Sleep is, apparently, one of those things that medical professionals tend to claim is vital to not dying. While in the military, you’ll get so little sleep that your body grows accustomed to functioning at a high level with just four hours of non-continuous sleep.
For one reason or another, putting aside large chunks of time for that vital sleep just doesn’t happen. So, troops quickly learn how to rack out at the drop of a dime while smothered in their gear. Or they find a nice, cozy spot underneath a HUMVEE in the glaring Afghan sun with only their rifle and pebbles to keep them comfy.
It’s really an impressive skill — and it’s usually among the first truly mastered by even the most average of recruits.
The biggest contributing factor to this mastery over snoozing is that troops are constantly on the move. The human body is only meant to exert so much effort and that limit is pushed daily by all troops. Normally, the body needs to both sleep regularly to rebuild damaged muscles and eat healthy foods to replenish what’s lost.
Troops supplement this by maintaining a higher-than-average caloric intake. It’s assumed that an average active male in their twenties should take in about 3000 calories to function normally. The average deployed troop takes in three MREs per day, which totals 3,750 calories.
Contrary to popular belief, eating calories is actually a good thing if you’re moving about as much as troops do. This intake means that the body has more to work with when it finally has time to recharge.
Troops exhaust themselves by being constantly in motion. When an opportunity to knock out arises, even if it’s just for a few minutes, it will be seized.
The next contributing factor is that troops are generally sleep deprived and have their sleep cycles interrupted constantly. Starting in basic training, a drill sergeant could wake everyone up at 0100 for sh*ts and giggles, have a special someone pull fire guard at 0300, and wake up for the rest of the day at 0500.
The body does most of its recharging during cycles of REM sleep, the first of which starts after roughly 45 minutes of sleep and again in another 45 minutes. The rigors of training, however, rarely permit troops to achieve multiple cycles of REM, so the body tries to recharge as much as possible during those first 45 minutes. As this pattern of interrupted sleep becomes the norm, the body adapts and requires less time to get into REM cycles.
In essence, this pattern resembles polyphasic sleeping — which is a terrible thing to try without adding in a solid, 6-8 hour chunk of rest into the mix.
The body actually can’t handle this type of sleep deprivation but, by sheer power of will (and a metric f*ck-load of caffeine), troops can shut off their body’s warning signs.
Troops’ bodies can endure this for a few days, typical of a combat mission while deployed, but a dearth of sleep can’t last for weeks. There will have to be a time when that troop hits their rack to get a full night’s rest.
And when they do, it’s some of the best sleep they’ve ever gotten.
Country music superstar Chris Young has released two platinum albums, been inducted into the Grand Ole Opry, and has nine number 1 hits. He’s on his Raised On Country Tour right now, and he took some time to talk about what it’s like to visit with Navy working dogs, to see so many vets and service members on his tour after his sister’s time in the Marines, and to have a tour sponsor in USAA that can help him get in touch with more military audiences.
Young picked the cities for the tour for the standard reasons, but he’s gotten to enjoy some little perks and experiences at military stops. Like when, two weeks ago, he got to hang out with dog handlers at Naval Base San Diego.
“There are so many markets where we’re going to go that are pretty large military markets as far as bases,” he said, “and, you know, we’re able to do the things like we did in San Diego on the naval base the other day.”
“We knew there were going to be a bunch of partnership opportunities like that [with USAA] and I just have a big love and respect for the military,” he said. “So anytime you get a tour sponsor where you know, everything already lines up on its own, it’s a pretty incredible thing.”
He isn’t new to the military experience, though. Young’s sister was a West Coast Marine who worked on helicopters. And she married another Marine. Seeing his sibling’s sacrifices deepened his respect for the military.
“I remember that I would see, first-hand, about the amount of time that people are going out. She and I have always been really, really, really close and so when you go months at a time, sometimes, without being able to see somebody because their travel versus what you’re doing to travel and anything else I think you understand it in a different way I guess.”
It’s his sister’s and his brother-in-law’s military service that he thinks of when he’s performing “The Dashboard,” a song about two brothers when one is sent to war and leaves his truck behind. For anyone who hasn’t heard it, we won’t give away the ending, but it’s not the ending made typical by “Riding with Private Malone.”
Young didn’t write “The Dashboard,” but he connected with it when he heard it.
“That song, buddy of mine Monty Criswell wrote it, and I just thought it was so different from the way I had heard other songs written even along the same line, topically, just the way he handled that song and made it something really, really special and anytime that I’ve played I always use the chance to reference my sister because obviously, she’s a Marine so I get a chance to nod to her and my brother-in-law when I sing that song and I always make sure to say something about them.”
For Young, who has gotten a kick out of playing for troops since he was at bases like Fort Bliss before his first record contract, it’s nice to get back in front of them. But as his fame has grown and technology has advanced, he’s found better ways of recognizing vets and service members in huge venues.
A partner company makes these “armbands where we’ve been able to ask people prior to the show, we go, ‘Hey have you or has anyone in your family served?’ And then we can actually light up their armbands for a song and kind of call them out say thank you that way … which is pretty cool.”
