Characteristics of Teams and Team Building-FM 6-22

The hallmarks of close teams include—

• Trusting each other and being able to predict what each other will do.
• Working together to accomplish the mission.
• Executing tasks thoroughly and quickly.
• Meeting and exceeding the standard.
• Thriving on demanding challenges.
• Learning from their experiences and developing pride in their accomplishments.

The Army as a team includes many members who are not Soldiers. The contributions made by countless Army civilians, contractors, and multinational personnel in critical support missions during Operation Desert Storm, the Balkans, and the War on Terrorism are often forgotten. In today’s logistic heavy operational environments, many military objectives could not be achieved without the dedicated support of the Army’s hard-working civilian team members.

Within a larger team, smaller teams may be at different stages of development. For instance, members of First Squad may be accustomed to working together. They trust one another and accomplish the mission, usually exceeding the standard without wasted effort. Second Squad in the same platoon just received three new Soldiers and a team leader from another company. As a team, Second Squad is less
mature and it will take them some time to get up to the level of First Squad. Second Squad’s new team members have to learn how things work. First, they have to feel like members of the team. Subsequently, they must learn the standards and the climate of their new unit and demonstrate competence before other members really accept them. Finally, they must practice working together. Leaders can best oversee the
integration process if they know what to expect.

Competent leaders are sensitive to the characteristics of the team and its individual members. Teams develop differently and the boundaries between stages are not hard and fast. The results can help determine what to expect of the team and what is needed to improve its capabilities.

Drill and Ceremonies

3-8. INFLECTION
Inflection is the rise and fall in pitch and the tone changes of the voice.

a. The preparatory command is the command that indicates movement. Pronounce each preparatory command with a rising inflection. The most desirable pitch, when beginning a
preparatory command, is near the level of the natural speaking voice. A common fault with beginners is to start the preparatory command in a pitch so high that, after employing a rising inflection for the preparatory command, it is impossible to give the command of execution with clarity or without strain. A good rule to remember is to begin a command near the natural pitch of the voice.

b. The command of execution is the command that indicates when a movement is to be executed. Give it in a sharper tone and in a slightly higher pitch than the last syllable of the preparatory command. It must be given with plenty of snap. The best way to develop a command voice is to practice.

c. In combined commands, such as FALL IN and FALL OUT, the preparatory command and command of execution are combined. Give these commands without inflection and with the uniform high pitch and loudness of a normal command of
execution.

Characteristics of Teams-FM 6-22

The hallmarks of close teams include—

• Trusting each other and being able to predict what each other will do.
• Working together to accomplish the mission.
• Executing tasks thoroughly and quickly.
• Meeting and exceeding the standard.
• Thriving on demanding challenges.
• Learning from their experiences and developing pride in their accomplishments.

The Army as a team includes many members who are not Soldiers. The contributions made by countless Army civilians, contractors, and multinational personnel in critical support missions during Operation Desert Storm, the Balkans, and the War on Terrorism are often forgotten. In today’s logistic heavy operational environments, many military objectives could not be achieved without the dedicated support of the Army’s hard-working civilian team members.

Within a larger team, smaller teams may be at different stages of development. For instance, members of First Squad may be accustomed to working together. They trust one another and accomplish the mission, usually exceeding the standard without wasted effort. Second Squad in the same platoon just received three new Soldiers and a team leader from another company. As a team, Second Squad is less
mature and it will take them some time to get up to the level of First Squad. Second Squad’s new team members have to learn how things work. First, they have to feel like members of the team. Subsequently, they must learn the standards and the climate of their new unit and demonstrate competence before other members really accept them. Finally, they must practice working together. Leaders can best oversee the
integration process if they know what to expect.

Competent leaders are sensitive to the characteristics of the team and its individual members. Teams develop differently and the boundaries between stages are not hard and fast. The results can help determine what to expect of the team and what is needed to improve its capabilities.

Building Shelters

14-14. SHELTERS.
A shelter can protect you from the sun, insects, wind, rain, snow, hot or cold temperatures, and enemy observation. In some areas your need for shelter may take precedence over your need for food, possibly even your need for water. After determining your shelter site, you should keep in mind the type of shelter (protection) you need. You need to know how to make different types of shelters. Only two are described in this handbook.
a. Planning Considerations.
• How much time and effort are needed to build the shelter?
• Will the shelter adequately protect you from the elements (rain, snow, wind, sun, and so on)?
• Do you have tools to build it? If not, can you improvise tools from materials in the area?
• Do you have the type and amount of manmade materials needed to build it? If not, are there sufficient natural materials in the area?
b. Poncho Lean To. You need only a short time and minimal equipment to build this lean to. You need a poncho, 6 to 10 feet of rope, three stakes about 6 inches long, and two trees (or two poles) 7 to 9 feet apart. Before you select the trees you will use (or decide where to place the poles), check the wind direction. Make sure the back of your
lean to will be into the wind. To make the lean to–
(1) Tie off the hood of the poncho. To do this, pull the draw cord tight; roll the hood long ways, fold it into thirds, and tie it with the draw cord.
(2) Cut the rope in half. On one long side of the poncho, tie half of the rope to one corner grommet, and the other half to the other corner grommet.
(3) Attach a drip stick (about a 4 inch stick) to each rope 1/ 4 to 3/ 4 inches away from the grommet. These drip sticks will keep rainwater from running down the ropes into the lean to. Using drip lines is another way to prevent dripping inside the shelter. Tie lines or string about 4 inches long to each grommet along the top edge of the shelter. This allows water to run to and down the line without dripping into the shelter.
(4) Tie the ropes about waist high on the trees (uprights). Use a round turn and two half hitches with quick release knot.
(5) Spread the poncho into the wind and anchor to the ground. To do this, put three sharpened sticks through the grommets and into the ground.
(6) If you plan to use the lean to for more than one night, or if you expect rain, make a center support to the lean to. You can do this by stretching a rope between two upright poles or trees that are in line with the center of the poncho.
(7) Tie another rope to the poncho hood; pull it upward so that it lifts the center of the poncho, and tie it firmly to the rope stretched between the two uprights.
(8) Another method is to cut a stick to place upright under the center of the lean to. This method, however, will restrict your space and movements in the shelter.
(9) To give additional protection from wind and rain, place boughs, brush, your rucksack, or other equipment at the sides of the lean to.
(10) To reduce heat loss to the ground, place some type of insulating material, such as leaves or pine needles, inside your lean to.
NOTE: When at rest, as much as 80 percent of your body heat can be lost to the ground.
(11) To increase your security from enemy observation, lower the silhouette of the lean to by making two modifications.
(a) Secure the support lines to the trees at knee height rather than waist height.
(b) Use two knee high sticks in the two center grommets (sides of lean to), and angle the poncho to the ground, securing it with sharpened sticks as above.

Find out more about shelters in the Ranger Handbook

MILITARY MUSIC

The earliest surviving pictorial, sculptured, and written records show musical or quasimusical
instruments employed in connection with military activity for signaling during encampments, parades, and combat. Because the sounds were produced in the open air, the instruments tended to be brass and percussion types. Oriental, Egyptian, Greek, Roman, and American Indian chronicles and pictorial remains show trumpets and drums of many varieties allied to Soldiers and battles.

Introduction

a. Bugle Calls. Bugle calls are used in U.S. military service as the result of the Continental Army’s contact with the Soldiers and armies from Europe during the revolutionary period. After the American Revolution, many of the French (and English) bugle calls and drum beats were adopted by the United States Army.
b. Attention. This is taken from the British “Alarm,” at which call the troops turned out under arms.
c. Adjutant’s Call. The adjutant’s call indicates that the  adjutant is about to form the guard, battalion, or regiment.
d. To the Color. The old cavalry call, “To the Standard,” in use from about 1835, was replaced by the present call of “To the Color.”
e. National Anthem. Our national anthem officially became "The Star Spangled Banner" by law on 3 March 1931, in Title 36, United States Code 170.
f. Sound Off. The band, in place, plays “Sound Off” (three chords). It then moves forward and, changing direction while playing a stirring march, troops the line and marches past the Soldiers in formation, then returns to its post. Upon halting, the band again plays three chords.
g. Retreat. Retreat is the ceremony that pays honors to the national flag when it is lowered in the evening.
h. Official Army Song. The official Army song, “The Army Goes Rolling Along,” was formally dedicated by the Secretary of the Army on Veterans Day, 11 November 1956, and
officially announced on 12 December 1957 (AR 220-90). In addition to standing while "The Star Spangled Banner" is played, Army personnel stand at attention whenever the official song is played. Although there is no Department of the Army directive in this regard, commanders, other officers, and other personnel can  encourage the tribute to the Army by standing at attention when the band plays “The Army Goes Rolling Along.”

