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The article focuses on the need to reassess and revamp the Active Guard Reserve (AGR) program within the U.S. Army Reserve, particularly in light of the 50th anniversary of the all-volunteer force and increased reliance on reserve component forces. Topics include the historical context of the Total Force concept, challenges in achieving complete integration between active and reserve components and the potential role of AGR soldiers in bridging operational and cultural gaps within the military.

The article focuses on the significant influence of the 1973 Yom Kippur War on the U.S. Army, highlighting its impact on doctrine, organization, and equipment. It discusses how the war's lessons led to the development of advanced military systems and a renewed emphasis on technical superiority to counter peer adversaries, with the article drawing parallels between past lessons learned and current events, such as Ukraine's need for support in the face of a superior enemy.

The article discusses the accomplishments and future goals of the U.S. Army Training and Doctrine Command (TRADOC). Topics covered include TRADOC's attempt to balance future requirements against current readiness, the revision of Army Doctrine Publication 3-0: Unified Land Operations, and Field Manual 3-0: Operations, and the integration of joint, interorganizational and multinational capabilities.

The article discusses the role of the U.S. Army Training and Doctrine Command in the modernization of the force and in the updating of military doctrine. Topics covered include the principle of the Army Operating Concept which provides the vision of a future armed conflict and the top five priorities for the future which include optimizing soldier and team performance, ensuring interoperability and building joint and combined-arms formations.

The article discusses the highlights of the Saber Junction 2012, a premier training event of the U.S. Army Europe (USAREUR) hosted by the Joint Multinational Training Command in Grafenwöhr and Hohenfels, Germany. The exercise, participated by about 6,000 personnel from 19 countries, was designed to train the 2nd Cavalry Regiment in Decisive Action Training Environment. The training was designed to adhere to the Unified Land Operations doctrine of the U.S. Army.

The article discusses the developments in the U.S. military in its bid to create a modernized and expeditionary land force that can prevent wars via influence, deterrence and credibility. It cites the move by the Chief of Staff of the Army (CSA) to order the U.S. Army Training and Doctrine Command (TRADOC) to reorganize the Army of 2020 to support the country's defense strategy. The efforts are led by the Army Capabilities Integration Center (ARCIC).

The article discusses the role of the U.S. Army doctrine in the professional development of soldiers. According to the author, the purpose of the doctrine is to facilitate creative, adaptive problem solving and help professionals in planning and executing operations. He adds that the doctrine seeks to include offensive and defensive operations. Ways on how to help the Army focus on training management are provided.

The article focuses on an experiment initiated by the U.S. Army Training and Doctrine Command (TRADOC), which aims to concretize the operational concept of adaptability in the Army. The experiment focuses on the methods to promote collaboration and thinking from the edge suggested in the book "The Starfish and the Spider: The Unstoppable Power of Leaderless Organization," by Ori Brafman and Rod A. Beckstrom. The procedure, curriculum and result of the experiment are described.

The article explores how the U.S. Army's approach to planning and executing unified land operations in expeditionary campaigns has evolved throughout two centuries of American conflict. Topics covered include experiential influences that have shaped Army operational art, the basic philosophical approach of the Army to unified land operations, and the focus of Army operational art on the artistic planning and execution of specific actions.

The article discusses the launch of the Year of the Non-Commissioned Officers (NCO) of the U.S. Army. Among the reasons for the launch that was made on January 7, 2009 is to recognize the contribution of past and present NCO Corps. It explores the web portal Army Career Tracker (ACT) as one of the enhancements of the NCO Corps capabilities. Other features include structured self-development (SSD) programs, NCO Education System (NCOES) program, and Training and Doctrine Command (TRADOC).

The article focuses on the effort of the U.S. Army Training and Doctrine Command (TRADOC) to develop and provide quality training, doctrine, equipment and support to empower leaders and soldiers to prove superior in any situations. TRADOC has modified its training, education, leader development and modernization programs to provide a more broad approach to full reach operations. Moreover, it identifies and discusses the various TRADOC's modified programs and initiatives.