For Young, that made USAA agreeing to come as tour sponsor perfect. He already loved the military and liked to take time during shows to raise them up, so having a sponsor whose customer base is almost exclusively military families let everything sync up.
“I’m already totally all in on and any chance that I get to say thank you in multiple different ways to military, that’s something that’s been important to me my entire career. [Partnering with USAA] is just going to be awesome. It’s just going to work so I think it’s one of things that just happened.”
It is a dangerous and unpredictable time, and the United States must reverse any erosion in its military capabilities and capacities, the chairman of the Joint Chiefs of Staff said at the Military Reporters and Editors conference Oct. 26, 2018.
Marine Corps Gen. Joe Dunford is confident the U.S. military can protect the homeland and fulfill its alliance commitments today, but he must also look at the long-term competitive advantage and that causes concern.
He said the competitive advantage the U.S. military had a decade ago has eroded. “This is why our focus is very much on making sure we get the right balance between today’s capabilities and tomorrow’s capabilities so we can maintain that competitive advantage,” Dunford said.
Strategic alliances provide strength
The greatest advantage the United States has — the center of gravity, he said — is the system of alliances and partners America maintains around the world.
“That is what I would describe as our strategic source of strength,” he said.
This network is at the heart of the U.S. defense and security strategy, Dunford said. “We really revalidated, I think, what our threat assessors have known for many years, is that that network of allies and partners is truly unique to the United States of America and it is truly something that makes us different,” the general said.
Marine Corps Gen. Joe Dunford, the chairman of the Joint Chiefs of Staff, describes the global strategic environment during a presentation at the Military Reporters and Editors Conference in Arlington, Va., Oct. 26, 2018.
(DOD photo by Jim Garamone)
A related aspect is the U.S. ability to project and maintain power “when and where necessary to advance our national interests,” Dunford said.
“We have had a competitive advantage on being able to go virtually any place in the world,” he said, “and deliver the men and women and materiel and equipment, and put it together in that capability and be able to accomplish the mission.”
This is what is at the heart of great power competition, the general said. “When Russia and China look at us, I think they also recognize that it is our network of allies and partners that makes us strong,” he said.
Challenges posed by Russia, China
Broadly, Russia is doing what it can to undermine the North Atlantic Alliance and China is doing what it can to separate the United States from its Pacific allies. Strategically, Russia and China are working to sow doubt about the United States’ commitment to allies. Operationally, these two countries are developing capabilities to counter the U.S. advantages. These are the seeds to the anti-access/area denial capabilities the countries are developing. “I prefer to look at this problem less as them defending against us and more as what we need to do to assure our ability to project power where necessary to advance our interests,” Dunford said.
These are real threats and include maritime capabilities, offensive cyber capabilities, electromagnetic spectrum, anti-space capabilities, and modernization of the nuclear enterprise and strike capabilities. These capabilities are aimed at hitting areas of vulnerability in the American military or in striking at the seams between the warfighting domains.
“In order for us to be successful as the U.S. military, we’ve got to be able to project power to an area … and then once we’re there we’ve got to be able to freely maneuver across all domains … sea, air, land, space, and cyberspace,” the chairman said.
This requires a more flexible strategy, he said. During the Cold War, the existential threat to the United States emanated from the Soviet Union and strategy concentrated on that. Twenty years ago, this was different. The National Security Strategy of 1998 didn’t address nations threatening the U.S. homeland.
“To the extent that we talked about terrorism in 1998, we talked about the possible linkage between terrorism and weapons of mass destruction,” Dunford said. “For the most part, what we talked about were regional challenges that could be addressed regionally with coherent action within a region, not transregional challenges.”
Transregional threats are a fact of life today and must be addressed, the general said. “What I’m suggesting to you, is in addition to the competitive advantage having eroded, the character of war has fundamentally changed in my regard in two ways,” he said. “Number one, I believe any conflict … is going to be transregional — meaning, it’s going to cut across multiple geographic areas, and in our case, multiple combatant commanders.”
Another characteristic of the character of war today is speed and speed of change, he said. “If you’re uncomfortable with change, you’re going to be very uncomfortable being involved in information technology today,” the general said. “And if you’re uncomfortable with change, you’re going to be uncomfortable with the profession of arms today because of the pace of change. It’s virtually every aspect of our profession is changing at a rate that far exceeds any other time in my career.”
U.S. Marine Corps Gen. Joe Dunford, chairman of the Joint Chiefs of Staff.
(DoD Photo by U.S. Army Sgt. James K. McCann)
He noted that when he entered the military in 1977, the tactics he used with his first platoon would have been familiar to veterans of World War II or the Korean War. The equipment and tactics really hadn’t changed much in 40 years.
But take a lieutenant from 2000 and put that person in a platoon “and there’s virtually nothing in that organization that hasn’t changed in the past 16 or 17 years,” Dunford said. “This has profound impacts on our equipment, our training, the education of our people.”
This leads, he said, to the necessity of global integration. “When we think about the employment of the U.S. military, number one we’ve got to be informed by the fact that we have great power competition and we’re going to have to address that globally,” he said.
The Russian challenge is not isolated to the plains of Europe. It is a global one, he said.
