Armor, January-February 2011 Edition

56 Pages·2011·2.94 MB·English

The Professional Bulletin of the Armor Branch, Headquarters, Department of the Army, PB 17-11-1
Editor in Chief Features
CHRISTY BOURGEOIS
6 Battling Bravo: Commemorating the 20th Anniversary of Desert Storm
by Colonel (Retired) Bart Howard
Commandant
COL THEODORE D. MARTIN 26 Counterinsurgency on the American Plains:
Examining the Army’s Pacification of the Plains Indians
by Anthony J. Saccavino
ARMOR (ISSN 0004-2420) is published bim onth ly by Professional Review
the U.S. Army Armor School, ATTN: ATZK-DAS-A,
Building 1109A, 201 6th Avenue, Ste 378, Fort Knox,
13 Task Organizing a Heavy Brigade Combat Team to
KY 40121-5721.
Achieve Full-Spectrum Dominance in Any Environment
Disclaimer: The information contained in ARMOR rep- by Captain John M. Zdeb
resents the professional opinions of the authors and
does not necessarily reflect the official Army or TRA- 19 Maneuver Commander Considerations for the Field Artillery
DOC position, nor does it change or supersede any in- by Major Mark Barton
formation presented in other official Army publications.
22 Operation Cooperation and the Need for Tanks
Authors who write articles on their own time using
by Captain John P. Rugarber
their own resources retain ownership of their works,
even though those works appear in a government 36 Broadening the Army Officer for a New Tomorrow
publication. An author’s permission for it to appear in
by Major Albert J. Marckwardt
the government publication does not relinquish said
author’s ownership rights unless the author signs 40 The Armor Ranger
something to that effect.
by Sergeant First Class Todd M. Hutchings
Official distribution is limited to one copy for each
armored brigade headquarters, arm ored cavalry regi- 44 Maintenance Management in the Heavy BCT
ment headquarters, armor battali on head quar ters, Captain Eric A. McCoy
armored cavalry squadron headquarters, reconnais-
sance squadron headq uar ters, armored cavalry troop, 50 Change 1 to Army Capstone FM 3-0, Operations
armor com pany, and motorized brigade headquarters
of the United States Army. In addition, Army lib raries, 53 1st Cavalry Regiment Distinctive Insignia
Army and DOD schools, HQ DA and MACOM staff
agencies with responsibility for armored, direct fire, Departments
ground combat systems, organizations, and the train-
ing of personnel for such organizations may request
1 Contacts
two copi es by sending a request to the editor in chief.
2 Letters
Authorized Content: ARMOR will print only those ma- 2 Pages from the Past
terials for which the U.S. Army Armor School has pro-
3 Commandant’s Hatch
ponency. That proponenc y in cludes: all armored, di-
4 Gunner’s Seat
rect-fire ground combat systems that do not serve
primarily as infantry carriers; all weapons used exclu- 5 From the Boresight Line
sively in these systems or by CMF 19-series enlisted 49 Reviews
soldiers; any miscellaneous items of equipment which 52 Subscription Information
armor and armored cavalry organizations use exclu-
sively; train ing for all 19-series officers and for all
CMF 19-series enlisted soldiers; and information con-
cerning the training, logistics, history, and leadership of
armor and armored cavalry units at the brigade/regi-
ment level and below, to include Threat units at those
levels. Periodicals Postage paid at Fort Knox, KY, and additional mailing offices. Postmaster: Send address changes to Editor,
ATTN: ATZK-DAS-A, ARMOR, 201 6th Avenue, Ste 378, Fort Knox, KY 40121-5721.
REPRINTS: ARMOR is published by authority of the
USPS 467-970
Chief of Staff, U.S. Army. Material may be reprinted,
provided credit is given to ARMOR and to the author,
except where copyright is indicated. Request all orga-
nizations not affi liated with the Department of the Ar-
my contact ARMOR for reproduction/reprinting perm is-
sion. Inquiries may be directed to Editor in Chief,
By Order of the Secretary of the Army: Offi cial:
ARMOR, Building 1109A, 201 6th Avenue, Suite 378,
Fort Knox, KY 40121-5721.
GEORGE W. CASEY, JR. JOYCE E. MORROW
General, United States Army Administrative Assistant to the
January-February 2011, Vol. CXX, No. 1 Chief of Staff Secretary of the Army
1033602
ARMOR SCHOOL Points of Contact
ARTICLE SUBMISSIONS: Articles can be submitted as e-mail
ARMOR Editorial Offices
attachments to [email protected]. Articles can also
be submitted on CD or floppy disk with a double-spaced hard
copy. Mail to ARMOR, ATTN: ATZK-DAS-A, Building 1109A, Editor in Chief
201 6th Avenue, Suite 378, Fort Knox, KY 40121-5721. For all Christy Bourgeois [phone]
submissions, please include a complete mailing ad dress and day- E-mail: [email protected] DSN 464
time phone number.
