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Operation Anaconda Downfall

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The shortfall to Operation Anaconda was due to Organizational Management, The CENTCOM Commander was designated the Commander and coalition/joint force commander for Operation Enduring Freedom and the headquarters was located at MacDill AFB, FL. (Edgar Fleri, 2013) The Organizational concept of Operation Enduring Freedom in Afghanistan was very unclear and caused major confusion. (Edgar Fleri, 2013) The Operation Anaconda planning was constructed poorly and almost failed due to leadership problems. (Edgar Fleri, 2013)The execution of Operation Anconda was also late and could have caused many lost lives. First, the Organizational concept of Operation Enduring Freedom in Afghanistan failed from the beginning because of organizational structure set up. Political problems caused the operation to suffer CENTCOM’s Naval …show more content…

CFLCC Forward and his staff were put in charge to handle the complex operation but CJTF moved to Bagram Airbase, which disrupted the planning process once more. On 20 February 2002, the battle was officially named Operation Anaconda. Intelligence numbers of the enemy changed and caused some planning issues. The enemy forces in the Shahi Kot valley was thought to be very large but was exaggerated which caused commanders and staffs to be skeptical of the reports. (Edgar Fleri, 2013) Some very heavy fighting took place in the absent of one carrier until a second carrier USS BonHomme Richard arrived to support the fight. General Zia was in charge of his forces who accompanied the SOF teams who attacked enemy forces in the valley from the north and south to drive them into blocking positions to keep them from escaping into Pakistan. (Edgar Fleri, 2013) The operation was successful; however, there was major confusion in the beginning over the command

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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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The Battle for Kokoda, as a campaign overall, was a disaster to a large extent. This can be seen in the lack of preparation by the Australian troops, such as the supply drops and the AIF troops being sent to an unnecessary location. In addition to this, the terrain and conditions of the track had not been taken into account, which made the battle much harder both physically and strategically. However, possibly the worst mistake was the rivalry between commanders, and the way they treated the Battle for Kokoda like a game, instead of a real battle where people were dying because of their errors.

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In March 2002, the infamous first extensive Army combat operation during Operation Enduring Freedom, Operation Anaconda took place. Operation Anaconda initially was planned as a light combat mission to occur over the course of three-days with the intent of finally locating and defeating the enemy (Taliban and al Qaeda forces). However, as the operation was set into motion planning and execution issues began to arise, and last-minute adjustments had to be made (Headquarters, Dept. of the Army , 2012). The mission that was expected to last for a total of three days turned into a triumphant yet intense seven-day battle despite the numerous downfalls and was officially declared complete seventeen days from the from the beginning of the battle (March

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By definition, “mission command is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations,” according to ADRP 5-0. Mission command is about knowing when to change the task to fit the purpose. This paper is intended to analyze the mission command of one side of the battle, focusing on the commander’s role in the operations process. The Battle of Bunker Hill was the most important battle of the American Revolution because of Colonel Prescott’s superior command and control.

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The aviation assets arrived on station approximately 20 minutes after the initial attack began. Over all, the attack lasted about 4 hours. “The bloodiest battle” since the war in Afghanistan began is what the battle of Wanat has come to be known as. Nine U.S. Soldiers killed, between 21 and 51 militants killed, and 20 to 40 militants injured at the completion of the battle. Shortly after the battle, the U.S. withdrew from the area (The Staff of the US Army Combat Studies Institute, 2010,

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This operation involved the United States military and its allies in a mission to capture or eliminate Taliban and Al-Qaeda forces in the Shah-i-Kot Valley (Kugler, 2007). The apparent destruction of these forces in this area reflected the principle of mission command, “commander’s intent." The successful execution of this operation relied on the principle of “mission orders" so that leaders could make flexible decisions as operational variables changed. Leadership requires a "shared understanding" as orders disseminate through respective echelons. The

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This battle, which lasted for two weeks and involved US and Afghan forces engaging with members of the Taliban and al-Qaeda, is seen as a turning point in the war, with the US-led coalition ultimately driving the enemy forces out of the valley (Kugler, 2007). The battle was significant in that it demonstrated the effectiveness of US-led coalition forces in a mountainous terrain and against a determined enemy. The coalition forces employed air strikes and ground troops to drive out the enemy, and the success of this strategy was evident in the outcome of the battle. Furthermore, Operation Anaconda demonstrated the importance of collaboration between US and Afghan forces, with the latter playing an important role in the battle. The battle also highlighted the need for US and Afghan forces to carefully consider the terrain and environment when engaging with the enemy.

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