“China is a global challenge” as well, Dunford added.
American plans have historically zeroed-in on a specific geographic area as a contingency, the general said. “Our development of plans is more about the process of planning and developing a common understanding and having the flexibility to deal with the problem as it arises than it is with a predictable tool that assumes things will unfold a certain way in a contingency,” he said. “So we’ve had to change our planning from a focus on a narrow geographic area to the development of global campaign plans that actually look at these problem sets in a global context. When we think about contingency planning, we have to think about contingencies that might unfold in a global context.”
This has profound implications for resource allocation, Dunford said. Forces are a limited resource and must be parceled out with the global environment in mind. “The way we prioritize and allocate forces has kind of changed from a bottom-up to a top-down process as a result of focusing on the strategy with an inventory that is not what it was relative to the challenges we faced back in the 1990s,” he said.
In the past, the defense secretary’s means of establishing priorities came through total obligation authority. The secretary would assign a portion of the budget to each one of the service departments and the services would develop capabilities informed by general standards of interoperability. At the time, this meant the American military had sufficient forces that would allow it to maintain a competitive advantage.
“Because the competitive advantage has eroded, in my judgment, the secretary is going to have to be much more focused on the guidance he gives,” Dunford said. “He not only has to prioritize the allocation of resources as we execute the budget, but he’s got to five, seven or 10 years before that, make sure that the collective efforts of the services to develop the capabilities that we need tomorrow are going to result in us having a competitive advantage on the backside.”
This fundamentally changes the force development/force design process, he said. “This is not changing because of a change in personalities. It’s not changing because different leaders are in place,” the general said. “It’s changing because the character of war has changed, the strategic environment … within which we are operating today and expect to be operating in five to seven years from now, will change. Frankly, were we to not change the fundamental processes that we have in place inside the department, we would not be able to maintain a competitive advantage five or seven years from now.”
The Russian and Ukrainian release of a Hollywood action film in which U.S. soldiers rescue a Russian president during a coup attempt has been postponed, and some reports suggest it could be banned in both countries due to its content.
Released in the United States in October 2018, the movie Hunter Killer, starring Scottish actor Gerard Butler, tells the story of a team of U.S. Navy Seals that rescues a Russian president taken hostage by his rogue defense minister — thus averting World War III.
Russian distributor Megogo Distribution asked cinemas not to show the thriller ahead of the scheduled premiere on Oct. 31, 2018, saying it had still not received a screening license.
The Culture Ministry, which issues licenses, said the company had provided an incomplete package of documents.
There was no official explanation for the delay of Hunter Killer in neighboring Ukraine, where the movie failed to open as scheduled in October 2018.
Megogo Distribution said in a letter “we still do not have any response from the [Russian] Culture Ministry” about the screening license, according to a report by industry publication Film Distributor Bulletin.
Hunter Killer (2018 Movie) Official Trailer – Gerard Butler, Gary Oldman, Common
This is despite the fact that all the materials and documents regarding Hunter Killer have been submitted in advance and the ministry previously had no objections to the film’s release, the distributor added.
The Culture Ministry told the AFP news agency that it had withheld a screening license for the film because Megogo Distribution did not show confirmation that it “transferred the film for permanent storage in the Russian state film fund [archive]” — a key prerequisite for obtaining a screening license.
The only copy the ministry received from the company was “of an insufficient quality,” it also said.
In a Facebook post, former Duma deputy and opposition figure Dmitry Gudkov wrote that the ministry could be blocking the movie for suggesting that President Vladimir Putin, who has been president or prime minister since 1999, could be ousted.
In 2018, the Culture Ministry banned TheDeath of Stalin — a satirical British movie about the Soviet dictator — from cinemas, describing it as extremist, mendacious, and insulting to the Russian nation. The decision provoked international ridicule and heated debates in Russia over freedom of expression.
During a private meeting with President Donald Trump in March 2018, Swedish Prime Minister Stefan Lofven explained that while his country was not a member of NATO, it regularly partnered with the defense alliance.
Trump, who has clashed with NATO leaders since taking office, responded by saying that was the kind of relationship with NATO that the US should consider, a European diplomat told Washington Post columnist Josh Rogin.
A senior administration official told Rogin that the remark was a joke, but the comment is one of many before and since that hint at disinterest, and, in some cases, hostility from the US president toward the trans-Atlantic alliance of which the US was a founder and is the largest member.
The US is the most powerful military in the 29-member alliance, and US withdrawal would dramatically reduce NATO’s power to deter potential adversaries like Russia at a time when Russian President Vladimir Putin is using cyberattacks and his military to threaten European neighbors.
Trump’s criticisms have centered around financing, and he has often rebuked NATO members for falling short of the 2%-of-GDP defense-spending level to which alliance members have agreed.
He reiterated that criticism in letters sent to some of the NATO members that fell short of that spending threshold in the weeks ahead of the organization’s summit on July 11 and July 12, 2018.
The only one to be made public was sent to Norwegian Prime Minister Erna Solberg. The June 19, 2018 letter, published by Norwegian newspaper VG, said Norway was “the only NATO Ally sharing a border with Russia that lacks a credible plan to spend 2 percent of its gross domestic product on defense.”
