Recently, a Marine was kicked out of a wedding for wearing his Dress Blues instead of a regular suit and tie. According to the post on Reddit, he was polite and gentlemanly but was asked to leave because he didn’t follow the dress code and the bride felt he was taking the spotlight away from the marriage.
There’s still a lot of other variables that aren’t really known that could really determine who’s the a**hole in this situation. If he was pulling a “you’re welcome for my service” routine, totally justified. If he didn’t have any other suit and tie, he could have probably explained that. If he was flexing his bare pizza box and two ribbons, he’s a douche. Since he was a friend of the groom, did he ask first? So on and so forth.
I’m personally of the mindset that he didn’t follow the uniform of the day and weddings are one of those things where you just nod and agree with the bride. But that’s ultimately pointless since this wedding has no bearing on my life.
Anyways. Since we in the U.S. aren’t subject to the EU’s Article 13 ruling on copyright material and the gray area it puts on sharing memes – have some memes!
Chris Markowski is a Marine who served in Iraq less than ten months after graduating from high school. Markowski’s unit deployed with 48 men, but only 18 returned alive or uninjured.
Sprawling across Markowski’s arms, legs, and back is a tattoo of a quote he found on a piece of scrap paper while walking across a base in Iraq. It is from the famous Czech historian Konstantin Jirecek and reads: We are the unwanted, using the outdated, led by the unqualified, to do the unnecessary, for the ungrateful.
“It spoke deeply to me. Many of the people that actually join the military are unwanted by society,” Markowski explains. “But the military gives you the ability to make a future.”
Markowski’s story is part of War Ink: 11 for 11, a video series presented by We Are The Mighty. The series features 11 combat veterans from Iraq and Afghanistan using tattoos to tell their stories on and off the battlefield. Each week for the next 11 weeks, a different tattooed veteran will share his or her story.
Do you have a tattoo that tells the story of your war experiences? Post a photo of it at We Are The Mighty’s Facebook page with the hashtag #WeAreTheMightyInk. WATM will be teeing up the coolest and most intense ones through Veteran’s Day.
F-35B Lightning II aircraft, attached to the F-35B detachment of the “Flying Tigers” of Marine Medium Tiltrotor Squadron (VMM) 262 (Reinforced), are currently in the Indo-Pacific region deployed aboard the amphibious assault ship USS Wasp (LHD 1).
Wasp, flagship of Wasp Amphibious Ready Group, with embarked 31st Marine Expeditionary Unit (MEU), is operating in the region “to enhance interoperability with partners and serve as a ready-response force for any type of contingency.”
F-35B flying in “Third Day of War” configuration.
(US Marine Corps photo)
Images being released these days show the Marines STOVL (Short Take Off Vertical Landing) aircraft in VMFA-121 markings carrying external weapons during blue water ops, a configuration being tested for quite some time and known as CAS (Close Air Support) “Beast Mode” (or “Bomb Truck”).
In particular, the aircraft are loaded with 2x AIM-9X (on the outer pylons) and 4x GBU-12 500-lb LGB (Laser Guided Bombs).
Marines load a Guided Bomb Unit (GBU) 12 onto an F-35B Lightning II aircraft attached to the F-35B detachment of the “Flying Tigers” of Marine Medium Tiltrotor Squadron (VMM) 262 (Reinforced) aboard the amphibious assault ship USS Wasp (LHD 1). Wasp, flagship of Wasp Amphibious Ready Group, with embarked 31st Marine Expeditionary Unit, is operating in the Indo-Pacific region to enhance interoperability with partners and serve as a ready-response force for any type of contingency.
(US Navy photo by Mass Communication Specialist 3rd Class Sean Galbreath)
This configuration involving external loads is also referred to as a “Third Day of War” configuration as opposed to a “First Day of War” one in which the F-35 would carry weapons internally to maintain low radar cross-section and observability from sensors.
As we explained in a previous story: “as a conflict evolves and enemy air defense assets including sensors, air defense missile and gun systems and enemy aircraft are degraded by airstrikes (conducted also by F-35s in “Stealth Mode”) the environment becomes more permissive: in such a scenario the F-35 no longer relies on low-observable capabilities for survivability so it can shift to carrying large external loads.”
LO (Low Observability) is required for penetrating defended airspaces and knocking out defenses at the beginning of a conflict, but after the careful work of surface-to-air missile hunting is done (two, three days, who really knows?), the F-35 is expected to “go beast”.
An F-35B Lightning II aircraft, attached to the F-35B detachment of the “Flying Tigers” of Marine Medium Tiltrotor Squadron (VMM) 262 (Reinforced), lands aboard the amphibious assault ship USS Wasp (LHD 1). Wasp, flagship of Wasp Amphibious Ready Group, with embarked 31st Marine Expeditionary Unit (MEU), is operating in the Indo-Pacific region to enhance interoperability with partners and serve as a ready-response force for any type of contingency.
(US Navy photo by Mass Communication Specialist 1st Class Daniel Barker)
In “Beast Mode“, exploiting the internal weapon bays, the F-35A can carry 2x AIM-9X (external pylons), 2x AIM-120 AMRAAM (internal bomb bay) and 4x GBU-31 2,000-lb (pylons) and 2x GBU-31 PGMs (internal bay). It’s not clear whether the F-35B can launch from a Wasp-class amphibious assault ship in this configuration.
On Sept. 27, 2018, U.S. Marine Corps F-35B jets made their combat debut. U.S. Marine Fighter Attack Squadron 211, the “Wake Island Avengers”, of the 13th Marine Expeditionary Unit, used their F-35B Lighting II Joint Strike Fighters to hit insurgent targets in Afghanistan’s Kandahar Province launching from U.S. Navy Wasp-class amphibious assault ship USS Essex (LHD-2) on station in the Persian Gulf. The aircraft used in the strike were loaded with GBU-32 1000-lb JDAM (Joint Direct Attack Munitions) but were also equipped with the externally mounted GAU-22 25mm gun pod in addition to the weapons in the internal bays. And sported the radar reflectors too.
An F-35B takes off with 2x AIM-9x and 2x GBU-12 LGBs.
