Soldier’s Gold Mine

Nuggets to keep you informed

02/16/2011  | 
The Griffon

 

G-6

 

DOD Wireless Policy and You: Don’t expose your network to vulnerabilities!

The use of wireless devices in our society has grown exponentially over the past decade. Many automated devices now come with embedded wireless capability. This allows for laptops, PDAs, smartphones, and other commonly used devices to communicate wirelessly, which has greatly increased speed and efficiency in the workplace. The DOD workplace has also began to implement and enjoy these technologies as well. Many DoD organizations have began to start investigating wireless options for provide greater flexibility. However, given the sensitivity of some data transmitted by the DoD, the use of wireless technology could introduce vulnerabilities such as compromised data and network intrusion. The DoD has established wireless policy guidance to help combat the vulnerabilities created by wireless technology. Failure to adhere to this guidance can expose DoD systems to attack. Common mistakes in DoD wireless implementation include:

  • The use of unauthorized wireless equipment and devices
  • Allowing users to bring wireless devices from home
  • Failure of administrators to monitor the network property
  • Failure to implement encryption and authentication IAW DoD policy
  • DoD 8100.2 (Use of Commercial Wireless Devices and Technologies in the DoD GIG) establishes policy and guidance for the use of wireless devices on DoD networks. Also, a comprehensive list of authorized wireless devices can be found at https://www.acert.1stiocmd.army.mil. Familiarity with these resources can aid both administrators and users in the safe use of wireless devices.

G-7

 

Confederation of Reserve Officers (CIOR)

Over the past several years, the United States Army Reserve had little representation at the Interallied Confederation of Reserve Officers (CIOR) International Military Competition (MILCOMP), due to the frequency of mobilizations and deployments. MG Stall ordered the G-7 to assemble a group of highly qualified Soldiers to compete for positions on the U.S. Joint Reserve Forces team in Vermont in July 2011. Selected candidates will tentatively travel to Europe for acclimation and additional training and then to Warsaw, Poland to represent United States as competitors in the official competition. This mission provides units with a unique opportunity to reward top performers, demonstrate the professionalism and competence of 108th Training Command (IET) Cadre members, and ultimately to represent the Army and the nation. The 108th Training Command (IET) will send 24 NCOs, Warrant Officers, and/or Commissioned Officers to Vermont on 10 July 2011 in order to secure slots on the U.S. Joint Reserve Forces Team. Individuals selected will immediately proceed to Europe to train and compete. The CIOR Military Competition will be held in Warsaw, Poland from 27 July 2011 through 6 August 2011.

Candidates interested in competing will submit a Letter of Intent to Compete and their Commander’s endorsement to the 108th TC (IET), G-7 not later than 10 March 2011. The 108th TC (IET), will review all applications, select the candidates, and send a list of the selected personnel to their respective Training Division G-3s NLT 1 May 2011.

Candidates selected will report to Burlington, Vermont on 10 July 2011 to train and compete for slots on the U.S. Joint Reserve Forces Team. Candidates selected to compete internationally will immediately travel to Europe for acclimation and additional training. Those candidates who were not selected to compete internationally will return to their home station.

CIOR Candidate Qualifications

  1. Must possess the requisite character necessary to act as an ambassador of the United States; must be endorsed by the Commander.
  2. Must be an NCO, Warrant Officer, or Commissioned Officer.
  3. Must be proficient with both a rifle and a pistol.
  4. Must possess the ability to navigate while dismounted.
  5. Must obtain a passport NLT 1July 2011.
  6. Males must be physically able to:
    1. Run 8 kilometers in 36 minutes
    2.  Run 800 meters in 3 minutes
    3.  Swim 50 meters in 50 seconds
    4.  Negotiate advanced obstacle courses

POC for this is MAJ John Tuckwiller, G-7 Training Officer:  [email protected].

Master Reslience Trainer-Course (MRT-C): 

The MRT-C course sites are located on Fort Jackson, SC (Victory University) and Philadelphia, PA (UPENN).  The course is approximately 12 days in length.  Note, this course is not open enrollment; if you wish to attend or have a candidate that meets the course requirements, please contact your chain of command/ATRRS POC.

