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cONTENTS
November-December 2005 | Volume 18 | Issue 3
Articles
Avoiding Feel Good Civil-Military Operations

The Army is moving to effects-based operations, and good CMO planning
can avoid the feel good missions of the past.
13 An Institutional Icon
35 years active-duty service in four Special Forces groups, service as a

jump-school instructor, 19 years as a SWCS civilian ... it seems theres
not much Dave Clark hasnt done, but hes not finished yet.
17 Combat-advising the ANA
The 7th SF Groups combat-advising of the Afghan National Army helps

bring legitimacy to the Afghan government.
20 Pipeline Transformation Cover Story
The transformation of the SF Training Pipeline has limited effects

on the military-occupational-specialty training; however, change is
occurring.
24
24 SWCSs Finest
SWCS instructors of the year share their insights on why their jobs are
important.
28 Going South
The SF Underwater Operations training facility tackles pre-CDQC, upgrades training.
32 A Team Defined
Combat veteran and SWCS instructor, Sergeant First Class Bradley Felix
uses his combat experience to train SF candidates.
Departments
4 From the Commandant
5 Mail Box
6 Update
8 Equipment
34 Career Notes
37 Book Reviews
ON THE COVER
A student from the
Special Forces Qualification Course trains
on the M-4 range during Phase III.
Photo by K. Kassens
(New Special Warfare
flag designed by
Eva Herrera.)
28
Special Warfare
Commander & Commandant
Major General James W. Parker
Editor
Jerry D. Steelman
Associate Editor
Janice Burton
Graphics & Design
Jennifer Gebard
Special Warfare is an authorized, official quarterly

of the United States Army John F. Kennedy Special
Warfare Center and School, Fort Bragg, N.C. Its mission is to promote the professional development of
special-operations forces by providing a forum for the examination of established doctrine and new ideas.
Views expressed herein are those of the authors and do not necessarily reflect official Army
position. This publication does not supersede
any information presented in other official Army
publications.
Articles, photos, artwork and letters are invited and
should be addressed to Editor, Special Warfare, USAJFKSWCS, Fort Bragg, NC 28310. Telephone: DSN 2395703, commercial (910) 432-5703, fax 432-6950 or
send e-mail to steelman@soc.mil. Special Warfare
reserves the right to edit all material.
Published works may be reprinted, except where copyrighted, provided credit is given to Special Warfare and
the authors.
Official distribution is limited to active and reserve
special-operations units. Individuals desiring private subscriptions should forward their requests to:Superintendent of
Documents, U.S. Government Printing Office, Washington, D.C. 20402. Special Warfare is also available on the
USASOC internal Web (https:asociweb.soc.mil/swcs/
dotd/sw-mag/sw-mag.htm).
By order of the Secretary of the Army:

Peter J. Schoomaker
General, United States Army
Chief of Staff
Official:
20
Sandra R. Riley
Administrative Assistant to the
Secretary of the Army
0525512
Headquarters, Department of the Army
FROM THE COMMANDANT
During the discussions of the ongoing transformation of the Special Forces training pipeline,
which readers have seen in the last few issues of
Special Warfare, we have emphasized the training
related to language skills and cultural sensitivity.
Certainly language is a core skill in Special
Forces, and cultural sensitivity is essential in the
situations in which SF Soldiers frequently find
themselves: working in small groups in the midst
of people of other cultures. For that reason, we are
interweaving language and cultural training into all
phases of the Special Forces Qualification Course,
or SFQC.
But language and cultural awareness are merely
important adjuncts that enhance the warrior skills
and unconventional-warfare skills of SF Soldiers.
We are not training linguists or diplomats: We are
training warriors who have the unique set of skills
necessary for SF missions. Those skills, along with
certain aptitudes and personality characteristics,
are what make SF Soldiers special.
During Phase I we assess candidates for those
characteristics and aptitudes. During Phase II we
train with an emphasis on small-unit tactics and
Other, more subtle changes to the training program
warrior skills, such as hand-to-hand combat and
include weekend language training and continual
marksmanship. During Phase III we teach the vari-
incorporations of MOS lessons learned from current
ous SF occupational specialties, training students to
operations.
a level that will enable them to perform their mis-
As we design and apply the transformation, one
sions for long periods of time, far from most types of
thought always in our minds is that it is not merely
supervision or support, and to teach their skills to
our training that is changing. The environment
members of other forces if necessary.
in which SF Soldiers operate is changing; we are
From the beginning of the transformation, our
merely adapting our training to the environment.
intent was to do no harm to training that was al-
Many of the Soldiers whom we train will be deploy-
ready working well, and the SF MOS training was
ing for possible combat in that environment soon
already a solid success. Phase III is undergoing few-
after their graduation from the SFQC, and we must
er changes than the other phases of the SFQC, but
teach the skills that will enable them to continue to
there are changes, nevertheless. Beginning in April
be the most feared and respected fighting force on
2006, for all SF MOSs besides medical sergeant, we
the battlefield today and in the future.
will add two weeks of language training to Phase III.

Another change is that Soldiers will begin receiving
more and more advanced-distributed-learning materials specific to their MOS throughout Phase III.
That way, we can reduce the skill-acquisition time
and update to modern instructional techniques.
Special Warfare
Major General James W. Parker
Mail Box
From the Editor
If the cover didnt give it away, by the time youve gotten
away from the more academic papers of the past. Please
this far into the publication, youre aware that weve rede-
dont let that discourage you from submitting your writ-
signed Special Warfare. The new look is the result of months
ings. We not only welcome your submissions, we are
of hard work from the staff to give you, our readers, a publi-
actively seeking them.
cation that is as visually appealing as it is interesting.

The addition of color throughout, as well as the in-
The content varies widely from current happenings to

theoretical discussions on doctrine to actual hands-on,
tegration of more photos of our Soldiers in training and
down-range lessons learned. As ARSOF warriors, who
down range, into dynamic layouts, we believe, will help tell
better to tell those stories or make suggestions that affect
our story in a very real and powerful way. As you can see
your mission than you?
from a quick flip through the publication, this is definitely

not the same old Special Warfare.
If you read further, youll find that weve made changes
It is our intent to make the information more accessible

to a wider audience. Increasing accessibility will also include
the eventual establishment of a Web page that will allow us-
to the content, as well. While we will continue to publish
ers to read current and previous issues online. Currently the
analytical and lessons-learned articles from the Soldiers
publication can be found in a PDF version on the ASOC Web
in the field, you will see more news about the Armys spe-
and on Army Knowledge Online.
cial-operations university, the JFK Special Warfare Center
At this point, we are leaving it to you our readers to tell
and School. SWCS is in the midst of dynamic transforma-
us what you think of these changes, and what we can do to
tion to ensure that we can meet the needs of our Soldiers
make the magazine more beneficial more user friendly, if
in the field, and in these pages, you will learn more about
you will to the reader. Now its your turn.
those changes and how they will ultimately affect you.
Give us your feedback. Use the contact information
While it is not our intent to limit the submission of articles
below to tell us what you like or dont like about the rede-
from our Soldiers in the field, many of the news articles
sign. Tell us what you would like to see. We cant promise
will, by necessity, be produced by members of the staff.
to make everybody happy, but we do promise to take your
As reflected in this edition of Special Warfare, articles

will generally be shorter and easier to read a move
opinions into account to help us produce a better publication, one that you can be proud of.
WE WANT TO HEAR FROM YOU...

The Special Warfare staff needs your help to make this the best publication
it can be. Drop us a line and let us know your ideas and opinions about the
new concept and design of the magazine.
Send Letters To:

Editor, Special Warfare;
What do you dislike?
Attn: AOJK-DTD-MP;
JFK Special Warfare
Center and School
Fort Bragg, NC 28310
Do you have any comments about the articles?
E-mail:
What do you like?
What would you like to see in future issues?

Do you like the magazine redesign?
Are there any issues you want to discuss that may not require a
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steelman@soc.mil
Include your full name, rank,
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Just tell us whats on your mind.
November-December 2005
U P D A T E
Mulholland to lead Army SF Command
COMMANDING MOMENT Lieutenant General Philip R. Kensinger Jr. (right) transfers

command of the U.S. Army Special Forces
Command to Brigadier General John F. Mulholland during a ceremony held at Fort Braggs
Meadows Memorial Field Sept. 30. Photo by
Gillian M. Albro, USASOC PAO.
Brigadier General John F. Mulholland Jr.

took command of the United States Army
Special Forces Command from Brigadier
General (P) Gary M. Jones during a ceremony
at Fort Braggs Meadows Memorial Field
Sept. 30.
Mulholland, a native of Clovis, N.M.,
was previously chief of the Office of Military
Cooperation-Kuwait. He told the assembled
troops of the Special Forces Command: It is
an honor and privilege to command the finest
men in the world. I am humbled, and you
deserve nothing but the best. Nobody does it
better than you.
Lieutenant General Philip R. Kensinger
Jr., commander of the U.S. Army Special
Operations Command, presided over the
change-of-command ceremony. He noted that
80 percent of all SF Soldiers are now deployed,
preparing to deploy or engaged in combat
operations. During 2005, he said, SF Soldiers
have detained more than 300 terrorists in
Afghanistan and have trained and equipped the
Iraqi Special Operations Brigade in preparation
for the Iraqis Oct. 15 national referendum.
Mulhollands previous Special Forces

assignments include commander, 5th SF
Group; commander, 1st Battalion, 1st SF Group;
operations officer and later executive officer, 1st
Battalion, 7th SF Group; and detachment and
company commander, 2nd Battalion, 5th SF
Group. As commander of the 5th SF Group, he
also served as commander of Task Force Dagger,
Joint Special Operations Task Force-North, during
Operation Iraqi Freedom. He was originally
commissioned as an Infantry officer upon his
graduation from Furman University in 1979.
Jones had commanded the SF Command
since Sept. 15, 2003. Addressing the commands
Soldiers, he said: Never in our history has one
organization done more for your country to
secure the populace from the horrors that exist in
this world than you have done. As I stand here
this morning, looking at these magnificent colors,
I feel a sense of pride in your accomplishments
and pride in the regiment that is not easily
described. I wanted all of you to know that
this has been the highlight of my life. I select
to command no other unit. Jones has not
disclosed his plans for the future.
Bruner tapped for Strickland

Leadership Award
Rangers receive
Command Sergeant Major Dave Bruner, U.S.

Army John F. Kennedy Special Warfare Center and
School, was awarded the Sergeant Major Larry
Strickland Leadership Award by Sergeant Major
of the Army Kenneth O. Preston Oct. 3, at the
annual conference of the Association of the United
States Army, in Washington, D.C.
The Strickland Award is presented annually to
a noncommissioned officer who exemplifies the
Armys vision and mobilizes others in shaping future leaders while practicing
excellent stewardship of the nations most precious resource.
Command Sergeant Major Bruners number-one priority is, and always
has been, training and educating Soldiers for war, the most sacred duty
a Soldier has, said Command Sergeant Major Michael Hall, United States
Army Special Operations Command.
Hall recommended Bruner for the Strickland Award. In his nomination,
he noted that Bruner was instrumental in making changes to the educational and training methodologies at SWCS to provide Soldiers enhanced
combat readiness and personal development. According to Hall, Command
Sergeant Major Bruner has set the standard and, most importantly, has
enforced it.
The Strickland award is given in memory of Sergeant Major Larry L. Strickland, who was killed in the 9/11 attacks on the Pentagon. Strickland, who
was serving as the deputy chief of staff for Army personnel, was known as a
Soldier who cared deeply about mentoring members of the enlisted force and
who believed if you educate the NCO, you educate the Soldiers they lead.
Rangers from the rank of private first class

to lieutenant colonel received the Combat Action Badge during a ceremony at Fort Benning,
Ga., Aug. 29.
More than 50 Rangers from Headquarters
and Headquarters Company, 75th Ranger Regiment, were approved to receive the CAB for
actions in combat while deployed in support of
operations Enduring Freedom or Iraqi Freedom.
Colonel Paul J. LaCamera, commander,
75th Ranger Regiment, presented 28 of those
Rangers with their award during the first
formal presentation of the CAB for the unit. He
acknowledged the significant contributions the
Soldiers have made and continue to make in the
Global War on Terrorism. Awardees represented
a wide range of career fields in the regiment,
including administration, combat service support, communications and intelligence.
The Chief of Staff of the Army approved
the creation of the CAB in May 2005. The CAB
recognizes Soldiers, regardless of branch or
military occupational specialty, who personally
engage the enemy or are engaged by the enemy
in combat operations. Soldiers are eligible for
the badge retroactively from Sept. 18, 2001.
Special Warfare
Combat Action Badge
U P D A T E
Logistics-support
units activated
The United States Army Special Operations Command has
recently activated three logistics
units as part of a plan to improve
overall logistics support to units
of Army special-operations forces,
or ARSOF.
The 7th Group Support Battalion was activated Aug. 3 to
support units of the 7th Special
Forces Group. Commanded by
Lieutenant Colonel Patrick V. Pallato, the battalion, which contains
more than 400 Soldiers, was
formed from elements of the 7th
Group Support Company and the
528th Special Operations Support
Battalion.
The 3rd Group Support Battalion was activated Sept. 16 to support units of the 3rd SF Group.
Commanded by Lieutenant Colonel Francis D. Flynn, the battalion
contains more than 300 Soldiers
and was formed from elements of
the 3rd Group Support Company
and the 528th SOSB.
The 3rd Battalion, 75th Ranger
Regiment, activated a support
company, Company E, on Oct. 19
at Fort Benning, Ga. The companys duties will include equipment
distribution and maintenance.
The three new units are part
of the Army Special Operations
Logistics Transformation Concept, which is designed to provide
ARSOF with organic capabilities
for combat support, combat service support and combat health
support. The logistics battalions
personnel, for example, include
members of more than 35 enlisted
military occupational specialties
and nine officer branches.
The transformation concept
calls for the eventual activation of
five regionally aligned SF support
battalions, three Ranger support
companies and a special-operations sustainment brigade.
SWCS developing manual for

