Presentation is loading. Please wait.

Presentation is loading. Please wait.

TLO 2: Action: Facilitate engagements with key communicators and local leaders Basic-level training module.

Similar presentations


Presentation on theme: "TLO 2: Action: Facilitate engagements with key communicators and local leaders Basic-level training module."— Presentation transcript:

1 TLO 2: Action: Facilitate engagements with key communicators and local leaders Basic-level training module

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.

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

4 The future operational environment will exhibit uncertainty and complexity. Important trends that will influence the global security situation: TRADOC Pam , ACC, Operational Adaptability: Operating under Conditions of Uncertainty and Complexity in an Era of Persistent Conflict , 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

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!!

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

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 , 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

8  What are your command’s goals and expectations from the meeting?  Are they identified anywhere?  Have they been vetted by higher levels?  Are there any established meeting effectiveness measures?

9  Commander’s Intent (Themes and Messages)  Priority Intelligence Requirements (PIR)  Commander’s 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

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?

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?  Who’s setting the agenda?  What will come from this meeting engagement?

12  Many different systems available  Need’s 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

13  Who is the target audience?  What is the date and time set for the meeting?  Where will the meeting take place?

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

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?

16 End State: The set of required conditions that defines achievement of the commander’s objectives [JP 3-0].) -How do your identified objectives for this meeting attain the Commander’s End State? - Are the themes and messages used to engage with this leader in concert with the Commander’s Intent and work towards attaining the desired end state?

17 Reaction -How will the leader react to the engagement? - Is this the engagement outcome that you were planning on? - If it wasn’t, what went wrong in the: - Engagement preparation? - Actual Engagement? Response - How will the target react? - What will the target demand?

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?

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

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

21  Your company (within the BCT) has been ordered to provide response to a natural disaster that’s 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, it’s 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?

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 it’s becoming more violent every day.  What do you do to address this growing situation?  What are engagement factors that must be considered?

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?

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 threats—the 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


Download ppt "TLO 2: Action: Facilitate engagements with key communicators and local leaders Basic-level training module."

Similar presentations


Ads by Google