TLO 2: Action: Facilitate engagements with key communicators and local leaders Basic-level training...
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150-5.3.1.1-2 CONDUCT LEADER AND SOLDIER ENGAGEMENT (Version 1.0) TLO 2: Action: Facilitate engagements with key communicators and local leaders Basic-level training module
TLO 2: Action: Facilitate engagements with key communicators and local leaders Basic-level training module
TLO 2: Action: Facilitate engagements with key communicators
and local leaders Basic-level training module
Slide 2
- Face-to-face interaction by leaders and Soldiers strongly
influences the perceptions of the local populace. - Carried out
with discipline and professionalism, day-to-day interaction of
Soldiers with the local populace among whom they operate has
positive effects. - Likewise, meetings conducted by leaders with
key communicators, civilian leaders, or others whose perceptions,
decisions, and actions will affect mission accomplishment can be
critical to mission success. - These meetings provide the most
convincing venue for conveying positive information, assuaging
fears, and refuting rumors, lies, and misinformation. - Conducted
with detailed preparation and planning, both activities often prove
crucial in garnering local support for Army operations, providing
an opportunity for persuasion, and reducing friction and
mistrust.
Slide 3
TLO 2: Action: Facilitate engagements with key communicators
and local leaders Condition: In a classroom, given a non-lethal
engagement plan with all supporting documents, targets, and
messages Standard: The individual Soldier identified the actions
required to properly conduct focused engagements with key
communicators, civilian leaders, or others whose perceptions,
decisions, and actions will affect mission accomplishment Action 1:
Apply the information gained to properly prepare for and execute
focused engagements with key communicators, civilian leaders or
others to project the Higher HQs mission, themes and messages
towards attaining mission accomplishment
Slide 4
The future operational environment will exhibit uncertainty and
complexity. Important trends that will influence the global
security situation: TRADOC Pam 525-3-0, ACC, Operational
Adaptability: Operating under Conditions of Uncertainty and
Complexity in an Era of Persistent Conflict 2016-2028, 21 Dec 2009
Changing demographics Emerging patterns of globalization Shifting
economic patterns Emerging energy technologies and demands Scarcity
of food and water Emerging effects of climate change Natural
disasters Pandemics Competition and conflict in of cyber and
space
Slide 5
How can the Army ensure that future leaders and organizations
have the ability to think in terms of friends, the enemy, and the
people, and develop the ability to secure populations and resources
while simultaneously addressing a physical threat (either man-made
or natural disaster)? AND WIN THE FIGHT!!
Slide 6
Balancing the military operations with the civilian interface
to achieve full synchronization of effort The unique
characteristics of the operational environment Appreciation and
recognition of citizens local customs and activities Using
communication factors to your advantage Awareness of the media
Slide 7
Why do it in the first place? - There are no Silver Bullets in
your business -the ability to build relationships with human beings
and communicate through familial or tribal networks may be most
effective (method to accomplish the mission). TRADOC Pam 525-3-0,
ACC - In many of our current engagements, solid and sound interface
with civilian population is a major key towards ultimate success
Must focus on meeting the mission objective - You and your Soldiers
must be capable of conducting those activities, and conducting them
well - Must plan and rehearse these operations as you would
anything else
Slide 8
What are your commands goals and expectations from the meeting?
Are they identified anywhere? Have they been vetted by higher
levels? Are there any established meeting effectiveness
measures?
Slide 9
Commanders Intent (Themes and Messages) Priority Intelligence
Requirements (PIR) Commanders Critical Information Requirements
(CCIR) Public Affairs Guidance (PAG) Military Information Support
Operations (MISO) Annex Civil Affairs Annex BCT S-7 Inform and
Influence Activities (IIA) section Fire Support Officer/NCO
section
Slide 10
1. Identify the requirement to conduct a meeting 2. What is
known about the audience you are meeting with? 3. What are the
subjects to be discussed? 4. Do you have an agenda developed for
the meeting? 5. Are there any records of previous meetings with
this local audience on file? 6. Have you developed a desired End
State for what the meeting will produce (Measures of Effectiveness
(MOE) and Measures of Performance (MOP))? 7. Do the command
representatives attending this meeting have the authority to make
decisions/commit to matters? 8. How will the items discussed at
this meeting be transmitted to next higher headquarters?
Slide 11
What information do I know about this individual? What
information does he know about me? Who is the real source of power
in this situation? What will deter any progress coming from this
event? Whos setting the agenda? What will come from this meeting
engagement?
Slide 12
Many different systems available Needs to provide a structure
on how to approach an engagement situation Provides for a
historical record of previous actions taken (and outcomes) Will
work to help identify potential problems and address solutions
Slide 13
Who is the target audience? What is the date and time set for
the meeting? Where will the meeting take place?