Editor
* * * Vivian Oertle [phone]
E-mail: [email protected] DSN 464
SUBMISSION POLICY NOTE: Due to the limited space per
issue, we will not print articles that have been submitted to, and
Art Director
accepted for publication by, other Army professional bulletins.
Mr. Jody Harmon [phone]
Please submit your article to only one Army professional bulletin
E-mail: [email protected] DSN 464
at a time.
* * * Editorial Assistant
TBA [phone]
GRAPHICS AND PHOTOS: We will accept conventional pho-
DSN 464
to prints and electronic graphic and photo files in no less than 300
dpi format. (Please do not send photos embedded in PowerPoint
and Word.) If you use PowerP oint for illustrations, please try to
avoid the use of excessive color and shading. If you have any
U.S. Army Armor School
questions concerning electronic art or photo submissions, call
Vivian Oertle at the phone number above.
Commandant (ATZK-DF)
* * *
COL Theodore D. Martin [phone]
UNIT DISTRIBUTION: To report unit free distribution deliv- E-mail: [email protected] DSN: 835
ery problems or changes of unit address, e-mail knox.armormag@
conus.army.mil; phone DSN 464-2249, com mercial (502) 624- Deputy Commandant (ATZK-DF)
2249; or FAX DSN 464-5039, commercial [phone]. Re- COL Michael P. Wadsworth [phone]
quests to be added to the official dis tribution list should be in the E-mail: [email protected] DSN: 835
form of a letter or e-mail to the Editor in Chief.
Armor School Command Sergeant Major (ATZK-CSM)
* * *
CSM Ricky Young [phone]
SUBSCRIPTIONS: Subscriptions to ARMOR are available through E-mail: [email protected] DSN 835
the Government Printing Office Bookstore for $27.00 per year.
To subscribe, call toll free [phone], visit the GPO website 192d Infantry Brigade (ATSH-BC)
at bookstore.gpo.gov, mail the subscription form in this issue, or COL Terrence J. McKenrick [phone]
fax [phone]. E-mail: [email protected] DSN 784
* * *
194th Armored Brigade (ATZK-BAZ)
EDITORIAL MAILING ADDRESS: ARMOR, ATTN: ATZK- COL David E. Thompson [phone]
DAS-A, Bldg 1109A, 201 6th Avenue, Suite 378, Fort Knox, KY E-mail: [email protected] DSN 464
40121-5721.
316th Cavalry Brigade (ATZK-SBZ)
* * *
COL Marshall K. Dougherty [phone]
REPRINTS: ARMOR is published by authority of the Chief of E-mail: [email protected] DSN 464
Staff, U.S. Army. Material may be reprinted, provided credit is
given to ARMOR and to the author, except where copyright is in- TRADOC Capability Manager for Heavy Brigade Combat Team
dicated. Request all organizations not affiliated with the Depart- COL Gary R. Nicoson (ATZB-CIH)
ment of the Army contact ARMOR for reproduction/reprinting E-mail: [email protected] [phone]
permission. Inquiries may be directed to Editor in Chief, ARMOR, DSN 835
Building 1109A, 201 6th Avenue, Suite 378, Fort Knox, KY
TRADOC Capability Manager, Platform Battle
40121-5721.
Command/Combat Identification (ATZK-PBC-CID)
* * *
COL Dwayne Carman [phone]
E-mail: [email protected] DSN 464
ARMOR MAGAZINE ONLINE: Visit the ARMOR magazine
web site at www.benning.army.mil/armor/ArmorMagazine/.
TRADOC Capability Manager, Battlefield Surveillance Brigade
* * * LTC Ed House [phone]
E-mail: [email protected] DSN 835
ARMOR HOTLINE — (706) 626-TANK (8265)/DSN 620: The
Armor Hotline is a 24-hour service to provide assistance with
Office, Chief of Armor (ATZK-AR)
questions concerning doctrine, training, organizations, and equip- George DeSario [phone]
ment of the armor force. E-mail: [email protected] DSN 464
January-February 2011 1
The Eternal Foundation: Building a Deep Sense of Unity and Heritage
Dear ARMOR, arms regiment, the 11th Armored Cavalry Regi- regimental flags. I think it would be appropriate
ment (ACR), I can say without hesitation that I to designate the infantry brigade combat teams
Major Joseph Labarbera’s article, “The Eter-
am far more emotionally invested in the latter. (IBCTs) as infantry regiments, the heavy bri-
nal Foundation: Reorganizing the Regimental
The traditions and legacy of the cavalry, and the gade combat teams (HBCTs) as armor regi-
System’s Operational Framework to a Com-
Blackhorse Regiment, in particular, are power- ments, and the Stryker brigade combat teams
bined Arms Regimental System,” in the Sep-
ful. I still consider myself a Blackhorse Trooper (SBCTs) as cavalry regiments. In any case, I
tember-October edition of ARMOR resonated
and strive to conduct myself as such, even hope Major Labarbera’s ideas gain traction in
with me deeply. I second his opinion that regi-
though my name is no longer on the rolls. Since the maneuver fires and effects community, and
mental units build an esprit and cohesion that
I am now a functional area officer, I can wear the Army at large, so the rest of the Army can
brigade combat teams (BCTs), composed of
my 11th ACR brass on my uniform for the rest share the same deep sense of unity and heri-
disparate battalions with different regimental
of my career, which suits me just fine. Maybe I tage that airborne infantry, armored cavalry, and
lineages, simply lack. Maybe that translates into
am alone in my enthusiasm for my old regi- Ranger regiments enjoy. Allons!