PSYOP Officer Foundation Standards
A new manual under development at the JFK Special Warfare
Center and School, or SWCS, will
serve as a comprehensive guidebook
for Psychological Operations officers
from captain to lieutenant colonel.
STP 33-37II-OFS, Psychological
Operations Officer Foundation Standards Manual, will identify the critical
branch tasks of company- and fieldgrade PSYOP officers and summarize
the training and the knowledge they
need to perform their duties, according to Captain Greg Seese of the
PSYOP Training and Doctrine Division, SWCS Directorate of Training
and Doctrine.
The manual will reflect emerging
trends resulting from Army transformation initiatives, from the creation
of the new PSYOP Branch, and from
the revision of the PSYOP officer-development path described in DA Pam
600-3, Commissioned Officer Development and Career Management.
The manual will include critical
branch tasks with standardized task
summaries describing the performance standards. Also included in
STP 33-37II-OFS will be the new life
cycle and career paths for PSYOP
officers that will be published in the
new DA Pam 600-3 during fiscal

year 2006.
During the first quarter of FY
2006, the PSYOP Training and Doctrine Division will send task surveys
via e-mail to the Army Knowledge
Online accounts of PSYOP officers
in the active and reserve components. The surveys will allow PSYOP
officers to review the master task
list and provide their input on the
identification, analysis and selection
of individual critical tasks that PSYOP
officers must be able to perform
in order to do their jobs. The tasks
may be trained institutionally or in
PSYOP units, or they may be learned
through individual study.
The PSYOP Divisions goal is to
draft, staff and publish the PSYOP
OFS manual no later than August
2006, in order to support the establishment of the PSYOP Branch on
Oct. 16, 2006.
Additional Information:
Captain Greg Seese
PSYOP Training and
Doctrine Division
Commercial: (910) 396-0295
DSN: 236-0295
e-mail: seeseg@soc.mil
Change of
Command
Colonel Paul J. LaCamera (left)
assumed command of the of the 75th
Ranger Regiment from Colonel James
C. Nixon in a formal ceremony on York
Field, Fort Benning, Ga., July 8.
The 75th Ranger Regiment consists of the 1st Battalion, headquarted
at Hunter Army Airfield, Ga.; the 2nd
Battalion, at Fort Lewis, Wash.; and
the 3rd Battalion, headquarted at Fort
Benning.
LaCamera, a native of Westwood,
Mass., is the former commander of the
3rd Battalion, 75th Ranger Regiment.
EQUIPMENT
MAAWS
M U L T I - R O L E
A NT I - A RM O R
A NT I - PERS O NNE L
W E A P O NS Y STEM
Soldiers assigned to the Army
Special Forces Command and the
75th Ranger Regiment are using a
new weapon that gives them a significant advantage in operations against
FIRE POWER A soldier of the 75th Ranger Regiment fires the MAAWS on a training range.
armored vehicles or in urban terrain.
U.S. ARMY PHOTO.
The Multi-role, Anti-armor,
anti-armor weapon, a one-shot, dis-
Anti-personnel Weapon System, or
posable munition that has a range of
MAAWS, consists of a shoulder-fired
only 400 meters; or the M-67 90 mm
require open space for firing, leaving
84 mm recoilless rifle, the M-3 Carl
recoilless rifle or the 106 mm recoil-
operators exposed to detection, tar-
Gustav, and a variety of ammunition
less rifle, both of which were obso-
geting and incoming fire. Work is un-
that makes the system suitable for a
lete and cumbersome for use during
der way to develop a confined-space
number of Army special-operations-
direct-action missions, according to
round for the MAAWS so that opera-
forces missions.
Major Scott Phelps, the MAAWS proj-
tors will be able to fire from protective
ect officer in the Army Special Opera-
cover and in tight quarters, Phelps
tions Command G8.
said. In the interim, ARSOF Soldiers
MAAWS can be employed by

anti-armor teams during ARSOF
missions such as raids, ambushes
In contrast, the breech-loading
tank round is effective to 700 meters.

Anti-armor munitions traditionally
will be able to use the AT-4CS RS
and defensive operations, as well
M-3 weighs 22 pounds and is 42
(Confined Space, Reduced Sensitiv-
as during infiltration and exfiltra-
inches long. It is reusable and has a
ity), whose modified munition can be
tion. It is primarily intended for use
barrel life of more than 1,000 rounds.
fired from inside buildings.
against lightly armored vehicles,
The M-3 is made of thin steel with an
MAAWS will be fitted with the
such as infantry fighting vehicles and
outer winding of a carbon-fiber mate-
Picatinny Fire Control Device, which
armored wheeled vehicles; against
rial that provides additional strength.
allows users to choose from three
trucks and tactical wheeled vehicles;
But the real superiority of the
range settings that account for trajec-
against personnel; and against urban
MAAWS to other shoulder-fired
tory differences between the systems
structures, wood-frame structures
systems, Phelps said, is the fact that
various munitions. The PFCD has
and earth-and-timber fortifications.
it features the M-3 surrounded by a
worked very well since its inception,
MAAWS can also be used for mark-
family of advanced munitions. There
Phelps said, and is key for accurately
ing threat targets with smoke for
are seven types of munitions in the
firing the systems advanced muni-
supporting weapons, for illuminat-
MAAWS family, including antitank,
tions at the increased ranges.
ing threat targets and for obscuring
high-explosive, smoke, illumination
threat weapons.
The 75th Ranger Regiment has
and area-deterrent rounds. While
been using the system since 1990,
Before the M-3, ARSOF Soldiers
the ranges of the munitions vary, the
and fielding to the Army Special
had to rely on the M-136 AT-4 light
high-explosive round has an effective
Forces Command is scheduled to be
range of 1,300 meters, and the anti-
completed by the end of 2005.
Additional info
Major Scott Phelps
Special Warfare
Commercial: 910-432-3041
DSN 239-3041
SW
Avoiding Feel Good

Civil-Military Operations
Effects-based planning links resources to results
Story by Jeffery B. Gowen

Civil-military operations, or CMO,
on whether the mission was accom-
A key component of EBP is
are increasingly important on the
plished. In many current operations,
the interaction of the staff. All the
modern battlefield. Not the province of
units coordinate and integrate their re-
commanders resources must be
Civil Affairs Soldiers alone, CMO may
sources, but they are simply managing
considered for employment, and the
require the use of various resources
resources, not assessing effects.
commander should establish an ef-
and can employ members of all arms
Because they bridge the gap
fects-based planning cell that has
and services. If they are to be effective,
between the end of major combat
CMO must be planned and directed
operations and the establishment of
toward achieving the commanders
essential services, CA forces and CMO
places or things, such as nongovern-
desired effects. Planning with an em-
planners are key players in the plan-
ment organizations or a police chief),
phasis on effects is part of the Armys
ning and execution of Army opera-
which are the fundamental compo-
emerging doctrine of effects-based
tions. In order to effectively support
nents of a system (a social, political,
operations, or EBO.
the commanders intent, they must
infrastructure or economic grouping)
be able to implement the three inte-
during a systems analysis of the area
grated EBO processes: effects-based
of operations and the mission. A sys-
planning, effects-based execution and
tems analysis is multidimensional: It
effects-based assessments.
uses various sources of information. A
What are EBO?

Defined as Operations that are
planned, executed, assessed and
adapted based on a holistic understanding of the operational environ-
Effects-based planning
members from all staff sections.

Planners identify nodes (persons,
systems analysis looks at six interrelated systems: political, military,
ment in order to influence or change
Effects-based planning, or EBP,
system behavior or capabilities using
begins with the receipt of a mission
information, which can be represented
the integrated application of selected
and issuance of the commanders
by the acronym PMESII.
instruments of power to achieve di-
guidance: EBP does not replace the
rected policy aims, EBO represent
military decision-making process it
various political-military factors to
an integrated approach to the military
provides an additional tool. Planners
each PMESII system. Table 1 shows
decision-making process, with an em-
need to both identify resources that
the factors that, at a minimum, should
phasis on planning, executing and as-
will ensure mission accomplishment
be considered when doing a systemic
sessing operations with an eye toward
in accordance with the commanders
PMESII evaluation. For example, when
the effects they achieve.
guidance and link the resources to
evaluating a military system, planners
the actions necessary to achieve the
would evaluate the 10 factors listed in
desired result.
the Military column.
Simply put, EBO are based on the

effectiveness of mission activities, not
economic, social, infrastructure and
One analysis technique is to apply
avoiding feel good civil military operations
The use of the political-military
manders resources may not be used.
planner expects to see changed as the
factors is only one technique for eval-
It is essential that ENA resources be
result of an action. They indicate the
uating an environment. What is im-
utilized in the best manner to achieve
extent of desired changes in system
portant is that some sort of systemic,
the desired effect.
behavior after assigned tasks have
analytic method be used. Once nodes
At this point in the planning pro-
have been identified, further analysis
cess, each node should be tied to a de-
been accomplished. They will serve

as the starting point for effects-based
will identify links between nodes, both
sired effect, to an action for producing
assessment.
within systems and across systems.
the effect, and to resources required
As planners identify node linkages,
to execute the action. The next step is
action that was captured in the MOPs.
they must consider the desired end
to develop measures of performance,
If the MOP can be seen as the overall
state at times, the best way to
or MOPs, and measures of effective-
objective of the action, then the MOE
achieve a desired effect on a node will
ness, or MOEs. These are specific,
show the actions effectiveness. For
be to work through other nodes.
MOEs evaluate the effects of an
observable and quantifiable measures
example, a CA team in Afghanistan
After planners have identified
that allow planners and commanders
might be tasked to work toward reduc-
nodes and links, they will determine
to determine whether the action on a
ing friction and in-fighting between
the nodes that need to be acted on
node is having the desired effect. Plan-
the forces of a regional sub-warlord
and the actions that are likely to pro-
ners should consider not only kinetic
and those of rival factions within the
duce the desired effects. The identifi-
but also nonkinetic resources, such
area. Reducing the warlords influence
cation and linking of the effect, node
as a Civil Affairs team that establishes
might also cause the local police chief
and action, or ENA, is an important
coordination between a chief of police
to show support for the provincial gov-
step in EBO planning.
and a warlord, or psychological-opera-
ernor and President Karzai. If the CA
The next step is to assign a
tions products, such as soccer balls,
team can lower the level of violence in
resource to each ENA. It is crucial
kites and pamphlets, printed with a
the area, more nongovernment orga-
that a resource assigned to an ENA
message that reinforces a theme.
nizations, or NGOs, and international
have either a capacity or a capability
MOPs focus on task accomplish-
organizations, or IOs, may be influ-
to achieve the desired effect. Plan-
ment. They answer two questions: (1)
enced to move into the area and begin
ners must avoid the trap of assign-
Was the task or action performed as
helping to rebuild the local economy.
ing resources to ENAs solely because
the commander intended?; and (2)
The MOPs and MOEs for the teams
they want to commit all available
Regardless of effect, did the assigned
mission might be:
resources. Several ENAs may share a
resource produce the action re-
resource; conversely, some of the com-
quired? MOPs demonstrate what the
MOP 1: Regional sub-warlord marginalized local police chief supports
Table 1
Areas To Consider When Evaluating A PMESII System
PMESII & Areas To Be Considered

Political
Military
Economics
Social
Information
Role of the Military
Natural Environment
History
Natural Environment
Cultural Environment
Ideology
Ideology
Natural Environment
Political Systems
Religion
Foreign Influence
Political Economy
Political Systems
Political Economy
Foreign Influence
Leadership
Political Economy
Foreign Influence
Leadership
Regional Perspectives
Religion
Leadership
Ideology
Regional Perspective
National Interests
Foreign Influence
Ideology
Technology
Religion
National Interests
Ethnicity
Leadership
Religion
Foreign Influence
Technology
Elites
Foreign Influence
Leadership
Media
Technology
National Interests
Leadership
Media
Ethnicity
National Interests
Elites
Ethnicity
Ethnicity
Technology
Elites
Elites
Media
Technology
Technology
Media
Media
Evaluating the PMESII System, Military By Application of POLMIL Factors
10
Infrastructure
History
Special Warfare
provincial governor, who supports

