Since the Cold War, the US and Russia have drawn up plans on how to best wage nuclear war against each other — but while large population centers with huge cultural impact may seem like obvious choices, a smarter nuclear attack would focus on countering the enemy’s nuclear forces.
So while people in New York City or Los Angeles may see themselves as being in the center of the world, in terms of nuclear-target priorities, they’re not as important as places in states like North Dakota or Montana.
This map shows the essential points Russia would have to attack to wipe out the US’s nuclear forces, according to Schwartz:
Skye Gould/Business Insider
This map represents targets for an all-out attack on the US’s fixed nuclear infrastructure, weapons, and command and control centers — but even a massive strike like this wouldn’t guarantee anything.
“It’s exceedingly unlikely that such an attack would be fully successful,” Schwartz told Business Insider. “There’s an enormous amount of variables in pulling off an attack like this flawlessly, and it would have to be flawless. If even a handful of weapons escape, the stuff you missed will be coming back at you.”
Even if every single US intercontinental ballistic missile silo, stockpiled nuclear weapon, and nuclear-capable bomber were flattened, US nuclear submarines could — and would — retaliate.
According to Schwartz, at any given time, the US has four to five nuclear-armed submarines “on hard alert, in their patrol areas, awaiting orders for launch.” Even high-ranking officials in the US military don’t know where the silent submarines are, and there’s no way Russia could chase them all down before they fired back, which Schwartz said could be done in as little as five to 15 minutes.
But even a strike on a relatively sparsely populated area could lead to death and destruction across the US, depending on how the wind blew. That’s because of fallout.
The US has strategically positioned the bulk of its nuclear forces, which double as nuclear targets, far from population centers. But if you happen to live next to an ICBM silo, fear not.
There’s a “0.0 percent chance” that Russia could hope to survive an act of nuclear aggression against the US, according to Schwartz.
So while we all live under a nuclear “sword of Damocles,” Schwartz said, people in big cities like New York and Los Angeles most likely shouldn’t worry about being struck by a nuclear weapon.
When I arrived at my first C-17A unit, I was chomping at the bit. Finally, after years of education and training, I was ready to join the fight. The September 11th attacks had occurred during my senior year at USAFA, and I had felt like I was missing out by not serving in Afghanistan and Iraq.
C-17 life could indeed be fantastic. The jet was amazing. I loved my coworkers, who were intelligent, mission-focused, dependable, and a lot of fun. My first C-17 trip was exhilarating: drinking German beer one day, and the next slipping on body armor, a helmet, and night vision goggles before descending into Iraq.
Yet I was also in for a rude awakening. The operations tempo came as a brutal onslaught. My office duties seemed designed purely to satisfy “the system’s” insatiable appetite for new PowerPoint products. Decisions from our C2 organization often seemed nonsensical. I saw colossal amounts of waste due to bureaucratic inefficiencies. As Iraq began its slow spiral into insurgency and then civil war, my naive idealism eroded. I felt confused, disoriented, and unhappy.
Discontent is a normal part of a military career. I have seen many, many servicemembers undergo a similar process of disenchantment. Some never recover; they descend into cynicism and bitterness, then escape at their first opportunity. Others, however, undergo a transformation. They still feel restless dissatisfaction with the status quo, but they find a kind of inner peace, reframe their journey as a positive quest, and channel their frustrations into a career-long effort to improve the institution.
I eventually realized that discontent is a two-edged blade. It is one of your most important assets, but you have to wield it well.
The Virtue of Discontentment
One definition of discontentment is a “restless aspiration for improvement.” That is what we are after.
The most important thing you can bring to military service is an ethic of integrity, professionalism, and excellence. You need to do what the institution asks of you, and you need to do it well. Everything builds on that foundation.
The second most important thing you can bring to military service is your discontent. Why? Because discontent is the motivator for the positive change you will introduce throughout your career.
When we are doing what the institution asks of us, we all largely look the same; most modern military forces are based on mass production of needed skill sets. However, our sources of discontentment are deeply personal, the product of our individual temperaments, interests, and unique life experiences. It is our discontentment–and our thirst for change–that brings our individuality and creativity into our military service. That ambitious individuality, multiplied across the entire military, is the galvanizing force that works against institutional decay, perpetually renews our Armed Forces, and prepares us for uncertain futures.
Discontent with the trench warfare of World War I is what led to revolutions in mechanized and maneuver warfare. Discontent with legacy thinking is what led to further revolutions in airpower, space power, and cyber power. Discontent with toxic leaders drives innumerable NCOs and officers to lead better, and to advocate for innovations in education, training, and evaluations that raise the bar for everyone. Discontent with family strain has fueled advocacy for spouse education benefits, easier cross-state licensing, and more stability and predictability over the course of military careers. Most value-adding innovations began with some individual soul who feels the strain of a problem and imagines ways to do better.