Slide 14
- After selecting the target audience, identify: - Language
spoken - Education/Literacy level - Customs and etiquette -
Attitudes - Key Advisors Refine your engagement strategy based on
experience with the individual
Slide 15
Environmental issues: -What are the current and anticipated
agendas that are driving efforts within the society? - How has the
environment changed, and thus what programs need to be adjusted?
Concerns: -What issues will yield success, and at what price? -
Will this leader continue to enjoy the respect and followership of
the local population? - What will it cost (in further
effectiveness?) Previous Meetings -Are there records of previous
meetings available? - Are there recurring topics? - Are there
previous agreements that were brokered? Security Concerns: - How
far out in time is the meeting scheduled? -Where is the meeting to
take place? - Are there any security issues? -How can the location
be secured?
Slide 16
End State: The set of required conditions that defines
achievement of the commanders objectives [JP 3-0].) -How do your
identified objectives for this meeting attain the Commanders End
State? - Are the themes and messages used to engage with this
leader in concert with the Commanders Intent and work towards
attaining the desired end state?
Slide 17
Reaction -How will the leader react to the engagement? - Is
this the engagement outcome that you were planning on? - If it
wasnt, what went wrong in the: - Engagement preparation? - Actual
Engagement? Response - How will the target react? - What will the
target demand?
Slide 18
Did you follow the meeting agenda? What was the outcome? Did
both parties achieve the goals that they set before the meeting?
Are you required to transmit the issues that were discussed to your
higher command levels if so, how will it be accomplished? Is the
local official willing to conduct more meetings of greater
substance?
Slide 19
Initial Meeting Establish rapport (Primary Objective?) Address
security concerns Gain information/answer questions Agree to
subsequent meetings Second Meeting Establish trust Work to
fix/improve societal issues Gain more information Generate
actionable intelligence Third/Subsequent Meeting(s) Prove trust
between parties Actively engage on issues of concern Address battle
hand-off between losing/gaining U.S. Army units
Slide 20
In order for your Soldiers to get it, you must have got it
first The tactics of the threat are to avoid our strengths and work
against perceived weaknesses. What happens when there is no threat
but a response to natural disaster? Must understand and able to
employ our non-lethal capabilities to achieve goals and objectives
Operational environments involve foreign cultures, traditions and
peoples Every person that you and your Soldiers come into contact
with has a vital role to play in reaching the solution
Slide 21
Your company (within the BCT) has been ordered to provide
response to a natural disaster thats occurred in a United States
Pacific Command (USPACOM) country. The country has a fairly
significant governmental infrastructure, moderate literacy rate,
moderate medical care, and ethnically diverse population. The
arrival of your unit was uneventful at first, but the humanitarian
support is flowing slowly into theater. When it arrives, its
getting diverted away from your units area due to higher priorities
The local mayor of the village is starting to complain about the
lack of supplies, and his citizens are showing signs of unrest.
Most of the citizens of the village are armed with rifles and
knives used for hunting What do you do to address this growing
situation? What are engagement factors that must be
considered?
Slide 22
Your company (within the BCT) has been ordered to deploy to a
war- torn county within US African Command to provide Mobile
Training support to train an Infantry Battalion within their
national Army forces. The country has a relatively inefficient
governmental infrastructure, very low literacy rate, poor medical
care, and diverse population. The country is at the end stages of a
multi-year war with a neighboring country, which was fought over
access to water. Upon the arrival of your unit, the local civilians
were seen demonstrating against your forces as invaders and
imperialists. The attitude of the host nation citizens of their
military is not much better. Many instances of undue use of force
have been documented by the local and international news
organizations. The citizens are kept in check by the military, but
there appears to be a growing insurgency building, and its becoming
more violent every day. What do you do to address this growing
situation? What are engagement factors that must be
considered?
Slide 23
Your company (within the BCT) has been ordered to deploy to a
U.S. State for the purpose of providing disaster relief from a
massive earthquake. The State National Guard unit is fully deployed
and has requested additional assistance. Disaster relief will be in
the form of aiding search and rescue, food and water distribution,
and protection of life and property. The local citizens are
initially very patient, still stunned by the grand calamity, but as
time goes by, they are getting more and more restless and demand
more support. Tens of thousands of citizens are homeless, hungry
and thirsty. They are demanding relief, and want it now. What do
you do to address this growing situation? What are engagement
factors that must be considered?
Slide 24
In the 21st century, we do not have the luxury of deciding
which challenges to prepare for and which to ignore. We must
overcome the full spectrum of threatsthe conventional and the
unconventional; the nation-state and the terrorist network; the
spread of deadly technologies and the spread of hateful ideologies;
18th century-style piracy and 21st century cyber threats. President
Barack Obama United States Naval Academy, 22 May 2009