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Accessing Operation Anaconda Case Study Using Mission Command Principles

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Accessing Operation Anaconda Case Study Using Mission Command Principles Operation Anaconda was a very pivotal moment in the conflict in Afghanistan and how the American Military structured itself. In learning lessons about the importance of using mission command principles when conducting large-scale operations, the American Military made significant changes to the way they conduct large-scale operations. The operation has several elements that are both good and bad for every Soldier to learn from and understand. While Commanders and Soldiers should be able to adapt to any situation, command elements are essential to the success of a mission because the Commanders intent cannot be to vague or so detailed that the mission cannot be performed, …show more content…

They made great decisions and started to create a new plan by using close air support, CAS, to defeat enemy combatants in the mountains. However, Coalition Forces Air Component Command (CFACC) was not appropriately prepared initially for the number of resources needed to accommodate this request. Admiringly, units on the ground were able to continue fire until suppressive equipment delivered by aircraft arrived, allowing them to rely on their own intelligence and what they saw on the ground. The men of Zia Lodin rejoined the fight to occupy a pass near “The Guppy,” knowing their past they had a much smaller role in the operation while still feeling useful. However, Gul Haidar’s troops from the Northern Alliance joined the fight by performing the mission originally set for Lodin’s troops allowing for the security of the valley floor. Having Haidar’s troops perform this task at the start of the operation would have been a better option due to the knowledge of large multi-element missions, their training was more advanced, and the assets they brought with them were much greater. With all the elements working together in a manner each understands and continually pushing to meet the commander’s intent allowed the overall operation to be a success. This shows that during a battle the plan will be ever changing, and Soldiers must be willing to trust, adapt, and overcome to meet the end goal set by the

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Starting in mid-January to mid-February, there was interest in assaulting the Shahikot Valley in the Paktia province of Afghanistan by employing U.S. ground combat forces as part as an operation due to intelligence reports suggesting that enemy forces, which included al Qaeda and the Taliban where in the stages of reoccupying the area to regroup its forces after its sustaining defeats during the early stages of Operation Enduring Freedom. A debate between intelligence agencies on whether the enemy troops would be on the valley floor or on the hills. Well before the battle, early intelligence estimates, which drew on HUMINT and other sources, claimed that nearly 1,000 al Qaeda and Taliban forces might be present in the Shahikot Valley but then were lowered to about 200 to 300 personnel (Baranick, Binnendijk , Kuglar, 2009). They also concluded that they were mostly living in the valley’s villages, rather than deployed in the surrounding mountains and ridgelines as they thought they would be from the more tactical

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On July 30, 2008, a bloody battle involving Coalition forces took place in the mountainous eastern Afghan province of Nuristan. This was the Battle of Wanat and the devastating amount of Coalition casualties began a vigorous investigation by the United States Army. The village of Wanat, defended by Second Platoon, Chosen Company, Second Battalion, 503rd Infantry Regiment, 173rd Airborne Brigade Combat Team would fall victim to numerous bad decision made by higher command. Although the men of Chosen Company fought hard, they ended up surrounded, vastly outnumbered, and without any Battalion assets. This paper will argue the reasons for the disastrous outcome of the Battle of Wanat; examining the effective company leadership exploiting effective

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Air Forces, initially seen as something other than an essential part of the operation. General Franks and General Mikolashek needed competence in their subordinate commander General Hagenbeck to give him the leverage he needed to make command decisions. Therefore, the military forces must devise a new plan without veering from the commander's intent. This new plan consisted of massive air strikes to support U.S. Army forces in the valley. Having a shared understanding as defined in ADP 6-0 (2019) paragraph 1-38, commanders and staffs actively create shared understanding throughout operations (planning, preparation, execution, and assessment).

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