combat effectiveness and maybe not, but it’s
ment, but I suspect not.
definitely true. Having been an armor leader in JOHN D. BOLAND
both a “normal” brigade combat team, the 1st I fully agree with Major Labarbera’s recom- MAJ, U.S. Army
Brigade, 4th Infantry Division, and a combined mendation to “reflag” the current BCTs under

Pages from the Past:
C E
AVALRY SPRIT
(Reprinted from the October 1920 issue of The Cavalry Journal)
Someone has said that “it takes esprit de corps be less fortunate than another in respect to the
to win objectives,” and it is believed that this allocation to states for recruiting purposes, the
spirit, put into the work, greatly aided the cavalry commanding officers and representatives of the
in winning its recruiting objective in record more fortunate regiments took the broad view of
time. working for the arm as a whole; consequently, the
cavalry arm, almost as a single unit, has grown
When the United States entered the World War,
until today it is partially closed to enlistment, be-
the difficulties of ocean transportation for hors-
ing filled to authorized strength.
es and forage were so great as to preclude a large
participation of cavalry in the conflict. Only three Incidentally, it shows that men are still joining
regiments were sent overseas, and they were the Army primarily for the love of “soldiering.” It
mostly used in handling the Remount Service. is generally believed that on the Mexican border,
However, one squadron of the Second and one owing to the nature of the duties and small garri-
troop of the Third were effectively engaged in the sons, educational and vocational training cannot
St. Mihiel offensive. Other regiments were con- be carried on so effectively or extensively as in
verted into artillery. the larger garrisoned posts and cantonments.
The greater part of the cavalry was compelled to Even so, the regiments stationed along the bor-
serve on the border, while their more fortunate der experienced the least difficulty in recruiting
comrades in arms were engaged in the great to authorized strength.
struggle overseas. Yet, notwithstanding the al-
Although the present cavalry recruiting phase is
most overwhelming bitterness of disappointment,
practically completed, it is imperative that the
they served where duty placed them, with char-
cavalry take a still wider view, considering itself
acteristic cheerfulness and efficiency, in a situa-
as an integral part of the whole Army, in which it
tion ofttimes trying and sometimes critical.
is vitally interested, and that the organization
When the demobilization sadly depleted their representatives, who helped the G.R.S. canvass-
ranks, every man and officer heartily put his ers bring cavalry up to strength, should remain “in
shoulder to the enormous and difficult task of the field” for the purpose of carrying on team-
recruiting up to the authorized strength, not work of procuring recruits for the Army in gener-
merely with men, but with men of the type that al, and in order to be in a position to secure need-
will perform the exacting duties required of the ed specialists for their own arm.
cavalry arm.
Let all arms get together as a team and push
The usual friendly rivalry existed between orga- this recruiting campaign to a successful issue.
nizations, but when one regiment happened to Esprit will win.
2 January-February 2011
COL Ted Martin
Commandant
U.S. Army Armor School
Armor and Cavalry Leader Development:
Getting Out of the Comfort Zone
The number one priority of the Armor You have probably noticed, and I am
School is leader development. As the proud to report for those who haven’t, that
Chief of Armor, it is my responsibility to Armor branch has successfully infiltrat-
lay out the path and set the conditions so ed every division and BCT in the Army’s
Cavalry and Armor leaders are fully de- inventory. If you had told me back in 1983
veloped and prepared to both lead and that one day we would have six airborne
prevail on future battlefields. The by-prod- cavalry squadrons in the active Ar my, I
ment was to a mobile gun system platoon
uct of a successful branch-oriented lead- would have thought you were crazy! But
in a Stryker infantry battalion and follow
er development program goes well be- the reality is that Armor and Cavalry
that with an assignment to a combined
yond branch competency; it has the add- troopers, NCOs, and officers have been
arms battalion. The leader continues to
ed benefit of preparing leaders to thrive in fully integrated into every type of BCT
learn, grow and develop, but more impor-
the joint, interagency, intergovernmen- (heavy, infantry, and Stryker) and the
tantly, the unit benefits from the cross-pol-
tal, and multinational arena. Department battlefield surveillance brigade. If the axi-
lination that occurs when we mix the best
of the Army (DA) Pamphlet 350-58, Lead- om “it’s the man, not the machine” is ac-
experiences of service in both of these
er Development for America’s Army, pres- curate, and I believe it is, then we must
organizations. The result is an infusion
ents three pillars that support leader de- relook the way we use operational assign-
of “best practices” and an overall growth
velopment, which include institutional ments to develop our leaders so that they
in potential for everyone involved. In a
training, operational assignments, and can succeed in all of these formations.
