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REHEARSALS

Ensuring Mission Success

After conducting their infiltration and movement to the objective, the operational detachment alpha (ODA) finds itself trying to acquire a target with its organic stand-off optics (M22 binoculars, a spotting scope, and the telephoto lens of the KS-99). Problems begin to mount when they realize they cannot positively identify their target from their position 1,500 meters away. The detachment commander has no contact with his security team that is covering the avenue of approach to their flank. The security team has only one AN/PRC-126 radio. With his mind now racing, the detachment commander is trying to redevelop his plan "on the fly." The communication sergeant reports that the aircraft are on station. The ODA did not arrive to the laze site on schedule since they miscalculated the time needed to conduct movement. During movement, one member went down due to heat and weight of rucksack with mission load. No time is available to reposition. Does the detachment continue with the laze and call in the aircraft on what it thinks is the target? What are the implications if it is not the actual target? It would be nice to get closer and have an extra radio now! As actions on the objective start to unravel, the commander wishes now that he had paid closer attention to his rehearsal. If only he would have anticipated the problems he is now facing. He calls in the aircraft anyway, needlessly exposing the aircrew and the detachment to risk. Not me you say! Well it happens more often than not at the JRTC as detachments conduct mission analysis and execute the mission profile with few or no rehearsals. The actions described above are based on actual experiences viewed while assigned as an observer/controller (O/C) at the JRTC.

Webster's dictionary defines rehearsal as "The act or process of rehearsing, especially in preparation for a public performance. A practice exercise." A majority of us can remember our first days in Ranger School as we were led through the combat patrol planning and were told by the RI that "as a minimum, you always rehearse actions on the objective." William H. McRaven, who by trade is a U.S. Navy SEAL has written a book, SPEC OPS -- Case Studies in Special Operations Warfare: Theory and Practice. He examines some historical examples of past SOF rehearsals and training and has the following observations: "In the preparation phase, repetition, like routine, is indispensable in eliminating barriers to success. When the air force task group involved in the Son Tay raid first attempted to fly the UH-1H in formation with the C-130, they found flying in such a tight formation so difficult that it was not within the 'capability of the average Army aviator.' After hundreds of hours of flying the same profile, however, 'the tactics of drafting with the UH-1H were proven and could be applied in future plans.' Certain combat units, such as counter-terrorist teams, strategic bombers, and SEAL delivery vehicle teams, perform standard mission profiles as a matter of routine. This routine hones those tactical skills to a degree that allows quick reaction to a threat, provided that the threat fits within the standard scenario for which the unit has been practicing. Most special operations, however, vary enough from standard scenario that new equipment and tactics must be brought to bear on the problem. When this occurs, it is essential to conduct at least one, preferably two, full-dress rehearsals prior to the mission. The plan that sounded simple on paper must be now put to the test. The need for a full-dress rehearsal is borne out time and again. Invariably when a certain aspect of an operation was not rehearsed, it failed during the actual mission."1

Rehearsals are what confirms or denies a commander's intent. The need for rehearsals has been known long before we ever joined our detachment. As a detachment commander or operations sergeant you have to start asking yourself a hard question, "Have I made the best use of all available time?" We are busy in the day-to-day requirements, but this has always been a challenge to leaders. It's our challenge to direct, facilitate, and ferret out every available training and rehearsal opportunity. Let's face it, we've all blown training opportunities. How about this example: In Annex F of the original 1970 Tips of the Trade, Remain Overnight Tips, it states: "Practice remain overnight (RON) procedures when your team is training, even if you are on a rifle range. Take every advantage of all training opportunities."2Don't limit yourself, a lot of rehearsals can occur before you isolate at JRTC. Being proactive allows you to save time to dedicate for mission-specific rehearsals.