Productively harnessing your discontent is not automatic, however. You must master your discontent, or else it will master you. That means learning to manage your own emotions and steer your discontent into positive avenues of change.
Sources of Discontent
Our “restless aspiration for improvement” can originate in any number of ways. Here are a few that come to mind:
Disappointment: We have such high hopes and excitement for our military careers, but often find the reality different. Any time we encounter a disappointment, we have an opportunity to make military service more invigorating, rewarding, and satisfying.
Underperformance: Military forces train and equip for one purpose: to perform at their absolute best in war. We should absolutely be discontent with underperformance, because it is a kick in the ass to do better.
Inefficiencies: Nothing is more infuriating to ambitious high-performers than bogging down in wasteful inefficiencies. Unfortunately, these are endemic in government organizations that are highly bureaucratic, overregulated, and lack market incentives.
Misalignments: Modern military forces are incredibly complex, with thousands of synchronized parts. Building such an organization takes decades, and change takes time. That means the organization always lags behind the world. It frequently falls out of alignment, creating dangerous gaps–whether we are talking about evolving technologies, new organizational management constructs, or the shifting nature of family and social life for our troops. Our discontent is a summons to bring our organization into line with the modern world.
Abuses: Unfortunately, particular leaders or organizations can do great emotional or even physical violence to their members. Sometimes these abuses are deliberate, perpetrated by toxic leaders, bullies, or sexual predators. Other times they are structural, such as unconscious racism or sexism. Our discontent calls us to speak for victims, remedy injustices, and stop malevolence.
Stages of Discontent
Discontent progresses through stages, like a mountain ascent. You have to climb through each stage to arrive at the next. A continued ascent is never guaranteed; many people reach a particular stage but do not advance further.
Helplessness: When you first encounter frustrations, you feel like the system is unimaginably powerful and therefore unchangeable. You look for individuals to blame, often commanders or staffs who “don’t get it.” You complain about how stupid and broken everything is, but could not even begin to articulate a fix.
Understanding: You begin to understand *why* these frustrations exist. You realize there is often no one to blame, because so many problems are structural–originating in miscommunications, broken processes, perverse incentives, or other bureaucratic realities. You begin to appreciate how much work has gone into the existing system, and the problems that it does solve. You might not have solutions yet, but you sense the *kinds* of changes that need to occur.
Solutioneering: As you master your career field and gain a deeper understanding of how your organization works, you see possibilities for specific, actionable improvements. At this stage you may not know how to actually implement these changes; your confidence and skills are still developing.
Communication: Now you step into the arena. You write a white paper, blog post, or journal article. You brief a commander or pitch at an innovation competition. If you do it well, you show an expert understanding of the problem and articulate specific, compelling solutions. A conversation begins, allies (and enemies) appear, and your idea gets challenged and evolves. A coalition begins to take shape.
Execution: After all those years, everything comes together. You have a deep understanding of a specific problem, and an actionable proposal that has benefited from vigorous discussion. You have an audience, and a coalition that wants your proposal to succeed. Now you learn the fine art of walking an idea through the bureaucracy, winning the support of the right leaders, garnering resources, and navigating and possibly changing regulations.
If you reach the summit, you will look down and see that your discontent–your restless aspiration for improvement–has culminated in a real change. You will also realize that you are not alone; an entire expedition team stands with you.
Once you reach that summit, the journey continues. After that first victory, you will chase other sources of discontent, finding other opportunities to improve things. As a leader, you will want to help others make their own ascents. You might even rearchitect your organization to make such ascents a routine part of organizational life.
Managing Your Ascent
Harnessing your discontent is not an easy journey. There will always be plenty to love about military service, but the frank reality is that negative energy is often what drives progress–the dissatisfaction again, the thirst for something to be different.
Learning to manage that negative energy is one of your most important battles, because there are so many ways it can hurt you.
First, develop inner disciplines to manage your own psychology. This is a major theme in my other writings mainly because it as a major theme in my life. Staying committed to a large organization can be exhausting, and you will have days when negative thoughts and emotions flood in. The challenges only compound as you make your ascent, because each stage introduces new pressures and difficulties. Negative emotions will overrun you if you let them, undermining your effectiveness, your leadership, and your personal happiness. Many wise leaders have gone before you, and have developed an arsenal of techniques to manage their inner journeys. Learn from them. You want to lead from a place of inner centeredness that brings peace, confidence, and satisfaction.
Second, always strive to keep climbing through the stages. Moving through each stage takes time, practice, and experience. Keep forging ahead. Whatever you do, don’t get stuck in helplessness. Bitching and moaning can be cathartic sometimes, but if that is the sum of your legacy, your military service was too small.
Third, know when and how to take your rests. A restless aspiration for improvement can deplete you, especially when you are fighting hard, sustained battles. You need to replenish by focusing on whatever or whoever gives you energy, joy, and meaning. That can come through family, friends, work, spirituality, nature, books, hobbies, service, or almost anything else.