perfect world, an Armor leader would
self-development. This article describes After all, the fundamentals of reconnais-
have the opportunity to serve in all three
how we intend, as a force, to develop Ar- sance, offense and defense, are conduct-
types of BCTs prior to battalion command
mor and Cavalry leaders through the use ed no differently in the HBCT, IBCT, or
(officers) or duty as a command sergeant
of operational assignments and to discuss SBCT. Why wouldn’t we want to give our
major (NCOs). This will not always be
their ties to the overall developmental pro- leaders developmental experiences in all
possible, but it is a worthy goal.
cess of Armor leaders. of these formations over the course of
their careers? There are those who would argue with
The Army has changed considerably
this developmental model — and that’s
from when I was commissioned some 27 I firmly believe that Armor leaders are
okay. I look forward to reading your let-
years ago. We have come a long way from agile and adaptable by their very nature.
ters in the coming months. I think with
being focused on service in heavy divi- We would be selling ourselves short if
some thoughtful study of the current op-
sions and armored cavalry regiments we believed that we needed multiple tours
erational environment and what we pre-
(ACRs) with a smattering of tankers and of duty on the same platforms (such as
dict the world to look like 10 to 15 years
cavalrymen serving in the 101st and 82d tanks, Bradley’s, Strykers, and mine re-
down the road, you will likely come to
Airborne Divisions. Long gone are the sistant ambush protected (MRAP) vehi-
the same conclusion that I did: we need
days when a young Cavalry officer or cles), and various dismounted roles, to
to prepare our leaders to prevail in times
NCO would dream about becoming a master these weapons systems. We have
of uncertainty, and this is best achieved
member of the prestigious “LUCKY 16” already shown that Armor soldiers are
by providing them with the skills and
society. For those of you who have not adept at moving from tanks to armored
experiences necessary to develop holisti-
been exposed to this rare breed of Caval- HMMWVs and MRAPs with a short pe-
cally.
rymen, this honor was garnered by serv- riod of training. Certainly a 3-year tour
ing successfully in the 2d ACR, 3d ACR, of duty in a BCT is ample time to pro- We live in exciting times. As the trans-
and 11th ACR (2+3+11= “LUCKY 16”). vide the training, education, and expe- formation of our Army continues, we
Now we look for a broader developmen- rience to master the tactics, doctrine, and must ensure we do not get too comfort-
tal path for our Armor leaders, one that “culture” unique to each type of forma- able. Staying in a comfort zone is a sure
gives them experience in all types of bri- tion. sign that the leader development model
gade combat teams (BCTs) by the time may not be exploiting all available op-
they reach their sixteenth year of service, Just think of the strength of character portunities.
if at all possible, given operational con- and breadth of experience that is built
straints and the needs of the Army. when we take a leader whose first assign- Driver, move out!
January-February 2011 3
CSM Ricky Young
Command Sergeant Major
U.S. Army Armor School
Agile and Adaptive Tankers:
Today’s Soldiers, Tomorrow’s Leaders
As force structure continues to change, other professional-development school. Airborne Infantry Brigade Combat Team,
the tanker community continues to get Master gunners are accomplished Ar- and the 18th Airborne Corps. These are
smaller; therefore, positions and promo- mor noncommissioned officers, trained the units where old tankers can be first
tions are not only becoming more com- in advanced gunnery methodology, tur- sergeants of recon troops — fast roping
petitive, but more difficult to attain. As a ret weapons systems maintenance, and out of helicopters in the 101st or jump-
result, tankers must cast aside preexisting gunnery training management, which al- ing out of airplanes in the 82d. As a branch,
ideas and actively seek special skills that low them to function as the unit’s master Armor is as strong as ever, but its Sol-
allow them to competitively serve in for- of gunnery, the tank commander’s men- diers need to face reality and broaden
mations that significantly increase their tor, and the commander’s gunnery tech- their horizons if they want to continue
chances of career success. For example, nical advisor. Master gunners conduct moving upward in our ever-shrinking Ar-
the planned conversion of 1st Brigade maintenance procedures used to identi- mor Branch.
