Drafted into the Army in March of 1968, George Lang graduated boot camp and went right into advanced infantry training before heading off to the jungles of Vietnam.
In February of 1969, Lang was scheduled to go on leave when an intelligence officer got word of enemy movement closing in.
Lang had just spit-shined his boots when the company first sergeant updated him on his new mission. Lang put his leave on hold and geared up without hesitation. He and his squad loaded up on “tangos” (boats) and proceeded down the river toward their objective.
Lang and his men maneuvered down the canal toward Kien Hoa Province in South Vietnam, where they eventually dismounted the “tangos” and proceeded inland on foot.
After only 50-meters of patrolling, the anxious squad came in contact with a series of bunkers, linked together by communication wires.
Taking point, Lang was first to spot five armed men guarding the area — he quickly engaged. After expelling a full magazine and getting hit by enemy artillery, the squad came under attack by an additional, but unexpected force — red ants.
The squad dashed toward a shallow pond while under fire to wash off the six-legged attackers. Cleaned off and ready to go, the soldiers located a blood trail and followed it to find the bodies of the VC troops they previously engaged.
Suddenly, another barrage of incoming fire opened up from a nearby bunker, killing a handful of Americans. Lang sprinted toward the dug-in position and took it out with his rifle and a few hand grenades.
Lang destroyed a total of three enemy bunkers, which were also full of weapons. Upon returning to his squad, a deadly rocket detonated nearby, shooting hot shrapnel into Lang’s back, damaging his spinal cord.
Unable to move his legs and suffering unbelievable pain, Lang continued to direct his men. After several hours of coordinating troop movement and medical evacuations, Lang was finally removed from the battlefield and brought to safety for treatment.
On March 2, 1971, George Lang was awarded the Medal of Honor from former President Richard Nixon.
Check out the Medal of Honor Book‘s video below to hear this incredible story from the legend himself.
“Top Gun” is due for an upgrade. And no, it’s not the upcoming sequel to the classic 1986 film due out in 2019.
The ranges at Naval Air Station Fallon (NASF) in rural western Nevada – the epicenter of naval aviation combat training – have not seen a significant modernization in more than 20 years. Since then, the exponential evolution of aircraft and long-range weapons technologies have made Fallon Range Training Complex (FRTC) too small for pilots to realistically train for combat.
Realizing this, in 2016 the Navy published a proposal which would expand FRTC to meet the evolved training requirements. Under the plan, an additional 945 square miles of public land and 102 square miles of non-federal land would be withdrawn for military use.
“This is an absolutely enormous modernization, a once in a generation expansion which is critically important for naval aviation,” said Alex Stone, a Pacific Fleet environmental planner who conducted an Environmental Impact Study (EIS) for the project.
But FRTC’s modernization program is under the gun: the permits for its current ranges – in use for 77 years – will expire in 2021, and the plan needs to be implemented before then. Doing so, however, would potentially impact a broad range of actors: ranchers, miners, hunters, 17 different tribes, off-road recreation enthusiasts, as well as a host of federal, state, and local agencies.
“We’re withdrawing an additional 750,000 acres, so even though it’s a rural area, that withdrawn land is going to take from the public a lot of areas for which there are currently other uses,” Stone explained. “What makes this such a challenging, complex project is the number of stakeholders involved, because this withdrawal affects so many different groups and each of these groups has a unique set of concerns and issues.”
U.S. Navy Lt. Matthew Stroup, left, and Sophia Haberman, Naval Surface and Mine Warfighting Development Center, examine ways to attract new talent through strategic communication with USC™s Dr. Tom Hollihan during NPS™ Strategic Communication Workshop.
Stone’s team has leaned into this challenge. They’ve brought in a range of experts, including anthropologists, biologists, and geologists, and held a series of open meetings with the Bureau of Land Management to keep the public informed and engaged in the process.
Yet they want and need to do more. And do it better.
“The success or failure of this project is really going to be tied to how well we can communicate with these different stakeholders,” Stone said. And that’s what brought the Top Gun team to the Naval Postgraduate School.
In early August 2018, Stone and 22 colleagues travelled to the university to refine their team’s strategic communication capability. Along with dozens of key members from multiple commands throughout the Navy, they took part in the school’s intense, three-day Strategic Communications Workshop (SCW), Aug. 7-9, 2018.
Developed by NPS’ Center for Executive Education (CEE), the SCW provides a deep dive into the design, planning and implementation of large-scale communications initiatives. Participants teamed up with both NPS faculty and professors from the University of Southern California’s Annenberg School for Communication and Journalism (USC-ASCJ) to apply the latest research and lessons learned from across the Department of Defense (DOD) and industry.
“These workshops make you stop and say, ‘OK, where are we?,'” said Gail Fann Thomas, SCW program manager and an associate professor in NPS’ Graduate School of Business and Public Policy (GSBPP).
“Once you conduct a strategic analysis, you can improve your communication tactics: who are your key stakeholders and how do they impact the achievement of your goals? What messages are your actions conveying, both inside and outside your organization?
“How can your organization’s communication provide better linkages between your day-to-day activities and your commander’s priorities?” she continued. “Might new media such as crowdsourcing and social media better create your desired effects? How are you maximizing your strategic effect with communication processes and metrics?”
To help commands across the services tackle these questions, Thomas has led more than 300 SCWs since becoming program manager in 2005, both at NPS and around the globe, bringing the workshop to commands on invitation.
At each SCW, attendees acquire new skills and tools to work through the military’s most vexing communications issues, from conducting in-depth stakeholder analyses to assessing communications risks, and developing metrics to track the effectiveness of initiatives.
“They’re not here to learn out of a textbook and go home,” Thomas said. “They all bring a real, concrete issue that they’re trying to work through, either because they’re looking ahead and saying, ‘Wow, we don’t know how we’re going to get there,’ or ‘We’ve got to do something different, and we don’t think we know enough to be able to do it.'”
All too often, strategic communications is incorrectly equated with ‘messaging.’ The SCW emphasizes the strategic analysis necessary prior to developing messages in order to ensure unity of efforts, actions and words.
U.S. Air Force 2nd Lt. Lazir Ablaza, a fighter pilot with the 157th Fighter Squadron at McEntire Joint National Guard Base, S.C., prepares to launch an F-16 Fighting Falcon for a training mission from Naval Air Station Fallon, Nev., Nov. 13, 2014
(U.S. Air National Guard photo by Tech. Sgt. Caycee Watson)
“Often a leader will say ‘Where’s my story? Give me an article; give me a message,’ but you have to stop and ask whether that’s the right thing, the right media, the right topic, and addressing the right people,” Thomas noted. “There’s a whole lot of work that has to be done before you figure out what your message might be.”
A key component of this is communications is within the organization itself.
In an era defined by the ubiquity of social media – when a Facebook post by a junior enlisted service member has the potential to end up on the front page of the Washington Post – it is absolutely critical that all personnel are on the ‘same sheet of music.’
“If their internal communication isn’t aligned very well, that means their external communication isn’t very good either, because you probably have different people telling different stories,” Thomas said. “So, the SCW helps them do the diagnostics and better align their internal communication.”
This was an ‘Ah-ha!’ moment for Navy Lt. Matt Stroup.
A public affairs officer (PAO) with the Naval Surface and Mine Warfighting Development Center (SMWDC) in San Diego, his team paired up with USC-ASCJ doctoral studies director Tom Hollihan to find new ways to attract talented warfare tactics instructors to the command.
“We came here fully expecting to be externally focused on how best to communicate with the audience from a mass communications perspective, but what we’ve learned working with Tom is to identify the internal processes to our organization,” Stroup said.
Often, leaders think a PAO can dictate perceptions or actions through a single product, Stroup said.
“But it’s very much a team game,” he added. “It’s not something that you can do with just one person and hope they’re going to fix it.”
Hollihan was fully confident that Stroup’s team will be able to take their insights gleaned at the SCW home with them.
“They didn’t really know each other well, but this has been kind of an introduction to their own attitudes, values and styles,” he said. “What impressed me is how much respect they seemed to have for each other’s ideas and how productive the conversation was.”
Stroup described the SCW as “an incredibly valuable experience.”
“There aren’t too many other times in my career where I’m going to be able to sit for six to eight hours with a leading professor from one of the most highly-rated communications doctoral program in the U.S. and get some guidance on how to do this,” he said. “That’s gold as far as I’m concerned.”
This is a sentiment echoed by Navy Cmdr. James Johnston, who attended the SCW as part of the team from Commander, Naval Air Forces (CNAF), the command responsible for all naval aviation, including the Top Gun school.
“It’s been humbling,” he said. “I’d like to think that all of us got to the positions we’re at by being masters of our craft, but none of us has a lot of experience in communications other than communicating to subordinates.
“This program is a good example of how a command can accelerate their learning curve. In order to get this amount of concentrated teaching, you’d probably have to attend a whole semester class,” Johnston continued. “This will enable us to go back to our command and help our entire staff learn a lot quicker how to get through this process.”
That’s a win, according to Thomas. Enabling an organic strategic communications capability is the ultimate goal of the SCW, allowing commands to get ahead of crises before they develop.
“Nothing happens without communication, but for the most part, people don’t think about communication at all until a crisis happens and then they go, ‘Why didn’t we think about that?,'” she said. “Instead of being in crisis mode all the time, we want people to be able to look at the communication that’s needed and to anticipate and be proactive about it. Then, have a strategy around our communication for whatever it is.”
The SCW certainly accomplished this for the team negotiating the challenges of the Fallon range modernization effort, Stone said.
“We can get the process and all the facts right, but without the communication, we’re not going to be successful,” he said. “This workshop really gave us a path forward for how to approach communicating with all the stakeholders involved.
“So many people have been appreciative that they had the opportunity to attend something like this,” Stone added. “Everyone came away refocused on the project and full of enthusiasm moving forward.”
The recent, fatal crash of a F-16 Fighting Falcon at Nellis Air Force Base that claimed the life of a Thunderbirds pilot is the latest in a string of accidents. We all know that flying high-performance jets comes with an element of risk — but many don’t realize just how dangerous these powerful vessels truly are.
The same people who denigrate former President George W. Bush’s service with the Texas Air National Guard forget that of the 875 F-102 jets produced, 259 crashed, leading to 70 pilot fatalities. No matter the conditions, flying these high-powered war-fighting tools comes with a great deal of risk.
An ejection seat saves Lieutenant (Junior Grade) William Belden after the brakes on his A-4 Skyhawk failed.
In Top Gun, Goose was killed despite hitting the loud handle in his F-14. Why is that? For the answer, let’s take a look at how ejection seats work. In essence, after the hatch or canopy is blown open, a catapult fires the seat away from the plane. Then, a rocket ignites, further propelling the seat. Then, if all goes well (which can be a big “if”), the seat then separates from the pilot, the chute opens, and the pilot drifts safely down.
A pilot with the Thunderbirds ejects from his F-16C Fighting Falcon during a 2003 air show,
(USAF photo by by Staff Sgt. Bennie J. Davis III)
Ejection seats have limits
So, why are some pilots still killed in crashes? In some cases, the ejection simply doesn’t go well — as was the case with Goose. Other times, though, it’s a different problem entirely. Ejection seats, like planes, have envelopes. A plane can be going too fast for a seat to reliably work (one F-15 pilot survived ejecting at Mach 1.4 and later returned to flight status). The fact is, it takes a lot of force to get a pilot out of a high-performance fighter, like the F-15, safely.
Other times, pilots are determined to save their plane. Such was the case recently for the crew of an EA-18G, and their superb skills resulted in earning Air Medals for acts of non-combat heroism. Sometimes, however, pilots will try to save their vessel for too long and, by the time the ejection seats get the pilot out, they’re badly injured or even killed.
