook, go to the online Code of Federal Regulations (CFR) (Links to an external site.)Links to an external site., which is the compendium of federal agency regulations. Explore to find regulations of one or more of the following agencies. Select one regulation that you think has an impact on or is related to the phases of emergency management. (Click on “Browse parts” links, if needed, to access regulations.) Write a short summary of the purpose of the regulation you chose, including its context (what kind of regulation is it part of and what agency enforces it) and how it is related to or could impact emergency/disaster management at the local or state level; include a citation to the CFR section (for example 9 CFR 56.10). Other link for this question. Once you get to this page you can access the other external links listed. https://www.ecfr.gov/cgi-bin/ · Environmental Protection Agency (EPA) (Links to an external site.)Links to an external site. · Nuclear Regulatory Commission (NRC) (Links to an external site.)Links to an external site. · U.S. Department of Transportation Pipeline and Hazardous Material Safety Administration (PHMSA) (Links to an external site.)Links to an external site. · U.S. Coast Guard (USCG) Maritime Security (Links to an external site.)Links to an external site. · U.S. Department of Labor Occupational Safety and Health Administration (OSHA) (Links to an external site.)Links to an external site. · (L ...
Question 1When it comes to disasters, some contend that governme.docx
Question 1When it comes to disasters, some contend that governme.docx
makdul
This paper addresses a conceptual framework for sharing information across jurisdictions, agencies and public safety disciplines. It was developed as part of the NCR jurisdictions (i.e. Maryland, Virginia, and the District of Columbia) interoperable communications programs. The paper explores why information sharing is important to successfully dealing with large scale events and how a lack of public safety communications systems interoperability is a major impediment. It describes a how a conceptual framework of information layers (i.e. the Data, Integration and Presentation layers) is useful to developing solutions to the lack of interoperability.
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Concepts On Information Sharing And Interoperability Contestabile Final 03 0...
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Project White Horse 084640 Introduction
Project White Horse 084640 Introduction
Ed Beakley
PWH Chp 1(1 of 2)
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articolo_ticonzero[1]
articolo_ticonzero[1]
cpz
Crisis 2
Crisis 2
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58 Mission Command MILITARY REVIEW Major Blair S. Williams, U.S. Army, is a Joint planner at U.S. Strategic Com- mand. He holds a B.S. from the U.S. Military Academy (USMA), an M.S. from the University of Missouri, and a Ph.D. from Harvard University. He has served in a variety of command and staff positions, including deployments to Iraq and Afghanistan, as well as an assignment as an assistant professor of economics in the Department of Social Sciences at USMA. _____________ PHOTO: U.S. Army SSG Clarence Washington, Provincial Reconstruc- tion Team Zabul security forces squad leader, takes accountability after an indirect fire attack in Qalat City, Zabul Province, Afghanistan, 27 July 2010. (U.S. Air Force photo/SrA Nathanael Callon) If we now consider briefly the subjective nature of war—the means by which war has to be fought—it will look more than ever like a gamble . . . From the very start there is an interplay of possibilities, probabilities, good luck, and bad that weaves its way throughout the length and breadth of the tapestry. In the whole range of human activities, war most closely resembles a game of cards. —Clausewitz, On War. 1 CARL VON CLAUSEWITZ’S metaphoric description of the condition of war is as accurate today as it was when he wrote it in the early 19th century. The Army faces an operating environment characterized by volatility, uncertainty, complexity, and ambiguity.2 Military professionals struggle to make sense of this paradoxical and chaotic setting. Succeed- ing in this environment requires an emergent style of decision making, where practitioners are willing to embrace improvisation and reflection.3 The theory of reflection-in-action requires practitioners to question the structure of assumptions within their professional military knowledge.4 For commanders and staff officers to willingly try new approaches and experiment on the spot in response to surprises, they must critically exam- ine the heuristics (or “rules of thumb”) by which they make decisions and understand how they may lead to potential bias. The institutional nature of the military decision making process (MDMP), our organizational culture, and our individual mental processes in how we make decisions shape these heuristics and their accompanying biases. The theory of reflection-in-action and its implications for decision making may sit uneasily with many military professionals. Our established doctrine for decision making is the MDMP. The process assumes objec- tive rationality and is based on a linear, step-based model that generates a specific course of action and is useful for the examination of problems that exhibit stability and are underpinned by assumptions of “technical- rationality.”5 The Army values MDMP as the sanctioned approach for solving problems and making decisions. This stolid template is comforting; we are familiar with it. However, what do we do when our enemy does not conform to o.
58 Mission Command MILITARY REVIEWMajor Blair S. William.docx
58 Mission Command MILITARY REVIEWMajor Blair S. William.docx
priestmanmable
58 Mission Command MILITARY REVIEW Major Blair S. Williams, U.S. Army, is a Joint planner at U.S. Strategic Com- mand. He holds a B.S. from the U.S. Military Academy (USMA), an M.S. from the University of Missouri, and a Ph.D. from Harvard University. He has served in a variety of command and staff positions, including deployments to Iraq and Afghanistan, as well as an assignment as an assistant professor of economics in the Department of Social Sciences at USMA. _____________ PHOTO: U.S. Army SSG Clarence Washington, Provincial Reconstruc- tion Team Zabul security forces squad leader, takes accountability after an indirect fire attack in Qalat City, Zabul Province, Afghanistan, 27 July 2010. (U.S. Air Force photo/SrA Nathanael Callon) If we now consider briefly the subjective nature of war—the means by which war has to be fought—it will look more than ever like a gamble . . . From the very start there is an interplay of possibilities, probabilities, good luck, and bad that weaves its way throughout the length and breadth of the tapestry. In the whole range of human activities, war most closely resembles a game of cards. —Clausewitz, On War. 1 CARL VON CLAUSEWITZ’S metaphoric description of the condition of war is as accurate today as it was when he wrote it in the early 19th century. The Army faces an operating environment characterized by volatility, uncertainty, complexity, and ambiguity.2 Military professionals struggle to make sense of this paradoxical and chaotic setting. Succeed- ing in this environment requires an emergent style of decision making, where practitioners are willing to embrace improvisation and reflection.3 The theory of reflection-in-action requires practitioners to question the structure of assumptions within their professional military knowledge.4 For commanders and staff officers to willingly try new approaches and experiment on the spot in response to surprises, they must critically exam- ine the heuristics (or “rules of thumb”) by which they make decisions and understand how they may lead to potential bias. The institutional nature of the military decision making process (MDMP), our organizational culture, and our individual mental processes in how we make decisions shape these heuristics and their accompanying biases. The theory of reflection-in-action and its implications for decision making may sit uneasily with many military professionals. Our established doctrine for decision making is the MDMP. The process assumes objec- tive rationality and is based on a linear, step-based model that generates a specific course of action and is useful for the examination of problems that exhibit stability and are underpinned by assumptions of “technical- rationality.”5 The Army values MDMP as the sanctioned approach for solving problems and making decisions. This stolid template is comforting; we are familiar with it. However, what do we do when our enemy does not conform to o.
58 Mission Command MILITARY REVIEWMajor Blair S. William.docx
58 Mission Command MILITARY REVIEWMajor Blair S. William.docx
BHANU281672
Assignment Writing Service http://HelpWriting.net/Essay-Linking-Sentences-Examples---How- 👈
Essay Linking Sentences Examples - How To Begin A New Paragraph. Useful ...
Essay Linking Sentences Examples - How To Begin A New Paragraph. Useful ...
Dawn Jones
“Any emergency situation forces trauma into the mind and heart of all involved with a shock of new information, images and experiences. One tool in reducing trauma is to provide realistic training. Training to the emergency appears to inoculate the worker from many critical stress reactions and creates a sound response during the real crisis.” —The Author Preparing and executing safe and effective mock scene training scenarios is the theme of this chapter. Prep-scenarios, drills, and spontaneous tests, while highly effective in increasing overall safety, call for close examination, analysis, and cautious planning prior to engaging in the exercise. We will discuss a number of the positive and challenging aspects of effective training scenarios, whether the security specialist is conducting a simple evacuation drill or a complex mass-casualty exercise. This chapter will discuss the following key points: • The value of mock scene scenarios and drills • Preparing for a training and testing scenario • Fundamental training scenarios • Realism over drama • Site and personnel preparation • Selection of appropriate role players • Key contacts prior to a scenario • Occupational standards of safety and executing the mock scenario THE VALUE OF MOCK SCENE SCENARIOS AND DRILLS In addition to confidence building and increasing the safety of all personnel, the use of mock scenarios can reduce legal liability and increase defensibility in cases involving civil and criminal litigation. The training scenario will often expose vulnerabilities while affirming the strength of current security and safety practices. It is during these often dramatic exercises where we find both what we had hoped would be a T E N PREPARING AND CONDUCTING MOCK TRAINING 420528 ch10 pp. 127-138 6/24/05 12:48 PM Page 127 128 ANTI-TERRORISM RISK ASSESSMENTS solid company practice and the exposure of more work to be done by the agency and its personnel. While the number of constructive aspects of conducting mock training exercises far outweighs the dangers, many agencies avoid the drill for reasons some CEOs would rather not discuss—that being the reality that every exercise will expose flaws in current policy and procedures. This raw truth is enough for many to skip this critical part of an anti-terror risk assessment and target hardening. History teaches, however, time and time again that tender truths and perceived flaws are not an excuse for avoiding the improvement of target security and protection procedures related to the safety of our workforce. It is a bitter pill that every agency interested in excellence will be willing to swallow when faced with the probable alternatives. The failure to train and test through mock scenarios—small and/or large—may indeed be fatal to both the workforce and the agency’s financial future. It is the added task of the proficient security specialist to present mock scene practice scenarios as a necessary part of security despite the apparent paradox t.
Any emergency situation forces trauma into the mind and heart of .docx
Any emergency situation forces trauma into the mind and heart of .docx
justine1simpson78276
Candice Shamsher · Assess the situation.- You have to know what type of situation that you are dealing with to be able to handle it efficiently. You don’t want your officers running into a gun fight when its actually a fire. What kind of situation are we dealing with? How many suspects are involved? Where is it taking place. There are all things to consider when accessing the situation. · Identify the danger zone. – Knowing where the danger zone is will keep the public out of harm’s way when dealing with the situation. · Establish an inner perimeter. - This would be the location where only authorized people would be allowed. This allows for law enforcement agents to keep control on the situation at hand. · Establish an outer perimeter. – I believe this falls along the same lines with the outer perimeter. This allows for some access to the safe parts. · Establish the incident command post. – This will help with keeping control of the situation. All information would be streamlined to this location. This is critical as with a ICP, everyone knows where their information is coming to and they know exactly where to report. · Establish the staging area. – Another critical piece because it allows a central location where resources can flow in and out of. · Request additional resources. – This is critical because if additional resources are needed, law enforcement knows how or who to go to. I believe that the NIMS & ICS policy philosophy is something that needs to be embraced by all of law enforcement as it can be looked to as a blueprint or better yet, a guideline to what needs to be done in case of catastrophe. Without this, it is easy for a critical piece to missed which could eventually result in more loss of lives George Jay Assess the situation is the first critical task for law enforcement; being able to understand what the situation is immediate could save lives. Law enforcement will respond to a call for shots fired and have to determine if its an active shooter or something different. We see this during the Las Vegas shooting were Las Vegas police officers discovered they were dealing with an active shooter. The next task would be to identify the danger zones. The officer who becomes the Isdent commander will have to start mapping out the hot, warm, and cold zone so that Emergency responders understand where to go. You don't want fire arriving in the hot zone while an active shooter is being engaged. having the tools to complete this task is essential. "Watch commanders and lieutenants use command stations that contain dry-erase boards, markers, notepads, and folders containing checklists from the department's critical incident management guide for various situations"(Phibbs & Snawder, 2014). The inner perimeter has to be established before the outer perimeter to protect the local population and ensure no one goes into a hostile situation. Once the inner perimeter has been established, you can use additional resources to develop ...
Candice Shamsher · Assess the situation.- You have to know w.docx
Candice Shamsher · Assess the situation.- You have to know w.docx
jasoninnes20
Candice Shamsher · Assess the situation.- You have to know what type of situation that you are dealing with to be able to handle it efficiently. You don’t want your officers running into a gun fight when its actually a fire. What kind of situation are we dealing with? How many suspects are involved? Where is it taking place. There are all things to consider when accessing the situation. · Identify the danger zone. – Knowing where the danger zone is will keep the public out of harm’s way when dealing with the situation. · Establish an inner perimeter. - This would be the location where only authorized people would be allowed. This allows for law enforcement agents to keep control on the situation at hand. · Establish an outer perimeter. – I believe this falls along the same lines with the outer perimeter. This allows for some access to the safe parts. · Establish the incident command post. – This will help with keeping control of the situation. All information would be streamlined to this location. This is critical as with a ICP, everyone knows where their information is coming to and they know exactly where to report. · Establish the staging area. – Another critical piece because it allows a central location where resources can flow in and out of. · Request additional resources. – This is critical because if additional resources are needed, law enforcement knows how or who to go to. I believe that the NIMS & ICS policy philosophy is something that needs to be embraced by all of law enforcement as it can be looked to as a blueprint or better yet, a guideline to what needs to be done in case of catastrophe. Without this, it is easy for a critical piece to missed which could eventually result in more loss of lives George Jay Assess the situation is the first critical task for law enforcement; being able to understand what the situation is immediate could save lives. Law enforcement will respond to a call for shots fired and have to determine if its an active shooter or something different. We see this during the Las Vegas shooting were Las Vegas police officers discovered they were dealing with an active shooter. The next task would be to identify the danger zones. The officer who becomes the Isdent commander will have to start mapping out the hot, warm, and cold zone so that Emergency responders understand where to go. You don't want fire arriving in the hot zone while an active shooter is being engaged. having the tools to complete this task is essential. "Watch commanders and lieutenants use command stations that contain dry-erase boards, markers, notepads, and folders containing checklists from the department's critical incident management guide for various situations"(Phibbs & Snawder, 2014). The inner perimeter has to be established before the outer perimeter to protect the local population and ensure no one goes into a hostile situation. Once the inner perimeter has been established, you can use additional resources to develop .
Candice Shamsher · Assess the situation.- You have to know w.docx
Candice Shamsher · Assess the situation.- You have to know w.docx
hacksoni
Analysis of Miss Brill Essay Example | StudyHippo.com. A Stylistic Analysis of “Miss Brill” by Katherine Mansfield. Essay On The Character of Miss Brill | Science | Philosophical Science. Analysis of Miss Brill by Katherine Mansfield Essay Example | Topics .... Miss Brill Mini Character Analysis.