In the letter, Trump said he “understand[s] domestic political pressures,” having faced them in the US, but it would “become increasingly difficult to justify to American citizens why some countries continue to fail to meet our shared collective security commitments.”
The letter followed a general template, tailored with language specific to the recipient country, US and foreign officials told Foreign Policy. The officials said the letter sent to Germany contained some of the harshest language —Trump himself has directed some of his most withering scorn at German Chancellor Angela Merkel.
Concerns about Trump’s commitment to the alliance have grown during his second year in office, especially as he continues to criticize NATO leaders and pursue rapprochement with Russian President Vladimir Putin.
Many of the Trump administration officials who tried to reassure NATO allies have departed.
NATO officials are also worried by what seems to be the increasing isolation of Defense Secretary Jim Mattis, who is regarded as one of the administration’s steadier hands and a vocal NATO proponent.
Julianne Smith, director of the Trans-Atlantic Security Program at the Center for a New American Security, told The New York Times that Trump questioned other leaders about their opinions of Mattis during the G7 meeting in Canada in May 2018.
Smith, who was deputy national security adviser to former Vice President Joe Biden, said the exchange was “awkward” for those leaders, who felt praise “might be the kiss of death” for Mattis. “So they said deliberately that he is being so tough on us on 2% defense spending, to try to save the guy.”
“There’s overwhelming anxiety, and it’s been punctuated with very specific concerns. That has a profound impact on what our Europeans friends think he thinks about them,” Biden told Rogin. “The consequence is disastrous for our national security and economic interests.”
The US continues to back NATO and its initiatives, particularly the alliance’s efforts to counter Russia.
The bloc also recently agreed to the NATO Readiness Initiative, a plan pushed by Mattis requiring NATO to have 30 land battalions, 30 fighter aircraft squadrons, and 30 warships ready to deploy within 30 days of being put on alert.
But continued cooperation doesn’t mean the ties established between North America and Europe since the end of World War II will endure, NATO Secretary General Jens Stoltenberg said in June 2018.
“It is not written in stone that the trans-Atlantic bond will survive forever,” Stoltenberg said in London. “But I believe we will preserve it.”
“We may have seen the weakening” of some of those bonds, Stoltenberg said. He added that differences had been overcome in the past and said maintaining the partnership “is in our strategic interests.”
“We must continue to protect our multilateral institutions like NATO, and we must continue to stand up for the international rules-based order,” he said.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
If you like to read and are in the military, chances are that you aren’t reading for the hell of it, but reading to learn. Reading history, military leadership and self-improvement books are a great way to work toward developing skills to help improve your chances of success as a leader.
While the intent is admirable, there is a more practical problem with this approach. According to the forgetting curve, we forget most of what we read in the days or weeks after we encounter the material. Research has found that we generally remember as little as 10 to 20% of what we read.
I read a lot and I’m continually looking for ways to help me retain the important ideas, passages and quotes I come across. And I’m not alone.
Since humans first started writing practical advice for leaders, people have tried to figure ways to remember these lessons and incorporate them into their daily lives. The Stoic philosopher Seneca even commented on this over 2000 years ago:
“We should hunt out the helpful pieces of teaching and the spirited and noble-minded sayings which are capable of immediate practical application—not far-fetched or archaic expressions or extravagant metaphors and figures of speech—and learn them so well that words become works.”
So how do we learn the words so well that we turn them into works? The key is to counter the forgetting curve and increase our ability to recall the information we gain from reading. Thankfully, memory research has some answers for us.
Here are 3 tips for remembering what you’re reading:
Use your hands.
One of the ways in which we can better remember what we read is to get our hands involved in the process. In other words, using a highlighter to mark important passages or a pen to write marginalia (notes in the margins) helps us with retention.
In their book, The New Science of Learning: How to Learn in Harmony with Your Brain, educators Terry Doyle and Todd Zakrajsek argue that by adding the sense of touch to learning, we create multi-sensory pathways in the brain. Studies have shown that a multi-sensory approach to learning greatly increases the probability of recall.
Build an external hard drive.
From Marcus Aurelius to George Patton and Leonardo da Vinci to Bill Gates, these leaders and inventors kept personal notebooks or notecards where they captured quotes, maxims, ideas or anything else they found of interest. As we look back now into their private writings, we find evidence of the intellectual growth that made them successful. For instance, Patton copied down insights at West Point that would eventually become his fighting style decades later.
Typically when I finish a book, I return to it and transfer my margin notes, highlighted passages or additional reading (footnotes and endnotes are great for this) into my notebook. This extra step takes about thirty minutes, but it is worth it.
I continually look back through my notebook, gaining more familiarity with the subject. This “external hard drive’ is a great place to review ideas when I need them, and I don’t have to worry about it crashing!
Talk about it!
Finally, when we discuss what we read, we increase the chances we won’t forget it. By talking about it, we force our brains to recall the information. Research has shown that in recalling information, we strengthen the memory.
If I am reading a book I enjoy, I will bring it up in conversation with friends and family members. As we discuss an aspect of the book, I typically find that we will come up with even more applications for the quote or idea put forth by the author.