In ODA Planning: Tips from the JRTC, CPT Kevin Christie states the following about rehearsals: "Perhaps the area most neglected in isolation is rehearsals. Our normal timeline for an isolation is 48-72 hours, but teams spend little, if any time, rehearsing. We have had an ODA spend four days in isolation and never do a single rehearsal. We have had many more spend all their rehearsal time practicing loading and unloading helicopters, or walking through the woods practicing standard operating procedures "SOPs" without ever practicing "actions at the objective." As a result, teams have probably lost more people through the failure to practice casualty evacuation from the objective than any other area. ODAs hardly ever request realistic support for rehearsals, such as target mock-ups. The forward operating base (FOB) support center can supply many enhancements, but ODAs use the "we'll never get it, so why ask" excuse for not requesting."3The current standard that is practiced at the JRTC is for a 96-hour planning sequence. This 96-hour sequence will be conducted in accordance with the military decision-making process (MDMP). Rehearsals are the tool that is used by a detachment and the FOB commander to critically scrutinize the tactical plan and ascertain the feasibility, common sense, and adequacy of its command and control (C2) measures before it is too late.

It's my observation from both observing and participating in numerous JRTC rotations that we do not understand or that we need a review of rehearsal principles. Many times I have heard FOB Commanders in the staff mission brief (SMB) tell the detachment they had to rehearse actions on the objective, but that is about as far as it went. When the ODA goes out to rehearse it looked more like a "check-the-block" procedure with no task or purpose to it. Usually no one from the FOB or ISOFAC attends the rehearsal to confirm or deny the ODA's readiness to conduct the mission. Well, what exactly are the principles of rehearsals? Here they are on page 53:4

• Conduct the rehearsals and prioritize tasks/events.

• Conduct multi-echlon combined arms rehearsals.

• Develop a detailed SOP. Determine key participants.

• Tie mission orders to a purpose/an intent.

• Establish high standards and ensure that they are met!

• Provide feedback to the commander/unit leader.

A majority of detachments that come through the JRTC have some sort of a tactical SOP (TACSOP) that they have developed and worked through. The SOPs give a lot of attention to tactics, techniques and procedures, but all have neglected rehearsals. ODAs must start by developing a rehearsal annex to their tactical SOP (TACSOP). The annex should include, but is not limited to:5

• Who is responsible for making/building training aids or sand tables?

• What level of rehearsals should be established? This would include who participates, what type of rehearsal technique, where the rehearsal will occur, or any combination of the above.

• What materials are carried and by whom?

• Who announces rehearsals by type? When is that done?

Regardless of the procedures used to designate rehearsal types, participants, etc., that procedure should be the result of home-station trial-and-error refinement.

Putting rehearsals into practice is easier said than done. At home station, the detachment can rehearse the TACSOP in some rather creative ways. For instance; look at your cache plan. Develop a scenario for PT one morning that has your team move with a replicated combat load and establish a cache point. After you go through a couple of trial-and-error periods, you can develop a system (SOP) which will save time in isolation and mission execution by allowing you to confirm or deny a course of action based on "lessons learned" beforehand. Once in isolation, you can concentrate on identifying and then rehearsing the specified and mission-essential tasks.

The Center for Army Lessons Learned (CALL) identifies three forms of rehearsals and the conditions in which they apply. Personnel assigned to ODAs and FOBs should be familiar with how to conduct the levels described.

The FOB Staff and isolation facility (ISOFAC) Commander can add immensely to the success of the ODA's rehearsals. Starting with the FOB mission analysis, the FOB staff should put into motion the steps that will back up the FOB Commander's guidance for rehearsals.

This process will set the whole FOB Staff into motion. The S2 should identify the specific target and then coordinate with the S4 and Support Center (SUPCEN) Director to build the replicated target. The resources should be identified and coordinated with the ISOFAC director. The Signal Center (SIGCEN) can establish communication rehearsals and contingency plans. The Base Defense Force (BDOC) and the Counter-Intelligence (CI) teams can clear the training areas and designate routes. By conducting this type of analysis and planning, the FOB Commander will not only have a better idea of the rehearsals the team needs, but also he will also be able to tell the ODA Commander what the FOB staff has done to prepare him for training and rehearsals. Rehearsal coordination and planning can be accomplished using the following as a guideline:6

REHEARSAL AREA COORDINATION. This coordination is conducted with the detachment commander/FOB Staff to facilitate the unit's safe, efficient, and effective use of rehearsal areas prior to the ODA's mission.

j. Coordination with other units using the area.

The FOB staff and commander must be careful in their mission analysis not to do everything for the detachment. The ground tactical plan will ultimately rely on the detachment commander and operations sergeant to execute with the resources they have on hand and with the level of proficiency which they have developed within that detachment. With the passing of the mission, the FOB commander must give the team his guidance, but he should also put the ultimate ground plan on the detachment to develop.