Several letters to the editor are presented in response to articles which appeared in the previous issues including "The Army and the Changing American Strategy," in the August 2007 issue, "Put the 'Police' Back in Military Police," in the September 2007 issue, and "Could It Happen to You" in the August 2007 issue.

The authors offer information on the significance of adaptability in U.S. military operations. They stress that the ability of individuals to adapt to their changing environment is a major factor in military success in terms of strategic planning along with agility and resilience. Apart from this, they also note the need for members of the military to adapt and adjust to situations amid technological, doctrinal, and organizational change in the U.S. Army.

Features the Army Campaign Plan (ACP) which is a holistic transformation strategy that meets the challenge of continuous full spectrum operations and diverse future threats initiated by the U.S. Army. Details of the ACP; Contention of the author that aggressive execution of the ACP created critical new capabilities and force protection of soldiers who experience the reality of continuous full spectrum operations; Significance of the changes in the Army modular force in an effort to improve capabilities, increases combat power, and provides a larger and more flexible rotational base to conduct continuous full spectrum operations.

Focuses on the modification of the training and doctrine of the U.S. Army Training and Doctrine Command. Development of a campaign-quality Army with joint and expeditionary qualities; Struggle of the army for a protracted conflict using an all-volunteer force; Role of drill sergeants in soldier development.

Delves into the military operations in Iraq. Provision of a military training course by the Combined Forces Land Component Command C-3 Training Section; Statement made by SFC Richard Johnson, the U.S. Army Central Command-Kuwait master gunner, on the training course; Priority to train combat service support and combat support personnel who traditionally have fewer opportunities to participate in live-fire exercises.

Delves into military developments in various assignments around the world as of May 2004. Narration of the increasing violence in Iraq; Offer of an incentive bonus by the U.S. Army for soldiers in or en route to Korea who extend their tours there for an additional 12 months; Award of a system design and development contract for the nonline-of-sight launch system.

Delves into the military operations in Kuwait called the Surge by Combined forces Land Component Command. Identification of the two major forces that drive the Surge operation; Number of soldiers provided for the military operation; Discussion of the military operations in terms of deployment of weapons and other necessities like food and shelter.

Focuses on the Training and Doctrine Command (TRADOC) of the U.S. Army. Roles and functions of the TRADOC in the U.S. Army transformation into the future force; Lessons learned from the U.S. Army operations against terrorism; Combat training centers.

Discusses the rapid decisive operations (RDO) concept which is being developed by the Joint Forces Command of the U.S. Armed Forces. Seamless integration of multiservice forces to facilitate coherent joint operations; Characteristics of RDO; Operational concept explanations by David Fastabend; Strategic context of RDO; Link among theory, strategic context and doctrine.

Reports the importance of soldiers in maintaining the military superiority of the United States Army. Effort to design new doctrines, equipment, training methods, and organizations; Impact of increasing military competence on combat power; Need to keep up with doctrinal and technological changes.

The article discusses the need to re-examine the concept of winning in the context of a future environment where conventional wars will be supplanted by population-centric conflicts. United Nations (UN) cites a responsibility to protect doctrine that a self-depicted anti-monopolist nonprofit organization provides free plans for three-dimensional (3-D) printed weapons. The old paradigm that governed how nations thought about peace and war no longer deals the complexities of security environment.

The author considers the issue of the U.S. Army becoming a full spectrum force. He discusses the need for military leaders to educate themselves using Army doctrine and other resources and become full spectrum operators and thinkers. He notes how the Army tends to focus on one form of war and make a checklist out of everything. Incorporating a full spectrum approach in the Army's training strategy is suggested.

The article explores the future of the U.S. Army. In Spring 2014, the Army will start using the new Officer Evaluation Report (OER), which was developed with the aim of strengthening rater accountability and emphasizing the leadership potential of an individual. The U.S. Army Training and Doctrine Command's Soldier 2020 campaign shows the commitment of the Army to ensure that it only has the most qualified individuals. Efforts in addressing the needs of its people are also presented.

The article discusses the mission command and the U.S. Army training doctrine. It cites the three areas in which the Army training doctrine could be used to develop and reinforce mission command in leaders and units, namely training meetings, preparation for and assessment of training, and situational training exercises (STX). It presents the use of training and evaluation outlines (TEO) to evaluate the training results.