President Karzai.
MOE: Number of incidents of
green-on-green fighting per month.
MOP 2: NGO/IOs engaged in the
area jump-starting local/regional
economy.
MOE 1: Number of NGOs/IOs who
rent buildings in the area overnight
TABLE 2
Effects Synchronization Matrix
Desired End State:
1. Long-term peace and stability in the area.
2. Provincial governor supports the legal government of Afghanistan and President Karzai.
Effect 1: Provincial governor, area regional /sub-warlords and local police chief resolve differences in a peaceful manner.
Node #
Node
Location
Action:
Resource
MOP
MOE
Result
NC 1000
Police
chief
Gardez
Establish a civil-military operations center

in downtown Gardez,
located between police
chiefs office building,
sub-warlords castle,
and the provincial
governors office in
the line of fire between
rival factions.
PRT 1
Regional
sub-warlord
marginalized
local police
chief supports
provincial
governor who
supports ITGA
(President
Karzai)
Number of incidents of greenon-green fighting

per month.
23 monthly
incidents of
green-on-green
fighting, down to 3
by Day 30.
per month.
MOE 2: Number of NGOs/IOs
who remain in the area overnight per
month.
MOE 3: Number of new businesses
in the city/area.
After planners develop MOPs and
MOEs, the effects planning cell can
meet to deconflict ENAs and assign
priorities to them. The cell can then
Table 3
MOE Matrix
MOP: Gain public support for US/Coalition MilFor and interim Iraqi Gov.
develop the effects-synchronization
Effect 1a: General populace supports US/Coalition efforts
matrix, or ESM, which shows each
Measures
Oct
Nov
Dec
ENA, its assigned resources, its MOPs
Number of offensive gestures directed at US/Coalition patrols by Iraqi civilians
10
12
and its MOEs. The matrix may also
Number of instances involving anti-US/Coalition graffiti
11
include space to show the results of
Number of anti-US/Coalition demonstrations
12
11
an action, which will later assist in
Number of pure Iraqi events that US/Coalition representatives are invited to attend
the effects-based assessment. An ESM
Effect 1b: Civil leadership at district and local levels supports US/Coalition efforts
Measures
Oct
Nov
Dec
Number of civil and religious leaders actively supporting US/Coalition initiatives.
20
20
25
Number of civil or religious activities US/Coalition representatives are invited to attend
10
12
may look like the one in Table 2.
Effects-based execution
Effects-based execution is the
LEGEND:
Baseline
Positive
Neutral
Negative
most traditional component of EBO.

Traditionally the Army has been very
good at accomplishing its mission,
undertakes its assigned missions.
not affect achievement of the com-
when the mission was close with and
Each unit will need to make an ESM
manders desired effects, the missions
destroy the enemy, but during EBO,
for its assigned actions. The com-
themselves may have a negative im-
the assigned mission may be more
mander and his staff continuously
pact if they take resources away from
nebulous and more difficult to quan-
assess progress toward attaining the
critical actions. Feel-good missions
tify and to accomplish.
desired effects, redirecting actions and
should therefore be avoided.
The commander uses the effects

tasking order to assign specific actions to his resources. Orders will
resources as necessary. The sequencing and timing of actions are crucial.

If a resource is not directly em-
Effects-based assessment
Effects-based assessments evalu-
specify the actions tasks, purpose
ployed in the accomplishment of a
ate whether actions have achieved the
and desired effects. At tactical levels,
commanders desired effect, then its
desired effect. Effects-based assess-
desired effects will be included in the
employment is a feel-good mission.
ments represent a shift from looking
statement of the higher commanders
These usually occur when a resource
at whether a task was accomplished
intent the concise expression of
is allowed to act without integrating
(e.g., built a school, dug a well, found
the purpose of the operation and the
its activities with the commanders
a weapons cache) to looking at the
desired end state.
planned actions. While the success
tasks effect (e.g., students and teach-
or failure of feel-good missions does
ers using school, pure water avail-
During execution, each resource
11
avoiding feel good civil military operations
able to all villagers, lower number of

deaths caused by insurgents).
The first tool for assessing an
actions effect is the ESM. Our sample
ESM (Table 2) shows how assessment
Table 4
Trends
Months
Oct
Nov
Dec
MOP
Gain public support for US/Coalition MilFor and interim Iraqi Gov.
results can be entered into the matrix.
General populace supports US/Coalition efforts
It is critical that the MOPs and

MOEs be assessed, as well. While
the MOPs may seem to be subjective,
MOE
Civil leadership at district and local levels supports US/Coalition efforts

LEGEND:
Baseline
Positive
Neutral
Negative
they need to be quantifiable, as do the

MOEs. By comparing the actions results to the MOEs, it becomes apparent whether the MOPs are being ac-
where they are achieving success.

No matter which tool is used,
be used to achieve the commanders

desired effect.
complished. Through the assessment,
EBO must be assessed and analyzed.
we can identify MOP and MOE trends.
If the analysis of an ongoing opera-
tions. The assessment and analysis
Analysis of those trends will determine
tion shows that an effect is not being
begun during mission planning must
whether additional future missions
achieved, then it is time for a review
continue during operations and be
will be required against a node.
of the nodes, as well as of the actions
projected into the future. As an effect
Another assessment tool is the
EBO are systemic, cyclical opera-
and resources being directed against
is achieved, planners must perform an
MOE matrix, which is useful for
them. As effects are achieved, plan-
analysis to determine which nodes, ac-
tracking the effectiveness of actions
ners can develop ENAs for future
tions and resources will maintain the
over a period of time. Table 3 shows
missions and present them to the
successful effect. Likewise, they need
a sample MOE matrix. The numbers
effects planning cell for consideration.
to perform assessments to determine
in the colored blocks of the matrix
The planning staff continues this cycle
ENAs that will be desired in the future.
show whether the planned actions
throughout EBO.
are accomplishing the mission and

meeting the MOPs. The numbers can
also show a trend toward success or
Summary
It is imperative that all CA Soldiers
failure. The MOE matrix is an effec-
and CMO planners fully understand
tive tool for company-sized units and
emerging EBO doctrine on effects-
below. For a larger unit or a unit as-
based planning, execution and assess-
signed to multiple actions, a modifica-
ment and that they incorporate them
tion of the MOE chart may be useful.
into mission planning. That way, they
The trend-analysis matrix (Table
can fully integrate CA into ongoing
4) concentrates on MOPs and MOEs
operations and better support their
only. Its shaded or colored blocks
commanders in achieving desired
show visually whether actions are
goals and objectives. In EBO, the key
successful, but its information is not
point for CMO planners is the identi-
as detailed as that in the MOE matrix,
fication of nodes and actions that can
EBO contribute to the successful

accomplishment of an operation by:
Establishing a clearly defined
end state and attainable
objectives.
Using a systems approach to understand and affect the adversary
and the operational environment.
Synchronizing actions to achieve
desired effects and the desired
end state.
Using an effects-assessment
process that determines whether
follow-on missions are required
and clearly shows progress made
toward attaining the end state. SW
which will need to be consulted for

a detailed assessment of an actions
results.
A color-coded trend map can provide a quick view of the trends within
a commanders area of responsibility. The data for the assignment of
color codes to the map comes from
an analysis of effects within the area.
The map quickly shows commanders
12
Special Warfare
THE AUTHOR Jeffrey B. Gowen is a former doctrine writer in the Civil Affairs/Civil
Military Operations Training and Doctrine Division of the JFK Special Warfare Center and Schools Directorate of Training and Doctrine. Before retiring from the Army,
he served as chief of the Civil Affairs Training and Doctrine Division, Directorate of
Training and Doctrine, JFK Special Warfare Center and School. His other military
assignments include service as the deputy G5 and G5, 101st Airborne Division
(Air Assault). Commissioned as an Infantry officer upon graduation from the Air
Force Academy, Gowen later graduated from the Engineer Officer Advanced
Course and the Command and General Staff College. He holds a masters degree
from Webster University.
IN THE WIND While serving as an instructor at the Airborne School at Fort Benning, Ga., Dave Clark, facing, uses a wind machine to teach
students how to handle a parachute. Photos courtesy David Clark.
AN INSTITUTIONAL ICON
Dave Clark has spent most of his career in and around special operations. At 75, he still has more to offer.
Story by Janice Burton
As a young man growing up in
At the Clark farm, there were 27
That glimpse came from the young
mules in all. While I didnt like farm-
World War II paratroopers he saw
south Georgia, David Clark spent much
ing, it did instill a very strong work
hitchhiking along the road.
of his time working on his fathers farm.
ethic in me. I got up in the morning at
My father was a farmer that
3:30, and I didnt go back to bed until
II paratroopers walking down the dirt
was all he ever wanted to be and
10 or 11 at night, after all the work
roads near our farm, and how I would
that was all I never wanted to be, he
was done all those mules had to be
listen to their jump stories, and know
recalled.
fed.
thats all I wanted to do.
In those days, farming was back-
And while Clark worked the farm
I remember seeing the World War
The young men were quick to fill
breaking work. We didnt have a trac-
throughout the week, on Sunday
the young Clarks head with stories
tor or any of the technology that you
afternoons he would walk down to the
of drifting through the clouds, of the
see today. We used mules to farm, he
highway and get a glimpse of another
excitement of being airborne. You
said.
world one he only dreamed about.
know everybody who has ever jumped

November - December 2005
13
an Institutional icon
embellishes their stories. The first
who pass through the doors of the
were a little better, that they could do
few jumps you are just so excited and
United States Army John F. Kennedy
a little more, and I wanted to be a part
so thrilled, and your adrenaline is so
Special Warfare Center and School.
of that.
high, that youve just got to talk about
When Clark decided to leave the
He entered Special Forces training
it, he said. They told me so much
dusty Georgia fields in 1946, he joined
knowing that it would lead to tours
stuff that it seemed like 100 things
the Army at the age of 16. His only
of duty in Vietnam. Throughout his
happened in those three minutes that
thought was to join the ranks of the
special-ops military career, he served
they were airborne. In actuality, it
paratroopers he had talked with and,
in the 3rd, 5th, 7th and 10th Special
would have taken six months for all of
like them, spend some time drifting
Forces groups, as well as serving a
that to happen.
through the clouds. Little did he know
tour in the SF Training Group as the
that that decision would direct the
sergeant major in the Specialized
rest of his life.
Techniques Training Department,
True or not, the stories of those

young men returning from battle
put Clarks head in the clouds, and
I dont know how I got here. When
which is now the 1st Special Warfare
At 16, David Clarks head was in the clouds;

some would argue that he never came
I was 18, 75 seemed a lifetime away,
Training Groups 2nd Battalion. He
down. Today, at the age of 75, Clark
and now I find myself at 75, and 18
went on to serve in the JFK Center
can be found most Saturdays skydiv-
seems about three weeks ago, he said.
for Military Assistance, what is now
ing. He is a familiar sight falling from
The first half of Clarks Army
the U.S. Army Special Operations
the sky at various ceremonies and
career was spent in the traditional
Command. During his 28th year of
events around Fort Bragg. Over the
Army. In 1966, Clark, who had served
service, Clark was offered the oppor-
past six decades, he has managed to
in airborne infantry units, regular
tunity to stay in the Army for seven
log 8,000 jumps, and he still finds the
infantry units and as an instructor
more years. It was an offer he couldnt
same excitement and thrill that he
at jump school, began to see a new
refuse. He was tapped for the job of
did on that first jump. And just as his
breed of Soldier, one who seemed to
command sergeant major of the Rapid
age hasnt put a crimp in his passion
know a little more, who had a little
Deployment Joint Task Force at Mac-
for skydiving, it hasnt put a crimp in
more training, who was elite the
Dill Air Force Base, Fla. the task
his other great passion the Soldiers
SF Soldier. You could tell that they
force eventually evolved into the U.S.
1958
1960
1963
Korea
Clark is awarded
Soldier of the Year.
Fort Benning, Ga.

