Operation Anaconda in Afghanistan. A Case study of Adaptation in Battle Introduction

Operation Anaconda in Afghanistan. A Case study of Adaptation in Battle Introduction  

Operation Anaconda was the first large-scale battle of the war for Sustaining Independence, which involved special operations forces and international allies. Kugler (2007), however, claims that such forces collaborated in 2002 in Afghanistan's Shahi Kotvally. During the battle, the troops had to deal with too many variables in a harsh mountainous landscape. The troops encountered numerous obstacles in addition to the rugged terrain, which led to the failure of the operation. As Operation Anaconda is often used to demonstrate the value of seven-state leadership principles, this article uses Operation Anaconda as a case study to examine the principles. Through the use of these concepts, the essay will examine what may have contributed to Operation Anaconda's failure. 

Principles of Military Leadership

It is commonly acknowledged that commanding officers have historically employed a combination of two specific command principles, task command, and specific command, in various settings (Army Doctrine References publication, 2014). Although mission command dates as far back as the 1980s, it is perhaps the most common definition or design. Powerful generals prefer task commands because it helps them overcome the inherent problems with organized land operations. 

Mission command is the exercise of power and guidance that occurs by military command through mission orders that emphasize discipline intervention. As stated by Kugler (2017), task commands are given according to commanders' goals to motivate efficient, responsive leaders while executing cohesive land operations. As such, armed forces implemented strategic leadership through the consolidation of management philosophy and warfighting process in order to be successful in their specific activity. 

Mission command is an essential part of military operations because it guides the choice and order of the military commander. Mission command principles include the following: Mutual trust is vital to the formation of cohesive teams.  Thus, it is crucial to consider your initiative as a disciple to create a common understanding and clarify the commander's purpose.  Additionally, Ancker (2013) suggests that executing mission orders, abiding by reasonable risks, and demonstrating competence is crucial. Mission commands decentralize authority while allowing subordinates freedom of choice, thus enabling comprehension and application of the concepts. 

Mutual Trust  

Creating cohesive teams via confidence is an integral component of mission command since the army builds teams via its leadership while performing integrated operations. Therefore, as the term suggests, mutual trust occurs when participants in the operation, including commanders, subordinates, and partners, have mutual confidence in one another. When commanders embrace cautious risk, they strive to create opportunities instead of just avoiding defeat. The formation of cohesive teams based upon confidence plays a major role in mission command since soldiers create teams through their leadership. In the presence of respect from the commander, subordinates are more likely to take initiative. In addition, if they think their commander will approve and recognize their initiatives, they will also be more likely to take risks. Most commanding officers transfer more power to those subordinates who have demonstrated competence in operational and professional areas, as well as whose judgment is valued. On a strategic level, it is critical to have the ability to trust subordinate groups to carry out their affective commitment and combat exercises. As such, it is important for officers to focus on the issue at hand rather than the approach their subordinates should take when providing instructions. 

Competence

The success of Operation Anaconda's task command depended on the strategic and technical expertise of the commanders, assistants, and teams involved. The competency of all Troops within an organization directly affects its willingness to use task commands. Commanding officers and subordinates gain the competencies necessary to execute assigned tasks to a high standard through preparation, education, mission experiences, and professional development. Each commander evaluates the competence of his subordinates and the competence of the organization. The aim of this evaluation was to determine how much confidence commanders had in the ability of their subordinates to follow task orders centrally while maintaining a reasonable risk level. The combination of school and unit-based education and training provides commanders and subordinates with the training and experience they need to attain technical standards. As a result of repetitive, practical, and demanding training, forces and commanders foster cohesion, confidence, and a shared vision that are necessary to carry out mission commands effectively. 

Risk Acceptance

Gathering information was the first step towards adopting prudent risk in Operation Anaconda. However, it was difficult for these commanders to gather intelligence due to the lack of understanding of theories of information-age wars. Furthermore, it is unclear whether the commanders used risk assessment and risk control methods to determine the mission's possible risks and what they planned to do to minimize them. As a military leader, it is crucial that you work closely with your subordinates to assess risk, estimate the degree of risk, and take steps to minimize it. When commanders determine how much to risk perpetuating a plan of events, they balance the unit's danger and its mission against the benefits they may achieve. In making a decision, they consider the worth of the goal, the amount of time available, and the cost of the action. Thus, as military leaders, it is important that they balance the necessity of defending their forces with their ability to embrace and manage the risks they must endure. 

Shared Understanding

For commanders, staff, and cohesive action partners, creating an understanding of the operational environment, the intent of an operation, and challenges as well as ways to resolve issues is a vital challenge. In addition to collaborating with armed forces, governmental and non-government agencies, and elements of the private sector, army forces are preparing, organizing, and synchronizing with increasingly integrated collaborators (Pearce et al., 2021). Having a shared awareness of the situation and ensuring the flow of knowledge at the minimum possible cost underpins the cohesion of commitments and subordinate initiatives.  Therefore, effective centralized implementation cannot take place in the absence of mutual awareness. 

Commander’s Intent 

A commander's objective is a description of the mission's intention as well as an indication of the desired outcome that facilitates mission command, personnel management systems, and allows subordinates and assisting commanders to act without further instructions, even if the mission does not go as planned. Every commander's intention lies within the intent of the commanding officer two levels above it. A commander's goal directs the way content creation is performed during preparation. A commander's purpose determines the parameters within which a subordinate can conduct initiatives during implementation. 

Mission Orders 

In order to execute mission orders, commanders need to issue task orders. Commands that stress desired outcomes are called task orders. They are formulated to force subordinates to focus on the desired outcomes. When following mission orders, subordinates will acknowledge the circumstances, their commander's role and purpose, and their responsibilities. Missions are assigned to subordinate commanders who are responsible for carrying them out. By clearly stating a commander's intent and concept of procedures, guidelines can be established for ensuring coordination and cooperation, while enabling subordinate commanders to plan and conduct their activities as needed. 

Disciplined Initiative 

Assistants with unique abilities can take controlled actions within the leader's intent to achieve the desired outcome. Conscious commitment occurs when subordinates maintain the ability to follow orders and stick to a plan even when their orders and plan are no longer appropriate for the situation, as explained by Pearce et al. (20121). If an enemy makes an unexpected move, then this could happen. Consequently, a new or more significant risk or opportunity arises, with a higher likelihood of success than the initial plan. A subordinate person's responsibility is therefore to adapt to the new circumstances and fulfill the intention of their commander, reporting back as soon as possible to the commander. 

Conclusion  

As an important reconnaissance operation in Afghanistan in 2002, Operation Anaconda played a pivotal role. Military officers and troops have benefited from this exercise by gaining valuable insight into how joint exercises are conducted. Throughout this essay, it can conclude that Operation Anaconda was focused on seven mission command principles that are critical for mission success. However, despite being focused on task command, Operation Anaconda did not follow or adhere to all of them.                                               Reference Ancker, C. J. (2013). The evolution of mission command 4 in US Army Doctrine, 1905 to the present. Military Review, 93(2), 42. Army Doctrine references publication, (2014). Mission command. Retrieved on March 4. 2021, from http://armypubs.us.army.mil.doctorie.index.html Kugler, R. L. (2007). Operation Anaconda in Afghanistan: a case study of adaptation in battle. NATIONAL DEFENSE UNIV WASHINGTON DC CENTER FOR TECHNOLOGY AND NATIONAL SECURITY POLICY. Pearce, A. P., Naumann, D. N., & O'Reilly, D. (2021). Mission command: applying principles of military leadership to the SARS-CoV-2 (COVID-19) crisis.