The article focuses on the importance of an operational concept within the framework of military leadership in the U.S. Army. Concepts as understood within the Army cover military problems, problem solving, functions, doctrinal and organizational change and development. The embodiment of the conceptual framework upon which the Army operates is the Army Capstone Concept (ACC), which defines future armed conflict and describes capabilities the Army will require from 2016 through 2028.

The article presents the author's insights on the chain of command and the doctrine of leadership of the U.S. Army. It argues that the aspect of nonhierarchical leadership was mainly for the leaders, but he argues that even junior leaders are now operating in the aspect of nonhierarchical leadership. The author also argues that the definition of legitimate or formal leadership in the manual of "Army Leadership" is precise with respect to formal leadership but not with the respect to legitimacy.

The article offers the author's views on the Training and Doctrine Command pamphlet "Commander's Appreciation and Campaign Design" published by the U.S. Army in 2008 and the importance of continual learning for military leaders during operations. He states that the pamphlet aimed to build share understanding of various operational issues that allows the making of several methods. He cites that one important method is to value continual learning by commanders in the field during operations.

The article offers information about the release of Field Manual 3-0 Operations, a U.S. Army field manual that is a guide to the fundamentals of fighting a war. The manual details the concepts that apply to every army operation across the spectrum of conflicts. It also explains how the armed forces apply the operational concepts in every conceivable situation, from stable peace to general war.

The article focuses on the testimony made by Army Chief of Staff General George W. Casey Jr. regarding the state of world-affairs, before the House Armed Services Committee in the U.S. He said that global terrorism and extremist ideologies are real threats to the world as nations use violence to achieve their political goals. Furthermore, he highlights procurement and military strategy that are developed to strengthen the armed forces.

The article discusses various issues concerning the military doctrine of the U.S. Army. The outline of irregular warfare doctrine does not appeal to U.S. forces due to several reasons including institutional biases, policy or strategic plans designed within and outside the military establishment, the need for finance, programs, and force structure, and the lack of comprehension and understanding of the doctrine. The author notes the significance of wisdom and judgment in military operations.

The article discusses the importance of educating U.S. new soldiers with military history as preparations for next war generation. Research and Publications Team is known as the Combat Studies Institute (CSIs) oldest team that writes and publishes historical studies related to Army doctrine, operations and education. The Military History Instruction Team (MHIST) assists Training and Doctrine Command schools and instructors with curriculum development on military history.

Comments on the U.S. Army's ability to embrace the concept of jointness and apply the benefits of joint operations to the complete spectrum of battlefield effects. Basis of the assessment on the performance of the U.S. military during the first Joint Fires and Effects Course (JFEC) held at Fort Still in Oklahoma in 2004; Aim of the Army's Chief of Staff to have a prepared and relevant force with joint and expeditionary capabilities; Structure of the Joint and Combined Integration directorate; Use of the JFEC training course to teach soldiers tactics suitable for battlefield coordination including doctrines of different service systems.

Recalls the military operations of the U.S. Army during the Second World War. Total number of corps headquarters fielded by the Army that were tasked to conduct combat operations; Impact of army doctrine and allotted resources on the operational readiness of troops; Appeal for the restructuring of corps headquarters.

The article offers information on the fighting doctrine AirLand Battle adopted by the U.S. Army. It mentions the U.S. Navy and Air Force jointly proposed a new AirSea Battle concept aimed at defeating asymmetrical area denial—threats in the Pacific and the Persian Gulf. It mentions the AirSea Battle became the wholly owned property of a joint Navy-Air Force concept development office comprising Air Force colonels and Navy captains.

The article discusses the release of the Army Doctrine Reference Publication (ADRP) 1 that includes "The Army Ethic" by the U.S. Army in 2015. The articulation of the Army Ethic was the outcome of a process when Army Chief of Staff General George W. Casey Jr. ordered that a center of excellence be set at the U.S. Military Academy at West Point, New York. The white paper aims to promote Armywide discussion on how to express its moral principles and fundamental nature. INSET: THE ARMY ETHIC.