The 2019 Blue Star Families lifestyle survey just dropped, and according to the results, most of us shouldn’t be shocked. With numbers well into 40 or 50 percent feeling the effects of displacement and isolation across several categories, you’re not the only one thinking there’s no one to ask a favor of. Why are we staying silent with our struggles? What is stopping us from living this life to the fullest?
Examining the “why” behind the results is what we’re after here. Lighting the path forward, one foot in front of the other is how change takes place. Whether you have something to give, or in the season of receiving, this is a fight you can help win.
Of over 11,000 survey participants, 40 percent feel they don’t belong within the local community, and 47 percent feel the local community lacks in understanding, support, respect or appreciation. Let’s take these connected issues one layer at a time.
Where do military families “belong?” Examining the physical geography of our “where” is one indicator as to why a separation of town and base is palpable. Life within guarded gates has a purpose, but it’s vital that we all absorb the mindset of becoming the area’s “newest locals” seriously. When the community participates exclusively in life inside the gates, our cultures, our talents, and our connections fail to dissipate into the local community. We become invisible citizens.
Everything from work to happy childhoods to wringing every drop of opportunity a nomadic life has to offer hinges on our ability to acclimate and do it well. When we become less determined to replicate the same life repeatedly, and more open to new experiences or chapters, it becomes much easier to find a place to be.
“I jump right into a routine, it’s awkward at first, but is a must for my sanity, this is the brave part of living this life,” says Laurie Boarts, Army spouse laying roots even with a short 14-month assignment.
39 percent of participants feel as if they have no one to talk to.
The military world is incredibly connected-virtually. Face to face connection is dying a slow death in all generations following the “boomers” making this issue something civilians and military have in common.
Making new friends (as an adult), trying new things, and putting yourself out there are all high-ranking fears for anyone. Yet, they are all critical components of a successful military life.
“I don’t expect the local community to understand the nuances of military life, I just focus on being myself and communicating openly,” says Boarts, who utilizes her busy schedule as a mom to find common ground in the crowd.
Is your calendar full of new local groups to try out? Have you walked into your kid’s first hockey practice openly admitting you have no idea where all those pads go and laughingly asked for help? The results of this survey gave us something to rely on- the person next to you is likely looking for a friend…so say hello. If collectively, every military community member decided they were fed up with not knowing their “neighbor,” we’d all be better for it.
63 percent within this community are experiencing stress due to finances.
Life is expensive, and with over 77 percent of spouses stating they are underemployed in salary, hours or employment in general, it’s no wonder why we feel the squeeze. There is, however, one perk that a free work calendar does allow for- participating in the community.
Did we just go full circle? Yes, we did. Tired of cooking meals but don’t have the budget for a restaurant? Invite your neighbors, or those lonely eyed acquaintances from library storytime over for a potluck barbeque on Saturday. Not only is a fruit platter less than a steak dinner, but it’s also real-life humans to talk to, to check in with and bond over the results of this survey with.
But the centerpiece of the US Navy’s fleet has a decade-old gap in its submarine defenses, and filling it may require new, unmanned aircraft.
A US Navy S-2G Tracker in the foreground, accompanied by its successor, the S-3A Viking, over Naval Air Station North Island, California, in July 1976.
(US Navy photo)
‘It’s got legs’
During the Cold War and the years afterward, aircraft carriers had fixed-wing aircraft and helicopters for anti-submarine-warfare operations. For much of that period, the fixed-wing option was the S-3 Viking.
Introduced in 1974, the turbofan S-3 was developed with Soviet submarines in mind. It replaced the propeller-driven S-2 Tracker, carrying a crew of four. It wasn’t particularly fast, but it had a 2,000-mile range and could stay airborne for up to 10 hours to hunt submarines.
“It’s got legs,” said Capt. John Rousseau, who flew the Navy’s last Vikings as part of an experimental squadron before their retirement in early 2016.
It had strong surface-search abilities to find periscopes, a magnetic anomaly detector to search for submerged subs, and gear to analyze sounds from sonobuoys it dropped in the ocean. Its search and processing capabilities tripled its search area. And in a war scenario, it could fire Harpoon missiles at ships and drop torpedoes and depth charges to destroy submarines.
An S-3A Viking with a Magnetic Anomaly Detection boom extending from its tail in May 1983.
(US Navy photo)
“It can go fast and long. The radar, even though it’s old, there’s not many better. We still spot schools of dolphins and patches of seaweed” when patrolling off California, Rousseau said in 2016.
The Viking performed a variety of missions, including cargo transport, surveillance and electronic intelligence, search and rescue, and aerial refueling, but it was a mainstay of the carrier anti-submarine-warfare efforts.
Helicopters deployed on carriers typically perform close-in ASW, usually within about 90 miles of the ship. The S-3, with a longer range and the ability to linger, filled the midrange-ASW role, operating about 90 to 175 miles from the carrier.
Land-based aircraft, like the P-3 Orion and now the P-8 Poseidon, have flown the longest-range submarine patrols.
‘The leadership totally turned over’
As the sub threat lessened after the Cold War, the S-3 was reoriented toward anti-surface operations. During the 2003 invasion of Iraq, an S-3 attacked a ground target for the first time, firing a missile at Saddam Hussein’s yacht.
“Navy One,” a US Navy S-3B Viking carrying President George W. Bush, lands on the aircraft carrier USS Abraham Lincoln on May 1, 2003.
(US Navy photo by Photographer’s Mate Airman Gabriel Piper)
An S-3 designated “Navy One” even flew President George W. Bush to the aircraft carrier USS Abraham Lincoln in May 2003. Some of the Navy’s last S-3s operated over Iraq in the late 2000s, looking for threats on the ground.
The S-3 was eventually able to deploy torpedoes, mines, depth charges, and missiles.
With the addition of Harpoon anti-ship missiles, the S-3’s designation in the carrier air wing shifted from “anti-submarine” to “sea control,” according to “Retreat from Range,” a 2015 report on carrier aviation by Jerry Hendrix, a retired Navy officer who took part in force-structure planning and carrier-strike-group operations.