Combat Team, 1st Armored Division and fy and troubleshoot complex malfunc-
3d Armored Cavalry Regiment will oc- tions that occur in the tank’s turret elec- To preserve the Armor Branch’s core
cur between fiscal year (FY) 11 and 13. trical, hydraulic, armament, and fire con- competencies, we must continue to edu-
The conversion will decrease tank platoon trol systems. The master gunner is a mas- cate our Soldiers through our institution-
sergeant positions by thirty-nine and tank ter of tank gunnery doctrinal and techni- al schools, such as the Master Gunner
companies by seven. This reduction could cal procedures needed to assess crew pro- School, Army Reconnaissance Course,
easily lead one to believe that while wait- ficiency and identify crew procedural er- and Abrams and mobile gun system op-
ing around to become a tank company rors that cause a tank to miss a target, and erator’s maintenance and command er’s
first sergeant, you may get passed up by provides training for crews to operate the courses. Other functional schools, such
peers who are more willing to broaden tank to its designed capabilities. The most as battle staff, joint air operations, and
their horizons by acquiring skills that fit important role a master gunner plays is senior noncommissioned officer joint
into all combat formations. This is not a one of preventing the Armor Force’s core professional military education are vital
call to turn away from core competen- competencies from deteriorating. schools that certainly help develop well-
cies or abandon heritage and traditions, it rounded, highly knowledgeable profes-
is just a realization that our armored force Soldiers in the 19-series career field need sional Soldiers capable of leading suc-
is changing and we must adapt to those to focus on their future careers, contrary cessful units. Our Soldiers will always re-
changes or get left behind in the fog of to popular belief that there are positions main our primary focus; they are the cen-
irrelevance. for a 19K in the Army’s light organiza- terpiece of all we do as an Army. Through-
tions. Keep in mind, however, that most out our history, Armor Soldiers have an-
Many of our junior Soldiers have not of these positions are 19Z, which should swered the call to end tyranny, to free the
performed core competencies since leav- not keep young Soldiers from planning oppressed, and light the path to democ-
ing their initial training courses due to their futures. Young career Soldiers who racy for struggling nations. Armor Sol-
the high operational tempo of deploy- chose the 19K career field should think diers, imbued with the Warrior Ethos, are,
ments to Iraq and Afghanistan. Attention about getting ahead of the game by at- and will always remain, the foundation of
to detail and technical competence have tending a functional training course or the Armor force.
been long-standing hallmarks of the Ar- two, such as Airborne School, Jumpmas-
mor Branch, and precision gunnery and ter School, or Air Assault School, which The Armor Center continues to be the
expert mounted tactics will always be at provide Soldiers with essential skills to supporting effort to the main effort — our
the center of our profession, which require build future leaders. For example, sev- units in the fight. We will continue to as-
the technical expertise of master gunners eral organizations where these skills are sist units with challenges and provide
at all organizational levels. Core com- needed include the 82d Airborne Divi- highly trained officers, noncommissioned
petency skills taught at the Master Gun- sion, 101st Airborne Division, 10th Moun- officers, and soldiers who are flexible to
ner School cannot be replicated at any tain Division, 25th Infantry Division, 173d change. TREAT ’EM ROUGH!
4 January-February 2011
From the Boresight Line:
Preparation is Key to Success
by Sergeant First Class Joseph Davis
The Master Gunner Course is a tough
and challenging 11-week course with 6
exam points. The sheer volume of infor-
mation presented to students can be daunt-
ing, but course mastery can be achieved
through hard work. Each exam consists of
two portions, which include written and
hands on. Written exams require students
to achieve 90 percent on each exam to
pass; there are no multiple-choice ques-
tions and all written tests require short re-
sponse answers. Hands-on performance
exams are scored using “go/no-go” crite-
mental ability to be a master gunner. The tool in 3D modeling. This new software
ria. Exam VI is the capstone event where
course is built on the soldier’s knowledge greatly enhances the student’s ability to
students plan, develop, and present gun-
of and experience with the Abrams tank understand the tank’s component make-
nery training calendars to a panel of three
and weapons systems. Additional course up by providing a 3D model of the tank’s
master gunner instructors. During this ex-
information is available on the 316th Cav- internal components, as well as rotate and
amination, students fill the role of unit
alry Brigade’s website at http://www.knox. zoom options for better viewing. Students
master gunners briefing gunnery training
army.mil/school/16cav/mg4.asp. also have the ability to click a component
plans to the chain of command and can
and pull it from the model for a more de-
be quizzed on all areas in which they have
Preparing for the Course tailed examination.
received instruction.