So, next time you pick up a book, don’t just read it cover to cover and put it away. Grab your highlighter and a pen. Mark passages and make notes in the margins. Find a small notebook where you can capture insights, quotes and tidbits worth remembering. And talk about your books with family and friends, always looking for ways to recall the information. If you do these things, you will be able to follow the advice of Seneca, and know the words so well that you turn them into works.
Army Gen. Robert B. Abrams, commanding general of U.S. Army Forces Command, and Army Command Sgt. Maj. Michael A. Grinston, FORSCOM’s command sergeant major, survey the work of soldiers deployed in support of Combined Joint Task Force Operation Inherent Resolve and assigned to the 458th Engineer Battalion at Camp Taji, Iraq, Nov. 16, 2017.
Across the military, service members and their families are working through the new normal brought about by COVID-19. Everyone is dealing with a fair amount of stress and we understand how important great leadership is right now. So, we reached out to the Sergeant Major of the Army Michael Grinston (socially distanced, of course) to get his advice for leaders while we work through this pandemic.
He opened up his green notebook and provided the following insights.
Command Sgt. Maj. Michael Grinston, senior enlisted leader for Army Forces Command, presents the FORSCOM Eagle Award during a ceremony Jan. 9, 2019.
Leadership matters right now. This isn’t harder than what is required of leaders in combat, but it is a very difficult time. In combat, you can physically bring everyone together. Now, how do you lead during this time of uncertainty? How do you get the information out? How do you make sure they stay the course? How do you make sure your soldiers are following orders –- which in some cases may be to stay at home and keep everyone healthy?
Everyone agrees that face-to-face leadership is the best and leaders can tell a lot about someone’s emotional condition by looking them in the eyes. We still have to do it. Don’t fall in the trap of relying on text messages to communicate. I recommend leaders develop a communications PACE plan. Make video chats your primary means of communication. If that isn’t available, make a phone call so you can hear their voice. Finally, leaders can use text and email to keep the lines of communication open.
Remember, these are difficult times and leadership is what is going to make the difference for the people in your formation.
2. Get innovative
There are so many opportunities right now for leaders to get innovative with how they maintain readiness and keep their soldiers motivated.
For example, at Joint Base Lewis-McChord, a battalion conducted an individual 6-mile foot march competition. Everyone used either cell phone apps or GPS watches to track their progress and then posted their times online. The winner with the fastest time received an Army Achievement Medal.
Another unit in Poland conducted EIB training, but included hand-washing and social distancing enforcement during the event.
At the Department of Army level, we are looking for ways to maintain readiness. We started running the Basic Army Leader Course via distance learning. I expect the same of our leaders down at the unit level — look for innovative ways to accomplish the mission.
Sgt. Maj. of the Army Michael Grinston visited the U.S. Army Medical Center of Excellence at Joint Base San Antonio-Fort Sam Houston Jan. 15.
We all have a responsibility to maintain our fitness and stay focused on personal readiness during this period.
We also have a responsibility and a great opportunity to focus on the operational readiness rate of our equipment so that when we come back to train, our vehicles and weapons are ready to go. Leaders can take advantage of this pause in training to bring mechanics and crews in to bring equipment up to 10/20 standard.
4. Stay informed
Besides company-level leadership keeping soldiers and their families informed, there are also plenty of opportunities to stay up-to-date on the latest news by Department of the Army and Garrison Commands.
I know that unit-level leaders are doing weekly virtual town halls, most garrisons are doing them several times a week and we have done a few at the Army level. Don’t rely on hearsay to get your information; tune-in and stay informed with facts.
5. Set goals
Treat this period like a deployment. We not only want to survive it, we also want to thrive in it. A great way to do this is to set personal and professional goals.
Gyms are closed and many of the conditions we had pre-coronavirus have changed. So, we need to reassess our goals. While we can’t go to gyms, there are workouts we can do in our living rooms to stay fit. Look for opportunities; there might be online courses or credentialing classes that you can take advantage of to achieve professional goals.
I recommend everyone try to figure out some kind of routine to work toward your goals. Don’t wake up everyday and muddle through it — keep moving forward.
The Army has been looking for a new scout helicopter to replace the OH-58 Kiowa Warrior for over two decades. Between budget cuts and iffy cancellation decisions, a number of contenders, notably the RAH-66 Comanche and the ARH-70 Arapaho, have failed to make the cut. Now, the Army is hoping to get another chance to replace the Kiowa, which retired from U.S. Army service in 2017.
However, it’s looking like Congress may put the kibosh on putting any new birds in the sky.
According to a report by BreakingDefense.com, the Army’s desire to buy a new recon helicopter is being questioned by some on Capitol Hill. There are concerns surfacing about whether manned helicopters can survive on a modern battlefield full of advanced missiles and self-propelled guns. Currently, the Army is using AH-64 Apaches to fill the gap in reconnaissance capabilities left by the Kiowa’s retirement.
The Army has long planned to find a new scout/utility bird under the Future Vertical Lift program, but now it seems they’re looking to get results faster — and they’ve requested $75 million (couch-cushion money in the DOD budget) to do so. One of the reasons for the rush is that the Apache, as impressive as it is, is not exactly the best choice for recon.