Amid shifts in Navy leadership and the rise of new threats after the Cold War, the S-3 lost favor. It officially left service in 2009. There was nothing to replace it.
“There was a slow transition in the makeup of the air wing, as well as a slow transition in the changeover in the leadership of the air-wing community,” Hendrix, now a vice president at Telemus Group, told Business Insider. As a naval aviator, Hendrix spent over a decade in P-3 patrol squadrons that routinely conducted maritime patrols looking for foreign submarines.
“By the time we got … to replace the S-3, essentially the leadership totally turned over to the short-range, light-attack community, led by the F/A-18 Hornet pilots, and also they’ve been operating for the better part of 20 years in permissive environments,” Hendrix said, referring to areas such as the Persian Gulf, where threats like enemy subs are almost nonexistent.
Because of the lack of other threats, the S-3 was relegated largely to a refueling role during its final years, mainly as a recovery tanker for aircraft returning to the carrier.
“When it came time to make a decision, they said, ‘Well, we really don’t need the recovery tanker. I can do recovery tanking with other Hornets, and this anti-submarine warfare doesn’t seem all that important to us because there’s not submarines around us,'” Hendrix said. “So they made a decision to get rid of the S-3.”
A US Navy S-3 Viking refuels another S-3 Viking over the Caribbean Sea in May 2006.
(US Navy photo by Photographer’s Mate 3rd Class Christopher Stephens)
The S-3s that were retired had thousands of flying hours left in their airframes. Dozens are being held in reserve in the “boneyard” at Davis-Monthan Air Force Base in Arizona.
“They actually got rid of the S-3 early in the sense that the community still had a viable population of aircraft,” Hendrix said.
Their departure left a hole in carrier defenses that remains unfilled, especially when carrier groups are far from the airfields where P-8 Poseidons are based.
More helicopters have been added to the carrier air wing, Hendrix said. “However, the helicopters don’t have either the sensors or the mobility to be able to really patrol the middle zone” in which the S-3 operated.
Sailors on the Arleigh Burke-class guided-missile destroyer USS McCampbell load a MK-46 torpedo on an MH-60R Sea Hawk helicopter during an ASW exercise in the Pacific Ocean in March 2014.
(US Navy photo by Mass Comm. Specialist 3rd Class Chris Cavagnaro)
Nor does the arrival of the P-8 Poseidon — a vaunted maritime patrol aircraft introduced in 2013 to replace the P-3 — make up for the Viking’s absence, according to Hendrix.
“We haven’t brought the P-8s in in a one-to-one replacement basis for the older P-3s, and so they’re not really in sufficient numbers to do the middle-zone and outer-zone anti-submarine-warfare mission for the carrier strike groups,” he said. “So we haven’t filled that requirement in force structure.”
‘The Navy could mitigate this vulnerability’
Amid the increasing focus on facing a sophisticated adversary, discussion has intensified about changing the composition of the carrier air wing to replace the capabilities — anti-submarine warfare in particular — shed after the Cold War.
“ASW will become an increasingly important [carrier air wing] mission as adversary submarine forces increase in their size, sophistication, and ability to attack targets ashore and at sea using highly survivable long-range weapons,” said a recent report on the carrier air wing by the Center for Strategic and Budgetary Assessments.
A Navy S-3B Viking from the aircraft carrier USS Carl Vinson on January 23, 1995. It carries a refueling pod under its left wing, and openings in the fuselage for dropping sonobuoys are visible in the rear.
(US Navy photo by PH1 (AW) Mahlon K. Miller)
Longer-range anti-ship missiles allow subs to be farther outside carrier helicopters’ operational range, the report argued. (Long-range land-based weapons may also hinder ASW by reducing the area in which the P-8 can operate.)
“The increasing range of submarine-launched cruise missiles may result in [carrier air wing] aircraft being the only platforms able to defend civilian and other military shipping as well as high-value US and allied targets ashore from submarine attack,” the report added.
Unmanned systems — sensors as well as unmanned underwater and surface vehicles — are seen as an option to extend the carrier’s reach. (The Navy has already awarded Boeing a contract for unmanned aerial refueling vehicles.)
“The Navy could mitigate this vulnerability using distributed unmanned sensors to find and track enemy submarines at long ranges and over wide areas,” the CSBA report said, adding that ships and aircraft in the carrier strike group could then use anti-submarine rockets to keep enemy subs at bay rather than trying to sink all of them.
Boeing conducts an MQ-25 deck-handling demonstration at its facility in St. Louis, Missouri, in January 2018.
(US Navy/Boeing photo)
The need to operate at longer ranges with more endurance and higher survivability also makes unmanned aerial vehicles appealing additions to the carrier air wing, according to the CSBA report.
“There’s potential there,” Hendrix said, but he added that using the vehicles in the ASW role would be complicated.
“A lot of times doing anti-submarine warfare, there’s a lot of human intuition that comes into play, or human ability to look at a sensor, which is a very confused sensor, and pick out the information” that may indicate the presence of a submarine, he said.
Much of the midrange mission vacated by the S-3 Viking is done within line-of-sight communication, meaning a range in which sensors can communicate with one another, so, Hendrix said, “you could use an unmanned platform to go out and drop sonobuoys or other sensors … and then monitor them, or be the relay aircraft to send their information back to” the ASW station aboard the carrier, where humans would be watching.
“I could see an unmanned platform playing in that role in the future.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
It appears no one can find the Japanese island formerly known as Esanbe Hanakita Kojima.
Not even the Japanese Coast Guard, which has been out searching for the strategically significant sliver of land last sighted somewhere off the coast of Hokkaido.
Even worse, the island first named in 2014 may have shuffled below this mortal coil a fair while ago.
This was back in September 2018 when author Hiroshi Shimizu visited nearby Sarufutsu village to write a sequel to his picture book on Japan’s “hidden” islands.
Shimizu told the local fishing cooperative, which sent out a flotilla to its former location only to find it had disappeared.
Japanese officials now believe that the island that once rose about five feet above sea level, has been inexorably broken apart by the pack ice that covers the area throughout the bitter winter. The Guardian seems to confirm this.
The uncertain conclusion is that it has gradually, uncomplainingly, slipped beneath the surface.
The Japanese Coast Guard.
While Esanbe Hanakita Kojima, might have been too small to be of much practical use, it did have an importance well beyond its fragility.
Before its unexpected absence, the island marked the very western indent of another disputed island chain Japan calls the Northern Territories, while Russia claims the archipelago as the Kuril islands.
China’s South China Morning Post said that the island was formally named by Tokyo in 2014 as part of Japan’s multipronged attempts to reinforce its legal control over hundreds of outlying islands and extend its exclusive economic zone, (EEZ) appears to have sunk without a trace.
The Japanese coastguard has been tasked with carrying out a survey of the area to see if the remnants of the island remain.
It was last formally surveyed in 1987, when records showed it was about 500 metres off Sarufutsu.
The Japanese government used the island to buffer its EEZ a similar distance out to sea where Japanese waters mingle into Russian territory.
But even if they can find the waterlogged remains of Esanbe Hanakita Kojima, it can no longer meet the very basic international legal definition of an island — land — and Japan’s territorial claims appear to be about half a kilometer smaller.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
US Army soldiers will soon be deploying with game-changing new night vision goggles as the service wraps up the final round of testing this week.
Troops will be putting the Enhanced Night Vision Goggles – Binocular (ENVG-B), recognized as one of the most advanced night vision optics available, to the test at Fort Drum in New York at the last of ten limited user events. Once the testing is complete, the ENVG-B will enter full-rate production with fielding scheduled for this fall, PEO Soldier announced April 22, 2019.
An armored brigade combat team set to deploy to South Korea this fall is expected to be the first unit to deploy with the new system, according to Army Times.
Highlights of the new night vision goggles include dual-tubed binoculars for improved depth perception and increased situational awareness, white phosphorous tubes (a higher-resolution improvement over the traditional green glow), and improved thermal capabilities that allow soldiers to see through dust, fog, smoke, and just about anything else that might impair a soldier’s vision on the battlefield.
But, the really impressive capability is the ability to wirelessly connect the new goggles to the Family of Weapon Sights-Individual (FWS-I) for Rapid Target Acquisition. With the picture-in-picture setup, soldiers can fire accurately from the hip or point their weapon around a corner to observe or fire on targets effectively while remaining hidden.
This capability “enables soldiers to detect, recognize and engage targets accurately from any carry position and with significantly reduced exposure to enemy fire,” the Army explained.
“Now, if a soldier’s on a patrol, weapon’s down at his hip, all of a sudden a threat pops, instead of having to flip up a goggle, shoulder his weapon, reacquire, he has that aim point in his field of view, and he can actually shoot from the hip,” a BAE Systems spokesman previously told Business Insider. The FWS-I, along with the highly-capable monocular ENVG IIIs, were developed by BAE. The new ENVG-Bs were developed by L3.
Army officials have spoken highly of the new goggles and their improved capabilities.
“It is better than anything I’ve experienced in my Army career,” Lt. Gen. James Richardson, deputy commander of Army Futures Command, recently told Congress, according to Army Times. He said there had been been a marked improvement in marksmanship, explaining that Rangers had “gone from marksman to expert” with the help of the new optics.
Referring to the Rapid Target Acquisition capability, Brig. Gen. Dave Hodne, director of the Army’s Soldier Lethality cross-functional team, told reporters last fall that he “can’t imagine, right now, any future sighting system that will not have that kind of capability.”
The new goggles are also suitable for augmented reality, an option that allows the Army, and later the Marines, to turn the optics into a virtual reality platform for synthetic training.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Our mothers nurtured us from crying babies into (less-often-crying) adults. They took care of us. They raised us. Little did they know the tiny little life hacks they were teaching us along the way made us (feel) immortal. Here are some of the tricks of the trade that contribute to our inflated sense of lethality.
Chicken noodle soup and ginger ale
Ah, chicken noodle soup and ginger ale. An elixir from heaven. This at-home remedy has been used by mothers since, well, chicken noodle soup and ginger ale have existed. It’s used to treat: the cold, the flu, a fever, a headache, an upset stomach, a hangover, a broken arm, a break-up (Eliza come back, I beg you). It’s also the officially required lunch of “I-faked-being-sick-to-get-out-of-school-so-now-I-really-have-to-milk-it-and-pretend-like-this-is-the-only-thing-I-can-eat-even-though-I-am-starving-and-could-run-a-freaking-train-on-those-Bagel-Bite-pizzas-in-the-freezer.” There is something about the crisp tangy pop of ginger bubbles and the salty hot broth of chicken noodle that calms down the soul and makes us impervious to any and all small bodily ailments.
The all-important “junk” drawer
You may be in your kitchen, but if your mom had a junk drawer, then you’re never out of reach of a potential weapon. The junk drawer is a magical, mystical, place of knick-knacks and lost treasures. A junk drawer could contain any or all of the following: scissors, dead (and half-alive) batteries, expired grocery coupons, snapped mouse traps, loose change, a calculator, nails, bolts, matches, two tickets to paradise, those little twisty things on bags of bread, and the TV remote you’ve been looking for. It is a virtual MacGyver preparedness kit. As Clemenza said in The Godfather, “Leave the emergency kit—take the junk drawer.”
(*DISCLAIMER: Not to be confused with thefather-inspired “Pantry Below The Sink Full of Plastic Bags”)
Super glue on cuts
Okay, this one is a dice roll of a pick. Maybe it was just my prison guard careerist mother—but I was always taught to put super glue on cuts. I have saved hundreds of dollars in urgent care visits by cleaning a deep cut and then gluing it back together. I do not know if it is sanitary or safe. If I was a betting man, I would put all the money I saved on urgent care visits on it not being safe or sanitary. But hey, mom knows best, and I challenge any flesh wound (3cm long or less, preferably on a finger) to try and stop me.
The tennis ball garage trick
There is a hot, hot debate, about whether this was a mother idea or a father idea. To that debate I say: would a father ever really use an instrument of measure to assure safety? I once watched my father grab a tarantula with his bare hands. Dads are not interested in their own well-being. Luckily, people like us, have moms who taught them to tie a tennis ball to the garage ceiling, at just the right length to tap your windshield and let you know not to go any further forward—lest you bump into a cardboard box mountain of Christmas decorations. Safe ride=lethal driver.
Make lunches the night before
Preparedness is something that mothers have in spades. While all your coworkers are sprinting to their cars to speed to Subway so they can wolf an footlong in 4 minutes and be back before 30 minutes—you are enjoying a wonderful little at-home lunch you made last night. And why? Because your mother taught you. You save money, and you have a full meal catered to your liking. So you can always remain focused, vigilant, and lethal. And you can spend the last 10 minutes of break watching Netflix on your phone.
Buy coats during summer
Winter has rolled around and everywhere you look people are dropping 0 on a good winter coat. You don’t have the money. You can’t buy it. You go outside in a T-shirt and jeans. You freeze. You die. This is a highly likely scenario. However, because your mom taught you how cheap coats are during the summer, you bought yours all the way back in July for off the sales rack. So go out and brave the arctic tundra in a reasonably priced coat, warrior, you’re a discount badass thanks to mom.
Keep a roll of toilet paper in the car
“No spill formed against mom shall prosper.” There is always a roll of toilet paper crammed somewhere in my car, thanks to my mom. Its functionality spreads far and wide: spills, quick sneezes, eliminating icky bugs, preventing my neanderthal brain from spitting gum directly into the plastic door compartment, cleaning spilled ketchup on a shirt, and throwing on a car that’s parked like a jackass. Mom ain’t raise no punk.
My “one night in Da Lat” was a pleasant reprieve from the war and normal combat operations that we had been conducting. I’d heard of the city, but never believed all of the stories I’d heard. Stories about the beautiful architecture, the green and lush gardens, cool weather, and about the graceful people — certainly a Shangri-La such as this couldn’t exist in the Vietnam I’d come to know. But low and behold, it did.
In stark contrast to what I had come to expect, this beautiful city, now grown into a true metropolitan area filling much more of the mountain encircled bowl, represented a softer, subtler side of Vietnam.
Not found in Da Lat were the loud bars and crowds of rowdy people. In their place were quiet enclaves where people would meet, have a drink, and talk in a quiet atmosphere. Here couples and families would stroll down the wide boulevards and enjoy the fragrant air and quiet neighborhoods. Also included was the central market area where you could find virtually anything you needed, from sweaters to shoes to fast food.
40 years later and none of that has changed in Da Lat, it’s only gotten bigger and it was a pleasure to see that the city and people were as I remembered them.
President Donald Trump announced an unprecedented review of a former Army Green Beret, who had been charged with murder for the 2010 killing of a suspected Taliban bomb-maker.
“He could face the death penalty from our own government after he admitted to killing a terrorist bomb maker while overseas,” the president said in a tweet Dec. 16, 2018.
The charges against Army Maj. Matthew Golsteyn mark the latest step in a 9-year probe aimed at resolving whether the decorated former Green Beret is a war hero, as many believe — or a war criminal. The Army opened its latest investigation in December 2016, after Golsteyn admitted in an interview with Fox News to killing the suspected terrorist while his unit was deployed in Afghanistan.
The interview, which took place in October 2016, was part of a pre-election Fox News special discussing rules of engagement, which had become more restrictive during the Obama administration. In it, Golsteyn said military rules required him to release the suspect.
Golsteyn appears to be standing by his 2016 admission that he killed the Afghan, but disputes that he killed the man in cold blood. Instead, he claims that he and another soldier set out after the suspect soon his release, believing he still posed an imminent threat to US troops.
During the Fox News interview, Golsteyn described the circumstances of the suspected Taliban militant’s detainment.
The Afghan was suspected of involvement in the killing of two Marines, who died in an explosion. Golsteyn said in the interview that Afghan tribal leaders helped identify the suspect. US forces detained the man, but because of strict rules of engagement they had to release him.
In the interview, Golsteyn said he was concerned that the Afghans who aided US forces would be targeted by the suspected bomb maker.
“It is an inevitable outcome that people who are cooperating with coalition forces, when identified, will suffer some terrible torture or be killed,” Golsteyn said.
How We Fight: A Fox News Special Report w/ Bret Baier
Golsteyn received a Silver Star, the military’s third-highest award for valor in combat, for actions during his deployment in Afghanistan. But after he detailed the incident in an interview with the CIA, the Army opened an investigation and stripped his award. He was also removed from the Special Forces.
According to Army documents obtained by the Washington Post, Golsteyn reportedly told the CIA that he and another soldier escorted the suspect back to his home but rather than releasing him, they assassinated the unarmed Afghan man. The Army documents also allege that Golsteyn and two other soldiers later burned the body in a trash pit at their base compound.
But the same Army documents show that members of his unit expressed doubt that the officer would kill an unarmed suspect, and investigators found no evidence of a corpse in several burn pits, according to the Post.
The Army’s investigators did not have enough evidence to press charges.
Now prosecutors may be able to use Golsteyn’s on-air confession to bolster their case. Otherwise, Golsteyn’s attorney Phil Stackhouse says there is nothing new.
“They have insinuated to me that they have new evidence,” Stackhouse told Fox News. “I don’t believe there is any new evidence at all.”
Golsteyn says the charges are based on a ‘complete lie’
“They quoted me as saying that me and someone else with me took a detainee to his home and assassinated him. The problem is I never said that,” Golsteyn told NBC News on Dec. 20, 2018. “It was a complete lie.”
NBC News reported Golsteyn stands by what he told Fox News in 2016, but maintains that he did not violate military law. Stackhouse made an appearance on Fox and Friends Dec. 16, 2018, to support his client. In the interview, Stackhouse said that shortly after releasing the Afghan man, Golsteyn and another Special Forces soldier set out after him, maintaining that the man was planning to continue making bombs for the Taliban and posed an imminent threat to US forces.