It is highly recommended that prospec- Another area where 3D modeling en-
Course Prerequisites
tive master gunner candidates attend sab- hances training is in studying the M256A1
The prerequisites listed below aid com- ot academy (pre-master gunner training) cannon. Students are no longer limited to
manders and unit master gunners in se- before attending the Master Gunner using the breechblock trainer in the main-
lecting potential Master Gunner Course Course. Training and testing soldiers pri- tenance bay to enhance their understand-
candidates. To qualify, candidates must: or to attending the course, in accordance ing of the tank’s cannon. The new 3D soft-
with task, conditions, and standards out- ware provides students with the ability to
(cid:2) Be in the rank of sergeant to sergeant
lined in the course material, greatly in- pause, rewind, or fast function as they
first class.
creases chances of successfully complet- view the cannon’s five phases of function
(cid:2)(cid:3)Have 1 year experience as a tank ing the course. Ensuring that candidates in action. The software is intuitive, easy
commander.* are exempt from all unit activities/duties to use, and greatly enhances the student’s
(cid:2) Be qualified as a tank commander once training begins will aid students in training comprehension during the Mas-
successfully completing the course. Pro- ter Gunner Course maintenance phase. In
within 12 months; National Guard
vide candidates with a place to study the future, 3D modeling software will be
soldiers within the past 24 months.*
(away from home/barracks room). Suc- expanded to cover other subjects taught
(cid:2) Have a valid GST score sheet (within cessfully completing sabot academy does at the Master Gunner Course.
the past 6 months). not guarantee soldiers will graduate Mas-
(cid:2) Have at least a GT 105 and CO 110 ter Gunner School; however, it does ef- Select future Master Gunners early
(either GT score or CO score may be fectively serve as a prep school for the In today’s contemporary operating en-
waived, but by only 5 points).* course. Sabot academies resourced at bri- vironment, armor units often deploy with-
gade or battalion levels are invaluable unit
(cid:2) Have a secret (or interim) clearance, out tanks. While the armor community is
assets. Unit master gunners applying their
which is required to attend a non- highly adaptable and successful in these
knowledge and experience of the course,
testable class.* broad-spectrum missions, time spent away
along with training materials available on
(cid:2) Have 10 months remaining in service our webpage, provide realistic training from serving on tanks erodes the unit’s
functional knowledge. Even more func-
upon graduation. that replicates what candidates will expe-
tional knowledge is lost as leaders leave
(cid:2) Have battalion commander/command rience at the course. the unit and are replaced with new per-
sergeant major (CSM) interview. sonnel. To help mitigate knowledge loss,
Technology in Training
commanders must lean forward in the sad-
*Waivers considered by approving authority,
In the past, students were presented slide- dle and identify future master gunners as
commandant, Master Gunner School
shows depicting the different tank com- early as possible. Provide the tools and
Noncommissioned officers (NCOs) vol- ponents and a 2D model of their functions. time needed so potential candidates can
unteering for the Master Gunner Course Now, when students in process, they re- successfully prepare for the course. Al-
must be carefully vetted during the bat- ceive a copy of U.S. Army Field Manual though the unit sacrifices an outstanding
talion commander’s interview to ensure (FM) 3-20.21, Heavy Brigade Combat NCO for 11 weeks, the knowledge a qual-
they meet course prerequisites and have Team (HBCT) Gunnery, student texts, and ified, trained master gunner brings back
the desire, motivation, initiative, and a laptop equipped with the latest training to the unit repeatedly pays huge dividends.
January-February 2011 5
In February 1991, coalition air and ground forces attacked into itives changes. My own story was of joining the U.S. Army Na-
the defenses of the Iraqi army, and in a matter of 100 hours, Op- tional Guard and attending one station unit training as an infan-
eration Desert Storm culminated in one of the most decisive op- try private in 1981, while simultaneously enrolled as a Reserve
erational victories in the history of modern warfare. It was a stun- Officer Training Corps (ROTC) cadet. At the time, I thought the
ning victory, one that surprised both observers and participants training to be tough and realistic. My drill sergeants were all vet-
alike. Many had predicted that the large and considerably expe- erans of Vietnam and understood the importance of basic rifle
rienced Iraqi army, the 8th largest in the world at the time, would marksmanship and physical conditioning. I had heard rumors
not necessarily achieve victory, but inflict considerable casual- regarding a lack of discipline in the Army as the popular movie
ties in a protracted campaign that would most likely include the Stripes portrayed, but it was clear that times were changing. We
feared introduction of chemical weapons. This scenario never ma- were introduced to a new physical readiness test, a new battle uni-
terialized. The coalition had executed a lightning campaign that form, rations, and a greater emphasis on tough, realistic standards-
seemed to validate all the theories of “AirLand” battle, which based training. As we left Fort Benning, we caught a glimpse of
had been preached in classrooms at Forts Leavenworth and Knox, the new Infantry fighting vehicle, known as the “Bradley,” which
and the desert valleys of Fort Irwin, California. would complement the new Abrams tank.