Fourth, take your journey in community. The greatest joy in military service is the series of relationships you form along the way. At every stage, you will find mentors further ahead in the journey. Learn from them. You will also build a network of like-minded peers. Finally, mentor others. When you see subordinates or peers feeling helpless, coax them along the journey; help them develop the understanding and skills they will need going forward.
Mastering your discontent, and steering all that energy into productive change, is an essential part of your journey through military service. It is also essential for life. You can apply the same framework and skills to the private sector, your relationships, and other aspects of your life.
Discontent is a guiding compass that points to your unique insights and offerings. Discontent is your gift to the world, but only if you let it be.
Dr. Vince Houghton is a U.S. Army veteran and Historian and Curator of the International Spy Museum in Washington, D.C. He grew up watching and loving the original Star Wars Trilogy. While in the Army, he served in a sort of intelligence role and after leaving the military, he earned a Ph.D. in Intelligence History with a background in diplomatic military history.
Every year on May 4th, he gives a lecture at the museum, making the argument for Star Wars being a series of spy films.
“People always debate about it,” Houghton says. “Is this fantasy, is this sci-fi, is it a western in space? For whatever reason, I’ve always seen it as a spy movie.”
Houghton argues that the backbone of the original trilogy is a spy operation — a story made into the latest Star Wars film, Rogue One: A Star Wars Story. That story is the catalyst for Star Wars IV: A New Hope, which he sees as a classic spy movie.
“You could replace the death star with V2 or V1 or a German atomic bomb or the Iranian atomic bomb or any kind of scientific and technological intelligence and it becomes a spy movie,” he says. “Strip away all the science fiction and it’s a woman with stolen plans for a weapon trying to get them to a group of guerrillas fighting against this totalitarian empire — it could be the World War II resistance.”
But Houghton takes his argument further.
“With Empire Strikes Back, the whole thing is kicked off by the Empire attempting to use imagery intelligence, their drones, their probes, to locate the secret base of the rebels,” he says. “It’s still an intelligence operation, just a different kind.”
Houghton claims Return of the Jedi is a story based on intelligence gathering and counterintelligence.
“That’s also the catalyst behind Return of the Jedi,” Houghton says. “It’s stealing the plans for the second death star. It turns out, that’s actually a big deception operation — another key issue when it comes to intelligence.”
The Spy Museum Curator is talking about Emperor Palpatine allowing the Rebel Alliance to know the location of the second Death Star. Rebel Bothan spies capture the location and plans for the space station, but it’s a ruse for the Emperor to defeat the Rebel fleet on his chosen battlespace; it was a trap, a classic deception operation designed to hide the true strength of his forces.
“You could go all the way back to Mongolians in this case,” says Houghton. “Genghis Khan did everything from tying brooms to his horses’ tails so it would kick up a lot of dust and make sure it looked like there were thousands of soldiers instead of hundreds.”
In the case of Return of the Jedi, the Emperor’s plan just didn’t work because, you know, it’s Star Wars.
Rogue One: A Star Wars Story is in theaters Dec. 16th. You can catch more of Dr. Vince Houghton on the International Spy Museum’s weekly podcast, Spycast, on iTunes and AudioBoom.
During Operation Desert Storm, the world watched as approximately 2,000 M1 Abrams tank demonstrated the warfighting capabilities of American armor. By the end of the conflict, the M1 Abrams proved to be a monumental success, as the massive fleet destroyed roughly 2,600 enemy vehicles.
Only nine of our tanks were damaged in the conflict, and not a single one was hit by the enemy. All damaged tanks were the result of friendly fire.
The success of the M1 Abrams was the result of years of intelligent engineering. Here are a few things you didn’t know about this modern marvel and its components.
In 1970, a joint effort began between the U.S. and West Germany to create a tank more maneuverable and cheaper than the M60. However, as development became more expensive, West Germany pulled out of the project. The U.S. kept at it and developed the XM-803, but the money problems continued and, eventually, America pulled the plug.
In 1973, Chrysler and General Motors were awarded a contract to design a prototype for the XM1. Chrysler ended up winning and named their vehicle the M1 Abrams after Gen. Creighton Abrams.
2. The tank’s crew
The vehicle’s crew is comprised of a commander, a gunner, a loader, and a driver. These highly trained troops endure some cramped conditions to complete their missions.
3. Its unique turret
The main weapon of the M1 Abrams uses a laser rangefinder, ballistic computer, thermal imaging day-and-night sight, a muzzle reference sensor, and a wind sensor. The gunner’s workstation locks them on the target and won’t budge off-sight even when the tank is in motion.
4. The tank’s armor
The tank’s outer shell is covered with Chobham armor, a British intervention which uses conventional steel armor and ceramic tiles. Many of the armor’s details remain classified.