Course Scope:

One of the Army's top priorities is to develop a holistic fitness program for Soldiers, Family members and Army Civilians in order to enhance performance and build resilience.  The Master Resilience Trainer-Course (MRT-C) is a course that will produce junior leaders with the capability to teach proven resilience skills to the Soldiers in their teams, squads, platoons and companies in order to enhance their performance and increase their resilience, both individually and collectively. The MRT-C is an established training program that has demonstrated efficacy in reducing behavioral health problems.  Soldiers will review the myths about resilience and why resilience is critical for success and well-being, and they learn about the scientific literature of the core factors that predict resilience, with a specific focus on the factors that are amenable to change.  Ideally, Soldiers taking this course will return to the force as drill sergeants, squad leaders, platoon sergeants and platoon leaders, first sergeants and company commanders and they will be expected to train these skills to those Soldiers in their unit.   Skills learned include emotion awareness and regulation, impulse control, de-catastrophizing, putting it in perspective, effective communication, challenging negative beliefs, problem solving, and real time resilience.  

Course Requirements:

Students must be to E-6 thru E-8, W-1 thru W4, O-1 thru O-4 or civilians 07-12 to attend the course.  Attendees should have interest in and ability to teach and moderate to small groups.  Combat experience is a plus as is education in behavioral health or leadership.  Graduates must have at least 12 months of duty remaining in their current position.  Graduates of the course should be in leadership positions at team, squad, and platoon or company level.

Students must complete the following training prior to reporting:  the Global Assessment Tool (GAT) training, () and The Values in Action (VIA) Character Strengths Survey, .  Students must ensure they select the correct survey at the Authentic Happiness website as there are multiple surveys on the site.  Additionally, all students are required to print and bring the results with them.

POC for this is SFC Cutshall, G-7 ATRRS NCO: [email protected].

Intermediate Level Education (ILE):

Intermediate Level Education (ILE) is designed to teach Officers how to solve the unexpected problems and deal with uncertainty.  The ILE course is a two-step process.  First, the Common Core, which all Officers attend, followed by either the Advanced Operations Course, Advanced
Operations and War-fighting Course, or Functional Area course.  The individual officers Branch or Functional Area (FA) determines which course you take. 
 
 Upon promotion to Major, officers are eligible to enroll in ILE.  Enrolling is fairly simple. First, determine the class type you would like to take, there are three options:
 1.  The active duty resident course.  The active duty course is the most difficult to apply for and requires approvals thru HRC.  Eligible majors usually receive an e-mail from HRC about the resident course; however, you can take the initiative and contact your branch manger for details. 
 2.  The second and most popular option is the non-resident course. Your units ATRRS operator will enroll you in your class.  The course is broken into three phases, two-weeks at Fort Dix or Fort McCoy, followed by 13 weekends at a satellite location near your home, then the final two-weeks at either Fort Dix or Fort McCoy. 
 3.  The third option is the self-paced web-based correspondence course.  Officers are allowed 18 months to complete the program of instruction and enrollment is simple.   Logon at https://cgsc2.leavenworth.army.mil/nrs/index.asp and follow the instructions.
 
ILE is broken into two steps because of the educational certifications received by the officer. The common core qualifies an officer for promotion to LTC, however, ILE CC and AOC/AOWC /FA is required for attendance at the War College or a Senior Service College (SSC).  Failure to complete ILE CC and AOC/AOWC/FA is a discriminator for promotion to Colonel.
 
Education prepares the Officer for dealing with the unexpected and uncertainty.  Today’s Officer Corps has the opportunity to get that education in the relative calm of a classroom.  Embrace the opportunity and be prepared for tomorrow’s challenges.
 
POC for this is MAJ John Tuckwiller, G-7 Training Officer:  [email protected] 
 
G – 7 Website
Please access the G-7 website:  https://www.us.army.mil/suite/page/593383, there will you find an abumdance of information:  the G-7 Bulletin, Confederation of Inter-Allied Reserve Officers - Military Competition (CIOR-MILCOMP) information, DSC related forms, DSS data, DSL/DSLC and DSC information.  If you have specific questions please e-mail them to [email protected], someone will promptly reply.  If you prefer to call, the POC is MSG Malachi, 704-227-2820 x4234 (OFF) or 704-496-3960 (MIL BB).
 

Chief of Staff

 

Profession of Arms

In October 2010, the Secretary of the Army and the Chief of Staff Army directed the Commander, U.S. Army Training and Doctrine Command (TRADOC) to conduct a review of the Army Profession in an Era of Persistent Conflict. As a result, our Army will conduct a yearlong review of the Profession of Arms (PoA), which will entail taking a critical look at how the last nine years of war have affected the Army profession.

The purpose of the Campaign is to conduct an Army-wide critical analysis of where we stand as a profession. It will involve discussion from all cohorts (Officer, Warrant Officer, Enlisted, and Soldier) at each echelon, and it will involve those from the operating and generating forces within each component (AC, ARNG, and USAR). This Campaign will deliver findings and recommendations for institutional change, and it will generate dialog and engagement that will promote education and feedback.

The Campaign will address three issues:

  • What does it mean for the Army to be a Profession of Arms?
  • What does it mean to be a Professional Soldier?
  • After nine years of war, how are we as individual professionals and as a profession meeting these aspirations?

Our Army will conduct this Campaign in Three Phases:

Phase 1-Assessment

During this period, the Army will survey the entire force, and all will be asked to review policies and address specific questions that either contribute to or inhibit our status as a profession. This phase will end with the delivery of an interim report to the Secretary of the Army and the Chief of Staff Army in early June 2011.

Phase 2-Dialogue

To generate broad dialogue and focused discussion, senior officer and NCO leaders will be asked to host professional development forums to generate discussion and obtain feedback on eight specific questions. These questions are:

For 1st Quarter CY11:

  •  What are our current strengths as a profession/as professional?
  • What are our current weaknesses as a profession/as professionals?

For 2nd Quarter CY11:

  • Have we identified the right essential attributes of the profession/of professionals in the Army White Paper?
  • Are we adequately developing the attributes in our professional military education, in our tactical units, and in our self-development, and do our organizational systems and processes reinforce these attributes?

For 3rd Quarter CY11:

  • Are the roles and responsibilities in sustaining the profession different for officers, warrant officers, noncommissioned officers, and are we adequately preparing leaders for these stewardship roles?
  • What are the roles of the Army civilian in sustaining the profession and are we adequately preparing leaders for these stewardship roles?

For 4th Quarter CY11:

  • What are the roles and responsibilities of the retired military in sustaining the profession?
  • How do responsibilities change as the professional gains seniority and, in particular, in dealing with the public, the media, senior civilian leaders, and coalition partners?

Phase 3-Review and Revise Policies and Programs

This phase will examine how Army policies and programs can be modified to strengthen the Army as a professional institution, based on what we found in Phase 1 and 2.

To support the Campaign, the Army Center for the Profession and Ethic (CAPE) established a website with resources to help generate dialogue. That website is found at http://cape.army.mil/ProfessionOfArms.html. Additionally, to focus and encourage dialogue, the CG TRADOC approved The Profession of Arms White

Paper as a start point for discussion, and it is available for download at the website. The CAPE website also contains The Profession of Arms pamphlet and several videos that will also help you to generate professional dialogue.

In order to participate effectively in the dialogue, all officers, NCOs, and civilian leaders should read the White Paper. The questions listed above will be discussed during the upcoming Commander/Command Sergeants Major conference in April.

Safety: Motorcycle Safety Training

 

Did you know Soldiers and civilians are required to complete a Motorcycle Safety Foundation (MSF) or MSF-Based approved motorcycle rider safety course prior to operating a motorcycle?

In addition, did you know the Army funds tuition for MSF-Basic Rider course (BRC) and Experienced Rider Course (ERC) or Military Sport Bike Course (MSRC) attendance since the Department of Defense Traffic Safety Program and Army Safety Program mandate that all riders complete the course? Motorcycle Base Rider Course, Experience Rider Course and Military Sport Bike Courses are funded through the Regional Support Commands. The four Regional Support Commands cover 48 states and Puerto Rico so everyone has an opportunity to attend.

Since, all army personnel are required to complete Motor Safety Foundation Basic Rider Course prior to riding or purchasing a motorcycle. Soldiers and civilians should notify their supervisors of their intention to purchase a motorcycle or possession of a motorcycle. After, informing their supervisor of their desire to ride a motorcycle, Soldiers can search the Motorcycle Safety Foundation website for current course offering in their area. Civilians will need to identify an Active Duty installation course by searching the Army Traffic Safety Training Program Registration System for available courses at https://airs.lmi.org.

Upon identifying a course, you are reasonably sure you can attend, record the registration information. Each Regional Support Command processes funding request differently so you will need to submit the request through your supervisor to your commands Safety Manager or Training Officer to guarantee your request is funded. Several of the Regional Support Commands request information be submitted on a Standard Form 182 so contact your Divisional Safety Manager to determine the correct request procedures for your location. Allow at least two weeks for processing.

Commanders may offer the Experienced Rider Course or the Military Sport Bike Course in addition to the Basic rider Course but not in lieu of the Basic Rider Course. Participation in these courses is allowed after the completion of the Basic Riders Course and after 90 days of riding experience. All motorcycle riders are encouraged to complete the Experienced Rider Course or Military Sport Bike Course in addition to the Basic Rider Course.

If you need assistance or additional information related to attending motorcycle safety training, please contact the following points of contacts:

Mr. Chris Black, Safety and Occupational Health Manager, 108th Training command (IET) at 704-342-5152 or [email protected] (Program Manager)

Mr. Nick Turvey, Safety and Occupational Health Manager, 98th Training Division (IET) at 800-238-3138 ext. 2303 or [email protected]

Mr. Willie Oliver, Safety and Occupational Health Manager, 95th Training Division (IET) at 405-419-1686 or [email protected]

Ms. Brenda Jo Rudyk, Safety and Occupational Health Manager, 104th Training Division (LT) at 254-319-8815 or [email protected].

Secretary to the General Staff

 

The 108th Training Command (IET) will host its third annual Soldiers Ball in conjunction with the 108th Training Command (IET) full time conference on Sat. August 6 at the Manchester Grand Hyatt in San Diego, Calif. Highlights of the event will include a featured speaker and comedian as well as a DJ who will spin the tunes after dinner for dancing into the night. The Soldiers Ball is a ceremony dedicated to the junior Soldiers for their continued service and support of the 108th Training Command (IET) and its subordinate divisions, brigades and battalions.

Additionally, this year workshops will be conducted from August 3-6, 2011 at the Manchester Grand Hyatt in San Diego, Calif. for Staff Sergeants and below. The workshops will have guest speakers and instructors. Also, there will be a fun walk/run with vendors and the NCO and Soldier of the Year will be announced at the Soldiers Ball.

Soldiers and spouses within the 108th Training Command (IET) Headquarters, 95th Training Division (IET), 98th Training Division (IET), 104th Training Division (LT) and the USAR Drill Sergeant School are invited to attend.

Both the Soldiers Ball and workshops will provide an opportunity for building morale and cohesion. This is an opportunity for enlisted Soldiers and their spouses to gather in a formal environment to celebrate the achievements, service and support provided by the enlisted and NCO Corps in their continued defense of our country. See you there!

Staff Judge Advocate

 

As Soldiers and leaders we occupy special positions of trust with the American people. Recent events inside and outside our command have challenged that special trust. We must tighten down ethically and morally. This requires a return to our past, our upbringings and sometimes to ignore what is culturally in vogue today. On December 21, 2011, the Deputy Secretary of Defense (DSD) issued a short and pointed memorandum reminding each of us to place ethical conduct and moral responsibility as our highest priority as we carry out our official duties, to sustain an ethical culture that inspires public confidence, to faithfully fulfill our financial, civic and ethical duties, and to recommit to fundamental values like integrity, impartiality, fairness and respect. The DSD noted that ethical decision-making is not solely a function of determining whether law or regulation permits you to do something but you must consider the appearance of your actions - whether they set the right example. This you must do all the time, not just when people are looking.

Peggy Noonan has written a great article in the Wall Street Journal (The Captain and the King, January 7, 2011) lamenting the loss of old style mature leadership. To bolster her argument, she cites to the recent highly publicized videos — described as “lewd” and “raunchy” — made by a now-relieved Navy Captain which were shown to the crew of the USS Enterprise. Ms. Noonan notes that we live in a culture where “anything goes” and how fashionable it is to be seen as culturally “hip” with everyone else in society. She warns that “it’s a great mistake when you are in a leadership position to want to be like everyone else. Because that, actually, is not your job. Your job is to be better, and to set standards that those below you have to reach to meet. And you have to do this even when it’s hard, even when you know you yourself don’t quite meet the standards you represent.” She notes that “[a] captain must be a captain [and] uphold values even though he finds them antique.... [and he must be] an adult....” In essence, ethical and moral leadership is not about looking and acting cool, it’s about old-school setting the right example.