Find more on US Army Drill and Ceremonies from:

Stages of Team Building From FM 6-22

Teams do not come together by accident. Leaders must guide them through three developmental stages:

 Formation.
Enrichment.
Sustainment.

Formation Stage
Teams work best when new members quickly feel a part of the team. The two critical steps of the formation stage—reception and orientation—are dramatically different in peace and war. In combat, a good sponsorship process can literally make the difference between life and death for new arrivals and to the entire team.

Reception is the leader’s welcome to the organization. Time permitting; it should include a handshake and personal introduction. The orientation stage begins with meeting other team members, learning the layout of the workplace, learning the schedule, and generally getting to know the environment. In combat, leaders may not have much time to spend with new members. In this case, a sponsor is assigned to new arrivals. That person will help them get oriented until they “know the ropes.”

In combat, Army leaders have countless things to worry about and the mental state of new arrivals might seem low on the list. If Soldiers cannot fight, the unit will suffer needless casualties and may ultimately fail to complete the mission.

Enrichment Stage
New teams and new team members gradually move from questioning everything to trusting themselves, their peers, and their leaders. Leaders learn to trust by listening, following up on what they hear, establishing clear lines of authority, and setting standards. By far the most important thing a leader does to strengthen the team is training. 

Training takes a group of individuals and molds them into a team while preparing them to accomplish their missions. Training occurs during all three stages of team building, but is particularly important during enrichment. It is at this point that the team is building collective proficiency.

Sustainment Stage
During this stage, members identify with “their team.” They own it, have pride in it, and want the team to succeed. At this stage, team members will do what is necessary without being told. Every new mission gives the leader a chance to strengthen the bonds and challenge the team to reach for new heights of accomplishment. The leader develops his subordinates because he knows they will be tomorrow’s team
leaders. The team should continuously train so that it maintains proficiency in the collective and individual tasks it must perform to accomplish its missions.

For more on the stages of team building, get your copy of FM 6-22.

History of the US Army Rangers

The history of the American Ranger is a long and colorful saga of courage, daring, and outstanding leadership. It is a story of men whose skills in the art of fighting have seldom been surpassed. Only the highlights of their numerous exploits are told here.

Rangers mainly performed defensive missions until, during King Phillip’s War in 1675, Benjamin Church’s Company of Independent Rangers (from Plymouth Colony) conducted successful raids on hostile Indians. In 1756, Major Robert Rogers, of New Hampshire, recruited nine companies of American colonists to fight for the British during the French and Indian War. Ranger techniques and methods of operation inherently characterized the American frontiersmen. Major Rogers was the first to capitalize on them and incorporate them into the fighting doctrine of a permanently organized fighting force.

The method of fighting used by the first Rangers was further developed during the Revolutionary War by Colonel Daniel Morgan, who organized a unit known as “Morgan’s Riflemen.” According to General Burgoyne, Morgan’s men were “….the most famous corps of the Continental Army, all of them crack shots.”

Francis Marion, the “Swamp Fox,” organized another famous Revolutionary War Ranger element known as “Marion’s Partisans.”

Marion’s Partisans, numbering anywhere from a handful to several hundred, operated both with and independent of other elements of General Washington’s Army. Operating out of the Carolina swamps, they disrupted British communications and prevented the organization of loyalists to support the British cause, substantially contributing to the American victory.

Find out more about the American Ranger: