The Weather Deck - 0102

Category: Reserves
The Weather Deck   | October 2024 |   Volume 0102
Good Morning Colleagues,

My father was an incredibly smart person, although he never graduated high school, but instead went off to fight at the battle of Okinawa, as a Navy Seabee beach clearer. Despite not having formal education he was incredibly intuitive and logical. I’d like to share three of the things he taught me that I still use today and have shaped some of the foundation blocks for how I look at leadership.

“Always lead with a handshake and a smile”. He believed if you couldn’t talk to every one with respect and start conversations with a smile then you shouldn’t be having that conversation at that time. Simply don’t start conversations with a jaded heart or angry as the outcome will be shaped by your emotions more than your ability to be pragmatic and focused on engaging the other person in a beneficial way.

“Just because you have a degree, it doesn’t make you smart”. He said this to me when I graduated graduate school with my PA Degree, and his point was although I was educated, you can never stop learning. True intellect comes from constantly adding layers of learning. I explain this as the candle making concept. Your initial education is the first dip of the candle into the wax, and as you get exposed to more and more life lessons, education and adversity you add
another layer. Your need to ALWAYS look for the next layer.

“Always remember that no matter how bad you think your life is, someone else always has it worse.” Always try to understand the nature, background and struggles the other person is facing when you communicate with them. This will allow you to frame your communication effectively and both better understand their point of view better and limitations they may face when responding to you.

Very Respectfully,
Tony LaCourse ( Call Sign Polar Bear or Doc)
PS: One of the best perks of this job is the ability make so many amazing friends, such as those below.



Some amazing fellow PA’s: (From left) Garel, Bergamo, Bierce, “The Old Guy”, Ames, Leber. Front Row: LaCosse, Goiran, Doucette, Mertz, Noreen

 

 

Geographic Combatant Commands versus Functional Combatant Commands

A Geographic Combatant Command (GCC) is a type of military command structure within the U.S. Department of Defense that is responsible for operations within a specific geographic area. These commands are designed to provide unified command and control over all military forces in their designated regions, ensuring coordinated and effective responses to regional threats and challenges.

 

Key Features of Geographic Combatant Commands:

  1. Regional Focus: Each GCC is assigned a specific area of the world. For example, U.S. Central Command (CENTCOM) covers the Middle East and parts of Central Asia, while U.S. Indo-Pacific Command (INDOPACOM) is responsible for the Asia-Pacific region.
  2. Unified Command: GCCs integrate all branches of the U.S. military—Army, Navy, Air Force, Marine Corps, and Space Force - under a single command structure to ensure cohesive operations.
  3. Strategic Objectives: They are tasked with achieving U.S. national security objectives within their regions, which can include everything from humanitarian assistance to combat operations.
  4. Coordination with Allies: GCCs often work closely with allied and partner nations to enhance regional security and stability.

 

A Functional Combatant Command (FCC) is a type of military command within the U.S. Department of Defense that is organized based on specific operational functions rather than geographic regions. These commands provide specialized capabilities and support to geographic combatant commands and the armed services, ensuring that the U.S. military can effectively conduct operations worldwide.

 

Key Features of Functional Combatant Commands:

  1. Global Reach: Unlike geographic combatant commands, FCCs operate across all geographic boundaries, providing their expertise wherever it is needed.
  2. Specialized Focus: Each FCC is responsible for a specific type of operation or capability. For example, U.S. Cyber Command (CYBERCOM) focuses on cyber operations, while U.S. Special Operations Command (SOCOM) oversees special operations forces.
  3. Support Role: FCCs often support geographic combatant commands by providing specialized skills and resources. For instance, U.S. Transportation Command (TRANSCOM) ensures that military personnel and equipment can be transported efficiently around the globe. 
  4. Strategic Importance: These commands play a crucial role in maintaining the overall readiness and effectiveness of the U.S. military by addressing specific operational needs and challenges.

 

 

Some more awesome colleagues: (From left) Dinwiddie, Vaughn, “The Old Guy”, Lanham, Hernandez.

 

List of COCOMs:

Geographic Combatant Commands

  1. U.S. Africa Command (AFRICOM): Oversees operations in Africa.
  2. U.S. Central Command (CENTCOM): Manages operations in the Middle East and parts of Central Asia.
  3. U.S. European Command (EUCOM): Responsible for Europe and parts of the Middle East and Eurasia.
  4. U.S. Indo-Pacific Command (INDOPACOM): Covers the Asia-Pacific region.
  5. U.S. Northern Command (NORTHCOM): Focuses on North America.
  6. U.S. Southern Command (SOUTHCOM): Handles operations in Central and South America.
  7. U.S. Space Command (SPACECOM): Conducts operations in, from, and to space.

 

Functional Combatant Commands

  1. U.S. Cyber Command (CYBERCOM): Manages cyber operations globally.
  2. U.S. Special Operations Command (SOCOM): Oversees special operations forces.
  3. U.S. Strategic Command (STRATCOM): Responsible for strategic deterrence and global strike.
  4. U.S. Transportation Command (TRANSCOM): Provides transportation capabilities for the military.

 

 

Operational Planning Acronyms and Terms:

BSO - https://www.secnav.navy.mil/fmc/Pages/BSOSpotlights.aspx

A Budget Submitting Office (BSO) within the Department of Defense (DoD) is responsible for preparing, compiling, and submitting budget estimates and supporting materials. These offices ensure that budget requests are accurately represented and submitted to the appropriate authorities for review and approval.

In the Department of the Navy (DON), BSOs are organized into different categories based on their specific missions, such as Navy Acquisition, Navy Support, Navy Operational, and U.S. Marine Corps. Each BSO is tasked with managing funds
and ensuring that budgetary needs are met for their respective areas.

Navy Budgeting Manual: https://www.secnav.navy.mil/fmc/Documents/FINAL-FMPM.pdf

 

BISOG

Means Blue in Support of Green

It’s the utilization of BSO- 18 (Blue Side Naval Forces) in support of BSO-27 (Fleet Marine Force) missions.

 

Acronyms in Messaging:

  • NTE - Not to Exceed
  • WRT - With Regards To
  • OCNR - Office of the Chief of Navy Reserve
  • BPT - Be Prepared To
  • OSC - Office of Special Council
  • TFD - Total Force Development
  • OPNAV - Office of the Chief of Naval Ops
  • MOU - Memorandum of Understanding
  • CACO - Casualty Assistance Calls Officer
  • MARFORES - Marine Forces Reserve

 

 

Understanding Second and Third Order Affects Concept

In life, like operational planning everything we do or plan for will have other effects far beyond our intended intent. This is the basis of what is known as second and third order effects. As you develop your ability as planners, and honestly everything in life, you must think what’s the impact of what I am trying to achieve or do and how will someone else perceive or be impacted by this action to their benefit or detriment. 

Second and third-order effects analysis is a method used to understand the broader and often less obvious impacts of decisions or actions. Here’s a breakdown:
Second-Order Effects
These are the indirect consequences that follow the initial (first order) effects of an action. For example, if a company decides to lower prices (first-order effect), the second-order effects might include increased sales volume, higher customer satisfaction, or even a competitive response from other companies.

Third-Order Effects
These are the further-reaching impacts that result from second-order effects. They are even less predictable and harder to manage. Continuing with the previous example, the third-order effects of lowering prices might include increased strain on production facilities due to higher demand, potential quality issues, or long-term changes in market dynamics.
Why It Matters
Understanding these effects is crucial for strategic planning and decision-making. It helps organizations anticipate potential challenges and opportunities that aren’t immediately apparent. For instance, in military strategy, considering second and third-order effects can mean the difference between a successful campaign and unforeseen complications12.

Playing mental chess or “wargaming” with important decisions or discussions can give you answers ahead of questions or objections that may be leveraged against you. It also allows you to be both diplomatic and empathetic in negotiations. It also allows you to mentally “head off” roadblocks to your objectives.

Some things to consider when you evaluate how your actions will affect the target audience (person/group) via 2nd and 3rd order effects assessment. There are a million possible options, to consider. The ones below are just a few I consider when looking at planning and plans.

 Is there a cultural or racial bias involved potentially that will affect the outcome?  Will your primary process, cause the target person / group to be embarrassed by your process?
 Will your primary process go for or against the religious or political position of your target audience?  Does your objective place the target person/audience in any awkward or dangerous position?
 Have you looked at impacts across joint service of your actions?  Can you leverage joint service interoperability in achieving your goal?
 Will your actions go against US Policy, DOD Policy or COCOM Directives or Policy?  Do you have a “history” good or bad with the target person / audience or anyone they may rely on for support or opinion?
 Do you have the authority or ability to get the authority to act on concerns of the target person/audience?  Is there anyone in your chain of command that will be affected adversely by your actions?
 Are your actions what’s best for the mission, operation, DOD or what’s best for you? If unsure PAUSE, and think before acting. It should rarely be what’s best for you unless the process will have no consequences for any of the former.  Is there anyone inside or outside your chain of command that has a common interest in your objective and can be included to enhance your position?
 Will your action cause an operational plan to shift? I good example is building up medical logistics may shift the enemy plan thinking a larger force is being employed at that location.  Will your unencrypted message traffic cause the enemy when intercepted to change their tactic or battleplans? Even medicine can be an intelligence asset / detriment.

 

 Consider the diagram and problem on the next page and understand how actions can have second and third order effects on the situation.

 

Consider the following problem. You are asked to arbitrate between conflicting countries. Each side brings a delegation to the following setting. Evaluate the room set up and consider if there is anything that should be reconsidered. 

arbitration01

 From the stand point of unconscious bias, when you and your delegation enter a room if they have unconscious bias they will automatically gravitate to walk through the delegation they most connect with, as the saying goes from Chris Voss, “same is same”. If the majority of your delegation goes through one side to get to their seats it will be very evident to the arbitrating groups there is no way to arbitrate fairly. Additionally, from a strategic standpoint you should never trap yourself at the back of room between two disagreeing countries. If hostilities break out in the room above, you have no way out but through them. Here is a better set up for the room. Keep you and your team unmingled and at the entrance. Sounds
stupidly simple but shows how thinking through second and third order of effects can pay dividends. Also you should meet the delegates at the head of your side of the table, if possible, to shake hands and greet them equally on your terms, not gravitate to one side and show your unconscious bias.

arbitration02 

 

 

Medical Planning Corner:

Over the next few months I will try and put some specific planning considerations into both the newsletter, as well adding addendum material to help expand your understanding of medical planning. This is not an end all be all concept and welcome dialogue on corrections, advanced topics and dialogue on topics.

Send me your ideas!!!

This month I wanted to leave you a list of Classes of Logistical Supply, so you can use correct terminology and framing when requesting material.

Military logistics supplies are categorized into different classes to ensure efficient organization and transportation. Here are the ten classes commonly used:

  1. Class I: Subsistence (food and water)
  2. Class II: Clothing, individual equipment, tools, and administrative supplies
  3. Class III: Petroleum, oils, and lubricants
  4. Class IV: Construction materials
  5. Class V: Ammunition
  6. Class VI: Personal demand items (e.g., hygiene products, alcohol, tobacco)
  7. Class VII: Major end items (e.g., vehicles, tanks, launchers)
  8. Class VIII: Medical supplies, including medical repair parts
  9. Class IX: Repair parts and components for equipment maintenance
  10. Class X: Material to support nonmilitary programs such as agriculture and economic development.

 

Medical Planning Reference Library Material (SAVE THIS STUFF FOR REFERENCE)

I have added as addendums to this month's newsletter the following planning reference books:

  1. USMC - Tentative-Manual-For-Expeditionary-Advanced-Base-Operations-2nd-Edition
  2. Army Health System Doctrine Smart Book (6 June 2024) - Army Health Service Design
  3. Maritime Staff Reference Guide - combined file - Dec 20195341
  4. Medical_Smart_Sheets_V8—Has some slightly dated info concerning Air Force Health Service Capabilities 5. naval-op-med-capabilities-handbook-june-2013 (dated, but good info)
  5. Navy_Smart_Book_-_2022_SEPT
  6. Quickman June 2020 (Legal Guide)
  7. MCWP 5-10 FRMLY MCWP 5-1 (USMC Planning Guide)
  8. 4th Medical Battalion presentation BUMED (CAPT Carter did a great job outlining the new Marine Littoral Regiment Concept of HQ USMC)

 

 

Online Resources (Running List)

 

 

Polar Bear 2N1 Board Guidance:polar bear01

KNOW the Difference between NCIS and JAG

A common mistake I’ve seen on 2N1 boards is people not knowing the difference between JAG and NCIS. NCIS is your “POLICE” force, whereas JAG are your “LAWYERS”. If you feel a crime was committed, then you need to call NCIS first and then JAG. NCIS has jurisdiction/ability to act even in foreign countries. Also understand what Article 31 rights are and when to provide them to people you question (more next month on this).

Here is a breakdown of the difference between NCIS and Navy JAG. When in doubt call both and they will provide guidance as to who will take lead in a legal process.

 

NCIS

  • Role: NCIS is a civilian federal law enforcement agency within the Department of the Navy1. Its primary mission is to investigate felony crimes, prevent terrorism, and protect secrets for the Navy and Marine Corps.
  • Personnel: NCIS is composed of civilian agents and support staff3. It operates in approximately 191 locations worldwide.
  • Operations: NCIS conducts investigations ashore, afloat, and in cyberspace5. They handle serious criminal offenses and threats to national security.
  • Leadership: NCIS is headed by a civilian law enforcement professional who reports directly to the Secretary of the Navy.

 

Navy JAG

  • Role: The Navy JAG Corps is the legal branch of the Navy8. Its members are military officers who serve as legal advisors and prosecutors.
  • Personnel: JAG officers are military personnel who have completed law school and are commissioned officers in the Navy.
  • Operations: JAG officers handle a wide range of legal matters, including military justice, administrative law, and legal assistance for service members and their families.
  • Leadership: The JAG Corps is led by a Judge Advocate General, who is a senior military officer responsible for overseeing legal services within the Navy and answers to the Chief of Naval Operations.

 

In summary, NCIS focuses on criminal investigations and law enforcement, while the Navy JAG Corps handles legal matters and military justice. Both play crucial roles in maintaining order and upholding the law within the Navy and Marine Corps.

 

 

Recommended Book of the Month

“Never Split the Difference: Negotiating As If Your Life Depended On”, Christopher Voss, and Tahl Raz is a compelling guide on negotiation, drawing from Voss’s extensive experience as an FBI hostage negotiator. Here are the key points:

High-Stakes Insights: Voss shares nine key principles that he used in high-stakes negotiations, where lives were often on the line.

Practical Techniques: The book provides counterintuitive tactics and strategies that can be applied to every- day negotiations, such as buying a car, negotiating a salary, or resolving conflicts.

Psychological Edge: Voss emphasizes understanding and leveraging human psychology to gain a competitive edge in any discussion.

Real-Life Examples: The book is filled with real-life stories from Voss’s career, making the principles relatable and actionable.

 

My 2 cents is it’s a great way to understand the human psych involved in conversation and negotiating. Everything in life is about understanding the other side and how to feel empathy for them and connect at a human level. In addition for operational conversations it’s how to bring out the best in every member of the team in a way that gives them vesting in the process. This discussion and negotiation leads to a deeper meaning of how the “why” is affected by all parties and can lead to success. I would hope anyone that has heard me talk about an operational process, especially from 4th Medical Battalion, will tell you I try to maintain an atmosphere of inclusivity, as we all have something beneficial o bring to the table. But how to get this out of people is what this book helps with.

I will try to explain some of the concept that Mr. Voss explains. The one for this newsletter is the concept of Isopraxism, or mirroring. Here is a video of the author explaining it.
Here are some more videos of the author explaining critical topics:
· Chris Voss Negotiation Skills: Why You Can't Win a Negotiation Without These Key Lines
· 9 Tools From a Hostage Negotiator That Will Get You a Raise | Chris Voss | EP 425
· Negotiation and Closing Prospects with Chris Voss
· Using "NO" To Quickly Persuade People | Negotiation Tactics | Chris Voss

 

Leadership Video’s Worth Watching:

TED Talk - Simon Sinek - Why good leaders make you feel safe | Simon Sinek | TED https://www.youtube.com/watch?v=lmyZMtPVodo

How To Hack Networking | David Burkus | TED University of Nevada https://www.youtube.com/watch?v=xFrqZjIDE44

The 2 biggest benefits of PAUSING when you speak|@askvinh https://youtube.com/shorts/_L4VGA1EiXk?si=M7-TtFEhGi1EgsoW

 

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