But like a professional boxer who plants a devastating punch in As I progressed through ROTC, I was exposed to an Army fo-
the first seconds of a world championship contest, the story may cused on training and readiness. My ROTC cadre were combat
not be so much about the length of the match, but the years of dis- veterans who took the time to mentor and prepare our class with
ciplined training and conditioning that it took to enter the ring a sincere belief that because of the Cold War, we would have to
and be prepared to win so decisively. The 100 hours was not a be prepared to join our units overseas and possibly “fight tonight.”
lucky punch; it took a lot of sweat, blood, and sacrifice to reach Following my commissioning, Armor Officer Basic Course, and
this pinnacle of training. initial assignments, I was part of an increasingly disciplined Army
that did not tolerate drug use and offered constant opportunities
This article, “Battling Bravo,” discusses one tank company and
to validate training. It was not uncommon to spend weeks and
its experiences during Desert Storm. The experiences of B Com-
months on end in “the field” replicating realistic maneuvers us-
pany, 3d Battalion, 67th Armor, 1st Tiger Brigade, 2d Armored
ing new systems, such as multiple integrated laser engagement
Division, are not unique in the history of this era, they are simi-
systems (MILES); training against a challenging and unpredict-
lar to numerous small units that went to war in the winter of
able opposing force at the blossoming combat training centers;
1990. Battling Bravo is a microcosm of the Army’s experience
firing countless main gun rounds in simulation on the newly field-
as it learned to fight as combined arms teams in the mid 1980s,
ed, miraculously high-tech, unit conduct of fire trainer (UCOFT);
and reached a high mark of readiness at exactly the time it was
conducting live fire; or rolling out at a moment’s notice, unsure
needed to deploy and fight in the summer of 1990.
if it was another readiness test or the beginning of an actual con-
The story of Battling Bravo began in the 1980s as the majority flict. Furthermore, it did not matter much where they had served
of its 64 members joined the U.S. Army at a time of vast and pos- previously, whether it was a tank battalion in Germany, Korea,
6 January-February 2011
Fort Polk, Carson, or Hood, the standardization of doctrine al- and inspections. The preparation for NTC had proved to be in-
lowed platoon sergeants or tank gunners to arrive with a com- credibly well-timed. The company had formed into a cohesive
mon understanding of how a company was employed in the team that trained together and, most importantly, was stabilized,
field. Everyone knew what “LOGPAC,” “travelling overwatch” avoiding the disruptive permanent change of station (PCS) cy-
and “staggered column” meant. Common language was impor- cle, which inevitably damaged readiness. In Battle Company’s
tant but most important was hands-on practice. Battling Bravo case, all tank commanders and key leaders remained in place
got plenty of scrimmage time in the summer of 1990. for an unheard of 9 months.
Training For the next 3 months, the company fell into a routine of near-
ly 18-hour days, 7 days a week, accomplishing an increasing list
During one of the last return to Germany (REFORGER) exer-
of tasks that revealed the serious nature of our upcoming en-
cises, the Pentagon announced that the 2d Armored Division at
deavor. The length of the work schedule was not an indicator of
Fort Hood, Texas, would inactivate as part of the reorganization
being ill-prepared, but was due to the ever-increasing availabil-
caused by the unexpected collapse of the Soviet Union. Many
ity of resources. Continental United States (CONUS) units usu-
of us serving at the time were unsure of what our future role
ally did not have priority on class IX parts, and due to tight bud-
would be with the Soviets out of the picture. Soon we were told
gets, it was difficult to obtain some high-dollar end items. Soon,
that our mission was, as it had always been — to train and be
truck loads of track, gun tubes, fire-control components, tents,
ready to deploy and fight. The 1st Tiger Brigade, of which we
cots, weapons, radios, and basic load items appeared. All vehi-
were a part, had been given the resources to continue to train as
cles, which were once painted woodland camouflage, were con-
part of a previously scheduled rotation to the National Training
verted to chemical-agent resistant coating (CARC) sand paint
Center (NTC) at Fort Irwin, California. Following this rotation,
within a 24-hour operation.
we would then tackle the tedious task of dismantling and inac-
tivating our beloved unit. Driving down the main roads of Fort Hood, one could see row
after row of motor pools, illuminated by flood lights, revealing
In 1990, a rotation to NTC was an immensely significant part
a state of constant activity. These preparations continued until,
of a unit and individual leader’s credibility. It was nothing less
to the relief of the crews, the order was given to rail load and
than a test in which every scenario could be experienced, from
convoy the brigade’s hundreds of vehicles to the port of Beau-
a precarious night live-fire attack to the inevitable multi-hour rep-
mont, Texas. Once at Beaumont, vehicles and connexes were
lication of a persistent chemical attack, brought on by a training
loaded on to commercial and military transport vessels, mark-
device dubbed “doctor doom.” No aspect of the battle was no-
ing the end of an important phase of Bravo’s preparation for
tional; casualties had to be evacuated to the rear, ammunition,
combat.
albeit replicated as small simulators, was required to be brought
forward in appropriately capable trucks. All of this replication
Having completed an enormous amount of training and now
to the overarching challenges of real battle was revolutionary for
separated from our tanks, we were able to take a short respite.
the time and unparalleled with any of our coalition partners.
As we waited for the order to move forward by aircraft, we
Because of the intensity of the training, no time was wasted at cleared the entire barracks of all personal items and left the gar-
the NTC learning the basics. Units were expected to arrive at rison ready for occupation by follow-on reserve units as was the
the peak of readiness, which led Tiger Brigade to embark on a plan for general war. We felt that we were leaving for the dura-
rigorous training schedule, which started with the smallest com- tion of the conflict, a conflict which could last a matter of months
bat team and built up to a brigade-level force-on-force event, or perhaps a year or more; it would be over when it was over.
known appropriately as “Hell’s Forge.” This uncertainty made me appreciate the feeling of previous
Live fire was a critical component of this training plan. A tank
company was expected to maneuver well and employ devastat-
ingly accurate fire. Our early model M1 tanks, although some-
what worn at the time, could still fire very accurately when prop-
erly boresighted by a disciplined and drilled crew. Battle Com-
pany, fully manned with crews from the inactivating 2d (St Lo)
Brigade, progressed with high proficiency through the numer-
ous tank gunnery gates, finally culminating in a combined live-
fire exercise on 3 August 1990. Just after completing this cap-
stone exercise, word arrived over a small transistor radio — Iraq
had invaded Kuwait.
Although we had little knowledge of the region, we under-
stood that there might be serious implications for the United
States and even our small unit. While back in garrison, conduct-
ing the time-honored wash rack and recovery routine, I was called
to the battalion commander’s office where I learned that we had
been alerted for overseas movement to a combat zone.
Deployment
“Our early model M1 tanks, although somewhat worn at the
There was a high state of confidence as the company assem- time, could still fire very accurately when properly boresighted
bled the next day and began an intense period of maintenance by a disciplined and drilled crew.”
January-February 2011 7
generations of soldiers whose primary emotion was to get to the cers (NCOs) establishing order. For the next 10 days, the company
combat theater and get the job done. fell into a routine of physical training, basic survival skill train-
ing, and standard operating procedure (SOP) reviews. The condi-
In 1990, the only combat veterans in the brigade were a small
tions were fairly primitive, but compared to the usual experience
scattering of Vietnam veterans whose experience spanned from
of living on vehicles in the field, the availability of homemade
intense small-unit combat to support activities in rear areas. For
shower stalls and two hot T-ration meals a day, the main com-
the vast majority of soldiers, there was a curiosity of what com-
plaint was inactivity. To note, this was a time when instantaneous
bat would bring. What would it be like? Would it be similar to
communications was not expected; there were no phones avail-
combat training? All of these questions were yet to be answered
able and the only method of connection home was through letter
as the brigade eventually received the order to deploy by charter
writing — not much had changed since our 2d Armored Divi-
aircraft to the distant and unfamiliar country of Saudi Arabia.
sion veterans landed in North Africa.
The arrival and staging of units into Saudi Arabia was a logistics
Once the ships carrying the brigade arrived in port, the units
undertaking of immense proportions. Although much has been
quickly disembarked all vehicles and moved by an eclectic ar-
written about what went wrong in the following months, it was
ray of civilian trucks and buses out to the Saudi Arabian desert.
only the institutional experience of exercises, such as REFORG-
Although the move seemed to be chaotic, within 48 hours, Bra-
ER, that prevented deployment and staging in Saudi Arabia from
vo company was set in a company assembly area in one of the
being a total disaster. For a small unit, such as Bravo Company,
most remote places on the planet. For the next 4 months, units
the problems of theater logistics were of little concern.
lived in this most austere environment. Field sanitation training
We arrived late at night after a long flight and the inevitable came into practical and critical use as small units built field la-
“hurry up and wait drill.” We were bused to a large, foul-smell- trines and showers, washed clothes by hand and ate a mixture of
ing warehouse alongside a pier in the port city of Ad-Damman. meals ready to eat (MREs) and T-rations for months on end. To
The huge building was predominately empty except for the pres- maintain discipline and prevent training atrophy, a weekly train-
ence of piles of Army cots. Soon the air was filled with the sounds ing schedule was constructed. Rarely, had the U.S. Army been
of hundreds of cots being unfolded and noncommissioned offi- in such a position. There were no civilians, buildings, or distrac-
“By December 1990, as news reports exposed an ebb and flow of diplomatic efforts,
the general feeling among soldiers was fatigue and the hope of getting on with what-
ever the future might bring. If it was combat, then the only way home was through
the Iraqi army. That same month also brought the greatest boast in morale — the
announcement that the company would receive brand new M1A1s, which would
be arriving from prepositioned sites in Germany.”