(US Navy photo by Mass Communication Specialist 2nd Class Sarah Myers)
Back to the “Beast Mode”, F-35B have launched from the flight deck of amphibious assault ship USS America (LHA 6) with inert 500-pound GBU-12 Paveway II laser-guided test bombs during operational testing and the third phase of developmental testing for the STOVL stealth aircraft conducted by Marine Operational Test and Evaluation Squadron 1 (VMX-1), Marine Fighter Attack Squadron 211 (VMFA-211) and Air Test and Evaluation Squadron 23 (VX-23) in 2016. Still, the ones just released are probably the very first images of the aircraft launching in “Beast Mode” operationally.
Flight deck crew members guide an F-35B Lightning II aircraft, attached to the F-35B detachment of the “Flying Tigers” of Marine Medium Tiltrotor Squadron (VMM) 262 (Reinforced), in preparation for flight operations aboard the amphibious assault ship USS Wasp (LHD 1). Wasp, flagship of Wasp Amphibious Ready Group, with embarked 31st Marine Expeditionary Unit (MEU), is operating in the Indo-Pacific region to enhance interoperability with partners and serve as a ready-response force for any type of contingency.
(US Navy photo by Mass Communication Specialist 1st Class Daniel Barker)
According to a Pentagon test office document recently obtained by Bloomberg, “Durability testing data indicates service-life of initial F-35B short-takeoff-vertical landing jets bought by Marine Corps “is well under” expected service life of 8,000 fleet hours; “may be as low as 2,100″ hours.”
This would mean that some of the early F-35B jets would start hitting service life limit in 2026.
This article originally appeared on The Aviationist. Follow @theaviationist on Twitter.
Do you know someone who is going to Marine boot camp or who is already at boot camp? If so then your recruit is officially beginning their journey to becoming a United States Marine! Over the next 12 weeks, your recruit will be pushed beyond their limits and if successful be made into a Marine. Through this transformation, your recruit will need your support and motivation to help them succeed. Here is all you need to know about sending Letters to Marine boot camp.
MCRD San Diego Mailing Address
MCRD San Diego Mailing Address
RECRUIT First Name, Last Name #(st, nd, rd) BN “Company” Platoon #### ##### Midway Avenue San Diego CA 92140-####
RECRUIT John Doe 1st BN Alpha Company Platoon 1000 38001 Midway Avenue San Diego, CA. 92140-5670
MCRD Parris Island Mailing Address
MCRD Parris Island Mailing Address
RECRUIT First Name, Last Name #(st, nd, rd) BN “Company Name” Platoon #### PO Box ##### Parris Island, SC 29905-####
RECRUIT John Doe 1st BN Alpha Company Platoon 1000 PO Box 16945 Parris Island, SC 29905-6945
What should I write in my Letters to Marine boot camp?
Over the next thirteen weeks recruits will be pushed beyond their limits and, if successful, transition into a United Staes Marine.
Mental and physical exhaustion will become a norm as the loved one you said goodbye to is transformed into a completely new person.
Mail call will be the most anticipated time of the day, and your recruit will enjoy receiving a lot of mail from your over the course of the next three months.
In case you ever face writer’s block, we’ve come up with some questions to ask your recruit when writing Letters to Marine boot camp.
1. What were your first thoughts when you got off of the bus and stepped onto the yellow footprints?
2. What time do your mornings start?
3. How delicious is the chow?
4. What has been the worst thing about boot camp?
5. If you could describe boot camp in one word what would it be?
6. How many recruits are in your platoon?
7. What’s the name of one friend you’ve made, where are they from?
8. On a scale of 1 to 10 how much fun are pugil stick battles?
9. What is one thing your platoon gets yelled at for the most?
10. What time do you normally get to sleep?
11. Have you been given a nickname?
12. Is there anyone in your platoon not receiving mail that I can write to?
13. Has it been hard to keep your rack area clean and in tip top shape?
14. What have you liked best about boot camp?
15. How hard is it to keep your M-16 clean?
16. How fast can you take your M-16 and put it back together?
17. What has been the funniest thing your DI has said this week?
18. What’s the best advice you have received at boot camp?
19. What was going through your head when you jumped off of the repel tower?
20. What is the dumbest thing you have seen or heard another recruit do?
21. Has boot camp been what you expected it to be?
22. What is your wish list of bases you would like to be stationed at?
23. What’s the first thing you want to do after graduation?
24. What homemade/fast food meal do you miss the most?
Your Letters to your recruit don’t need to be long and they don’t need to be fancy. What’s important is that you’re sending mail to support them through this journey.
Sending Letters via the Sandboxx app, will get your message and photos into your recruit’s hands within a couple of days (we overnight your Letters directly to the ship). We also include a return envelope with every Sandboxx Letter so your loved one can write you back!
Ready to send your first Letter to Marine boot camp?
Send your first letter to Marine boot camp with the Sandboxx app, write your message, include a photo and hit send.
Save and attach our week one image below to give your recruit motivation for their first week at Marine boot camp.
U.S. Army vet Gregory Wong is no stranger to making fan films. His Jurassic World fan filmsand their behind-the-scenes extras have 2 million+ views on YouTube alone thanks to the military perspective he and his teams brought to the franchise.
An avid airsofter and gamer, Wong enjoys bringing those tactics to life after his military service.
Most recently, he teamed up with some fellow veterans and civilians to create a one-shot style video that emulates the experience from the new Call of Duty game.
Check it out right here:
CALL OF DUTY IN REAL LIFE | CLEAN HOUSE MODERN WARFARE – SIONYX
“Since everyone, both civilian and military, has been sinking their time into the game, it felt like a fun opportunity to explore and experiment by emulating the most talked about portion,” shared Wong.
The video also uses a color night vision camera built for outdoor use — and a little help from post-production.
“We used editing software to give it that iconic green look,” Wong divulged. “It’s a good exercise for making fan projects with limited budget but high attention to detail. We were fortunate to have gear from one of the companies that actually supplies the CTSFO (British national police force like FBI SWAT or FBI HRT).”
Wong’s team used the Aurora, a day/night camera with true night vision that uses Ultra Low-Light IR sensor technology that delivers true night vision capability in monochrome or in color. They also shot with gear from c2rfast, Airsoft Extreme, and PTS Syndicate.
The Clean House mission in Call of Duty: Modern Warfare takes place in a large house that the player must infiltrate, eliminating enemies and protecting hostages. Forbes magazine called it the “finest single-player FPS experience in years.”
“Many people were thanking him for his service, and frankly it just felt like the only reason he wore that was to be in the spotlight and make it about him, which I don’t think you are supposed to do at someone else’s wedding,” she said.
“If he wants to wear that to his own wedding then fine, but the whole point of having a dress code at a wedding is so that no one guest will stand out too much.
“I felt that he should have known this, since the whole point of uniforms in the military is so that you don’t stand out from everyone else!”
People in the forum were divided over whose side to take.
Some people pointed out that the marines formal uniform “looks classy and black tie,” but others argued it was “extremely disrespectful.”
The majority agreed that both the bride and the guest behaved badly.
As a former army sergeant pointed out: “Wearing formal military wear at formal civilian events is allowed per regulations (Army is AR 670-1, no clue for marines), but you have to be a special kind of a—— to wear it to a non-military wedding without specific permission of the couple.
Marines assigned to The Marine Corps Silent Drill Platoon.
(U.S. Marine Corps photo by Cpl. Patrick J. McMahon)
“The reason for this is the same as wearing white to a wedding — this puts you in competition with the bride. He should have dressed in civilian-wear, or at very least, checked with the couple getting married.”
As for the bride’s decision to ask him to leave, the former sergeant said that “kicking him out of the wedding was a bit much.”
“It’s your special day, but you shouldn’t forget that you play dual roles — you are both the host and the one fêted. Don’t forget that former role.
“You probably should have grimaced and just gone with it along with other faux pas such as Uncle Larry puking in the bushes and cousin Jenny making out with the DJ. With 300 guests, one person in uniform isn’t going to kill your day.”
This article originally appeared on INSIDER. Follow @thisisinsider on Twitter.
As the sun rises over the jungle canopy, the workers are already on the move. They take in the crisp scent of the morning air as they head up the rocky mountain path, slipping between the trees of a wet, dew-covered forest in Vietnam.
At the top of the green mountain ridge, Navy Petty Officer 1st Class Quoc Bao Lam is waiting to greet them with a smile and a handshake before getting started on the day’s work.
On a normal day, Lam is a master-at-arms with the military police at Naval Station Everett, Washington, but today he’s part of a unique assignment. He is acting as the lead linguist for a recovery team deployed by the Defense POW/MIA Accounting Agency on its fourth mission to Vietnam.
Lam works at an excavation site found on a remote mountain peak in one of the Vietnamese jungle’s most austere locations. The site is only accessible by helicopter, and the nearest village is about 5 and a half miles away, down a long steep rocky trail on the brink of being overgrown by the jungle. Being at a site so removed, a linguist is a necessity for a successful recovery mission.
Navy Petty Officer 1st Class Quoc Bao Lam, left, a linguist deployed by the Defense POW/MIA Accounting Agency, talks with local people in Quang Binh, Vietnam, Sept. 6, 2018.
(Photo by Senior Airman Donald Hudson)
“Nothing in this mission could be accomplished without the skill sets and abilities of an experienced linguist on the team,” said Marine Corps Capt. Mark Strickert, DPAA senior recovery team leader. “Linguists translate intent, interpret body language, serve as cultural advisors, facilitate negotiations and build camaraderie with the local community and government officials we work with so closely every day. Linguists are the underlining glue in the tireless steps we take to fulfill our nation’s promise to bring our fallen home.”
The mission of DPAA is to provide the fullest possible accounting for missing service members to their families and the nation from past conflicts.
The total number of service members unaccounted for from the Vietnam War was 2,646, but through the work of DPAA, 1,052 of those missing have been found, identified and repatriated. The work of DPAA continues to find the remaining 1,594 missing U.S. service members from the Vietnam War.
The work to recover missing service members starts with intense analyzing of historical records from all sides of a conflict surrounding the missing individuals. This is followed by interviewing eye witnesses, gathering local accounts and pinpointing and evaluating possible dig sites. Once all the data has been compiled and strongly suggests a specific area, recovery teams are brought in to dig and sift the soil, looking for remains of the missing individuals.
U.S. Navy Petty Officer 1st Class Quoc Bao Lam.
(Photo by Senior Airman Donald Hudson)
When Lam first learned about DPAA and its missions to Vietnam to recover missing troops, he felt an instant connection and he knew he had to find a way to contribute.
“I wanted to be a part of this important work,” Lam said, “to have an opportunity to help my fellow service members and their families find closure, and possibly help to find some of the lost or fallen friends of my father.”
Lam moved to America at age 8 with his mother and siblings. His father, Ouang Lam, had left five years prior to escape prosecution and possible execution at the end of the Vietnam War.
From the start of the conflict, Ouang fought with South Vietnam’s army. As U.S. involvement in the Vietnam War increased, the U.S. Army began seeking out local people who could speak English, Chinese and Vietnamese to help U.S. troops better navigate the region.
Becoming a translator
After applying to train with the U.S., Ouang was sent to Lackland Air Force Base, Texas, to get a better grip on the English language and military terminology. Once proficient in English, he was sent to Fort Bragg, North Carolina, where he was taught how to fly medical helicopters before going back to his country and the war.
For the rest of the war, Ouang delivered supplies and wounded U.S. and South Vietnamese troops by helicopter. He regularly came under fire and, throughout the conflict, lost fellow aircrew, friends and family. Ouang made it to the rank of chief warrant officer 3 at the war’s end.
North and South Vietnam were reunited. Those who had worked with the Americans were soon hunted by the authorities. Ouang had to leave his country to save his and his family’s lives.
Navy Petty Officer 1st Class Quoc Bao Lam, right, lead linguist, translates for Marine Corps Capt. Mark Strickert, left, senior recovery team leader while deployed by the Defense POW/MIA Accounting Agency in Quang Binh, Vietnam, Sept. 6, 2018.
(Photo by Senior Airman Donald Hudson)
Ouang began building a new life for his family in Chicago, thanks to a religious group that sponsored individuals who had fought alongside U.S. troops during the war. They brought foreign veterans and their families to the U.S. to ensure they were not harmed by the new Vietnamese government.
After all he experienced during the war, Ouang was against war for the rest of his life. Ouang urged his children to go to school and not join any military service, but Lam wanted to follow in his father’s footsteps. Luckily before his father passed away, Lam was able to explain why he chose to serve in the military after realizing school was not for him.