The OH-58 Kiowa Warrior was retired without a replacement — and the scouting mission got handed over to the AH-64 Apache.
Under the Future Vertical Lift program, one of the proposed Joint Multi-Role helicopters, the JMR-Light, is intended to be a scout/light-utility helicopter. One likely contender for that role, Lockheed’s S-97 Raider, has recently been cleared for full flight testing. The helicopter first flew in 2015 and can reach a blistering 220 knots, according to Lockheed Martin.
Although the S-97 is extremely capable, the Army has expressed a desire for a “pure” scout helicopter — Congress, however, citing the concerns mentioned earlier, don’t share that desire.
The AH-64 Apache carries the same rocket pods and Hellfire missiles as the S-97 Raider, but it carries a lot of them.
The Raider is capable of using AGM-114 Hellfire missiles, as well as 2.75-inch rocket pods and either a 7.62mm or .50-caliber machine gun. The Raider can transport up to six troops and has a range of 323 nautical miles. It can carry the fuel needed for almost three hours of sustained flight time.
The ARH-70 Arapaho didn’t make the cut — one of several efforts to replace the OH-58 that failed,
The Raider is not the only experimental system being considered to fill a gap in recon capabilities. Bell is offering a family of tilt-rotor aircraft, including the V-280 Valor and the V-247 unmanned aerial vehicle. Other companies are also offering prototypes, seeking to get in on a contract that’ll likely be a massive financial windfall.
Research by scientists at King’s College London found that the role the gut plays in processing and distributing fat could pave the way for the development of personalized treatments for obesity and other chronic diseases within the next decade. The research is published in Nature Genetics.
In the largest study of its kind, scientists analyzed the faecal metabolome (the community of chemicals produced by gut microbes in the faeces) of 500 pairs of twins to build up a picture of how the gut governs these processes and distributes fat. The King’s team also assessed how much of that activity is genetic and how much is determined by environmental factors.
The analysis of stool samples identified biomarkers for the build-up of internal fat around the waist. It’s well known that this visceral fat is strongly associated with the development of conditions including type 2 diabetes, heart disease and obesity.
By understanding how microbial chemicals lead to the development of fat around the waist in some, but not all the twins, the King’s team hopes to also advance the understanding of the very similar mechanisms that drive the development of obesity.
An analysis of faecal metabolites (chemical molecules in stool produced by microbes) found that less than a fifth (17.9 per cent) of gut processes could be attributed to hereditary factors, but 67.7 per cent of gut activity was found to be influenced by environmental factors, mainly a person’s regular diet.
This means that important changes can be made to the way an individual’s gut processes and distributes fat by altering both their diet and microbial interactions in their gut.
On the back of the study researchers have built a gut metabolome bank that can help other scientists engineer bespoke and ideal gut environments that efficiently process and distribute fat. The study has also generated the first comprehensive database of which microbes are associated with which chemical metabolites in the gut. This can help other scientists to understand how bacteria in the gut affect human health.
Lead investigator Dr. Cristina Menni from King’s College London said: ‘This study has really accelerated our understanding of the interplay between what we eat, the way it is processed in the gut and the development of fat in the body, but also immunity and inflammation. By analysing the faecal metabolome, we have been able to get a snapshot of both the health of the body and the complex processes taking place in the gut.’
Head of the King’s College London’s Twin Research Group Professor Tim Spector said: ‘This exciting work in our twins shows the importance to our health and weight of the thousands of chemicals that gut microbes produce in response to food. Knowing that they are largely controlled by what we eat rather than our genes is great news, and opens up many ways to use food as medicine. In the future these chemicals could even be used in smart toilets or as smart toilet paper.’
Dr. Jonas Zierer, first author of the study added: ‘This new knowledge means we can alter the gut environment and confront the challenge of obesity from a new angle that is related to modifiable factors such as diet and the microbes in the gut. This is exciting, because unlike our genes and our innate risk to develop fat around the belly, the gut microbes can be modified with probiotics, with drugs or with high fibre diets.’
We know it’s hard to keep track of military lingo and technical terms, that’s why we’ve published so many guides (Air Force, Marine Corps, Army, Navy). But there are some terms that the media — especially Hollywood — just can’t stop getting wrong when referring to the military.
Bazooka refers specifically to a series of anti-tank rocket launchers used from World War II through the Vietnam War. American troops today do not fire bazookas. There are modern rocket launchers that do the job the bazooka was once used for, but they have their own names, like the “AT-4” and the “SMAW.”
Bombs are explosive devices that are not propelled. They can be placed somewhere, they can be launched, or they can be dropped, but they are not propelled along their route. They may be guided. Rockets are like bombs, except they are propelled along their route without any type of guidance. The fins don’t move and the projectile can’t turn. Missiles are like rockets except they can turn, either under the instructions of an operator or according to an automated targeting system. One of the most common errors is referring to the Hellfire Missile as a Hellfire Bomb.
Marines are not soldiers, though they have been referred to as “soldiers of the sea” in past recruiting posters. In the U.S., people not in the Army are not soldiers, especially so for Marines — who will strongly protest being painted with that brush. “Troops” or “service members” are the umbrella terms that refer to all the members of the military.
The military doesn’t have Hummers. They have High Mobility Multipurpose Wheeled Vehicles with the acronym HMMWV, commonly pronounced “Humvee.” Hummer is a civilian, luxury knockoff of the HMMWV. Anyone who has seen the inside of a HMMWV knows that it is not a “luxury vehicle.”
Not everyone in charge of troops is a commander. For instance, the highest-ranking officer in each branch, the branch chief of staff, doesn’t actually command anything and is not a “commander.” Neither is their superior, the Chairman of the Joint Chiefs of Staff. The only people who are “commanders” have the word “command” in either their rank or job title.
It’s not strictly a military term, but much is made of Air Force reports of UFOs by conspiracy theorists and alien enthusiasts. Without getting into an argument about whether or not aliens are real, UFOs are just unidentified flying objects. The Air Force recording 12,618 of them from 1947 to 1969 does not mean that alien spacecraft have flown 12,618 or more sorties over American soil. It means that there have been 12,618 recorded sightings or sensor contacts of objects in the air. A balloon in an unexpected spot can be recorded as an unidentified flying object.
Specifically, this is not shorthand for civilian deaths or a “euphemism.” It is an official term that refers to damage done to any unintended target in any way during an attack. When American bombs were dropped on German trains that were later found to be carrying American prisoners of war, that’s collateral damage to friendly elements. When missiles launched against a bomb maker’s home also damage a nearby mosque, that’s collateral damage.
Of course the most tragic instances of collateral damage are when people, including civilians, are accidentally killed. But those aren’t the only instances of collateral damage.
Machine guns and sidearms are guns. Most soldiers and Marines are carrying rifles. While it would be nice if the news media would use the more exact term “rifle” when referring to rifles, they can get a pass because the civilian definition of gun does include rifles. Entertainment media needs to learn this lesson though, since troops in movies and T.V. would never call their “rifle” a “gun.” It’s drilled into service members with the same ferocity as the meaning of “attention” or the proper way to salute.
In the last part of the 19th Century, the U.S. Army’s chief enemy was the scores of Native American tribes who still roamed America’s Great Plains and dominated the American Southwest, among other places. As sporadic attacks against settlers in those regions increased, the U.S. government decided it had to act. By the dawn of the 20th Century most of the tribes had capitulated and resigned themselves to their reservations.
And it all started with a lame cow.
Lameness describes an injury to the cows foot that adversely affects its life.
A cow can become lame for any number of reasons, such as a toe abnormality, something getting embedded in its hoof, or even just walking long distances regularly. When a cow’s hoof becomes bruised or worn down, the animal spends more time laying down and tends to eat less, adversely affecting its condition. A cow with this condition passed through Fort Laramie, Wyoming one day in 1855 along with a group of Mormon immigrants.
While the group of settlers rested at Fort Laramie, their lame old cow wandered off by itself. Eventually, it came across a group of Mniconjou tribesmen who were waiting for an annuity from the U.S. government. It was late, the men were starving and had no means to procure food for themselves. Naturally, once the cow was in sight, it became dinner.
The cow was allegedly worth four dollars, but when the Natives tried to trade a good horse for the lame cow (the one they already ate), the offer was rejected. Instead, the settlers demanded for the cow. At first, the Army was willing to brush the incident off as trivial and stupid, but the officer of the post was no fan of the Indians. He set out with some 30 troops and departed for one of the Indian Camps to confront them about the cow. After brief words were exchanged by a drunken translator that was also really bad at his job, the soldiers began to fire into the Indians.
The Indians fought back. By the end of it, the leader of the Lakota was dead along with all the Army soldiers. The Army retaliated by gathering 600 troops and assaulting the Lakota where they lived. The Plains Wars just began in earnest. The Army struck a number of tribes over the next few years, as President Ulysses S. Grant decided he’d had enough of the natives and it was time to pony up the resources to get them onto reservations.
All because of one lame cow.
The fighting began with the Lakota, then came the Cheyenne, the Kiowa, Apache, Arapaho, and eventually, even the dreaded Comanche tribe were systematically subdued by the Army and forced onto reservations. One by one the tribes were forced to abandon their traditional lands and ways of life, for life on the reservations. Most of the Indians never received anything promised by the government and fought on until they were forced to capitulate.
When a soldier is wounded on the battlefield, medics get the call.
Medics are sort of like paramedics or emergency medical technicians in the civilian world, except paramedics and EMTs are less likely to carry assault rifles or be fired at by enemy forces. When everything goes wrong, soldiers count on the medics to keep them alive until they can be evacuated to a field hospital.
Ninety percent of soldier deaths in combat occur before the victims ever make it to a field hospital; U.S. Army medics are dedicated to bringing that number down.
To save wounded soldiers, the medic has to make life or death decisions quickly and accurately. They use Tactical Combat Casualty Care, or TCCC, to guide their decisions. TCCC is a process of treatment endorsed by the American College of Surgeons and the National Association of Emergency Medical Technicians.
First, medics must decide whether to return fire or immediately begin care.
Since the Geneva Convention was signed, the Army has typically not armed medics since they are protected by the international law. But, the Iraq and Afghanistan wars have mostly been fought against insurgencies who don’t follow the Geneva Convention and medics have had many of their markings removed, so they’ve been armed with rifles and pistols.
When patients come under fire, they have to decide whether to begin care or return fire. The book answer is to engage the enemies, stopping them from hurting more soldiers or further injuring the current casualties. Despite this, Army medics will sometimes decide to do “care under fire,” where they treat patients while bullets are still coming at them.
Then, they treat life-threatening hemorrhaging.
Major bleeding is one of the main killers on the battlefield. Before the medic even begins assessing the patient, they’ll use a tourniquet, bandage, or heavy pressure to slow or stop any extreme bleeds that are visible. If the medic is conducting care under fire, treatment is typically a tourniquet placed above the clothing so the medic can get them behind cover without having to remove the uniform first.
Now, they can finally assess the patient.
Once the medic and the patient are in relative safety, the medic will assess the patient. Any major bleeds that are discovered will be treated immediately, but other injuries will be left until the medic has completed the full assessment. This is to ensure the medic does not spend time setting a broken arm while the patient is bleeding out from a wound in their thigh.
During this stage, the medic will call out information to a radio operator so the unit can call for a medical evacuation using a “nine-line.” Air evacuation is preferred when it’s available, but wounded soldiers may have to ride out in ambulances or even standard ground vehicles if no medical evacuations are available.
Medics then start treatment.
Medics have to decide which injuries are the most life-threatening, sometimes across multiple patients, and treat them in order. The major bleeds are still the first thing treated since they cause over half of preventable combat deaths. The medics will then move on to breathing problems like airway blockages or tension pneumothorax, a buildup of pressure around the lungs that stops a soldier from breathing. Medics will also treat less life-threatening injuries like sprains or broken bones if they have time.
Most importantly, Army medics facilitate the evacuation.
Army medics have amazing skills, but patients still need to get to a hospital. Medics will relay all information about the patient on a card, the DA 7656 and the patient will get on the ambulance for evacuation. The medic will usually get a new aid bag, their pack of medical materials, from the ambulance and return to their mission on the ground, ready to help the next soldier who might get wounded.
Navy veteran Tyler Welch used to patrol the streets of Iraq as a corpsman. Now, he’s fighting a new battle against fires.
Welch is part of the Veterans Fire Corps crewmember program, run through the Southeast Conservation Corps. SECC is an AmeriCorps-affiliated non profit that engages recent-era veterans, partnering with the U.S. Forest Service Southeast Region. SECC started the Veterans Fire Corps program in 2018. The 10-month intensive training program engages recent-era military veterans up to age 35 in fuels reduction, fuels management, and wildland firefighting.
For veterans like Welch, the program is a perfect fit for his transition.
“Wildland firefighting had been an idea in the back of my head for a few years as a job to looking into when I got out of the military,” Welch said. “The program that SECC is running piqued my interest because it is a veteran program and is a lengthy training program allowing me to see several parts of the wildland world.”
Navy veteran Tyler Welch went from corpsman to Veteran Fire Corps member.
Welch served tours in Hadditha, Iraq, with Marines as the senior corpsman; and in Basra, Iraq, and Kuwait as a search and rescue medical technician. Stateside, he served at Marine Corps Air Station Cherry Point, North Carolina, and at Naval Hospital Whidbey Island, Washington. Seeking a new challenge, he sought something that could use his military service.
“The biggest skills I’ve carried over from the military that have helped with the program are team work and leadership,” he said. “Additionally, just being able to grind and get the work done on the hard day. It’s not always easy or fun, but at the end of the day you look back and see what you accomplished.”
For those looking for a challenge, Welch had three pieces of advice. The first is to keep fit, as days are long. The second is carryover advice from military service: get a good pair of boots. The third is to go camp and get used to being in the woods, living out of a tent and campground.
VFC crewmembers can earn certifications related to fuels management. This includes courses on firefighting, wildland fires, chainsaws, incident management, first aid and CPR. Southeast National Forests use VFC, which facilitates opportunities for crew members to work across a variety of districts and landscapes while simultaneously assisting forests with a myriad of fuels related needs.
“This program is designed to engage veterans in a truly hands-on experience,” said SECC Director Brenna Kelly. “Through rigorous and repeated trainings as well as field-based project work, veterans will earn necessary certifications and practical experience needed to compete for career positions related to fire and natural resource management.”
Navy veteran Tyler Welch went from corpsman to Veteran Fire Corps member.
Home base for VFC crews is the Conasauga Ranger District of the Chattahoochee-Oconee National Forest in Georgia. The crew roves throughout the Southeastern United States for the duration of the program.
Some projects require members to work five days at a time with two days off. Other projects require camping and living on project locations for 8-14 days, with a set amount of days off. Members cannot use drugs or alcohol during work related travel at any time.
In addition to a stipend, members receive paid trainings and certifications and an education award upon program completion. Members also receive food and accommodations during overnight travel and transportation to and from work sites.
This article originally appeared on VAntage Point. Follow @DeptVetAffairs on Twitter.