5. Housing the crew inside
An air filter system inside protects the crew from chemical and biological attacks. Additionally, all the munitions inside of the tank are kept within a special, protected storage compartment to ensure they’re not damaged by outside threats.
It’s an overcast, slightly rainy day in the South LA neighborhood of Watts. Twenty-five volunteers — veterans and civilians — show up to help The Mission Continues’ 3rd Platoon Los Angeles revamp the athletic areas of Samuel Gompers Middle School. This project is the third for Gompers. Allison Bailey, TMC’s Western Region City Impact Manager, is worried that some of those who signed up might be no-shows because of the rain.
“We definitely can’t paint the lines on the field,” she says.
Bailey is an Army veteran and reservist with a tour in Iraq and one in Afghanistan under her belt. She started as a Mission Continues volunteer and now works for TMC full time.
The Mission Continues doesn’t just go out and do random projects; they want to make a lasting impact with tangible results. To do that, they forge long-term relationships with local communities.
A “platoon” launches when The Mission Continues determines there are enough veteran volunteers to support one. Platoons are dedicated to one geographic area. That’s why 3rd Platoon LA is often at Gompers; they are devoted exclusively to Watts school. That’s part of its “operation.” An operation is a focused effort for a platoon.
In Watts, TMC works with the Partnership for LA Schools. 3rd Platoon has been in this operation for over a year. Bailey does a lot of prep work for the three platoons and two operations in the LA area.
“The goal is to feel dedicated,” she says. “We’ve done a lot of projects here at Gompers Middle School and we try to get the staff and students involved as much as possible so they take ownership of the projects we do.”
Elizabeth Pratt, the principal of Samuel Gompers Middle School, is here with the volunteers. She’s worked with the veterans of The Mission Continues before. Students from the school are usually present, but since school is now out for the summer, there aren’t any around today. Still, Pratt is eager for things that will benefit the next school year.
“My students will have the ability next year to have an actual baseball field and soccer field,” Pratt says. “So not only will it enhance after school play, but it will also enhance our current P.E. program.”
The first time Allison came to Gompers, she walked the grounds with Principal Pratt. They talked in depth about the possibilities for the school and the projects TMC could work on. Since then, the two have exchanged a few ideas for what to improve. The last time they cooperated, Gompers got a beautiful outdoor gardening area.
“The students were so excited,” Pratt recalls. “The students and their families all came out. It gave everyone a real sense of pride.”
When the veterans from 3rd Platoon first came to Gompers, they shared some of their experiences as veterans with the students. They shared a lunch and answered the children’s probing questions. The two groups shared a lot with each other. Curiosity became cooperation and the veterans from TMC have returned to Gompers three times (to much fanfare from the student body).
The volunteers spend much of this otherwise gloomy Saturday on the Gompers campus. No one notices the weather. They turn an open patch of grass and a mound of dirt into a baseball diamond and soccer field. They pull four large bags of garbage off the playground. They build benches, a basketball backboard, and two soccer goals from wood and PVC piping, then reline the courts. No one complains and everyone hungrily eats their well-earned pizza lunch. After only six hours, these twenty-five people have completely transformed the quality of the school grounds.
Daniel Hinojosa, an Army veteran and native of the LA area’s San Fernando Valley, now lives in downtown Los Angeles. This is his second visit to a TMC volunteer event.
“The progress is amazing,” he says. “It’s a neighborhood that definitely needs help and It feels good to help out. It gives me a sense of purpose. Everyone has a reason but for me, it’s not about money. Giving back to people is the most fulfilling goal I could possibly have.”
“It’s not about a connection to the school or the neighborhood,” Principal Pratt says. “People want to give to a place that needs the help. It brings people together in a very constructive way. It doesn’t just build up a part of the school; it builds school pride, neighborhood pride. It doesn’t matter if that neighborhood is Watts or Beverly Hills.”
I recently spoke with a recruiter from my current company and he mentioned the wide gap in quality of resumes he received from veteran applicants.
Here are eight tips to bolster your transition success. You do not need to take it as gospel, but these tips work:
1) Do not lie, omit, or embellish.
I once read honesty is being truthful with others while integrity is being truthful with yourself. Integrity and honesty are paramount in a resume. Do not say you were the Battalion Operations Officer when you were only the Assistant. The difference is large and will come out in the interview.
Do not omit certain military additional duties either. Unit Movement Officer, for example, is a powerful resume bullet, especially if you’re applying for positions in logistics, supply chain, or purchasing.
2) Do not de-militarize your resume.
We cannot bridge the military-civilian divide if we diminish what we’ve done during service. People going from Wall Street to manufacturing do not change their previous official positions on a resume, so you should not either.