“My father was incredibly upset and did not talk to me for some time,” Lam said. “After a few years I sat down with him and talked about why I joined the Navy. While he still did not like the idea of me being in the armed forces, over time came to be very proud of my service to the country that has given his family so much.”
If it wasn’t for Ouang’s close work with the U.S. during the war, he may never have gotten out of Vietnam after the country’s reunification and would have never had the chance to provide his family with the American dream.
“Lam’s father is always watching from above and he would be proud of Lam working to find his lost friends from so long ago,” said Lam’s mother. “We have been proud of everything that he has done so far in life, to give back to the U.S. for all the U.S. has done for our family. We are extremely proud.”
After weeks of facilitating negotiations, advising on cultural differences and interpreting body language, Lam’s mission in Vietnam came to a close.
From his position atop the mountain, Lam surveyed the green valley below, as the setting sun cast the sky in hazy blues and purples.
The F-22 Raptor stealth fighter jets left behind at Tyndall Air Base when Hurricane Michael damaged or destroyed virtually every building on site will be visited by structural engineers from Lockheed Martin, the defense contractor tweeted.
Hurricane Michael hit Tyndall with unexpected force and sooner than expected, and the Air Force left some of the jets, which cost in the hundreds of millions apiece, behind in the base’s most hardened hangars.
But the storm proved historically powerful, and images of the aftermath show the hangars torn open. Initial assessments said that up to 17 of the planes had been destroyed, but top US Air Force officials later visited the base and said the damage wasn’t as bad as first thought.
F-22 Raptors from Tyndall Air Force Base, Fla., taxi after landing at Wright-Patterson Air Force Base, Ohio for safe haven.
(U.S. Air Force photo by Wesley Farnsworth)
While the Air Force still won’t share how many F-22s were left behind, or how bad they were damaged by the storm, Defense Secretary Jim Mattis sounded hopeful on Oct. 16, 2018.
The Air Force did manage to relocate a number of air-worthy F-22s before the storm, and they’ve returned to training stealth pilots in the world’s most capable combat plane. The limited run of F-22s, their stealth shaping and coating, and rare parts make repairing them a costly endeavor.
Last week, Bethesda Softworks dropped the announcement trailer for the newest installment in the exceedingly popular Fallout series, Fallout 76. Immediately, gamers across the internet set out to decipher every little bit of information they could about what’s in store. Recently, at Bethesda’s E3 Showcase in Los Angeles, we got a glimpse of what’s to come and we’re more excited now than ever for the game’s release on November 14th, 2018.
Previous installments in the Fallout series have been set roughly two hundred years after the nuclear apocalypse in various American landscapes. This time around, players will take the reins just 25 years after the bombs destroyed pretty much everything. Much to the delight of John Denver, the game will be set in West Virginia.
Before Bethesda’s recent showcase, there was much speculation about the title’s gameplay, but now we’ve got a lot more detail. It’s shaping up to be that same RPG experience you love, but now, Fallout is going online.
If you decide to get in on the multiplayer fun, that means that every human character you meet on your post-apocalyptic jaunt will potentially be another player. Befriend them, build a new civilization together, betray them and take all their stuff, raid other player’s villages, or hijack a nuclear warhead and destroy something someone spent hours making because you’ve stopped pretending you’re anything but an as*hole — the sky’s the limit!
Even the tiny details in the game are going to be amazing. The map of the game is said to be four times bigger than Fallout 4‘s 111km² map, making it the sixth largest world in gaming.
With all-new graphics, lighting and landscape technology we’re bringing to life the largest, most dynamic world ever created in the Fallout universe.
The superfans out there likely won’t settle for the regular edition of the game, especially when the $200 collector’s edition, called the “Power Armor Edition,” comes with an iconic, functioning power armor helmet. This is perfect if you were one of the lucky bastards few to get the Fallout 4 Pip-boy.
Plenty more details will be announced before the game is release in November, and we’re eager to feast on them.
To watch the official trailer, check out the video below!
Staff Sgt. Edmund “Eddie” Sternot of the 101st Airborne Division was finally honored posthumously Nov. 10, 2019, with a Silver Star for his gallantry during the Battle of the Bulge on Jan. 4, 1945 in the Ardennes Forrest.
Sternot’s unit set up a perimeter defense around Bastogne and was prepared to defend against the many German counterattacks.
On that heroic day in January, Sternot’s unit was hit by a series of strong attacks by the German army leaving his unit isolated and alone. Sternot bravely led his machine gun section from several different positions to beat back the German attacks leaving 60 enemy dead in front of his machine gun station.
Sternot earned a Silver Star for his heroism, but on Jan. 13, 1945 he courageously exposed himself to enemy fire to throw a hand grenade and was killed in action by a German tank round before he could ever receive the award.
A picture of Staff Sgt. Edmund Sternot’s grave site on display at the award presentation ceremony.
(Photo by Maj. Vonnie Wright)
Today the soldiers from Sternot’s unit, 1st Battalion, 327th Infantry Regiment, 1st Brigade Combat Team “Bastogne”, 101st Airborne Division received their prime opportunity to present Sternot’s last living relative his Silver Star at a Silver Star awards ceremony at the Pierre Claeyssens Veterans Foundation.
Lt. Col. Trevor Voelkel, commander of 1st Battalion, 327th Infantry Regiment, had the honor of presenting the Silver Star today alongside retired Maj. Gen. Edward Dorman III, an alumni of the regiment himself, and was humbled to be present at such a historical moment.
U.S. Army Lt. Col. Trevor Voelkel, commander of 1st Battalion, 327th Infantry Regiment, 1st Brigade Combat Team, 101st Airborne Division greets U.S. Army veteran, Arthur Petterson. Petterson served in 1st Battalion, 506th Infantry Regiment, 101st Airborne Division and jumped into Normandy during WWII. 1st Battalion, 327th Infantry Regiment, 1st Brigade Combat Team, 101st Airborne Division presented a Silver Star that Staff Sgt. Edmund Sternot earned for valor prior to being killed in action during the Battle of the Bulge in WWII to his last surviving family member Delores Sternot Nov. 10, 2019
(Photo by Maj. Vonnie Wright)
“While serving in Iraq in support of Operation Inherent Resolve, we received word of this story and without hesitation began planning,” said Voelkel. “I looked at the plaque of Silver Star recipients in our headquarters and saw Staff Sgt. Sternot’s name on it. I’m honored to be here and be a part of this ceremony.”
1st Battalion, 327th Infantry Regiment, 1st Brigade Combat Team, 101st Airborne Division plaque of WWII Silver Star Recipients.
(Photo by Maj. Vonnie Wright)
The Silver Star was presented to 80-year-old Delores Sternot, Staff Sgt. Sternot’s first cousin, of Goleta, California.
Delores, full of emotion, continued to wonder why such a ceremony was happening as she often referred to their family as ordinary folk.
U.S. Army retired Maj. Gen. Edward Dorman III, left, shakes the hand of Delores Sternot after she receives Staff Sgt. Edmund Sternot’s awards for valor at the Silver Star awards presentation ceremony.
(Photo by Maj. Vonnie Wright)
Dorman gladly answered that question during his address to the audience of the ceremony.
“I commanded Alpha Company, 1st Battalion, 327th Infantry Regiment many years ago so it is very humbling to be here,” said Dorman. “Delores has stated that her family are ordinary folk but that’s what makes them great. Ordinary folks do extraordinary things for the nation in times of peril.”
Delores also received Staff Sgt. Sternot’s Bronze Star and Purple Heart formally during this ceremony in front of veterans, family and friends within the community of Santa Barbara on behalf of the 101st Airborne Division.
U.S. Army Lt. Col. Trevor Voelkel, right, commander of 1st Battalion, 327th Infantry Regiment, 1st Brigade Combat Team, 101st Airborne Division, addresses the audience at the Silver Star award presentation for Staff Sgt. Edmund Sternot.
(Photo by Maj. Vonnie Wright)
Maj. Gen. Brian Winski, commander of the 101st Airborne Division, felt that it was essential to give Sternot the proper honors that he deserves as a soldier within the division’s legacy and history.
“Staff Sgt. Eddie Sternot is part of the Greatest Generation and the 101st Airborne Division’s incredible history,” said Winski. “I’m extremely proud that we are able to render proper honors to him and to his family with the presentation of a Silver Star that Staff Sgt. Sternot earned during the Battle of the Bulge.”
After nearly 75 years Sternot and his family received a ceremony fit for a hero. It has been a long time coming and with many emotions Delores was overwhelmed by the love and care shown by all the service members present.
A picture of a young Staff Sgt. Edmund Sternot on display at the award presentation ceremony.
(Photo by Maj. Vonnie Wright)
Retired Army Lt. Col. Bill Linn worked over 20 years to bring closure to the Sternot family and has become a family friend in the process.
“This was about principle,” said Linn. “I have always fought for principles. It doesn’t matter if 75 years went by or what his rank was. He deserved this ceremony. This is a win for the Army. This is a win for the 101st Airborne Division.”
Col. Derek Thomson, commander of 1st Brigade Combat Team “Bastogne”, is especially proud that his soldiers from Sternot’s very own unit were able to honor him today.
1st Battalion, 327th Infantry Regiment, 1st Brigade Combat Team, 101st Airborne Division plaque of WWII Silver Star Recipients, Staff Sgt. Edmund Sternot’s awards and program on display at the award presentation ceremony.
(Photo by Maj. Vonnie Wright)
“Staff Sgt. Sternot represents the very best of the 101st Airborne Division and the 327th Regiment,” said Thomson. “It was the sergeant on the ground who made all the difference in the Battle of the Bulge, and Edmund will always serve as an example of what real combat leadership looks like. His memory lives in today’s Screaming Eagles, and it is with great pride that the 101st presents the Silver Star to the family 75 years after he earned this extraordinary honor.”
During this Veterans Day weekend there was no better way to honor those that served and continue to serve than with honoring this American hero.
When you put a bunch of 18 year olds together in risky and high stress environments, they are going to find ways to have a good time. Even when it’s really gross or potentially dangerous. All of the things listed below were anonymously shared by those who have done it, seen it and lived it. These are their stories.
The junior ranking members are always asked to do the dirty grunt work. Deck swabbing, mess cooking and weed picking, to name a few. The other thing you can often find them doing is taking out the trash. Some guys don’t have the patience to look for other dumpsters when the ones they walked to were full, so they did what any junior enlisted member would do. They lit it on fire. Yeah, you read that right. They literally lit the inside contents of the dumpster on fire to make more room for their trash. I am sure they saved so much time and effort this way.
2. Hair exchange
When you use a razor, it takes a bit of skin with it. So, it goes without saying that each razor should stay with the person for sanitary reasons. Instead, junior members share each other’s razors. They don’t stop there – they share each other’s clippers too, sharing hair from questionable body parts with zero shame.
3. Dinner’s ready
Hunting is an admirable activity when you are feeding your family and friends. For the often broke non-rates and E3s, it’s the best way to eat. Who doesn’t love fresh meat? Young service members don’t let barracks living stop them from going on a good hunt. Instead, they just brought the deer back to the barracks, skinning and taking down the deer in the shared bathtub.
4. Doing the dip
If you thought hair exchange was gross, you haven’t seen anything yet. Below is a true accounting of “the dip” and it isn’t the 90s song either.
Soldier 1: “Hey man, what kind of flavor of dip are you chewing on right now?”
Soldier 2: “I got wintergreen, what do you got?”
Soldier 1: “Plain mint, wanna switch?”
Soldier 2: “Hell yeah man.”
5. Nice and shiny
When troops don’t like their roommates for whatever reason, they find really gross ways to demonstrate it. Like adding in certain body fluids to their roommate’s shampoo, cackling like school girls afterwards when they see their shiny hair.
6. I love her, I love her not
Plenty of young service members have gotten married before they probably should have. Loneliness and the BAH dollar signs have led so many astray. One soldier watched his buddy get divorced from one wife and marry another, all in the same week.
And finally, the award for the grossest thing that has been done by junior members:
7. Poo for everyone
Overseas, the poo gets burned. It is what it is, but that’s not the grossest part of this story. What’s downright gag inducing is the troops who use the poo burning stick to light each other’s cigarettes. It’s a miracle they didn’t die from a number of bacterial infections or burned their own faces in stupidity.
There were so many stories that didn’t make it to this countdown, as they just weren’t fit for anyone’s eyes. But, you can rest assured that there are still so many true gross and dumb stories still floating out there, just waiting for WATM to discover and share with you.
The next war will be dynamic and disruptive. To prepare for it, some US military leaders have embraced a mindset of “creative destruction” in order to challenge orthodoxy, adopt revolutionary changes, and even question how success should be defined on the battlefield of the future.
Along that line of thinking, for the past three years the US Army’s vaunted 75th Ranger Regiment has run an experimental military design cell called “Project Galahad.” This select team has subsequently gone against the grain of so-called conventional doctrine and investigated novel solutions to tomorrow’s warfighting problems.
“We need to be nimble and can’t hesitate to wipe the board when we need to,” Army Lt. Col. Adam Armstrong, a member of the 75th Ranger Regiment who served as a Project Galahad team member, told Coffee or Die Magazine.
According to a forthcoming article in the Special Operations Journal, Project Galahad was an “act of creative destruction” intended to “create cognitive space for experimentation.”
Armstrong described Project Galahad as a “mixed team of carefully selected officers and [non-commissioned officers] from diverse educational and experiential backgrounds chartered to think big with nearly complete autonomy, beholden only to the [regimental commander].”
“Done a lot of jobs — that’s easily in my top three,” Armstrong added.
With support from the Joint Special Operations University, since 2018 Project Galahad has become a permanent fixture within the 75th Ranger Regiment’s command system. The project’s goals include “fostering innovation” and “disrupting legacy systems to provide novel opportunities.”
Project Galahad implemented a decision-making process called “military design thinking.” A specialized field with roots in chaos and complexity theories, design thinking fosters divergent and experimental ways of problem solving.
Design thinking spurs its practitioners to “challenge their fundamental beliefs” in order to “reframe” a situation. According to the methodology, if you see problems in a different light, you’re more likely to produce innovative solutions.
An early version of design thinking called “Systemic Operational Design theory” — a product of the Israeli Defense Force’s Operational Theory Research Institute — was put into action by select US military teams on the battlefields in Afghanistan and Iraq during the mid-2000s. Since then, the methodology has become more mainstream within the US military as it prepares for a new era of great power competition.
“History seems to show folks rarely know when they are in need of a revolutionary change until circumstances force it upon them,” Armstrong said.
America’s military personnel have the natural attributes of autonomy, creativity, and the appetite for taking risks that are necessary to combat modern adversaries. US society is unique in the value it places on novel and unconventional thinkers. We praise the rule breakers. Whereas in many other countries — particularly those of America’s primary adversaries, Russia and China — that sort of proclivity for independent thought is not inculcated in citizens throughout their lives. So, some say that a design cell like Project Galahad is an effective way for US military units to take advantage of their premier battlefield advantage — the independent character of American troops.
Answering directly to the regimental commander, Project Galahad does not implement policy. Rather, this unique team is charged with bucking orthodoxy and coming up with new ways of doing business. Unlike some other innovation-geared groups and think tanks within the US military, Project Galahad is meant to keep its pulse on the day-to-day realities of regimental life, as well as the requisites of real-world combat.
Prior to the beginning of Project Galahad in 2018, the military design process had already been used for solving real-world combat problems within the 75th Ranger Regiment. Once enacted, Armstrong said Project Galahad was subsequently geared toward “ill-defined, often nascent, and ambiguous problem sets.”
To foster creativity, the Project Galahad team members created a workspace more analogous to a Silicon Valley startup than an elite special operations unit. They covered the walls with whiteboards and Post-it notes and established dedicated collaborative spaces. They even repainted the interior in “less depressing paint than the bland tan colors found in so many government buildings,” Armstrong said. The overarching goal was to spur abstract thought. And, in that vein, the team frequently turned their cellphones and computers off and engaged in what they called “deep thought sessions.”
“By using abstract thought we found we could conceptualize things that maybe we hadn’t thought of, see things we wouldn’t have otherwise seen,” Armstrong said.
The team’s composition, too, was key to its success in generating innovative ideas. There was a major who studied music in university and who was, in Armstrong’s words, a “completely disruptive thinker.” There was a master sergeant who’d spent his career within the regiment and had an MBA “from a very high-end program.” There was a midcareer officer with a chemical, biological, radiological, and nuclear background, a retired Army master sergeant, and a young officer with only one year in the regiment.
“Each Ranger brought a unique perspective — officer, enlisted, lots of time and life experience, or less,” Armstrong said, adding: “We also kept each other honest. Everyone had a voice, people could question things, we could argue. I was well out of my comfort zone, but that became comfortable after a few months.”
Still, it was difficult for Project Galahad team members to “reframe.” For his part, Armstrong said that after spending 10 years in the 75th Ranger Regiment, he had a lot of “institutionalization” to kick.
“My undergraduate degree is in physics, with almost 10 years in the regiment and an infantry officer — that’s about as ‘regimented’ as they come,” Armstrong said, adding: “We found that the key for Galahad’s team members was their assimilation through structured professional development. Team members went through courses on critical thought, basic and advanced design, and even cognitive optimization.”
Rangers Lead the Way
The Army’s premier special operations direct action raid force, the 75th Ranger Regiment is headquartered at Fort Benning, Georgia. The Rangers specialize in joint special operations raids and joint forcible entry operations.
“The Rangers are the most elite large-scale fighting force the Army has to offer,” the Army says on its website. “Their mission, depending on the operation, can range from airfield seizure to special reconnaissance to direct action raids on select targets and individuals, and they have a rich operational history.”
Ranger units have always been outliers within Army doctrine. The concept of “standing orders” was adopted by US Rangers during the French and Indian War — from 1754 to 1763 — to facilitate the execution of small-unit raids.
Following the Vietnam War, a new, permanent peacetime Ranger battalion was established to be a “change agent” within the Army. It has gone through a series of expansions since then, from a single battalion to a regiment, and more recently adding a special troops battalion and military intelligence battalion. Thus, the experimental Project Galahad program is well suited to the 75th Ranger Regiment’s institutional culture, which remains receptive to novel and unconventional solutions to combat problems.