Officially, our ethical obligations are governed by law and regulations, including the Federal conflict of interest statutes and the Joint Ethics Regulation (DoD 5500.7-R). In reality, our ethical obligations are governed by our own moral fiber, common sense and upbringing. Officially, the Staff Judge Advocate is the Command’s Ethics Counselor. In reality, we need to all be ethics counselors – ourselves being our first and foremost clients.

Surgeon: PTSD – The Rolls Royce of anxiety

 

In normal awareness (or consciousness), we are completely aware of the environment and the surroundings. We are tuned in to others and feel all of our emotions. We always feel like the same person, despite experiencing a variety of emotions or situations.

Hold onto those thoughts for a minute as we talk about a computer. Oftentimes our computer runs slower than normal until we defrag it. Before you defrag the computer, files are all over the place in the computer. When you defrag it, files are filed away in an organized manner and the computer will run better given there are no other problems. Think of the mind in those terms and let us defrag the mind.

Ok, back to the “normal” mind. When those normal memories are triggered, or retrieved, we can explore them and file them away in an orderly manner. Distractions from the present awareness can either be pleasant or at least controllable. For example, you are thinking of your date last night and you start daydreaming while at work. Your supervisor walks up to you and your mind snaps back to reality. In another words, your mind operates in a smooth, incorporated way. You are able to retrieve memories and easily file them away again when you need to. This is filed away in long-term memory. In a nutshell (for our purposes here), that is the “normal” conscious mind.

When I describe the dissociative mind, I am NOT saying abnormal. Dissociative means separate or isolated. When dissociation occurs, we are TEMPORARILY escaping distressing experiences. For example, your date last night was a disaster. Your consciousness shifts and you temporarily avoid reality. We are mentally dodging a painful situation. Another way of looking at it is those memories might be walled off. We might even escape a traumatic event or memory by separating (dissociate) and walling off the event or memory. Instead of being smoothly filed away with all of the other memories in long-term memory, the highly charged traumatic memories become dissociated or isolated. In other words, the “files” or memories are not filed away and therefore floating around in the computer slowing it down. So, we need to ‘defrag’ the mind.

Instead of taking their place with other memories (in long-term memory) on file, the traumatic memory remains walled off where it can repeatedly intrude on our awareness. It may also appear that we cannot file it away for long. The information does not become incorporated with the rest of the material in the memory, nor is it fully connected to present awareness. The traumatic memory is walled off and kept out of long-term memory.

Given the emotional sensitivity, perhaps poor self-image, and distressing outlook of someone who is suffering from PTSD, it is understandable why they may try to protect themselves from anticipated emotional discomfort. They may expect to be put down, criticized or rejected. To defend their psyche against the pain this causes, they may build a protective wall between themselves and the rest of the world. They may retreat into their own world. It could be that the only way they can associate with others without the discomfort is when they have numbed themselves with chemicals. Chemicals medicate pain (be it emotional or physical). It could be alcohol or any other drug. They don’t have to think or feel when drunk or high. They may not use alcohol or other drugs, they may withdraw or keep people at a distance by being angry, holier-than-thou, fussy or hateful.

Isolation keeps them from the expected discomfort that is natural in associating with other people. It also keeps them from the companionship of others that they want. It reminds me of what I like to call the “porcupine effect.” The porcupine wants the companionship of other porcupines, but is afraid that they will get stung by the others’ quills. Coming to close is painful, but keeping at a distance is lonely. They wrestle with how close to approach for companionship and at the same time avoid being hurt.

A defensive wall is built to protect them from the “stings” of the outside world. It’s also very confining. All of us have an intensive craving for companionship. Confining themselves just frustrates that need and pushes it (loneliness, distrust, guilt, anger, anxiety or what have you) even further in. The wall that was built for protection turns out to be a prison.

The reader may think “that sounds like anyone.” True, but remember, to those suffering from Post Traumatic Stress Disorder, the anxiety is even more intense. It could be two-fold, six-fold or ten-fold. It is hard to say.

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