You were not a “Mid-level Logistics Coordinator” — I “logistics coordinate” every time I do a DITY move. Sheesh. You were a “Battalion Logistics Officer (S-4),” responsible for millions dollars worth of equipment, travel funding, and other logistics needs for a high operational tempo military unit of 500-800 people.
Put quantifiable performance measures (e.g. coordinated redeployment of 800 people and associated equipment without loss; received a commendation for the exceptional performance of my team) and any recruiter will see the worthiness of your work. The interviewer will ask pointed questions so you can showcase your talents and they will learn more about the military rank structure and terminology.
3) Do showcase your talents.
If you briefed the Under Secretary of the Army or a General Officer, put that down. Your yearly efficiency reports are replete with this information. Try this format: Cause (redeployment), Action (coordinated), Effect (no loss), Reward (commendation).
4) Do review your resume and have someone else review it.
Bad grammar, misspelled words, or omitted words are resume killers. Use spell check on the computer, then print it out and go to town with a red-ink pen. This is the type of stuff a mentor is more than willing to do for you.
5) Do put your awards down, especially valor awards or awards for long-term meritorious service.
Simply put: Bronze Star with Valor device = Yes
MacArthur Leadership Award = Yes
Army Service Ribbon = No.
Items like a Physical Fitness Award or the Mechanics Badge should be left off unless they are relevant to the job you are seeking.
6) Do not list specific military skills, unless you’re applying for certain contracting, federal, or law enforcement jobs.
Simply put, again: CDL or foreign language proficiency = Yes
HMMWV training or marksmanship badges = No.
7) Do list your references in this way: one superior, one peer, and one subordinate.
Imagine the power of a corporate recruiter finding that your Battalion Commander, the captain you shared a hallway with, and one of your NCOs all speak highly of you.
The combination of their views can speak wonders. Let it work for you. It shows you are a good employee, a team player, and a leader all at once. If you can only list two, list the superior and the subordinate.
8) Do make your resume a living document.
Customize it as needed for various jobs, and highlight different points accordingly. “Leadership in a high-stress environment” creates a stable framework to delve deeper into what you have accomplished. Focus on tangible, specific, quantifiable, and consistent results.
Do not think for a second that your military service will not get you the job you want. Leadership under high-stress situations comes in many forms, in training and in combat. Sell yourself. Win.
Have you ever sat around wondering how Spongebob learned to tie a Windsor knot, how Squidward acquired his affinity for the arts, or how Plankton became perceptive enough to develop a Napoleon complex? Well, here’s a theory that should simultaneously quell your curiosity while fulfilling the core function of the internet: robbing you of your childhood innocence.
Basically, this unique aquatic society was the result of U.S. nuclear testing in the South Pacific Ocean, and that all of your childhood pals, from Mr. Krabs to Mrs. Puff, are radioactively mutated fish.
History seems to support this claim. The nuclear testing site that the theory refers to is BikiniAtoll, a group of islands in Micronesia. After World War II, the U.S. military detonated 23 nuclear devices on the islands as it geared up for an arms race with the Soviet Union. Remember that island that appears at the beginning of every SpongeBob episode? Well, that’s what remains of Bikini Atoll. The creators of the show left other clues to this radioactive origin story, such as Squidward’s Easter Island head residence (a hint of the town’s South Pacific locale), the popular Bikini Bottom magazine Toxic Waste Monthly, and the mushroom cloud that seems to rise from every explosion in the show.
So, it seems likely that the bombing of Bikini Atoll created Bikini Bottom, a nightmarish seascape where a sponge is economically extorted by a crab, who somehow fathered a sperm whale. But maybe it was all for the best. Bikini Bottom seems like a pleasant enough city, and the residents certainly have less mundane lives than your average fish or sponge. All’s well that ends well, right?
Maybe not. Because before U.S. nukes created one of America’s most beloved children’s shows, there were real, non-animated people living on Bikini Atoll: 167 to be exact. Bikini Atoll is part of the Marshall Islands, which has its own distinctive language, culture, and society. Leading a subsistence based lifestyle, Bikinians were a subset of this society.
In 1946 the people of Bikini Atoll were compelled to “temporarily relocate” by the United States, who wanted to begin nuclear testing on the islands. They were told they had to leave “for the good of mankind” and were subsequently sent to Rongerik Atoll, an uninhabited group of islands one-sixth the size of Bikini that lacked adequate sources of food and water. The U.S. navy dropped them on the shore with several weeks of food supplies and left. Soon, the Bikinians had a serious malnutrition problem, with most living on the brink of starvation. Within two months of relocation, they were begging the U.S. to allow them to return to Bikini, not knowing about the nuclear devastation being brought down upon their home. Their calls were ignored, and they were left on the island for two years. “We were dying, but they didn’t listen to us,” commented one of the inhabitants of Rongerik.