The article offers information on red teams in the U.S. Army as a part of the planning process at the division or corps level. It informs that red team assists the higher commander in two ways, first by looking at the assumption that form basis of the planning team and then diving into doctrine with use of techniques and procedures. It informs that red teaming requires a balance between thinking independently of the planning team while maintaining their trust and confidence.

The article argues that the U.S. Army should embark on a time-bound punitive military expeditions, as against protracted irregular warfare campaigns, in order to contain, deter or oust regional powers, and engage al Qaeda or other terrorist groups. The author opposes the Nixon Doctrine, which places the U.S. in a supporting role, with allies providing the main defense against insurgencies. He believes that irregular warfare will not maximize the material strength of the U.S.

The article focuses on the Task Force 120 formed by the U.S. Army Training and Doctrine Command (TRADOC). It states that the task force aims to examine Army modernization by conducting a force designs' comprehensive review, drafting a brigade combat team (BCT) modernization plan, and establishing integrated network architectures. Moreover, the task force was able to meet operational demands due to the resource-informed methodology it adopted.

The article offers information on the author's caution regarding the application of innovative military strategies in the U.S. Army. He stresses that there are many consequences in adopting these strategies, like ending to military court martials. He also adds that many of the solutions being discussed about innovation are just fabrications.

The article offers information related to the importance of innovative leadership in the U.S. Army. According to the author, leaders must adapt their doctrine and training to the changing situation set by their enemies. He adds that officers often use the term innovative leadership, which refers to nondoctrinal operation, while junior officers used it with no familiarization with the U.S. Army doctrine.

The article suggests that the U.S. Congress legislate a prohibition against future preemptive wars such as the kind represented by Iraq. An alternative contemporary containment strategy would be similar to that used during the Cold War in which military force is merely used as a deterrent to international violence.

Presents views of the author regarding his decision to return to active duty as a military doctor in the U.S. Army. Receipt of a manila folder containing warnings of the dangers involved in receiving the vaccination and the weeks of illness and contagion if one accepted the challenge of the pin-pricks; Description of the six stations mentioned in his passage to become a military doctor; Narration of the events that happened in his encounter with the nurse during vaccination time.

Delves into the military operations in Kuwait and Iraq. Observation made on the military training of soldiers; Comment made on the overall morale of the soldiers stationed in these countries; View of the author on the overall progress of military operations in Baghdad, Iraq.

Delves into the issue of a military campaign to win the wars in Iraq, Afghanistan and against terror. Discussion of the National Security Strategy and the National Military Strategy; Reason for the establishment of the Vietnam War Army; Specification of the essential factors for an effective military strategy implementation.

Deals with the two field manuals (FM) that set the foundation for Army doctrine. Description of 'FM 1, The Army' and 'FM 3-0, Operations'; Objectives of FM; Compositions and emphasis of the two FM.

The article relates the author's concept on innovation in the U.S. Army. According to the author, innovation is like a double-edged sword and believes that there is a need to think outside the tradition and use creativity. He adds that while military doctrine is the foundation of the U.S. Army, he believes that there is still a room for creativity or innovation.

Discusses the coverage of the U.S. Army Campaign Plan. Recognition of the war time condition of the U.S. Army; Recommendation by the campaign plan for the army to change the way in accordance with the demands of the current war time challenges; Limitation of a changing based on a measured approach; Decision to shift resource risk away from the soldiers at war; Need for war time changes to deal with current and future needs.

Discusses the fundamentals for change in line with the U.S. Army's Campaign Plan. Consideration of an expeditionary mind-set, a joint mind-set and a campaign quality army; Need for U.S. soldiers to have confidence based on their organization, training and equipment to tackle military situations; Recognition of the different types of conflicts and environments challenging soldiers in the 21st century; Superiority of task organizations over individual service involved in joint operations due to joint interdependence and leveraging of individual strengths into a complimentary system.

Cites the strategy of the 2004 Army Modernization plan with regards to the global war on terrorism. Expectation for all military strategies to assume joint operations tactics characterized by interagency and multinational cooperation ; Need for the U.S. Army to adjust to the needs of a unified theater of operations; Components forming the U.S. homeland defense.