Once the mission is passed to the detachment and the FOB staff knows what is on hand to support the ODA, then the detachment begins the real detailed planning on how the ground picture is going to unfold. The detachment refines from mission analysis the essential tasks that they must conduct for the mission (i.e., report information or photograph an objective). The next step in the process is to define the enabling tasks that will allow them to conduct the essential tasks (i.e., send information by radio or employ the KS-99). Finally the implied tasks are identified (i.e., set up and employ the MST-20 and AN/PRC-137 radio; field-develop film).

These steps will allow the detachment commander and operations sergeant to identify the tasks that will allow them to successfully conduct their mission. The operations sergeant should be saying at this time that "we are a 'T' in this task, we are a 'P' here and we are 'U' in these." This will allow the detachment commander to develop and refine a detailed rehearsal schedule and plan, recommend it to the FOB commander (confirming or denying the FOB staff's estimate of what must be done). When the operations plan is briefed, the FOB and detachment commanders approve the rehearsal plan. The FOB staff and detachment are now on the same sheet of music on what the detachment truly needs to ensure mission success.

Those tasks that are deficient are prioritized. When the detachment commander briefs the FOB Commander on his operations plan he can tell him, "here are the things we need to rehearse" and match that up to the guidance given at the staff mission brief. Once agreed upon, the FOB Commander facilitates by energizing the FOB staff to further support the isolated detachment.

The FOB Commander should direct the team away from producing the "canine and equestrian extravaganza" that is commonly seen during a briefback and focus the efforts to conducting mission analysis and course-of-action development. Rehearsing the plan that is developed should be a criterion that is part of mission approval. There must be someone who is the quality control agent to ensure that the mission rehearsals are conducted in accordance with the FOB Commander's intent. Then and only then should the ODA have mission execution approval.

CONDUCTING A REHEARSAL7 Participants can use the following sequential guidelines during rehearsals: 1. Orient participants to the training aid and the terrain. 2. Define the standard (what the commander will accept as satisfactory performance for the rehearsal). 3. Visualize and synchronize the concept of operations. Verbally walk through the concept of operations. Subordinate commanders should interactively verbalize their unit's actions, entering or leaving the discussion at the time they would expect to begin or end their tasks or activities on the battlefield. This will help the commander assess the adequacy of synchronization. 4. Focus on the key events and the synchronization required to achieve the desired effect on the enemy. 5. Consider the enemy's courses of action (using the possibilities derived from the wargame during COA analysis. 6. Address any points in the operation where the execution of branches or sequels are likely to occur. 7. If the standard is not met and time permits, rehearse again. 8. For feedback, make the necessary changes to the decision support template (such as positions, synchronization, or decision point (DP) locations.

In conclusion, even in a perfect world, where we had all the time and resources we thought needed, we would still be far from perfect. The goal of rehearsals is two-fold when done properly, is tough, and has high standards. First, it saves lives in combat and gives the edge over your opponent when you have a thoughtout plan. Second, it sets high standards for subordinates to emulate and carry into the Special Forces of the 21st Century. If you do anything hazardous, the superlative way to accomplish it is to rehearse your plan in depth so that in the commotion of the situation you do your tasks automatically!

__________

1. William H. McRaven, SPEC OPS -- Case Studies in Special Operations Warfare: Theory and Practice (Novato, CA: Presidio Pres, 1995), pp. 15-16.

2. The original Detachment B-52 (Project Delta) Reconnaissance Tips of the Trade was written on 15 August 1970. SSG Joe C. Alderman of the Reconnaissance Advisor Detachment, 5th Special Forces Group (Airborne), assembled the original document.

3. CPT Kevin Christie, "ODA Planning: Tips from the JRTC," Special Warfare Magazine, April 1994, pp. 22-27.

4. Center for Army Lessons Learned Newsletter No. 91-1, April 1991, Rehearsals, pp. 2-10.

5. Center for Army Lessons Learned Newsletter No. 91-1, April 1991, Rehearsals, pp. 6-7.

6. SH 21-76, Ranger Handbook, Annex 2-12, Rehearsal Area Coordination, Fort Benning, GA (July 1992).

7. FM 101-5, Staff Organization and Operations (Revised Final Draft), Appendix G, REHEARSALS.

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