Clark teaches an Air Force general how to jump (left) and
accepts awards for his parachute skills.
Germany
Clark earns honors for his jumping.
14
Special Warfare
Central Command, or CENTCOM. As
spent the last 19 years in various
if those assignments were not chal-
positions within the SWCS hierarchy.
colades for himself, Clark does not
lenging enough, Clark also served as
Clark now serves as the center and
hesitate to point out the good work of
the first enlisted commandant for the
schools plans and capabilities man-
others, citing Major General James
XVIII Airborne Corps NCO Academy.
ager, but his job has evolved and now
Parkers drive to transform the Special
rests heavily in the realm of civilian
Forces training pipeline as the key to
service, Clark was assigned to CENT-
personnel. Currently, Clark is work-
the centers current success.
COM, but because his heart was still
ing extensively in the SWCS civilian
in special ops, he returned to Fort
workforce transformation, a move that
necessary for the health of Special
Bragg to retire at what is now the JFK
will more than double the number of
Forces, he said. It sounds clich, but
Plaza. To no ones surprise, he jumped
civilian employees at the center and
we are a nation at war. I believe that
into the event.
will revamp the pay grades of many of
we are in more danger now than we
the existing jobs. While Clarks focus
have been since 7 December 1941. We
During his 35th and final year in
Following his retirement, he spent
While he refuses to accept ac-
Transformation is absolutely
some would argue he never came down.

a couple of years building parachutes
for now may be on the civilian side of
are in a fight for the very soul of our
with a civilian company, but he soon
the house, he never loses the focus
nation. Without this transformation
realized that while the Army may
on his real purpose: supporting the
and modularization of our training
have been done with him, he wasnt
Soldiers.
methods, we wont be able to meet the
done with the Army. I hadnt reached
A lot of people come to see me be-
demands of the force. We are putting
the end of what I wanted do with the
cause Ive got white hair and Ive been
out a much better product than we
Army, he said. I heard Fort Bragg
here a long time, said Clark, who is
ever have, and we are being asked to
was hiring civilians, and I came back
currently the honorary sergeant major
put out even more Soldiers than we
and begged for a job.
of the 1st Special Forces Regiment,
ever have.
In 1987, Clark in essence came
and I have seen a lot of changes at
Clark acknowledged that during
home, when he was accepted as an
SWCS, but I can tell you that we are
the Vietnam era, the center turned
instructor in the operations and
in better shape right now than we
out a large number of SF Soldiers,
intelligence committee, and he has
have been in 20 years.
but he pointed out that the training
1964
1968
Germany
Whether in the air or behind a desk, Clarks
focus has always been on Soldiers.
Vietnam
Clark served on an SF team
in Vietnam.
15
an Institutional icon
they received did not compare to what
SFQC, and because they did change,
team put a different spin on things. If
Soldiers are now receiving.
they are putting out the best Soldiers
I hadnt been SF, I could have prob-
ever, I believe the best Soldiers in the
ably gotten out of the Army and went
through here during that time stayed
entire Army, said Clark. The thing is,
into the civilian world. But being SF,
four or five months six at the most,
they are only going to get better, more
I didnt ever want to get out. Ill tell
if they were recycled, he said. There
efficient and more effective.
you, I want to work here as long as I
The typical Soldier that came
is no comparison between the two.
While many people his age are
can contribute to the force.
A Soldier would come here for Phase
hesitant to embrace technology, Clark
I and be here for a month. Phase II
is leading the band when it comes
elect to become SF have to have some
was two to four months, depending
to leveraging technology for training.
unique characteristics. He believes
on the MOS, and then Phase III was
While nothing can take the place of
they have to want to be better. Clark
the field-training exercise. It was up
actually putting fire down range, if we
said that the Soldiers passing through
to the group to send Soldiers back for
can create a device to teach shooting
the Q-course now have that kind of
language training.
techniques to Soldiers, then thats a
dedication. He said they are aware
valuable piece of equipment. Weve got
that they will be asked to deploy,
heart and soul of SWCS its our
to use that technology to make our
some within weeks of reporting to
responsibility to fill the force with
Soldiers better.
their teams.
But now, the SF pipeline is the
quality Soldiers. The way we have
Just as nothing can ever really
Clark believes that Soldiers who
Thats why we have to make sure
incorporated and are continuing to in-
take the place of actually firing a
that we are giving them the very best
corporate training into the SFQC will
weapon, Clark believes that noth-
training available, he said. We, all of
only make it better, continued Clark.
ing can take the place of the team in
us here at SWCS, have to understand
He acknowledged that institutional
the overall concept of Special Forces.
that our main mission is supporting
change is difficult, and that while
From the beginning, Soldiers who
the force thats going to fight, and in
everyone in the center is being asked
want to be Special Forces learn the
my mind, theres no more important
to change the way they think and the
team concept on day one of their
job in the nation. We have to stand
way they do things, it is for a purpose.
training, he said. The fighting unit of
behind and support every Soldier,
SF is an ODA (operational detachment
and its important to me that they
NCOs of the training group deserve a
alpha), and the team is the secret to
know that I understand what they are
tremendous amount of credit for trans-
the success of SF. I loved the Army
doing, and that all I want to do is sup-
forming the thought process in the
from day one, but being on an SF
port them.
Colonel (Manuel) Diemer and the
16
SW
1968
1971
1974
1975
Vietnam
Fort Bragg
Clark serves as the 7th SF Group
command sergeant major.
Jordan
Clark does a special
jump for King Hussein.
Germany
Clark participates in a
skydiving competition.
Special Warfare
AT THE TIP OF THE SPEAR Afghan soldiers receive final instructions from their leaders prior to conducting combat operations against the Taliban in
the Cahar Cineh Valley. DoD photo.
C O M BAT-ADVISING THE A NA
7th SF Group Soldiers advise as Afghan army targets al-Qaeda.
Story by Major D. Scott Mann
When elements of the 7th Special
Army, or ANA, charged with defend-
ghan people as capable of addressing
ing the new Afghan government and
their needs, and the Afghan security
Forces Group deployed to Afghanistan
the Afghan people from external and
apparatus (the police and the army)
from Fort Bragg early in 2005, they
internal threats.
needed to be able to provide security.
were continuing the critical role that
Into that strategic context, the
SF have played in that country since
troops of the 7th SF Group deployed
Afghanistans Regional Command-
the opening days of Operation Endur-
as Forward Operating Base 71.
South, ANA force structure was
ing Freedom.
During the early days of OEF, SF
As Task Force 71 deployed, the
When TF 71 occupied its camp in
still very small. The ANA was also a
government of Afghanistan, or GOA,
relatively new fighting force, and it
conducted unconventional warfare
and the coalition were at a strategic
had little credibility among the local
as its primary mission, but it also
crossroads: The success of the coali-
residents. In fact, Afghan militia and
conducted direct action and special
tion forces and GOA needed to serve
security forces still seemed to be
reconnaissance to target key leaders
as the foundation for empowering the
the nations force of choice, largely
of the Taliban and al-Qaeda. Once the
Afghan people to run their own affairs.
because the militia had the pre-
Taliban had been unseated, SF began
To establish its legitimacy, the GOA
ponderance of troop strength in the
transitioning the forces of the North-
needed to overcome its historical in-
south, and because it had combat
ern Alliance and other Afghan militia
ability to project centralized authority
experience.
into an internationally recognized
into remote areas of Afghanistan. The
military force, the Afghan National
GOA needed to be perceived by the Af-
TF 71s goal was to move the ANA

into the forefront of host-nation secuNovember-December 2005 17
combat-advising the ana
rity as the militia disbanded, allowing

the leaders of the coalition and the
GOA to see what right looked like
in relation to ANA operations against
sanctuaries of the al-Qaeda affiliated
militia, or AQ/AM. The problem TF
71 faced was the need to develop a
combined mission that would promote
ANA operations and augment shortfalls of critical ANA battlefield operating systems without giving the appearance that the U.S. was carrying the
ANA.
TF 71s solution was the development of Operation Nam Dong, an
ANA-led mission into enemy sanctuary
that would target the AQ/AM leadership, demonstrate the GOAs power
and legitimacy, and help to distance
the insurgents from the populace. The
operation was named in memory of
HELPING HAND Afghan doctors, part of the Information Operations Reserve Force, treated
more than 1,000 Afghan citizens and helped give the villagers confidence in the Government of
Afghanistan. DoD photo.
the heroic efforts of SF Operational
headquarters of Kandak 3-1 estab-
erations Reserve Force. This reserve
Detachment-Alpha 726 in the defense
lished a battalion command post in
force included a platoon of ANA sol-
of its camp at Nam Dong, Vietnam,
the village of Sarawa. While some of
diers, Afghan doctors and a moderate
in July 1964. During Operation Nam
the ANA forces and their SF advisers
Islamic mullah who agreed to travel
Dong, the present day SF ODA 726
surgically targeted AQ/AM leadership,
with the IO force.
was the lead unit in TF 71.
other ANA units saturated the valley
Once the Taliban and AQ/AM
with security-and-presence patrols.
leaders had been killed, captured or
205th ANA Corps, executed Opera-
SF Soldiers accompanied each ANA
chased from the valley, the SF and
tion Nam Dong April 22-30, 2005, in
maneuver element, and staff officers
ANA leadership employed the Afghan
the Cahar Cineh Valley, an AQ/AM
from TF 71 shared the Kandak 3-1
IO Reserve Force. The Afghan doctors
sanctuary in the Oruzgan Province.
staffs command post in Sarawa. SF
conducted mobile medical operations,
During the last few years, the valley,
was thus combat-advising its ANA
treating more than 1,000 Afghan
a strategic enemy sanctuary, has seen
counterparts from the squad level to
citizens while the ANA managed local
little coalition presence and even less
the battalion level.
security. The mullah conducted 13
Task Force 71 and the 1st Brigade,
ANA presence prior to the mission,
Operation Nam Dong was a full-
meetings with village elders to explain
there were only 20 Afghan soldiers in
spectrum mission that encompassed
the importance of the co-existence
the valley. The mission involved two
kinetic and nonkinetic operations.
of moderate Islam and democracy in
ANA kandaks, or battalions, and the
ANA forces immediately made contact
Afghanistan. As he touted the work
ANA brigade headquarters a total of
with AQ/AM forces and killed more
of the ANA, he emphasized the duty
217 ANA soldiers along with 50 U.S.
than 35 enemy fighters, captured 12
of the Afghan civilians to support
advisers.
and forced two enemy leaders into
the government and the ANA. The
hiding in another province.
IO Reserve Force also distributed
On April 22, elements of ANA

kandaks 2-1 and 3-1 air-assaulted
Although the ANA achieved great
stores of civil-affairs supplies, such
into the valley on coalition helicopters,
kinetic success, the lasting effects
as blankets, tools, clothes, seed and
making the largest ANA air assault
they achieved were more subtle. For
foodstuffs.
in the Oruzgan Province so far dur-
example, TF 71 worked closely with
ing OEF. The ANA established three
the ANA leadership to coordinate for,
cessful that when several of the AQ/
security sectors in the valley while the
and build, an Afghan Information Op-
AM leaders tried to return to the vil-
18
Special Warfare
These ANA actions were so suc-
that sets SF apart. Our ability better yet, our responsibility as special
operators is to understand the shift in
the OEF strategic context and how to
best apply SF capabilities to support
operational and strategic objectives.
The contextual shift reflects the fledgling Afghan governments move toward
self-rule and the U.S. policy of assisting Afghans to develop a unilateral
security capability that will allow them
to defend against threats inside and
outside their borders.
SF possesses the unique capability of blending doctrinal primary
and collateral missions to unilaterally target high-value AQ/AM threats
while simultaneously combat-advisAIR ASSAULT U.S. SF combat-advise ANA soldiers during the largest Afghan Army air assault
into the Oruzgan Province during OEF. DoD photo.
ing the ANA. By combat-advising the

ANA in operations such as Nam Dong,
SF can contribute to OEFs strategic
lages after Operation Nam Dong, they
stone for ANA large-scale operations,
objectives and build on the successes
were run out of town by the people
and it set conditions for the ANA
of those who came before us and paid
whom they had oppressed for years.
leadership to command and control
the ultimate price for freedom in the
The local Afghans would likely never
its maneuver elements in future ANA
Global War on Terrorism.
have performed such an audacious
unilateral combat actions.
act had they not perceived the ANA
The ANA-led mission into enemy
as a legitimate and permanent part of
sanctuary was one of the largest ANA-
their future. The fact that the opera-
led missions to date during OEF. Op-
tion was led not by coalition soldiers
eration Nam Dong showed that with
but by Afghan soldiers established an
increased training and resourcing, the
unprecedented GOA credibility with
ANA will one day be capable of con-
the Afghan people and simultane-
ducting unilateral combat operations
ously marginalized the AQ/AM.
in Afghanistan.
TF 71 also emphasized ANA
U.S. credibility skyrockets when
involvement throughout the op-
we train and empower our host-na-
eration by ensuring that ANA forces
tion counterparts to do it themselves.
conducted their own planning and
Operation Nam Dong showed the
command and control of their forces.
Afghan people that the GOA is capable
This included the ANA NCOs, who
of projecting its authority into even
conducted pre-combat inspections of
the most remote and austere regions
their soldiers, and ANA staff officers,
of Afghanistan. The people saw their
who planned logistics and resupply
government working for them and
operations. At the battalion level, the
with them through the ANA.
ANA kandak staff established its own
Putting the ANA at the tip of the
battalion command post and rapidly
spear is an exercise in patience. It is
established communications with its
often easier to do things ourselves, but
brigade headquarters in Kandahar.
combat-advising host-nation counter-
This was a major multi-echelon mile-
parts is one of the unique skill sets
SW
THE AUTHOR Major D. Scott Mann

is the operations officer for the 7th
Special Forces Group. He recently
served as the operations officer for
the 1st Battalion, 7th SF Group,
where he was the director of the
operations center for Task Force
71 in Operation Enduring Freedom.
His previous assignments include
detachment commander, Company
B, 1st Battalion, 7th SF Group; assistant operations officer, 7th SF
Group; commander, Headquarters
Support Company, 1st Battalion,
7th SF Group; plans officer, 7th SF
Group; and commander, Company
A, 1st Battalion, 7th SF Group. Major
Mann holds a bachelors degree in
political science from the University
of Central Arkansas and a masters
degree from the Air University. He is
a graduate of the Air Command and
Staff College.
19
PHOTO HANS HALBERSTADT, USED WITH PERMISSION.
SFQC Phase III ties technology, language to MOS training

One of the most challenging phases of the Special Forces Qualification

Course, or SFQC, is Phase III, the
military-occupational-specialty, or
MOS, phase. It is during this phase
that Soldiers receive the training that
truly separates them from the conventional Army. It is here that Soldiers
learn the skills that will make them
SF combat medics, weapons sergeants, and so on, who have a working knowledge of a language and the
appreciation of a culture that together
enhance their ability to work by, with
and through indigenous forces to accomplish their mission.1
Changes being made to Phase III
are not as great as those throughout the remainder of the SF training
pipeline but changes are occurring.
Currently, the transformation of the
pipeline has the smallest impact on
the MOS phase, said Major Kevin
Price, deputy chief of the Training
Development Division, Directorate of
Training and Doctrine, United States
Army John F. Kennedy Special Warfare Center and School. The biggest
change now is the implementation of
two weeks of language training during
weeks seven and eight of the training
and the implementation of Saturday
language training.
1
That will change in 2006, however,

as the course becomes more modular and conducts more iterations of
training. The ultimate goal is for eight
iterations of phases II, III and IV to be
offered each year. This aspect of the
transformation is still in the planning
stages and will not be implemented
until 2006.
Price explained that the current
transformation plan does not alter the
original 13 weeks of training; instead,
it adds another two weeks to the
course timeline. Were spreading the
training out over 15 weeks, with the
two-week break for language training,
he explained.
While some would argue that the
break will take away from the MOS
training, Price disagrees. The intent is
not to interrupt the flow of training,
he explained. When the students
take the break for language training,
they should have finished one block of
instruction and are preparing to begin
another.
As an example, Price cited the
training that officers enrolled in the
18A course receive. In the weeks
before the language training, students
participating in the 18A training will
have studied special reconnaissance
and direct action. Following the two-
James W. Parker, From the Commandant, Special Warfare, February 2005.
week language break, they will begin

a block of training to familiarize them
with the other MOSs on a team. The
program is designed so there will not
be a lag in training, rather a break
before tackling a new topic, he said.
The integration of language
during this period is going to be
challenging but I dont think its
something that the students wont
be able to adapt to, said Sergeant
First Class Donald King, a Special
Forces engineer instructor in the 1st
Special Warfare Training Group. The
students are going to have to adopt
a college attitude and learn how to
juggle training requirements as well
as apply themselves in a very disciplined manner.
Sergeant First Class Michael Lautenschlager, an SF communications
instructor, sees the two-week break
as having its advantages and its
disadvantages. On one hand, it gives
the instructors the opportunity to
regroup and get ready for the coming
training, but the disadvantage is that
students are out of the commo mindset right before beginning the field
exercise. But thats something that we
can adapt and make work, he said.
One challenge students and instructors alike will have to overcome
21
Pipeline transformation
is the implementation of the Saturday language training.

Historically, Saturdays have been used as a period of
tutoring or refresher training for students who are having
a hard time getting a concept. With that time now dedicated to language training, students and instructors will
have to maximize their training time during the week to
ensure that students training needs are met.
This new training schedule is going to require a very
disciplined lifestyle for our students, continued King.
They are going to have to buckle down and study to prepare themselves for the training.
A key to meeting that challenge is the integration of
advanced-distributed-learning materials, or ADL, that are
not associated with language but rather with MOS training.
We are going to have to adopt a different concept of
training, said King. We are coming up with a package
that students receive prior to coming to the Q-Course, so
that they can start studying and preparing themselves for
the course.
The package will include written materials containing
terminology and concepts the students
need to know, but it will also contain
interactive materials that can teach
basic concepts, such as the assembly of
a weapon. If the students come into the
course with that information, it makes the
training environment more fluid students dont have to be taught from ground
zero, so we can go to the meat and potatoes, which maximizes our
training time.
ADL materials are
being designed for
each MOS.
The first products

should be complete
in September, with more
products under design,
according to Price. Special Forces medical
sergeants, or 18Ds, have
long had a preparatory
correspondence course.
The SF weapons sergeants, or 18Bs, will
receive the first digital
training materials.
Healing hands An 18-Delta (medical) student administers aid to a

mock casualty during the rigourous medical training. Photo by Eva Herrera.
With the inclusion of these digital products, the onus

is on the individuals to show up as prepared as possible,
said Major Glenn Thomas, a Special Forces officer instructor in the 1st SWTG.
The products will help up to a certain point, added
Sergeant First Class Charles Burkes, a Special Forces
weapons instructor in the 1st SWTG. If you havent seen
a weapon before, they will allow you take a look at it and
understand the verbiage. The discs can give students a
basic familiarization, which will eliminate the need for
that basic introduction and allow us to get further away
from the baseline if they show up with basic skills. But
nothing can take the place of having that weapon in your
hand and applying it in the real world.
The cadre hopes that the introduction of materials early
on will allow them to make good students great and raise
the standard of training while maximizing the training time.
The MOS most unaffected by the transformation plan
is 18D. At the Joint Special Operations Medical Training
Center, or JSOMTC, students will continue to follow a 12month training program in medical skills; however, the
number of iterations of the program has doubled.
We have gone from running four classes a year to
eight classes per year, with each class having 38 18-Delta
candidates, said First Sergeant Gregg Hayes. The classes
start every six weeks.
Basically, what the transformation has done for us
is that it has leveled out our manning requirements,
explained Hayes.
on target A Soldier going through the 18-Bravo (weapons) training sights a mortar.
Photo by K. Kassens.
ON Patrol Students participating in the 18-Alpha (SF Officer) training stop to plan prior to continuing on their patrol. Photo by K. Kassens.
Typically we had spikes in manning requirements,

and because we were not manned at 100 percent, it was
difficult to find instructors to meet the demand.
The spikes came from the variation in class numbers. One 18D class might have had 60 students, while
another had 120. That number varied based on the
number of students who graduated from Phase II of the
pipeline.
The increase in class starts levels out the manning,
because we know the manning all the way through, said
Sergeant First Class Lou Savo, the trauma NCOIC at the
The requirements for an 18-Delta are so demanding

that to break away from them to integrate language materials would make it difficult to retain information, said
Hayes. In a sense, because the students have to learn
so much medical terminology, it is like they are already
learning a new language as part of the course.
The 18D students will continue to participate in the
legacy language course, with students attending language school at the completion of their training.
Hayes added that there has been some consideration given to adding training blocks on basic SF tasks
It makes the training environment more fluid

students dont have to be taught from ground zero,
so we can go to the meat and potatoes.
JSOMTC. Every seat is now filled, and we always have
38 starts with 100-percent capacity in every class.
Hayes added that while there are additional classes, it
does not alter the number of students who will complete
the program during a 12-month period. We have the
same requirement for students that we had before the
transformation, he said.
The student load has not increased; we will still
have 304 starts (annually).
Unlike the students completing the other SF MOS
portions of the pipeline, the students enrolled in the SF
medic course are not required to implement language
training during the MOS phase.
to the medical program; however, no plans have been

made concerning implementation. This is a very intense
course, with students taking a very specific POI training that produces the medics and medical skills that are
needed to graduate as an 18-Delta, said Hayes, adding
that while it is a very intense program, the center has its
highest graduation rate in its history 85 percent.
The instructors are working hard with the students
coming in on weekends on their own time to tutor to
ensure the students success. They are doing a great job.
The first class affected by the pipeline transformation
began Oct. 24. The first transformed Phase III is slated to
begin in April 2006. SW
23
24
Special Warfare
We must always
remember that
in the SF community
the emphasis is on
teaching skills.
SWCS recently named its top instructors

during the annual instructor-of-the-year
competition. The winners share their
insight on why the job is important.
Story and photos by Janice Burton
The instructors at the John F. Kennedy Special
Warfare Center and School realize that they have
an important job. What they teach could literally mean
life or death to the Soldiers who pass through their
classes and they take that responsibility seriously.
Even though most Special Forces Soldiers would
rather be in the operational arena, we realize that our
primary job is that we are teachers whether we are
teaching indigenous personnel or the Soldiers here at
SWCS, said Sergeant First Class Keith Gates, a Special Forces medic assigned to the SWCS NCO Academy,
where he teaches the SF Medical Sergeant (18D) portion of the Advanced Noncommissioned Officer Course,
or ANCOC. We must always remember that in the SF
community the emphasis is on teaching skills.
Gates, Captain Matthew DeVivo and retired Sergeant Major Gordon Smith were recently honored as the
SWCS instructors of the year. The annual competition
honors an NCO, an officer and a civilian instructor for
their work in the classroom.
A lot of us spent a lot of time teaching in foreign
countries and in foreign languages. Most SF guys take
a lot of pride in their teaching, said Smith, who retired
from the Army after 27 years in the special-operations
community. Prior to his retirement, Smith served as
the command sergeant major of the 7th Special Forces
Group; however, he also served in the 5th and 3rd Special Forces groups. He is now an instructor in the Survival, Evasion, Resistance and Escape Course, or SERE.
When I retired, I worked over at JSOC (Joint Special
Operations Command) for a year and half, but the computer and four walls were not for me. I had my eye on
Camp Mackall thats more my element, Smith said.
Smith, who is an avid outdoorsman and participates
in Revolutionary War re-enactments and primitive-skills
demonstrations with the public schools in his spare
time, loves passing on his knowledge of survival to the
students in SERE training. And while others who have
retired may balk at the idea of working three weekends
HIDE AND SEEK Gordon Smith, a retired Special Forces command sergeant major, discusses effective shelters and hideholes with students in the Survival, Evasion, Resistance and
Escape Course, or SERE, at Fort Bragg, N.C. Smith has been
chosen as the Civilian Instructor of the Year at the U.S. Army
John F. Kennedy Special Warfare Center and School.
25
SWCSs finest
a month, Smith finds joy in it. I get to

be around other SF guys, I get to pass
on the knowledge I have, and I get to
do it all in the woods Im in my element, he said.
Smith, like the other instructors at
SERE, recognizes the importance of
what he is teaching. Everybody who
has ever been captured didnt foresee
being captured, he said. Colonel
(Nick) Rowe, who founded the SERE
school, when he was captured didnt
know a lot about survival, and he
found himself struggling. Thats why
he started this course. If we can expose them to or put them in scenarios
where they can see the evil intent that
ment I talk about everything from

eating insects to eating a wooly mammoth how to find it, kill it and cook
it. The main lesson I try to teach them
is that if they want to survive, they
cant have any food aversions.
To demonstrate that fact, Smith
has been known to eat earthworms
and pull grubs out of the ground
and pop them in his mouth. I try to
teach them that in the real world, food
doesnt come in cellophane packaging with $1.98 a pound and an FDA
stamp on it it flies, it walks, it slithers, he said.
If Ive done my job, when these
guys find themselves in a bad situa-
cess is incorporating lessons-learned

from the battlefield into his teaching. I deployed twice with the 82nd
Airborne Division to Afghanistan
and again to Iraq, and was able to
take what works well in the current
doctrine and adapt when the doctrine
didnt fit to make it work, he said.
Doctrine is changing by the minute
in this GWOT, and now, especially in
Iraq, everyone is focusing on stability operations, so the Civil Affairs
Soldiers are playing a key role.
Thats something I try to pass on to
my students the vital importance
of planning and executing stability
operations.
I try to teach them that in the real world, food doesnt

come in cellophane packaging with $1.98 a pound
and an FDA stamp on it it flies, it walks, it slithers.
the people who may capture them
have, then they can deal with it better
in the real world.
Smith recognizes that while battlefields change, the basics of survival
remain the same. We look at everything we do to make sure that it is
relevant to the Soldiers in the field,
and the skills we teach are relevant no
matter where you are.
And while there has been a
change in attitude at SERE school
since the Global War on Terrorism started, it hasnt come from the
instructors it has come from the
students.
We have not changed the way
we teach, we still put the same effort
into it, Smith said. We have seen a
change in the attitude of the students.
We never give news to the students
while they are here, but when 9/11
happened, we told them about it.
There was an immediate change in
their frame of mind, their seriousness,
that we didnt see before. It changed
the way they think about what were
teaching.
Smith, who has plenty of realworld experience, goes to the extreme
to ensure that his students realize that he knows what hes talking
about. When I teach food procure-
26
Special Warfare
tion, they dont have to stop and think

about what to do, it will be second nature. If we can give them these tools in
a controlled environment, then when
it comes down to it, theyll know what
to do because its already in their
head, Smith said.
For DeVivo, an 11-year veteran of
tactical Civil Affairs work and a Civil
Affairs instructor assigned to the
3rd Battalion, 1st Special Warfare
Training Group, the key to his suc-
He understands, and works very

hard to make sure that his students
understand, that as Civil Affairs
Soldiers, they could very well hold the
key to breaking the success of insurgents in places like Iraq and Afghanistan. I try to pass on to the Soldiers
first and foremost that they have to
keep a tactical focus, to ensure that
they plan their missions with the
understanding that they are operating
in a dangerous environment, he said.
Profiles
Sergeant First Class

Keith Gates
Captain
Matthew DeVivo
Retired Sergeant Major

Gordon Smith
Gates is a Special Forces

medic assigned to the
SWCS NCO Academy,
where he teaches the
18D portion of ANCOC.
DeVivo is a Civil Affairs

instructor assigned to
the 3rd Battalion, 1st
Special Warfare Training
Group.
Smith retired from the