Eventually, the government began the process of moving the Bikinians to Ujelang Atoll. A handful Bikinians were sent to Ujelang to begin construction of their new society. But two months later, the plans fell through. The U.S. had chosen a second location for nuclear testing, Enewetak Atoll, and decided that the Enewetak people, instead of the Bikinians, would be relocated to Ujelang.
In 1948, The Bikini natives were finally liberated from Rongerik and sent to Kwajalein Atoll, where they lived in tents next to a concrete military airstrip. Six months later they were relocated once again to Kili Island, a .36-square-mile island where most Bikinians still live today. The island greatly differed from the Atolls they were accustomed to, making their traditional methods of fishing and food cultivation far less effective. Starvation once again became a daily concern and the Bikinians had to rely on USDA rice and canned goods to survive. The island was also prone to flooding, making them vulnerable to hurricanes and typhoons. They soon began referring to Kili as “Prison Island.”
Meanwhile, nuclear tests continued on Bikini Atoll, culminating in the 1954 “Castle Bravo” test, which detonated a nuclear weapon 1,000-times more powerful than the atom bomb dropped on Hiroshima. The blast was larger than the U.S. government expected and the resulting radioactive fallout spread throughout the Marshall Islands, blanketing inhabited islands and contaminating their residents. The subsequent health effects still plague Marshall Islanders today.
Decades passed, and in 1969, President Lyndon B. Johnson announced that the now 540 Bikinians would be able to resettle their home islands. The Atomic Energy Commission issued a statement saying “There’s virtually no radiation left and we can find no discernible effect on either plant or animal life.” Feeling confident in these assurances, Bikinians began to resettle in 1972. But in 1978, tests by U.S. physicians revealed that the radiation levels in the 139 people on Bikini Atoll were well above the permissible level. They were evacuated.
Today, the native inhabitants of Bikini Atoll continue to seek compensation from the U.S. government for the devastation of their home. Many demand that the U.S. clean up the mess they made in Bikini so they might return home. Some have more modest claims, like Simon Jamore, who wants access to better healthcare for four of his family members who have developed cancer. The islands remain almost entirely uninhabited, excluding the marine citizens of Bikini Bottom. For now, the only thing fit to live in Bikini Atoll is a radioactive fry-cook sponge.
Fort Bragg-based paratroopers recently concluded an intensive training exercise requiring them to test what may be the U.S. Army’s next step in Mission-Command technology.
Paratroopers of the 3rd Brigade Combat Team, 82nd Airborne Division, in cooperation with the Joint Modernization Command, recently executed Network Integration Exercise 18.2 from late October to early November 2018.
“The best way to test a paratrooper and his or her equipment is to replicate the demanding crucible of ground combat,” said Col. Arthur Sellers, commander of the 3rd Brigade Combat Team. “NIE provided the brigade an excellent environment to evaluate the Army’s future Mission Command Systems and associated technologies, with the purpose of creating shared understanding and enabling the BCT to be more lethal”.
A paratrooper assigned to the 3rd Brigade Combat Team, 82nd Airborne Division launches a PUMA Unmanned Aerial Surveillance Vehicle during the recently concluded Network Integration Exercise at El Paso, Texas.
(Photo by Sgt. Cody Parsons)
Network Integration Exercise, spearheaded by JMC, examines concepts and capabilities addressing three of the six Army modernization priorities — soldier lethality, long-range precision fires, and the future network.
Paratroopers with the 3rd Brigade Combat Team, 82nd Airborne Division operate a tethered drone during the Network Integration Exercise 18.2 in El Paso, Texas, Oct. 30, 2018.
(Photo by Pfc. Andrew Garcia)
“Our main objectives are to facilitate the execution of operationally realistic warfighting assessments for over two weeks and assess multi-domain operations while obtaining feedback from paratroopers on the ground,” said Rodger Lemons, Chief of Strategic Plans at the JMC.
Paratroopers from the 3rd Brigade Combat Team, 82nd Airborne Division conduct a security check, Nov. 2, 2018, during Network Integration Exercise 18.2 at El Paso, Texas.
(Photo by Cpl. Deven Waller)
The exercise’s keystone concept focused on equipping 3rd Brigade paratroopers and units with emerging technology and equipment while setting them through a series of combat scenarios. Those using the equipment were then encouraged to provide candid criticism of the shortfalls and benefits of the technology.
“Paratroopers on the ground are able to give developers immediate feedback,” said Lieutenant General Bruce T. Crawford, the Army’s chief information officer. “This allows the Army to move away from the monolithic programs of record and move into a more iterative approach that allows us to keep up with technological advancements.”
We are pushing towards a culture of innovation and the role these Paratroopers are playing is a game changer, continued Crawford.
Fighter jets rarely fly by themselves. Most of the time — if not all of the time — they fly in a section (two aircraft) or sometimes a division (four aircraft). This is for multiple reasons but mainly because a fighter jet is not very effective on its own. A wingman can offer additional firepower and top cover on many different missions.