Since October 2001, the 75th Ranger Regiment has been continuously deployed in support of counterinsurgency fights that stemmed from the Sept. 11, 2001, terrorist attacks. War is always chaotic and dangerous and unpredictable. Yet, over the past two decades of unending combat, war has — in the American experience — existed, more or less, within a fairly consistent battlefield architecture. The nature of combat, the terrain within which it is fought, and even the general nature of the enemy haven’t significantly changed since 2001.
So, while the US military is battle-hardened after 20 years of counterinsurgency combat, all that experience doesn’t necessarily translate into a battlefield advantage against modern adversaries such as China and Russia. When Project Galahad was created, the Rangers faced “plenty of problem sets related to national security, which we knew had the potential to be very different from our experiences of the last 20 years,” Armstrong said.
The unrelenting pace of two decades of constant counterinsurgency combat has been an obstacle to the regiment’s ability to foster innovative, novel solutions to burgeoning threats. In short, the real-world demands of combat took precedence over the kind of “creative destruction” needed to adapt to new threats from burgeoning great-power competitors.
“The operational demand for continuity leaves little room for those who stray outside time-proven institutional practices. The uncertainty of war makes experimentation, even in conceptual forms, a difficult and controversial undertaking,” according to an excerpt from a forthcoming article in the Spring 2021 issue of the Special Operations Journal.
After its conception, Project Galahad helped the 75th Ranger Regiment to address future problems without diverting time and energy away from the management of ongoing combat operations.
“Project Galahad was able to take the problem set on, run it through some design iterations, and then bridge to plans while staying linked in with the regimental commander and our [higher headquarters],” Armstrong said. “Overall, I think that provided a much better product, while allowing quality to remain high on everything else that the regiment was working.”
Project Galahad’s purview also extends to the most basic institutional standards of the US military, including chain of command systems that date back to the 19th-century Prussian army.
In 2017, Col. Brandon Tegtmeier, then commander of the 75th Ranger Regiment, “recognized the risk posed by a legacy paradigm that applied yesterday’s practices to tomorrow’s challenges,” write the authors of the excerpted Special Operations Journal article, which was posted to Facebook.
The Prussian army’s general staff system became the gold standard for Western military chains of command after the Franco-Prussian War of 1870 to 1871. For his part, Tegtmeier “decided to take unconventional action toward his own organizational form and took steps to upend the legacy, Prussian-designed Regimental staff system,” the Special Operations Journal reports.
The article’s authors add: “[Tegtmeier] saw the emerging complex security environment of the 21st century as something that required a new way of operating at the Regimental level, starting with his staff’s structure and processes.”
‘Studio for War’
The 2018 US National Defense Strategy made it clear that the preeminent challenge to the US was no longer terrorism but near-peer competitors such as Russia and China. That document underscored the ongoing evolution of thinking within the Pentagon that has spurred changes spanning the gamut from the creation of the US Space Force to the development of new battlefield technologies like artificial intelligence and ultra-long-range artillery systems.
In June 2017, Tegtmeier charged a small team with investigating how the legacy Prussian command system was hobbling his unit’s ability to face new threats. His team came back and confirmed that, yes, the 150-year-old chain of command was indeed a hindrance to innovation. The team also identified an “insular culture” that this old system created, which was also stifling innovation.
Tegtmeier’s investigative team proposed two options to shake things up. He could either implement a top-to-bottom upheaval of the current command system or put in place a “standing cross-functional team” to address specific challenges outside the normal chain of command.
According to the excerpted Special Operations Journal article: “The re-organize option that flipped the Prussian-style staff structure on its head would be recognized as the superior option, despite the vast undertaking required.” However, that option also “risked functional chaos,” the article states.
“The process of analyzing which direction to go was pretty involved — and [Tegtmeier] was leaning toward a complete restructure for most of it,” Armstrong said. “He wanted to eliminate the typical ‘silo’ effect you get in conventional staff structure.”
The Rangers are still at war, and sweeping changes to a 150-year-old command system might be too risky to carry out when lives are still at risk and American national security is still at stake. The regiment’s leadership also worried that the “re-organize option” could adversely affect the unit’s interoperability with the rest of the Army.
Moreover, by existing wholly outside the normal chain of command, the cross-functional team option would likely face less institutional resistance. According to the Special Operations Journal: “It would be a dynamic and highly experimental ‘studio for war’ within the Regiment, unlike any other staff function.”
Ultimately, the cross-functional team option was chosen for its practicality. Thus was begot “Project Galahad.” The project’s name is a nod to a legendary World War II unit, known as “Merrill’s Marauders,” which saw combat in Southeast Asia.
“‘Project Galahad’ was the answer to what I saw as a dire need in our formation — the ability to mass quickly on complex, ambiguous problems without a loss in capacity for the rest of our Regimental staff, already consumed with force generation, force modernization, day to day warfighting, and sustaining readiness for contingencies,” said Tegtmeier, the former 75th Ranger Regiment commander, according to the excerpted Special Operations Journal article.
The Project Galahad team quickly identified “tensions” in the unit. One example: the occasional disparities between the qualifications that make a good Ranger versus what’s most beneficial for career advancement within the Army’s promotion system. That includes the need for Rangers to pursue higher education for the sake of their Army careers — all while maintaining the regiment’s unrelenting operational tempo.
One Project Galahad success story is in the so-called “war for talent” — or, in other words, the ongoing effort to improve recruiting and retention, and to “take care of our people,” Armstrong said. Due to Project Galahad’s recommendations, the 75th Ranger Regiment implemented the “Phalanx” program, which, according to Armstrong, has been instrumental in fostering a healthy unit culture that spurs the regiment’s Rangers to achieve peak performance.
‘Meat on the Bones’
Disruptive change is not always an easy ask within the hierarchical command structure of the US armed forces. Contrarian thinkers may be reluctant to buck the system for myriad reasons — such as the potentially negative consequences on one’s prospects for career advancement.
In short: the hierarchical command system that maintains order and discipline amid the fog of war may not be ideal for fostering creative brainstorming sessions within peaceful circumstances. Still, the so-called old ways remain useful when it comes time to turn innovative ideas into action on the battlefield.
“Design allows you to frame a problem and identify some potential solutions but it still requires a bridge and handoff to plans teams for some detail work, placing meat on the bones,” Armstrong said.
“Conventional chains of command can be pretty ideal […] particularly in a time-constrained environment,” he added. “All that said — [for a] complex problem, when I have the time, I’m probably going to apply design whenever possible.”
While the 75th Ranger Regiment’s Project Galahad has proven successful, other Department of Defense programs geared toward the generation of innovative solutions to tomorrow’s problems have not fared as well under current budgeting priorities.
In October, Coffee or Die Magazinereported on the Army’s decision to defund its University of Foreign Military and Cultural Studies — colloquially known in military circles as the “Red Teaming University.” The news followed the Army’s recent decision to shut down its Asymmetric Warfare Group, as well as the Marine Corps’ recent decision to close an experimental training program that focused on complex urban terrain called Project Metropolis II.
Some military experts have criticized these moves as shortsighted and part of a broader prioritization of Pentagon resources toward acquiring new technologies, rather than researching how doctrine should evolve to combat modern threats.
Throughout history, US military-industrial dominance has permitted the luxury of warmup periods in its wars to arrive at a coherent strategic vision and develop workable tactics to achieve victory. Famously, US military forces honed their combat acumen on the North African front in World War II before embarking on the liberation of Europe.
In his Pulitzer Prize-winning account of the Allied North African campaign, An Army at Dawn, Rick Atkinson wrote: “Like the first battles in virtually every American war, this campaign revealed a nation and an army unready to fight and unsure of their martial skills, yet willful and inventive enough to prevail.”
However, against a near-peer adversary such as Russia or China, US military forces will have less time to hone their tactics and find their confidence in battle. The next war may be over before America’s armed forces learn how to fight it. Thus, one key goal of experimental programs like Project Galahad is to spur innovations to combat future threats before meeting them for the first time while in a war.
“That’s the classic innovation conundrum,” Armstrong said. “I think getting it right, 100%, the first time is pretty tough — but I think the employment of concepts like design are going to help us get closer to the mark, and hopefully save us from having to learn some hard lessons at high cost.”
He added, “I am a firm believer that design would work anywhere in the Army, something as simple as applying design thinking to routine problems could be hugely impactful.”
The House Veterans Affairs Committee heard testimony June 7 that was both encouraging and disturbing about PTSD programs and allegations that some vets are faking symptoms to get a disability check.
The Department of Veterans Affairs has greatly expanded its treatment programs for mental health problems overall, and for post-traumatic stress disorder in particular, said Dr. Harold Kudler, acting assistant deputy under secretary for Patient Care Services at the VA.
In fiscal 2016, the VA provided mental health treatment to 1.6 million veterans, up from 900,000 in 2006, Kudler said. Of the overall figure, 583,000 “received state-of-the-art treatment for PTSD,” including 178,000 who served in Iraq and Afghanistan, he added.
Kudler said the number of Operation Iraqi Freedom, Operation Enduring Freedom and Operation New Dawn veterans receiving VA treatment for PTSD has doubled since 2010, while VA services for them have increased by 50 percent.
In addition, the VA is increasingly open to alternative treatments for PTSD, including the use of hyperbaric chambers and yoga, but an Army veteran who went through VA treatment for PTSD said the expansion and outreach leave the program open to scams by veterans looking to get a disability check.
Brendan O’Byrne, a sergeant with the 173rd Airborne Brigade who served a 15-month tour in the remote Korengal valley of eastern Afghanistan, told the committee he was overwhelmed by “crippling anxiety, blinding anger” compounded by drinking when he left the service in 2008.
After four years, he was given a 70-percent disability rating for PTSD and was immediately advised by administrators and other veterans to push for 100 percent to boost his check, O’Byrne said.
“Now, I don’t know if they saw something that I didn’t but, in my eyes, I was not 100 percent disabled and told them that,” O’Byrne said. But they continued to press him to go for a higher rating. His arguments for a lower rating went nowhere, he said.
In VA group counseling sessions, “I realized the sad truth about a portion of the veterans there — they were scammers, seeking a higher rating without a real trauma. This was proven when I overheard one vet say to another that he had to ‘pay the bills’ and how he ‘was hoping this in-patient was enough for a 100-percent rating.’ I vowed never to participate in group counseling through the VA again,” O’Byrne said.
“When there is money to gain, there will be fraud,” he said. “The VA is no different. Veterans are no different. In the noble efforts to help veterans and clear the backlog of VA claims, we allowed a lot of fraud into the system, and it is pushing away the veterans with real trauma and real PTSD.”
Then there is politics. “In order for soldiers to avoid something called ‘moral injury,’ they have to believe they are fighting for a just cause, and that just cause can only reside in a nation that truly believes in itself as an enduring entity,” Junger said.
“When it became fashionable after the election for some of my fellow Democrats to declare that Donald Trump was ‘not their president,’ they put all of our soldiers at risk of moral injury,” he said.
“And when Donald Trump charged repeatedly that Barack Obama — the commander-in-chief — was not even an American citizen, he surely demoralized many soldiers who were fighting under orders from that White House,” Junger said. “For the sake of our military personnel — if not for the sake of our democracy — such statements should be quickly and forcefully repudiated by the offending political party.”
The allegation that some veterans are bilking PTSD programs is not a major concern for Zach Iscol, a Marine captain who fought in Fallujah and now is executive director of the non-profit Headstrong Project.
“If there are people taking advantage of us, that’s OK, because we have a bigger mission,” Iscol said, but he also noted that Headstrong does not give out disability payments.
In partnership with Weill Cornell Medical College, the project’s goal is to provide free assistance with experienced clinicians to post-9/11 veterans for a range of problems, from PTSD to addiction and anger management.
Iscol said Headstrong currently has about 200 active clients, and “on average it costs less than $5,000 to treat a vet.” He cautioned there are no panaceas for treating PTSD, and “there’s no simple app that will solve this problem. I don’t think you can design a one-size-fits-all for mental health.”
The witnesses and committee members agreed that PTSD is treatable, but disagreed over the types and availability of treatment programs and whether the VA is adequately funded to provide them or should rely more on non-profits.
The issue of the estimated 20 suicides by veterans daily came up briefly when Rep. Jack Bergman, R-Mich., a retired Marine lieutenant general, questioned Kudler on VA programs to bring down the rate.
Kudler said there is a “counter-intuitive” involved in addressing the veteran suicide problem. About 14 of the 20 daily suicides involve veterans who never deployed and experienced combat trauma, he said. “It would be premature to say we know why.”