Army after 27 years in
the special-operations
community. He is now a
SERE instructor.
SWCSs Finest
Then I want them to understand
that they play a key role in helping to
break the insurgency and the insurgents ability to use the population as
a safe haven.
DeVivo believes that if Soldiers
understand that they can break the
link between the insurgents and the
populace through their missions,
they will be successful. To assist
them, the instructors have to give
each of the Soldiers a fundamental
understanding of Civil Affairs operations. While they are here, we give
them the fundamental skills and a
foundation to plan and execute Civil
Affairs tasks at the operational and
tactical levels. We know that within
three to six months of graduating our
course, they will be fighting in the
Global War on Terrorism, using the kit
bag of tools we have taught them.
DeVivo noted that the Soldiers
are taught the doctrine, but they are
also taught that it is changing rapidly
and that they must have the ability to
adapt, within the confines of the law,
to complete their missions. We make
sure that the Soldiers recognize that
they must know the commanders
intent and objectives and then focus
on those objectives, he said. The
lines of the operations are dynamic
and require flexibility, but we let them
know they have to follow those operational goals.
For Gates, coming to SWCS as an
instructor was not his idea of an ideal
job. Youll find with every SF guy
that duty at SWCS has always been
something to avoid; not because we
dont realize its importance, but because we hope somebody else will do
it, he said, because our intent is to
be on an ODA doing operational stuff.
Now with our country at war, its a big
change coming from the operational
arena to an academic facility, because
your team is out there doing the job
that youve been prepping for your
whole military career.
But Gates and his fellow instructors recognize that they will eventually return to the operational realm,
and that the Soldiers whom they have
instructed will be their teammates,
their brothers. So they recognize the
EASY BOY Sergeant First Class Keith Gates, a medical instructor at the U.S. Army John
F. Kennedy Special Warfare Center and Schools Advanced Noncommissioned Officer
Course, discusses large-animal treatment with his students and a veterinarian at the
Fort Bragg Riding Stables. Gates was chosen as the Enlisted Instructor of the Year in the
SWCS annual competition.
importance of ensuring that the Soldiers they teach get solid, battle-tested
instruction.
Because we are coming from the
battlefield, we bring that experience
into the classroom, he said. That
means that the latest developments
and information from the ground
become part of what we teach, which
means we give them the best instruction possible.
Gates believes it is the ability that
SWCS, unlike other units, has of
constantly changing its courses that
makes the system so successful. We
recognize that we are part of the Army
system, and because of that, change
may take a little longer than what we
would like, but at the NCO Academy,
we stay on top of those changes and
get the ball rolling as quickly as possible, Gates said.
One way he does that is to consistently ask students for reviews
and critiques. I am always looking
for input on how to make our course

curriculum more beneficial to them,
he said.
In December 2004, the academy
implemented a three-day cross-training session into the ANCOC. The session is designed to give Soldiers going
through the course an opportunity
to learn the basic jobs and skills of
their counterparts in other SF military
occupational specialties. We always
like to have redundant systems or
backups in place, said Gates. In our
field, the medical field, it is especially
crucial.
Under Gates guidance, the Soldiers attending the cross-training sessions in the SF medic MOS learn basic
life-saving skills skills that some
have already had to put to the test on
the battlefield.
Even though Id like to be in the
field with an ODA, I do like my job, and
I believe that I bring a lot of enthusiasm
to my job, Gates said. SW
27
Going
28
Special Warfare
South
Story by Lieutenant Colonel David Fitchitt and

Janice Burton
Photos by April Rowden
SF underwater operations training facility tackles pre-CDQC

In an effort to enhance the mission readiness of the operational force, the United States Army John F. Kennedy Warfare Center and School, or SWCS, has implemented changes
to the combat diver training program. The commanders
intent is to continue to produce world-class combat divers
while taking the burden of conducting the pre-Combat Diver
Qualification Course, or CDQC, training from the Special
Forces groups and incorporating it into the core training
program at the Special Forces underwater operations training facilities in Key West, Fla.
Since 1964, the Special Forces underwater operations
training facilities have been used to train Army Special
Forces to successfully conduct waterborne infiltration in
assigned unconventional-warfare operational areas. The
six-week CDQC is the core curriculum. Since the early
1980s, each group has conducted its own pre-CDQC training and selection at home station. The variations in the
training programs added to high attrition rates in both preCDQC and CDQC. The redundant expenditure of manpower
and material resources, as well as the time Soldiers spent
away from their units, were also problematic.
It takes students three weeks to go through the preCDQC course, but the teams running the course also have
preparation and rehearsal time, which takes a month
or more out of a dive teams time, said Major Bill Herbert, commander, Company C, 2nd Battalion, 1st Special
Warfare Training Group, the company which is tasked
with running the CDQC. With the high operational tempo
throughout all of the groups, the team members do not
have time to run the course, and have difficulty finding
guys who can take another three weeks off to take the
course. Our primary goal in incorporating the pre-CDQC
phase into the core training was to save time for the operational groups.
A second goal was to update and upgrade the training.
The CDQC is just one of many programs at SWCS that are
in the midst of transformation to ensure continued relevance in todays operational environment. In March, the
SWCS Directorate of Doctrine and Training and Doctrine
conducted a critical-task review board on the program,
hosting SF divers and subject-matter experts from through-
out the operational force to conduct a comprehensive

review of the program of instruction, or POI.
Based on the results, the POI was adjusted to incorporate the pre-CDQC training into the core CDQC curriculum. The changes made to the program have already had a
positive effect on the attrition rate in the CDQC.
Historically, the pre-CDQC program at the group
level had a 50-percent graduation rate. Of the graduates,
another 30 percent were lost through attrition when they
attended the core training at Key West. The class attending the pilot course in May had between 15 and 22 percent
attrition. The key to lower attrition, Herbert believes, is the
schools ability to tailor training to the students strengths
and weaknesses by assessing them from day one and building a student profile.
The groups have done a great job in preparing students for the course; however, its very difficult to get 10
units on the same sheet of paper for an internal training
event, said Herbert. One group may focus more on one
area, while another may put the focus somewhere else.
So what we had were students coming to us with a piece
of paper that said they had completed pre-CDQC training, but it wasnt necessarily the same training. With the
change, from day one, when a student shows up, we can
build a profile and know his strengths and weaknesses and
center the training around those needs it gives us some
flexibility.
Under the new curriculum, students either assigned to
a dive team or volunteering for a dive team will be sent to
the underwater-training facility, where they will undergo an
initial screening. Under the old training program, students
spent at least a week undergoing testing on what they
had learned in pre-CDQC training. Historically, about 20
percent of the students would be removed from the class
during this testing phase. The new program eliminates that
week of testing and replaces it with a simple half-day of
testing. Students entering the program must pass a physical fitness test, which incorporates pull-ups, a 25-meter
underwater swim and a 500-meter swim in BDUs in the
ocean. Herbert noted that the score for passing the PT test
was in line with that needed to enter Ranger training. If a
WAITING TO EXHALE Students enrolled in the scuba program at the Special Forces underwater operations training facilities at Key West,
Fla., spend some time in the pool acquainting themselves with their equipment.
29
Going south
ON DECK Scuba students participate in lower-body strengthening exercises on the pool deck.
student passes the initial testing, then he is admitted into

the program. If he fails, he is sent back to his unit.
The new program gives the students more dives, more
variation in the types of dives they perform and more technical training. Herbert added that the increased training
prior to higher-attrition events enables more students to
make it through the course. That doesnt mean that we
are lowering the standard at all, said Herbert. If anything,
the standard is raised, but students have a higher level of
training to prepare for these events.
The first week of training introduces basic techniques
that students would have learned during pre-CDQC,
including wear and usage of equipment,
long-distance swimming and lower-body
strengthening. The second week focuses
on open-circuit training and
underwater prob-
30
Special Warfare
lem-solving in a swimming pool. Herbert said this portion

of the training enables students to learn how to manage
stress. We try to expose them to as much stress as possible in this controlled environment, he said. We create a
lot of problems for them during this very strenuous training, which allows their bodies to recognize the stress and to
react to combat it.
Events such as breath-holding swims, underwater
sprints and surface sprints push the students to their limit. This period of the training is perhaps the most flexible.
Instructors monitor the students training as a group and
direct the training in a manner that will put everyone on
a level playing field. Depending on the skills of the group
overall, we may progress the training, or we may slow it
down in order to get as many people as possible through
the training, he said.
At this point of the training, Soldiers must pass
through what Herbert refers to as a training gate
the one-man competence test. Students are
required to sit at the bottom of the pool with a
blacked-out dive mask and solve problems that the
instructors put in their way. This 20-minute test is the
best way for instructors to determine whether or not a
student is prepared to move on to open-water training. If a
student does not pass this test, he is eligible to retrain and
retest. If he fails at a second attempt, he is recycled to the
beginning of the training cycle.
We have to make sure that Soldiers are prepared for
what they may encounter in the ocean, explained Herbert. The ocean is an unforgiving environment. There
are a lot of things that students have to deal with in
addition to unforeseen problems, such as jellyfish or
a boat overhead or personal medical problems. We have to

know that they will be able to solve those problems.
The third week of training is all in open water. Students
perform a variety of tasks, including deep-water dives, shipbottom searches, searches for personnel and equipment,
and navigation dives that require the students to use a
compass to find a point on land.
During the fourth week, students are introduced to the
closed-circuit rebreather device that weighs less and allows
for extended time underwater, making it possible for students to perform more complex, tactical applications. The
fifth week is designed to train students in advanced tactical
program, as conceptualized and implemented, is doing a

tremendous job, said Latham. Overall, they are putting
out a much better product than ever before. The guys are
getting twice the dive time as when I went through the
program in 1991. The new POI is much better it offers
better instruction and more realistic training. It is very
forward-thinking.
Latham sees the move as beneficial to the operational
teams as well. We dont have time to run a quality prescuba program. It is a big help to us in the field, because of
the time involved in preparing for the course and running
it, and the logistics of finding a place to run it, he said.
We have to make sure that Soldiers are

prepared for what they may encounter in the ocean.
The ocean is an unforgiving environment.
applications of closed-circuit breathing. Herbert said that
there is more emphasis on this area of training now than
ever before in the courses history.
The final week of training is composed of a culmination
exercise that requires students to put the skills they have
learned into play during a tactical mission.
If a student fails to pass training objectives during weeks
three through five, he can come back and start at the beginning of week in which he failed to show competence, rather
than having to start at the beginning of training cycle.
Weve had a real favorable reaction from the groups so
far, said Herbert. Some of the groups are continuing to run
a strong swimming program as a train-up for the course,
and we encourage and support them in those efforts.
Master Sergeant Rob Latham has been on a dive team
for the past 14 years. Latham, team leader of ODA 375,
3rd Battalion, 3rd Special Forces Group, has nothing but
praise for the new training program. The new training
One of the last programs run by the 3rd Group had to be

run downtown at the Fayetteville, N.C., YMCA, while another
iteration was run in the middle of the night at Fort Braggs
Tucker Pool because of a lack of available facilities on post.
Latham sees the new program as a continuation of
teamwork between the operational groups and the schoolhouse. We will continue to get our guys in the water and
get them physically fit before they go, he said. The cadre
is telling us if we get them the basic material Soldiers
who are physically fit then they will train them from the
ground up. I just had two guys graduate from the course,
and they are doing an outstanding job.
Herbert believes the change has created a win-win situation for the Soldiers, the groups and SWCS: Students entering the program are trained to one standard and come to
the dive teams with more training time involving advanced
tactical operations, and the operational forces have fewer
distractions from their mission readiness. SW
ROUGH SEAS Students must pass through a competence gate before they are allowed in the open waters.
31
A Team
Defined
After earning a Silver Star Medal in
Afghanistan, an SF Soldier seeks to teach SF
candidates the true meaning of the word team.
If theres one thing students leaving Robin Sage take away with them,
Sergeant First Class Bradley M. Felix,
a cadre member of the 1st Battalion,
1st Special Warfare Training Group,
wants it to be the understanding of
whats required of a teammate. Felix,
who was recently awarded a Silver
Star Medal, knows that better than
most, having seen the unseen the
tie that binds Special Forces Soldiers
together while battling through
more than eight hours in a kill
zone in the mountains of eastern
Afghanistan.
On Sept. 20, 2004, Felix, an SF
intelligence sergeant, led a convoy
into the mountains between Afghanistan and Pakistan to check out a
32
Special Warfare
report of foreign
fighters operating in the teams area
of operations. Our lead
vehicle came under RPG
(rocket-propelled grenade)
and small-arms fire, he
recalled.
The lead humvee, which Felix
was driving, took a direct hit on the
passenger side, and Felix, his assistant driver and his gunner were
wounded. Felix struggled to turn the
vehicle away from the direct fire and
was able to bring it around before
the vehicle, which had taken rounds
directly into the engine block, died
in the middle of the kill zone. We
believe that they set off the ambush
on the vehicle
prematurely. It
took several seconds
or minutes I cant tell
you which for the
remaining convoy to
move up to our location, he said.
In those minutes, Felixs training kicked in and he began to organize resistance. I jumped out and
began an assessment of the area to
find where we should start laying
fire down, he said. Because of his
injuries shrapnel wounds to the
whole left side of his body, including
massive damage to his ear Felix
couldnt hear what was going on
around him. I couldnt even hear
myself yell in all of the confusion,

he said, so I grabbed a LAW (light
antitank weapon) rocket and fired it
into the fortified position that I was
taking fire from in order to direct the
gunners fire there.
With his convoy returning fire,
Felix began to move from vehicle to vehicle to do an assessment of damage.
He found six wounded Afghan National Army soldiers and six wounded
American Soldiers. While the team
they had died, but I asked that the

rest of the team not be told, so that
they could remain focused for the
return trip, said Felix.
He sees nothing special in what he
did on that day. It was all part of his
training and the job he has chosen to
do. Hes not sure why he was the one
who received the Silver Star hes
the first to say, It was the team.
Today, Felix wears a hearing aid
that improves his hearing to a certain
Phase IV was the first time that students began working together as an
operational detachment. Its a time
to open the eyes of a lot of individuals. Its when we make them see that
teamwork makes a team. During
Phase IV, they really start to understand when an individual starts failing, the team starts failing. Thats an
aspect they havent been taught anywhere else, he continued. We have
38 days to prepare them for life on a
Its when we make them see that

teamwork makes a team.
leader began to communicate with the
command, Felix rallied up the ANA
soldiers to begin an assault. Because
of the intensity and duration of the
firefight, we knew we had confirmed
foreign fighters in the area, he said.
Felix said that the fiercest fighting
happened during a 45-minute period;
however, the team continued taking
fire throughout the day.
While the battle continued, a
helicopter brought in some reinforcements and evacuated the most
critically wounded. It was in those
moments that Felix saw the word
team defined by actions. When
the other wounded members of my
team saw that I wasnt leaving, they
decided to stay behind, he said. I
was impressed not only by my teams
decision to stay with me, but also to
take and follow my lead.
About eight and a half hours after
the skirmish began, Felix, along with
his remaining teammates, left the kill
zone, towing the disabled vehicle
behind them. Two other teams took
their place and continued to take
the fight to the enemy. Felix and his
embattled team returned to their firebase only to have to deal with the fact
that two of their brothers had died
from the wounds they received in the
extent, while words are sometimes

unclear and his speech sometimes
slurs. He elected to go to SWCS because he felt the lessons he learned
gave him knowledge that Soldiers
coming through the Special Forces
Qualification Course, or Q-Course,
should share.
Coming to SWCS was my choice.
As a cadre team sergeant for Phase
IV, Robin Sage, I run 12 to 16 students through the rigors of operating
as an ODA, he said. Based on my
experience, I feel that I have knowledge to pass on to the students in
the Q-Course. I can give them a taste
of what they might see in the future,
and that knowledge might give them
a better outcome.
Part of ensuring that outcome is
building in each Soldier an appreciation of the need for constant situational awareness. If you understand
the environment you are operating in,
you are never going to be surprised,
he said. Soldiers have to realize that
they cant be complacent and allow
the enemy to sneak up on them. You
have to know the terrain ... the environment and roll with it part of that
is understanding the culture and the
people. I preach that to my students
over and over.
engagement.
I learned at the ambush site that
He noted that prior to the transformation of the SF training pipeline,
detachment. This is the last aspect of

combat-oriented training before they
go to a team, and from there, they are
going to be deployed.
If we do our jobs right, they are
going to be prepared to go to places
where there are people throwing real
bullets at you, and hopefully we will
have prepared them for that, he
concluded. SW
TAKING HONORS Lieutenant General Philip

R. Kensinger, Jr., commanding general,
U.S. Army Special Operations Command,
presents the Silver Star to Sergeant First
Class Bradley M. Felix for his actions under
fire while in Afghanistan supporting Operation Enduring Freedom, during a ceremony
at Fort Bragg on June 23. Photo by Gillian M.
Albro, USASOC PAO.
33
Career Notes
Enlisted Career Notes
CSRB expansion includes
Soldiers in ARSOF units
The Army has expanded its
use of the critical-skills retention
bonus, or CSRB, to target retirement-eligible career Soldiers in additional military occupational specialties not previously qualified for
the CSRB, including some MOSs in
Army special-operations units.
The CSRB was already available
to Special Forces enlisted Soldiers. With the expansion, enlisted
Soldiers assigned to other Army
special-operations units may now
be eligible, as well.
Effective Jan. 31,
2005, the CSB
expansion
has made
the bonus
available to
Soldiers in
the following
MOSs:
21D Diver
21P Prime Power
Production Specialist
25S Satellite Communication System Operator
37F Psychological
Operations Specialist
88M Motor Transport
Operator
89D Explosive Ordnance
Disposal Specialist
96D Imagery Analyst
96U Unmanned Aerial
Vehicle Operator
97E Human Intelligence
Collector
98G Voice Interceptor
(Arabic dialect only)
Soldiers in qualifying MOSs who
hold the rank of sergeant first class
or higher, have between 20 and 25
years of active federal service and
are eligible for re-enlistment may
request the CSRB. If approved,
they must agree to obligate them-
selves for at least two additional

years of service, regardless of the
retention control point for their
rank. Soldiers cannot apply for the
CSRB before they have 19 years
and six months of service, and
their obligation cannot exceed 25
years of service.
Soldiers who qualify for the
CSRB and agree to extend their
service will be paid a lump-sum
amount, according to their rank
and the number of full years of service obligation they elect. For example, Soldiers in the
grade of sergeant
first class will be
paid $50,000 for
five additional
years of service;
$40,000 for four
years; $30,000
for three years;
and $20,000 for two years.
Soldiers in the grade of master sergeant will receive $40,000 for five
additional years of service; $32,000
for four years; $24,000 for three
years; and $16,000 for two years.
CSRB requests must be submitted by a memorandum, approved by
the applicants chain of command,
with an endorsement from a lieutenant colonel or above. The CSRB
memorandum may be obtained
from a career counselor. Applicants
should mail requests to the U.S.
Army Human Resources Command;
Attn: AHRC-EPR; 2461 Eisenhower
Avenue; Alexandria, VA 22331, or
fax them to DSN 221-9543 or commercial (703) 325-9543.
The CSRB request memorandum, the endorsement from the
chain of command and the approval by HRC are the documents that
obligate the Soldier to the terms of
the agreement. They will be used
by the Defense Finance and Accounting Service as the authority
for dispersing payment.
For additional information,

telephone Staff Sergeant Johnson
or Sergeant Major Clifton at (703)
325-4008/9098 or DSN 2214008/9098.
CSRB recipients may get

additional bonus
Soldiers who were approved for
a critical-skills retention bonus, or
CSRB, prior to Jan. 1, 2005, and
who can add at least one year to
their current obligation are eligible
to apply for an additional years
service with an additional bonus,
according to Military Personnel
Message 05-050.
For example, in October 2002,
Sergeant First Class Jones obligated for three additional years
and was approved for a $30,000
CSRB. His total obligation was
for 23 years of service. Under the
new authorization, he can request
an additional year, for which the
bonus would normally be $8,000.
But because he was previously
obligated and could add at least
one additional year, his CSRB was
recomputed, and he received an
additional payment of $20,000
rather than $8,000.
Soldiers who were approved for
the CSRB prior to Jan. 1, 2005,
should contact their career counselor for additional information.
New policy allows enlistment

of mobilized Reserve and National Guard Soldiers
The acting Assistant Secretary
of the Army has approved a policy
that allows the enlistment of mobilized Soldiers of the United States
Army Reserve and Army National
Guard into the regular Army.
Under the policy, reserve-component Soldiers who have less than
Additional info
Contact: Staff Sergeant Johnson or Sergeant Major Clifton
34
Special Warfare
Commercial: (703) 325-4008/9098
DSN: 221-4008/9098
Warrant Officer Career Notes

18 years of service may apply to
transfer from the RC to the regular
Army at any time within six months
of their projected demobilization or
release from active duty. Soldiers
who have out-processed from the
demobilization site but are granted
leave en route to their parent unit,
or who are on terminal leave, may
also apply for enlistment into the
regular Army prior to the end date
of their leave.
Soldiers who apply at the
mobilization station will be placed
on orders extending them on active duty until their application
can be processed. If a Soldier is
the recipient of an enlistment/reenlistment incentive, he or she
will be notified that the unearned
incentives may be subject to
recoupment on a pro-rata basis
upon enlistment into the regular
Army.
Soldiers electing enlistment
into the regular Army will enlist at their current rank. If the
applicants current military occupational specialty, or MOS,
is determined by the U.S. Army
Human Resources Command to
be overstrength, the Soldier will be
given the opportunity to reclassify
into an understrength or critical
MOS at the time of the transfer.
To apply, Soldiers must complete DD Form 368 to request release from their current component.
Submit the application to Commander, AHRC; Attn: AHRC-PDZRC, Room 3N29; 200 Stovall Street,
Alexandria, VA 22332, or send
e-mail to RCAC@hoffman.army.mil.
If the application is accepted,
the Soldier will be issued assignment instructions, and the
Soldiers retention/re-enlistment
NCO will be notified to execute an
enlistment contract. Soldiers who
are deployed will remain with the
RC unit until the unit redeploys.
FY 06 WO recruiting mission approved

The fiscal year 2006 recruiting mission for military occupational specialty 180A (Special Forces warrant officer) has been
approved. The mission, derived by a thorough analysis of actual
and projected personnel gains and losses, coupled with approved
personnel requirements for FY 2006 and beyond, is geared toward
ensuring the health of the force over the next five years. The plan
calls for 60 active-duty accessions and 20 National Guard accessions per year, beginning Oct. 1, 2005. Recruiting the right Soldier
remains the number-one objective. All SF warrant officers are firstline recruiters.
WO education, promotion de-linked

In June 2005, the Department of the Army issued a message
to all Army activities that immediately removed the links between
warrant-officer promotion and warrant-officer training and education. The message explains that fighting the Global War on Terrorism and transforming the Army requires the Army to optimize
leader-development opportunities. It cites frequent deployments
and the requirements of modularity and force stabilization as reasons for the change in policy.
Warrant officers on the active-duty list, or ADL, who have
completed Phase I of Warrant Officer Advanced Course, or WOAC,
and who meet their branchs requirements for Phase II may now
request WOAC attendance following their promotion to CW2. They
should attend WOAC prior to being considered for promotion to
CW3.
ADL warrant officers may request attendance in the Warrant
Officer Staff Course, or WOSC, after being promoted to CW3.
They should attend WOSC prior to being considered for promotion
to CW4.
ADL warrant officers may request attendance in the Warrant
Officer Senior Staff Course, or WOSSC, after being promoted to
CW4. They should attend WOSSC prior to being considered for
promotion to CW5.
Additional info
Contact: CW4 Douglas Frank
Directorate of Special Operations Proponency
Commercial: (910) 432-1879
e-mail: frankd@soc.mil
DSN: 239-1879
35
Career Notes
Officer Career Notes
FY 05 Battalion Command
Board selects 14 SF officers
Thirteen SF Officers were
selected for battalion command
by the 2005 Battalion Command
Selection Board. One previously
selected lieutenant colonel who
had been unable to take command
for reasons beyond his control was
revalidated. Thus, 14 SF lieutenant
colonels were selected to take command during 2006.
Of the 14 selected, eight were to
command tactical battalions, four
were to command training and
strategic-support battalions, and
two were to command institutional
battalions (one garrison battalion
and one U.S. Army Recruiting
Command battalion). Of the 14,
10 had one center-of-mass officer
evaluation report on file for a nonbranch-qualifying assignment.
SF redefining key developmental positions for majors

The term branch qualifying position is no longer used, having been
replaced by the term key developmental position. DA PAM 600-3, Commissioned Officer Development and Career Management, provides increased flexibility in determining key developmental positions, leaving it to
each branch proponent to define them.
Because of high selection rates of SF captains for promotion to major
and the high retention rate of SF majors, the population of SF majors is
growing. This means many SF majors are now waiting for key developmental positions. SF majors still need two years in key developmental positions, and the SF proponent is working to redefine and expand the number of key developmental positions available to majors.
The graphic below shows the fiscal year by which officers in particular
year groups need to be assigned to and serving in a key developmental
position in order to be competitive for promotion and selection for battalion command.
YG
92
93
94
95
96
97
98
99
FY
06
07
08
09
10
11
12
13
2005 SF Battalion Command Selectees