Safety is another reason. For example, when flying over large bodies of water for extended periods of time, fighter jets routinely fly in section. Having a minimum of two aircraft allows for a margin of safety when operating in remote locations. In case one of the aircraft has an emergency, the wingman can help out.
So this begs the question, what does it mean to be a good wingman?
1. Be a Good Follower
A wingman is there to back up the lead aircraft, not lead the section. This means a wingman cannot try and take over the flight, no matter how much he may want to. Wingmen are there to do as much as they can to help the lead aircraft with the mission. Notice that I used the word “help,” not “take over.”
2. Keep your Comm Chatter to a Minimum
“Join up and shut up” is how the saying goes. No one wants to hear a Chatty Cathy on the radio. Most of the time, the wingman should respond to the lead aircraft’s communication on the radio with the tactical callsign or just “Two!” If you feel the need to say more than that, check the fifth rule below to see if you should say more.
Every fighter pilot knows that poor communication is probably one of the biggest contributors to a poor hop. Communication is always debriefed after a flight and poor comm is always recognized in the tape debrief. Make sure you don’t add to it!
3. Don’t Cause More Problems
We had a wingman one time that would not stay in position for the entire flight. The lead pilot was constantly reminding the wingman and always looking for him. The lead even had to shackle the flight in order to get the section pointed in the right direction. The unnecessary tactical administrative problems took away from the execution of the actual mission. The wingman became a burden and affected the overall performance of the section due to his lack of professionalism.
4. Execute the Mission
Exactly as it sounds. Brief the flight, fly the brief. Don’t make things up on your own. If you didn’t talk about it in the brief then it is probably not a good idea to try it out now.
Most importantly, make sure you are a team player and help the section along. For example, stay within visual sight of the lead; shoot and/or bomb the appropriate target (sounds obvious, right?); and provide top cover for the lead.
A successful wingman allows the lead aircraft to think about the larger tactical picture. This ultimately leads to success in the mission because the lead is not focused on the small things.
5. Be a Safety Observer
This one is probably the most important for obvious reasons. Safety is paramount and a good wingman can do some real good keeping the lead out of trouble. A safety advisor is there not only for emergencies but for tactical purposes as well, particularly in the visual arena.
If the wingman sees a bandit first, he or she must use directive over descriptive comm to maneuver the flight advantageously towards the threat.
For example, consider the following communication:
Viper 2: “Break right, bandit six o’clock!”
Notice that the wingman said “what” to do before describing where the threat was. It’s better to get the flight moving first and then paint the picture.
While being a wingman may not be the most glorious of roles, the position is critical for the overall mission’s success. Take pride in your ability to do the “blue-collar work” well. You’ll see a great outcome and you’ll learn a lot.
The A-10 Thunderbolt is arguably the best close-air support plane in history thanks, primarily, to its GAU-8 cannon. The seven-barreled, 30mm Gatling gun holds 1,129 rounds and can chew up a modern tank. Despite its massive success in the air, the GAU-8 has proven to be far more versatile. Believe it or not, the GAU-8 is also at the heart of a last-ditch, anti-missile system used by a number of navies. That system is called the Goalkeeper.
The Goalkeeper uses a combination of sophisticated radars to detect incoming threats, typically missiles, and fires rounds from its cannon to obliterate the target before it can harm the ship. In function, this defense system is very similar to the U.S.’s Phalanx — the albino-R2D2 looking thing found on virtually every American ship built since the 1980s. The Phalanx, by comparison, uses the M61, a 20mm Gatling gun. It’s been upgraded over the years and has an effective range of roughly one mile.
The Phalanx, however, cannot completely prevent a ship from taking damage — the system’s range is too short to guarantee full diffusion. That being said, the damage a ship endures after an incoming projectile is struck by the gun is from fragments rather than a direct hit. The ship may spend a lot of time replacing radars and fixing other gear, but it beats being sunk. The Goalkeeper, on the other hand, intends to reduce the risk of even that damage
According to NavWeaps.com, the Goalkeeper has almost twice the effective range of the Phalanx. The longer range and more powerful rounds mean that when an enemy missile is hit, not as many fragments hit the ship — and those that do will do so with much less energy. This reduces the damage done to the ship and can even make the difference between keeping a ship in the fight and going back to port for lengthy repairs.
The Royal Netherlands Navy and the Royal Navy initially used the system. South Korea later acquired a number of the systems for their surface combatants and the system now serves with the Peruvian, Belgian, Qatari, Chilean, and Portuguese navies.
See the Goalkeeper bring BRRRRRT to a ship in the video below!
Mental health treatment can be complicated, and adjustments are often needed to make it as effective as possible. When treatment isn’t meeting the Veteran’s goals or leading to improvement, VA encourages the Veteran and provider to discuss potential reasons and consider modifications or alternative treatments that better meet the patient’s needs.