Will Trump’s tweet sink the Army’s case?
Trump’s decision to tweet his support for the former Green Beret is an unprecedented move that may prove beneficial to Golsteyn’s defense.
The president lauded Golsteyn as a “US Military hero,” which could count as a violation of unlawful command influence — a tenet of the military justice system that prohibits leaders from influencing the outcome of a court-martial. But it is typically flagged when leaders prevent a defendant’s access to due process, and does not necessarily apply in this case, experts told Task Purpose.
It is unclear whether Trump’s tweet means he intends to ever grant Golsteyn a pardon, and the president can still do so at any point.
As far as the Army’s treatment of Golsteyn, Stackhouse told Fox News, “I think he’s been betrayed.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Many troops take for granted the degree to which our military is funded today. There’s been a defense budget in place since the very early days of our country. Before World War I, this budget was made up of around 3 percent of the country’s GDP. Today, we’re sitting at 3.5 percent, but our total GDP is leagues larger than it was back then.
When the United States entered World War II, however, this defense budget spiked to a massive 41% of the country’s GDP — or $350 billion. Even that much money wasn’t enough to keep America at peak performance on all fronts. It needed more from the people.
That’s where war bonds, or “liberty bonds,” come into play.
And not just because Superman and Batman told them to.
In their most basic form, war bonds could be bought and sold through the Department of the Treasury. These bonds came in various amounts, ranging from 25 cents to for the average civilian and up to between 0 and 00 for the wealthy and for businesses. The overall idea was simple: You’d buy a war bond and return it at a later date for a specified amount.
From a financial perspective, they were a pretty terrible investment. During times of war, the government would print more money to further fund our military, thus causing a spike in inflation. And, just like that, the you spent isn’t worth nearly as much as it was when you bought the the bond.
That didn’t matter to the citizens, though. It was the patriotic thing to do. Throughout the Second World War, over 85 million Americans purchased over 5.7 billion’s worth of securities.
For the people back home, war bonds were a way to feel like they were contributing directly to the war. Everyone from the elderly to children to medically disqualified applicants could give something and feel invested in the American effort overseas. These investments came with a hope that their individual contribution was the little push needed to turn the tide of the war.
Everywhere you looked back then, posters lined the streets, telling people that it was their duty to purchase bonds. Major celebrities of the time starred in pre-movie ads, selling bonds. The .25 cent war bond stamps were heavily advertised in Superman and Batman comics. Even Bing Crosby sang “The Road to Victory,” a performance that wasn’t subtle in its promotion of victory bonds.
Ten percent of every single paycheck wasn’t even an outrageous ask. That was actually the norm.
As odd as it sounds, the most important thing that war bonds did was taking money out of circulation. The Treasury Department needed to pay for the war and printing more money was one of their only options. This isn’t uncommon but, at the rate the government needed to pay for the war, it would’ve crashed the economy if left unchecked.
It’s a basic economic principle: If there’s too much printed currency and not enough value behind it, the freshly printed money is worth less and less. Given that the United States was still reeling from the Great Depression, it’s safe to say the well was pretty dry. Every cent of a war bond was returned to the treasury, so the 5.7 billion’s worth of bonds that citizens purchased, essentially, allowed the government to print that many more dollars — they’d worry about the repercussions later, when there wasn’t a war to fight.
But at the ends of both World War I and World War II, two periods in history during which the United States spent an insane amount of money (in relation to the era’s GDP) on the war effort, bonds were repaid en masse, putting money in civilian pockets and sending the country into its greatest periods of economic growth.
While most would assume that America’s bloodiest day came in one of the larger conflicts, like World War I or II, the U.S. lost more troops on Sep. 17, 1862, when Union troops found the plans for Gen. Robert E. Lee’s ongoing invasion of Maryland. Approximately 23,000 men were killed and wounded in the one-day clash.
(Author’s note: This article contains photos from the Antietam battlefield in the days immediately following the fighting. Some photos contain the images of the brave men who died that day.)
The bridge over Antietam Creek where much of the bloodiest fighting took place.
(Library of Congress)
The road to Antietam began when Lee marched his troops across the Potomac and into Union-aligned Maryland while attempting to influence the midterm elections of 1862. He was hopeful that a few decisive Confederate victories on Union soil could cause a surge in votes for candidates opposed to the war, potentially leading to the start of peace negotiations at home. He also had a shot at diplomatic recognition of the Confederacy from European powers, like England and France.
Lee captured Frederick, Maryland, and then split up his force, sending four units against four towns. But, importantly, that left Frederick empty, and Union Gen. George C. McClellan moved in to collect what intel and supplies they could find. There, they found Lee’s entire battle plan. According to legend, the plan was wrapped around three cigars.
So, a cigar for the soldier who found it, a cigar for the sergeant who was with him, and a cigar for the general who was left with wet pants after how excited he got when he saw Lee’s entire Special Order 191, complete with all details.
But McClellan wasn’t exactly the most decisive and bold of commanders, and he waited a full 18 hours to get on the move, allowing Confederate forces to create a defensive line that delayed him further. By the time he was able to reach Lee, the Confederate Army was already coalescing. Lee was preparing for the Union attack he knew was coming.
Still, McClellan was headed for Lee with over 75,000 troops while Lee would start the battle with less than 40,000 troops and, even if all of his nearby troops made it to the battle within the day, he would still have less than 50,000. McClellan’s forces were in relatively good shape while Lee had many who were sick and exhausted.
While nothing about Antietam Creek, located near Sharpsburg, Maryland, was of true strategic value, both commanders knew that the moment was crucial. Keeping France and England on the sidelines required a Union victory, while the Confederates needed a huge win to influence the Union elections.
The fighting started in a cornfield near Dunker Church. 10,000 men were killed and wounded in rifle and artillery fire so heavy that it cut the corn, originally higher than a man’s head, clear to the ground.
(Library of Congress)
When Sep. 17, 1862, dawned, 1,000 Union troops slipped through a cornfield toward Confederate lines, seeking to get the jump on Georgia soldiers on the other side. Unfortunately for them, the Georgians were expecting the move, and were laying on the ground with their weapons ready.
When the Union troops emerged, the Georgians hopped up and immediately started cutting down the men in blue.
Artillery fire crisscrossed the field and waves of troops from each side tried to cross the field to shut down their foes. Confederate defenders held their ground at Dunker Church. By the time it was finished, 10,000 soldiers were killed and wounded. Some units suffered losses of 50 to 70 percent — and it was only mid-morning.
Thousands of Confederates waited in breastworks, as well positioned and defended as if it were a deliberate fort. Their first volley nearly eradicated the first row of Union troops and the fight for the Sunken Road was on. Union forces marched toward the road over and over again.
The “Sunken Road” was a depression caused by vehicle traffic and erosion that created an easy fortress for Confederate troops, at least until Union soldiers were able to flank them. 5,500 men are thought to have been killed and wounded in the fighting there, earning it the nickname the “Bloody Lane.”
(Library of Congress)
Finally, blue uniforms nearly surrounded the desperate men in grey whose low-lying fort became a barrel, leaving them to play the part of fish. Some were able to flee to the rear, but most of the 2,000 defenders were cut down and their bodies piled up. The Sunken Road would later be described with another name, “The Bloody Lane.”
While the cost to both sides was great, the capture of the Bloody Lane collapsed Lee’s center. A decisive thrust at this point had the potential to cripple the Army of Northern Virginia and possibly destroy it entirely, giving the Union a real shot at victory by Christmas — but no one sent new forces to carry the attack forward. Union forces in the area withdrew from the Sunken Road. 5,500 men had been killed and wounded.
Shortly after the fighting for the Sunken Road began, Maj. Gen. Ambrose Burnside began his attack on one of the most famous portions of the battle. He was tasked with crossing Antietam Creek and attacking the Confederate right, but the Confederates were using the geography and the creek itself to make him pay dearly for every inch.
Only 500 defenders held the heights and the bridge. The heights were a huge advantage, placing the defenders approximately 100 feet higher than the attackers. Burnside’s IX Corps attempted a two-pronged attack for three hours, suffering withering fire from the high ground before it was able to capture the bridge.
President Abraham Lincoln, when he learned of how the battle played out, lamented the fact that McClellan had failed to give chase to Lee, allowing Lee to get away with most of his army.
(Library of Congress)
According to an NPR article on the battle, the men from New York and Pennsylvania who finally took the bridge only did so after their commander promised to return their whiskey ration, taken after drunken antics had gotten the men in trouble.
When night finally fell, the two forces had suffered approximately 23,000 casualties with an estimated 4,000 killed, the worst loss of American life in a single day in history. To put that in perspective, approximately 2,500 Americans were killed taking Utah and Omaha beaches on D-Day.
Major Aaron Darty, 100th Maintenance Squadron operations officer, was presented the Bronze Star Medal at RAF Mildenhall, England, July 1, 2019, for his meritorious achievement while at Kandahar Airfield, Afghanistan.
Since Dec. 6, 1941, men and women who served in any capacity in or with the U.S. military, have been awarded the Bronze Star Medal by distinguishing themselves through heroic or meritorious achievement or service in a combat zone.
From March 3, 2018, to March 2, 2019, Darty served as the operations officer and maintenance advisor for the 442nd Air Expeditionary Advisory Squadron. During this time, he operated outside of a coalition-controlled airfield, where he endured 29 indirect fire rocket attacks and was exposed to a persistent threat of insider attacks.
Even with all of the challenges, Darty was able to help execute more than 10,000 sorties during his year in Afghanistan, and he also helped set up a UH-60 Black Hawk maintenance training program, which allowed for the host nation members to become more familiar with this technology.
U.S. Air Force Maj. Aaron Darty, 100th Maintenance Squadron operations officer, poses for a photo at RAF Mildenhall, England, July 9, 2019.
(U.S. Air Force photo by Airman 1st Class Brandon Esau)
“This was an outstanding opportunity for me and I learned so much about my job as well as myself,” Darty said. “I was able to work alongside great U.S. military members as well as extraordinary Afghan National Army counterparts who all shared the same common goal.”
Before arriving to RAF Mildenhall, Darty finished the 365-day deployment which brought its share of obstacles.
“Communication was the toughest obstacle we faced,” Darty said. “We received training in Dari, which is one of the primary languages in Afghanistan, and we worked alongside some of the bravest interpreters and people I’ve ever met in some of the most hostile conditions, and patience was my guide.”
Learning patience and understanding of other cultures was a major factor in Darty and members of his team being awarded the Bronze Star.
“Some things I was the lead for and some I did on my own, but this award is really for the 40-plus other people in the squadron who did the heavy lifting,” Darty said. “Our team consisted of Romanian, Swedish and U.S. service members from different branches – it was a truly joint, coalition organization.”
U.S. Air Force Lt. Col. Paul Weme, 100th Maintenance Group commander, presents Maj. Aaron Darty, 100th Maintenance Squadron operations officer, with a Bronze Star Medal during a ceremony held at RAF Mildenhall, England, July 1, 2019.
(U.S. Air Force photo by Airman 1st Class Brandon Esau)
Master Sgt. William Smith, 733rd Air Mobility Squadron production superintendent at Kadena Air Base, Japan, worked alongside Darty in Afghanistan and attests to his ability to lead a team with a common goal.
“It was an absolute pleasure to have the opportunity to work with a person of his caliber in a hostile and foreign environment,” Smith remarked. “Major Darty has an uncanny ability to bring everybody around him up, even in unknown situations. He was always calm in numerous high-stress situations where our number one priority was keeping our people safe and out of harm’s way.
Coming together as a team to execute the mission is, according to Darty, part of his vision for the airmen he works with here.
“My advice to them is always rely on the people next to you,” Darty expressed. “This was something I learned while deployed which I never learned anywhere else. We were our own security and even though we may not be getting shot at everyday here, you have to always trust the person by your side.”