Tactical
TSS
Commissioning source USMA/

ROTC/OCS
2/4/2
1/3/0
0/2/0
Average branch-qualifying
time as CPT
22.4 months
19.3 months
32 months
Average BQ as MAJ
31.8 months
28.5 months
24 months
3rd Year BQ position
6 of 8
4 of 4
1 of 2
Times considered
All 1st look
2 x 1st look,
2 x 2nd look
All 1st look
Average age
39.4
39.8
40
Below-the-zone-selection
2 x 1st BZ Selection
3 x 2nd BZ Selection
No BZ Selections
No BZ Selections
OEF/OIF experience
8 of 8
3 of 4
1 of 2
Joint assignments
5 of 8
2 of 4
1 of 2
Additional
Major Christian Karsner, Directorate of Special Operations Proponency
(910) 432-7576 DSN: 239-7576 e-mail: karsnerc@soc.mil
36
Institutional
Special Warfare
Book Reviews
GUERRILLA:
Details
Insurgents, Patriots and Terrorists

from Sun Tzu to Bin Laden
David Rooneys Guerrilla: Insur-
during the transformation from
gents, Patriots and Terrorists from
guerrilla strategists and tacticians to
Sun Tzu to Bin Laden examines the
statesmen.
pioneers and current leaders who
Many of the individuals included
By David Rooney
London: Brasseys, 2004.
ISBN: 1-85753-352-6
252 pages. $18.45.
Reviewed by:
Lieutenant Scott E. Harris, U.S. Navy
Naval Postgraduate School
Monterey, Calif.
have adapted guerrilla strategies and
in the book have been the topic of
tactics to fit within their environment.
controversy among historians and
These connections converge in the
Guerrilla offers an intellectual his-
authors. Rooney surmises that
final chapter as Rooney argues that
tory of guerrilla warfare through an
Ches conclusions from the Cuban
al-Qaedas ability to train and export
intricate look into the lives and guid-
campaign were falsely based. Ches
its ideology across the globe has cre-
ing principles of individuals who rose
insistence that he could create
ated political instability, specifically
upon the world stage of warfare by
determined revolutionary groups to
in Muslim-dominated Central Asia.
defeating large, conventional armies
As al-Qaeda continues to recruit
in combat.
and educate young Muslims, Saudi
In chapter one, Guerrilla War Or-
Arabia, Pakistan, Uzbekistan, Tajiki-
igins, Rooney traces guerrilla roots
stan and Kyrgyzstan could fall prey to
to the Biblical records of Joshua and
Islamic extremists who gain political
David. He discusses Judahs leader-
power. Rooney asserts that this rise
ship in the Maccabees campaign, and
of political Islamics could inevitably
he establishes Sun Tzus disserta-
lead to the Western powers great-
tion, The Art of War, as the seminal
est fear and bin Ladens ultimate
framework for guerrilla precepts. The
strategy: al-Qaeda being backed by a
remainder of the book gives accounts
nuclear power, such as Pakistan.
of guerrilla military leaders from
Though it is not meant to be a
the Napoleonic Age to World War II,
history of guerrilla warfare, Rooneys
including chapters dedicated to the
book outlines the fundamental guer-
achievements and failures of guerrilla
rilla precepts that have survived for
leaders Michael Collins, T.E. Law-
2,500 years. The select bibliography
rence, Mao Zedong, Josip Tito Broz,
affords the reader an opportunity to
Ernesto Che Guevara and Osama

bin Laden.
do further research and acquire an

overthrow unpopular regimes failed
in-depth understanding of the trail-
to recognize the unusually favor-
blazers who developed and master-
ismatic characters, some who are not
able conditions that were prevalent
minded the new age of warfare that
well-known, Rooney is able to dis-
in Cuba at the time of Fidel Castros
pervades the world today. Guerrilla
tinguish the differing ambitions and
rise to power. This critical mistake
offers non-SOF readers informative
objectives that are incorporated in a
ultimately led to Ches death in Bo-
details of the unchanging guerrilla
variety of guerrilla conditions. Mao,
livia, but his death elevated him to
principles. For SOF readers, Guer-
Tito and Che cannot be grouped with
guerrilla icon status a status that
rilla is recommended for its historical
other guerrilla leaders, as they waged
others have attempted to attain.
context of guerrilla and counterguer-
The author ties past guerrilla
rilla operations that provide valuable
By studying a wide range of char-
irregular warfare that ultimately

displaced an entire political system.
campaigns to the current situations
lessons concerning the formation,
Guerrilla vividly details the struggles
that Osama bin Laden and al-Qaeda
application and implementation of
that these successful leaders faced
have created in Afghanistan and Iraq.
insurgent forces.
SW
37
Book Reviews
HOPE AND HONOR

Hope and Honor encompasses two
almost separate stories. The first is
the story of the Lithuanian boyhood of
Schaja Schachnowski and his
family all of whom suffered through
World War II under the occupying German regime and its murderous local
satraps for the Nazi-defined crime of
being Jews. The second story is of Sid
Shachnow, a father and an American
Soldier, and is about his life during the
Cold War in the latter half of the 20th
century. These are two distinctly different stories, overlapping only slightly,
and they are joined almost solely by
the single central thread of the principal character, Sidney Shachnow (nee
Schaja Schachnowski).
The first story is about a familys
survival during World War II and the immediate post-war era of widespread population displacement, physical devastation, general hardship and governmental
disorder. It is a story of lives of once
reasonable comfort disrupted by growing
prejudice, abuse and escalating terror,
followed by the horrors of a concentration camp. During this period, Schaja
Schachnowski was a young boy but
old enough to observe, understand, suffer, survive by luck and deception, and
to remember in telling detail.
Dominant in this story is
Schachnowskis mother, Rosa, who by
wit, wile, instinct, bribery and an essential toughness of character ensured
the familys survival. It was Rosa who
apparently instinctively knew when to
flatter, when to supplicate, when to
divert and when to bribe.
In 1945 the Soviet army drove the
German army out of Lithuania, but
not to liberate Lithuania. The Soviets
did not re-establish it as the independent state that it had been between the
world wars but added it to the empire
that was the Soviet Union. The Soviets were hardly less dangerous than
the Germans had been to Lithuanian
nationalists, Jews, the once prosperous, the well-educated and those who
showed any inclination to resist.
After a brief interlude of living in
the familys former home with Soviet officers, the Schachnowskis decided that
their best hope was to flee to the West.
Mother Rosa and the children, aided by
Jewish organizations intent on assisting
them to get to Palestine, crossed central
38
Special Warfare
Europe to the American Occupation

Zone in Germany.
The family subsisted by hook and
by crook much of the crook being dealings in the black market, with
young Schaja working as a delivery agent or runner. Eventually, the
Schachnowskis, some of the fortunate
few among the great mass of displaced persons, received permission
to go to the United States. The adjustments of the family, now self-renamed
Shachnow, and particularly of Schaja,
now Sidney, to the new and strange
world of prosperous and dynamic post-
World War II America essentially mark

the end of the first story.
The second story is that of young
Sidney Shachnow, who marries his
high-school sweetheart despite the
strong objections of his family, rabbinical pressure and, most importantly, the
loss of promised funding for college. The
two stories diverge and remain separate
because of Rosa Shachnows continuing
disapproval of her sons marriage to a
Catholic girl.
With his college hopes dashed and
no prospects other than blue-collar labor, Sid Shachnow enlisted in
the U.S. Army to find a living and to
escape family turmoil. He had no expectation that it would subsequently
Details
By Major General Sid Shachnow
(U.S. Army, Ret.) and Jann Robbins
New York: Forge Books, 2004.
ISBN: 0-765-30792-8
396 pages. $24.95
Reviewed by:
Colonel J.H. Crerar, U.S. Army (ret.)
Vienna, Va.
evolve into a calling.
The quiet courage, endurance
and wisdom of his wife in facing the
hardships and vicissitudes of a junior
enlisted mans wife in the 1950s Army
set the tone for the second story. That
a girl from a small New England city
would marry and follow to Europe a
young man with an $80-per-month income may have shown great prescience
or faith in his abilities. It definitely
showed great love and immeasurable
courage. As in the case of all Army
wives, her love and endurance would be
repeatedly tested early on by the many
separations included in his efforts to
gain a commission.
Shachnow applied and was accepted
for Officer Candidate School twice. The
first time, he was turned out after completing almost two-thirds of the course
because of his lack of U.S. citizenship.
Undeterred, he returned two years later,
after becoming a citizen and getting the
family name change officially blessed.
A commission raised his pay to the
princely sum of about $300 per month,
but it offered little in security.
Shachnow, as all OCS graduates,
had a reserve commission. For their
first two years, Reserve officers of that
period were obligated volunteers. With
good service, those electing to stay in
the Army beyond that trial period could
become volunteer indefinite. That was
but a slight improvement. Their continuation on active duty depended not only
on the continued quality of their service
and on-time promotions but also on the
Armys varying needs for officers. As
the officer was promoted and the officer
grade structure narrowed at the higher
ranks, it became increasingly difficult to
stay on active duty.
In any event, even with exemplary
service and the luck to avoid any of the
periodic reductions in force, or RIFs,
SUBMISSIONS
the Reserve officer could very rarely
stay beyond 20 years of service.
The only way to get a longer career
was to become a regular Army
officer. Each year, the number of
spaces available for regular Army
officers in each year group was
reduced by the number of officers
integrated into the regular Army,
making it increasingly difficult for
other officers to qualify. One of the
principal requirements for an RA
commission was a college degree.
Prior to enlisting, Shachnow had
finished only high school. It would
take eight years of straining to
earn every possible credit, plus a
final degree-completion year (commonly called Bootstrap) before
Shachnow would have that degree.
Only the second half of this biography can make any claim to being a military book. And it is more
a journal of individual and family
struggle, endurance, hard work and
dedication, of which the Army is
only an incidental environment.
It is even less a Special Forces
book. Sid Shachnow commanded
an SF detachment in Vietnam,
served in SF Detachment A in Berlin and later commanded that unit,
as well as filling a number of other
special-operations assignments.
But, as was the case with almost all
officers of his time, his critical career steps were up the conventional
ladder: rifle platoon, company and
battalion command.
This was a necessity during an
era in which SF was not a branch
or even a specialty. At best, an
officers parent branch considered
SF duty a diversion. One SF tour in
a career, if the career steps for the
grade had already been met, was
usually accepted by the branch, but
not gracefully. Branch managers
regularly warned officers away from
subsequent tours. Such tours were
often damaging, if for no other reason than that the officer was considered to be less qualified and less
competitive than those who had
stayed in branch-chosen assignments. Officers who held a number
of SF positions, particularly if the
positions were successive, were
clearly hazarding their careers.
Unlike many of the books reviewed in Special Warfare, this one
cannot be strongly advocated for its
special-operations content, nor does

it qualify well as a military text. Additionally, its military aspects have
little applicability for the modern
Soldier. Shachnows Cold War army
has joined the Continentals, the
Frontier Army, the National Army,
and the other armies that have defended the Republic in its hours of
need but exist now only as honored
memories.
So what is the character of this
book, besides being a biography?
On one level, it is a family memoir.
On another, it is an account of an
individuals rise above adversity. On
its most elemental level, it is a love
story.
Despite its lack of major military
depth, Hope and Honor can be
strongly recommended for its
uncompromising views of human
nature. And certainly if there is one
subject that all special-operations
Soldiers should endeavor to understand, it is the human animal. The
book presents samples of the best,
the worst, the good, the bad, those
bending under great pressures, and
those who, by surviving, triumph.
In its central character, the book
presents a person of determination
and dedication who overcame great
disadvantages to rise high in his
chosen profession. Surprisingly,
and with no apparent intent, the
humanity and concern for others,
for which Sid Shachnow is widely
known, shine through.
One could wish for more. The
adventure of crossing post-war Europe with its political and military
hazards cries for expansion beyond
the two or three lines allocated to
this activity. Shachnows objections
to the unnecessary, arbitrary and
disproportionate RIF of SF officers
during the late 1980s, and his
efforts to gain recognition for SF
officers who served so effectively in
El Salvador, deserve attention. It is
hoped that some day these stories
will be written.
Readers will find this a highly
readable account of courage and
character. Receptive readers may
also receive an unanticipated
appreciation for their personal
good fortune and for their country, its Army and the abilities and
dedication of such Soldiers as Sid
Shachnow. SW
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from members of the armed forces,
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cONTENTS

November-December 2005 | Volume 18 | Issue 3

Avoiding Feel Good Civil-Military Operations

35 years active-duty service in four Special Forces groups, service as a

17 Combat-advising the ANA

The 7th SF Groups combat-advising of the Afghan National Army helps

20 Pipeline Transformation Cover Story

The transformation of the SF Training Pipeline has limited effects

The SF Underwater Operations training facility tackles pre-CDQC, upgrades training.

Special Warfare is an authorized, official quarterly

By order of the Secretary of the Army:

FROM THE COMMANDANT

Other, more subtle changes to the training program

warrior skills, such as hand-to-hand combat and

include weekend language training and continual

marksmanship. During Phase III we teach the vari-

incorporations of MOS lessons learned from current

ous SF occupational specialties, training students to

a level that will enable them to perform their mis-

As we design and apply the transformation, one

sions for long periods of time, far from most types of

thought always in our minds is that it is not merely

supervision or support, and to teach their skills to

our training that is changing. The environment

members of other forces if necessary.

in which SF Soldiers operate is changing; we are

From the beginning of the transformation, our

merely adapting our training to the environment.

intent was to do no harm to training that was al-

Many of the Soldiers whom we train will be deploy-

ready working well, and the SF MOS training was

ing for possible combat in that environment soon

already a solid success. Phase III is undergoing few-

after their graduation from the SFQC, and we must

er changes than the other phases of the SFQC, but

teach the skills that will enable them to continue to

there are changes, nevertheless. Beginning in April

be the most feared and respected fighting force on

2006, for all SF MOSs besides medical sergeant, we

the battlefield today and in the future.

will add two weeks of language training to Phase III.

Major General James W. Parker

away from the more academic papers of the past. Please

dont let that discourage you from submitting your writ-

signed Special Warfare. The new look is the result of months

ings. We not only welcome your submissions, we are

actively seeking them.

cation that is as visually appealing as it is interesting.

The content varies widely from current happenings to

tegration of more photos of our Soldiers in training and

down-range lessons learned. As ARSOF warriors, who

down range, into dynamic layouts, we believe, will help tell

better to tell those stories or make suggestions that affect

your mission than you?

from a quick flip through the publication, this is definitely

It is our intent to make the information more accessible

to the content, as well. While we will continue to publish

ers to read current and previous issues online. Currently the

analytical and lessons-learned articles from the Soldiers