Is this not a typical Hollywood
stereo-type that is being copied by some overzealous SAF NCO, when
there are few or no role models to learn from ?
In developing into a 3G Army, more soldiers who can think will be
needed, and a new breed of SAF NCO will be needed with the ability
to lead and mentor his men, who will automatically trust his
instructions and respond accordingly.
The 1st armored training brigade overhauls initial entry
training
Armor, Jan-Feb, 2005 by Jim Larsen,
Jerry Cashion
Over the past year, initial entry training (IET), specifically
basic combat training (BCT), has undergone the most significant
change since World War II. The new curriculum focuses on producing
soldiers who can immediately contribute to their unit following
advanced individual training (AIT).
Developing Individual Skills
Gone are the days of sterile phase testing--soldiers standing in
line at parade rest at field tables covered with camouflage net,
score cards neatly tucked under the camouflage bands of their
helmets, waiting to be tested on individual tasks. The hours of
perfecting drill and ceremony and sitting in large lecture-style
classes have been slashed.
In place of sterile phase testing comes judgment-based
training in the form of end-of-phase situational training
exercises (STX), where soldiers perform critical
individual tasks under replicated combat conditions. Squad tactical
movement, urban operations, and convoy operations have replaced
many of the hours formerly devoted to marching. Small group,
performance-oriented training, taught by a new breed of
warrior-focused drill sergeants, characterize most of the
instruction once taught by committee, or at the very least, in a
classroom with a platform instructor addressing 220 students.
Combat-focused courses are constructed so that teamwork events,
such as litter carrying, water and ammunition resupply, and
fighting position construction, replace the noncombat-related
teamwork development course.
The first step was to change the training methodology and
preserve this methodology through the application of an updated
mission essential task list (METL) for BCT. The second step was to
incorporate individual skills developed and mastered during the
first weeks of BCT into a new training strategy called "warrior
challenge," which empowers drill sergeants and BCT soldiers to
focus on combat-oriented, squad-level tactics.
At the core of this transformation is the new Basic Combat Training
Methodology, which is shown in Figure 1. As indicated in the upper
"individual" band, soldiers are trained in key individual tasks
that are relevant to the force's current needs. Instead of sterile
testing at the end of each training phase, soldiers' performance is
validated during the execution of critical collective tasks in the
form of STXs. Every effort is made to ensure these STXs are as
realistic as possible, to include media, civilians, urban areas,
improvised explosive devises (IED), and a healthy dose of
ambiguity, information overload and/or deprivation, uncertainty,
and unpredictability. These training standards are ultimately
measured by mission accomplishment within the commander's intent,
rather than performance measures accomplished in specific
order.
[FIGURE 1 OMITTED]
During the final five-day field training exercise (FTX), soldiers
conduct an intensive squad external evaluation (EXEVAL), which
challenges soldiers and drill sergeants in executing warrior tasks
and drills. By the end of nine weeks, soldiers have been exposed to
many of the same situations they will face in combat. They will
make tough decisions, just as they will in combat, and for many,
combat is just around the corner. The STXs and the final EXEVAL add
focus to BCT and require drill sergeants to develop training
strategies to prepare them for these events; battle-focused
training improves soldiers and leaders.
The current goal is to preserve this methodology and
consolidate gains made over the past year, making BCT more
realistic, relevant, and rigorous. Recent headway was made
when the U.S. Army Training and Doctrine Command (TRADOC) approved
changes to the Infantry School's BCT program of instruction.
However, resources are only part of the effort--ensuring BCT
battalion and company METL are battle-focused is another critical
component.
"Conduct BCT" has been the usual METL task briefed by nearly every
BCT battalion and company commander far too long.
This task might work at the battalion level, but it is not adequate
to focus company commanders and their cadre. U.S. Army Field Manual
7-0, Training the Force, states, "Battle focus is equally
applicable in TDA organizations," and "mission essential tasks
should include critical training tasks." (1) The critical training
tasks in the new BCT are the foundation for the STXs, which include
establishing a checkpoint, occupying an assembly area, conducting
tactical movement (mounted and dismounted), and conducting tactical
movement in an urban area. Moreover, accomplishing these collective
tasks enable soldiers to execute many of Task Force Soldier's
recommended 40 core warrior tasks and nine core warrior drills.
(2)
All U.S. Army BCT organizations must accomplish identical functions
to get the most from the new BCT POI. To accomplish this, every BCT
organization must have a standardized METL for common tasks.
At the battalion-level, the METL can be organized into
three essential tasks, which include conducting BCT, exercising
command and control, and maintaining certification and
readiness. Each of the battalion's METL tasks has
supporting battle tasks that logically feed into the company's
METL. For example, the battalion METL task of conduct BCT has
supporting battle tasks of establishing a checkpoint, conducting
tactical movement (mounted and dismounted), and conducting tactical
movement in a built-up area. The company's METL would then include
tasks such as establishing a checkpoint, conducting tactical
movement (dismounted), conduct tactical movement (mounted), and
conducting tactical movement in a built-up area. The company battle
tasks then logically become critical collective and/or individual
tasks on which drill sergeants can focus their efforts. For
instance, the company battle task of establishing a checkpoint
would have supporting battle tasks that include tasks such as
handling enemy prisoners of war/detainees, determining location on
ground, reacting to media, and performing first aid. The majority
of these battle tasks, critical collective tasks, and critical
individual tasks are, in fact, core warrior tasks and
drills.
