# data[].attributes.body
- This may seem negative overall but there are indicators and opportunities to positively effect the Culture and Climate by listening and acting on issues that are put forward to get Soldier invested in the organization.
- Ensuring priorities are put in place because "if everything is a priority, nothing is" this will allow subordinates to also priorities and provide predictability and stability for soldiers and their families.
- The European deployment can be looked at as a fresh start and clearly identifying goals and stands will enable subordinate involvement.
- With many of the Field Grade Officer that are remaining there is opportunity re-establish high standards for Values and Ethics, the Chaplin is a great example of this.

# data[].attributes.body
- The current climate is a point of contention with 4ABCT, Soldiers feel like they are not important, that leaders say one thing to them and do another, and a "just get it done" mentality. This could be evident as in a post deployment environment not ensuring family have proper time for reintegration *(it's not specifically stated but it appears Gunnery and other training was scheduled and conduced over Dec/Jan during the block leave period)
- Soldiers feel their issues are not being addressed and this looks to be from DIV down as issues that are presented are treated as excuses.
- Soldier feel as though things such as SHARP violation are swept under the rug.
- There are signs of resilience as even thought the Chaplin has been repeatedly denied an audience, they still continue to move forward.

# data[].attributes.body
Competing Lines of Effort

# data[].attributes.body
- Once COL Gould had taken command he began delegating and over tasking the DCO, this began to create confusion and weakened the overall chain of command. *(Of note this is not a situation anyone would want of find themselves in).
-With missions that were not specifically trained for (SFAT) and the loss of leadership, these stressors compounded on each other.
- The feeling of "why am I doing this"  began to take hold of subordinate units, this stems from no clear guidance or direction.
- Leaders began to over look things such as potential SHARP violation.
- Overall the operational climate and stressors began to replace what seemed to be a good Values and Ethical standards with a mentality of "we just have to get though this" and esprit de corps devolved into hazing.

# data[].attributes.body
While overall the BCT did its job "on paper" during the deployment many of the high standards had eroded with Ethics and Values either ignored or overlooked and the unites Climate and Culture began to turn toxic.

# data[].attributes.body
A good balance of Stressors and Resilience as well as high standards Ethics and Values and a tight knit Culture and  Climate

# data[].attributes.body
Multiple command changes in such a short time increase stressors on the unit

# data[].attributes.body
LTC (P) Shane
Incomeing Commander

# data[].attributes.body
COL Timmons
KIA

# data[].attributes.body
1. Moral and attitudes were high prior to the deployment.
2. The BDE had strong Leadership in COL Timmons and CSM Mullens.
3. The BDE was focused, has a strong work ethic, and family support.
4. Issues that arose were identified and addressed quickly
5. Communication happened both horizontally and laterally.
6. There was camaraderie and constructive competition.
7. Historical and manning documents support what was told to LTC (P) Shane, that the unit was well trained and adequately manned. *(After the deployment it was identified the wrong METL tasks were trained for)

# data[].attributes.body
When COL Timmons, CSM Mullens, and LTC Page were killed in the first 3 months of the deployment, this event had ripples throughout the BCT and drastically unbalanced the scales that were set prior to the deployment.

# data[].attributes.body
One BN will participate in in the Baltic Region

# data[].attributes.body
Command and control will dispersed between multiple countries with the majority of the BDE stationed in Poland.

# data[].attributes.headline
Romanian/Bulgarian One BN will cover both countries

# data[].attributes.subject
Romanian/Bulgarian One BN will cover both countries

# data[].attributes.body
1. Preparing for deployment as part of the European Reassurance Initiative.
2. 4ABCT will execute a decisive action rotation at the NTC.
3. BCT is working parallel and competing lines of effort, allocating personnel and resources to plan and train for both the NTC rotation and ERI deployment while also managing "red cycle" tasking.
4. Working on equipment and readiness issues including shortages and upgrades.
5. Personal issues, crews can not be established and certified to due to moments. No synchronization between HRC to reduce personnel turn over.
6. Increase in domestic abuse, DUI, and divorce.
5. Leaders do not include subordinates in decision making, negatively effecting leader development.
7. Lack of shared understanding of rolls and responsibilities, requirements for the NTC rotation and ERI deployment.
8. Strained relationships between DIV/BDE and BDE/BN.
7. Change of Command is 30 days out.

# data[].attributes.body
1. Not everything was negative for the BCT, the War Hawks BN spent 9 months attached to another BDE and gained high praises.
2. Personnel were moved around internally to the BCT to fill shortages.
3. Two BNs were assigned and successful at Security Force Advisor Team (SFAT).
4. 4ABCT was successful in security operations with violence neither increasing or decreasing.
5. 4ABCT was not as successful at supporting hot nation units (Army, Police).
6. Struggled to capitalize on opportunities and anticipate and adapt to changing situations and environment.
7. 100 Soldiers redeployed for medical reasons.
8. Aside from the loss of the BCT leadership there were relatively few casualties.

# data[].attributes.body
9 Month European rotation

# data[].attributes.body
Will conduct prior to ERI

# data[].attributes.body
MAJ Lance Walters
Staff Group Delta

# data[].attributes.body
COL Gould
Outgoing Commander