Miss Brill Analysis Essay
Miss Brill Analysis Essay
Brenda Howard
Decision making during extreme events
Decision making during extreme events
Connie White
Evolution terriskmod woo_journalre
Evolution terriskmod woo_journalre
dacooil
Evolution terriskmod woo_journalre
Evolution terriskmod woo_journalre
dacooil
Week 7: Examine the Strategic Leadership Involved with Crises Situations All Required / Mandatory Resources Included in Attached Zip File. Instructions: Crises in the Military Exploring current events is an effective way to learn about the strategic leadership involved with guiding organizations through crisis situations. Consider the use of drones in the U.S. military. In recent years, the use of drones has increased, and while on the surface it appears these computerized aircraft limit the individuals involved in warfare on the frontlines, the behind-the-scene reality shows something different. There are thousands of drone operators (otherwise known as "pilots"), all of whom possess very specific technical skills and experience. Drone pilots are under significant stress, working far longer than 8 hours each day, 6 days a week. Understanding the challenges of these roles, fewer and fewer individuals are expressing interest in pursuing these positions. Therefore, the current operator force is diminishingas active-duty tours are coming to an end. The shortfall of active-duty service members is considered a major crisis that must be addressed. A lack of funding for this expensive military strategy is another aspect of the crisis. Leadership in Times of Crisis Change in any environment can be difficult for individuals and teams of individuals; crisis situationsare even more challenging and stressful. Leaders have the critical responsibility to strategically navigate their followers and organizations through crisis situations and the less-imperative times if change. Strategic leadership is necessary because there are internal and external forces to consider, tough decisions to make, and often very little time to do either of these things. These strategic decisions can have profound (positive or negative) effects on those involved, including the organization itself. The best thing a leader/organization can do it to have a crisis management plan in place long before a crisis hits, but it's also important that the leader in such situations have strategic leadership and change management skills. View this video discussing crisis management strategy planning. Strategically Addressing Crises and Change Examine the use of drones in the U.S. Military from a strategic leadership perspective. Within your examination, analyze the strategic considerations of using drones to achieve specific military goals. Consider the change management elements of moving towards the idea of sending fewer individuals into war and attacks on the country's enemies yet requiring a very large behind-the-scenes workforce. Then, reflect on how the elements of change and perceived crisis should be handled and the various leadership styles and behaviors you feel would be most effective in this scenario. · Using a free infographic tool, create a poster that illustrates the crisis management element of this initiative (e.g., the limited funding and diminishing workforce .
Week 7 Examine the Strategic Leadership Involved with Crises Situ.docx
Week 7 Examine the Strategic Leadership Involved with Crises Situ.docx
cockekeshia
Similaire à PWH Chp 1(2 of 2)
(19)
Question 1When it comes to disasters, some contend that governme.docx
Question 1When it comes to disasters, some contend that governme.docx
Concepts On Information Sharing And Interoperability Contestabile Final 03 0...
Concepts On Information Sharing And Interoperability Contestabile Final 03 0...
Project White Horse 084640 Introduction
Project White Horse 084640 Introduction
PWH Chp 1(1 of 2)
PWH Chp 1(1 of 2)
National Response Framework And National Incident...
National Response Framework And National Incident...
International Relations and Disasters - Page Num Edit
International Relations and Disasters - Page Num Edit
articolo_ticonzero[1]
articolo_ticonzero[1]
Crisis 2
Crisis 2
58 Mission Command MILITARY REVIEWMajor Blair S. William.docx
58 Mission Command MILITARY REVIEWMajor Blair S. William.docx
58 Mission Command MILITARY REVIEWMajor Blair S. William.docx
58 Mission Command MILITARY REVIEWMajor Blair S. William.docx
Essay Linking Sentences Examples - How To Begin A New Paragraph. Useful ...
Essay Linking Sentences Examples - How To Begin A New Paragraph. Useful ...
Any emergency situation forces trauma into the mind and heart of .docx
Any emergency situation forces trauma into the mind and heart of .docx
Candice Shamsher · Assess the situation.- You have to know w.docx
Candice Shamsher · Assess the situation.- You have to know w.docx
Candice Shamsher · Assess the situation.- You have to know w.docx
Candice Shamsher · Assess the situation.- You have to know w.docx
Miss Brill Analysis Essay
Miss Brill Analysis Essay
Decision making during extreme events
Decision making during extreme events
Evolution terriskmod woo_journalre
Evolution terriskmod woo_journalre
Evolution terriskmod woo_journalre
Evolution terriskmod woo_journalre
Week 7 Examine the Strategic Leadership Involved with Crises Situ.docx
Week 7 Examine the Strategic Leadership Involved with Crises Situ.docx
PWH Chp 1(2 of 2)
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