To help, VA uses standardized questionnaires to measure change along the way. This process, known as measurement-based care (MBC), transforms the way VA delivers mental health care. MBC involves the following steps:
The Veteran routinely completes brief questionnaires about their symptoms and progress toward treatment goals.
The provider and the Veteran review and talk about the results together, using the questionnaire as a starting point for discussing what’s working in treatment — and what’s not. The provider explains what the findings mean and may offer ideas for changing treatment based on the results.
Based on these conversations and considering the Veteran’s perspective, the provider and Veteran work together to select the best treatment options.
Benefits of MBC
Data from MBC questionnaires can signal when treatment isn’t working. It also helps the clinician and Veteran develop a plan to get back on track. MBC helps foster an open dialogue between Veterans and their providers, ensuring that the treatment process is progressing toward each Veteran’s mental health goals. This dialogue may include meaningful conversations about personal goals, collaborative development of treatment plans, assessment of progress over time, and joint decisions about adjustments to the treatment plan. Veterans’ participation in developing their treatment approach has the added benefit of helping them to actively engage in their care.
Change can be challenging
Using MBC can be a pretty big adjustment for many mental health providers. Changing a health care practice is challenging even when the new method is simple, and the MBC approach involves several steps and many considerations. That’s why VA is rolling out MBC in phases, so that along the way we can learn from providers’ experiences the best ways to put MBC into practice.
Members of the VA Center for Integrated Healthcare, the VISN 4 MIRECC and the Behavioral Health QUERI are studying how providers at 10 sites are implementing MBC into their primary care and mental health integration programs. Their goal is to understand what it takes to help providers shift their practice to the MBC approach. Their results will be used to help providers at other VA sites figure out how to adopt MBC.
Coming to a VA location near you
Veterans in VA care may have already had MBC interactions with their providers. For those who have not, MBC is coming to a VA facility near you! VA is continuing to expand measurement-based care across its many medical centers, clinics and other facilities.
Many MilSpouses have taken matters into their own hands, trading PCS for profits by starting their own portable businesses. From web design to online tutoring, the women and men behind our soldiers are selling their skills and finding their own freedom.
But running a business that’s not just a pipe dream takes more than moxie- it requires serious knowhow. So if you’re a milspouse entrepreneur, or you plan to be, here are 5 things you must know and do to make your business a success:
Get serious about your business: One of the biggest roadblocks for all entrepreneurs is shifting their business from “side venture” to full-time hustle. Ironically, the only way you’ll ever get others to take your business seriously is to stop treating it as a hobby. Whether you’re a photographer or mom blogger, set office hours, enlist the troops for support, and go public with your commitment to a big-time business.
Be smart about the legal stuff: In addition to taxes, bank accounts, and LLC, military spouse businesses come with a special set of considerations. If you’re running your business from military housing, ask the housing office if there are any special rules or regulations. And if you’re overseas, your business may be subject to the laws that govern business in that country. It’s best to consult a professional to avoid any unpleasant surprises.
Take advantage of resources: To say there are tons of resources available to military spouse entrepreneurs is a gross understatement. Join the Military Spouse Business Association and get access to free mentorship and networking resources. Or attend the Inc. Military Entrepreneur Mentor Fair. Hosted annually, this event helps veterans and spouses start, run, and grow their businesses. Other non-military-related organizations, such as SCORE, provide free mentorship opportunities.
Network, network, network: Military spouse Facebook groups are a great place to meet like-minded entrepreneurs and get support for your growing business- but they’re not always the best place to find potential clients and customers. Step outside your comfort zone and explore opportunities on LinkedIn, marketplaces like Etsy or Elance, or face-to-face networking events in your industry.
Invest in your growing business: Throwing money at your business will not make you successful. However, smart entrepreneurs know that it takes money to make money. Consider taking business and marketing courses, and invest in a web designer and copywriter to create a professional site for your business.
The F-15 is an amazing aircraft that was designed to go head-to-head with the Soviet’s MiG-25 and was the top dog for years, most notably during Desert Storm where American and Saudi Eagles took it to the Iraqis in a big way.
The F-15 has endured because its design was years ahead of its time, and a great data point behind that fact is the time Israeli pilot Zivi Nedivi landed his jet with only one wing. Nedivi had one of his wings sheared off in a midair collision with an A-4 Skyhawk during a training event. Nedivi’s Eagle went into a rapid roll by the crash and he told his navigator to prepare the eject.
Nedivi turned on his afterburners in an attempt to stabilize the jet. The move worked. After his aircraft stabilized, he decided to attempt to land at a base 10 miles away. Because of the fuel coming from the damaged fuselage, neither he nor his wingman knew that the F-15 was missing a wing.
Hear the rest of this amazing story from Nedivi himself in this video: