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VBIED attack from 4ABCTs previous deployment was the moment of Distress for the Unit. This was the Fracture Point that has put them on the path to Catastrophic Failure. No one has realized because it is a slow and gradual decline. This BCT was not prepared for and were unable to deal with the loss of Senior leadership at the level they experienced. The new leadership has been unable to articulate a Vision accepted by the Unit; there is a lack of shared understanding and unity of effort. Personnel turnover, training goals and endstates, attention to morale and soldier/family issues are all challenges that are not being addressed due to confusion and lack of leadership. This is leading to a loss of shared culture, unhealthy competition and most tragically, a loss of shared value. This is leading to unethical decision making. The unit is coasting off of a history of strong performance and esprit de corps but is not prepared to handle another highly stressful event.

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Preparing for deployment as part of the European Reassurance Initiative, (ERI)
Upcoming NTC Rotation
Red Cycle taskings exacerbated by fellow SBCT transition to ABCT/deployments

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Tradition and Culture of getting things done
Competent BN XOs with good understanding of BNs strengths/weaknesses and brigade-level systems
Staffs have learned how to work dual hatted and with minimal manning

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Structural                                  

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Structural                                  

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BDE S3 focuses on near term with no long range planning
BDE S3 seen as dictatorial by BN S3s
Conflicting guidance to CO grade officers from Field Grades and BDE staff regarding Fleet Modernization
NCO/Officer relationships are unhealthy

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Mismatch of open positions
High turnover of SSGs and MAJs
BDE S4 not effective at Garrison procedures
Family v. Work priorities are not in-synch
Strong performers feel disempowered

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BDE CDR dismissive towards complaints of too much work being asked (red cycle)
lack of concern for leader development by the brigade leadership
Many examples of cross talk between peers expressing dissatisfaction, but no flow vertically
BDE S4 seen as lacking commitment to BDE CDRs ideas and direction

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desire to be an elite, highly professional unit
"Sanctioned hazing"
Immediate reporting policies for abuse/DUI cases
No prevention plan or policy in place; react mode

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Division of Labor
Efficiencies

Authorities
Roles and Relationships
ETHICS

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Tailor Org. to meet Ind. Needs
Quality People

Fit Ind. to the Org.

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Communicate Vision
Create artifacts

Meaning
Purpose
Values

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Manage Conflict
Negotiate
Build Coalitions

Fair Allocation of Power/Resources

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4th ABCT had a great reputation
BDE excelled
Morale was high, BDE attracted the best Officers/NCOs
BDE had FOCUS
Strong work ethic
Positively oriented competition
Trained for the wrong METL tasks
Mission Re-alignement just prior to MRX

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2x BNs successfully performed SFAT missions
Security of populace/US forces was accomplished very well
Mixed ability to support the host nation
SFATs had marginal success influencing Afghan Army/police forces
Manged day to day operations well
Did not deploy with parent HQ or Sister BCTs (Isolation)
Worked for 2 different DIV and with a number of other BCTS (Ambiguity)
Detached a BN (Warhawks) to another DIV
Star performer, very proud of their different Combat Patch (Isolation)

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7x Officers requesting RFAD with more projected
Half of Field Grade Officers will remain in BNs
Unknown requirements of the ERI mission
BDE is beginining to feel like there is a lack of purpose
Growing trend of domestic abuse, DUI, and divorces
S4 has adversarial relationship with Division G4
BDE Chaplain has been unable to meet the BDE CDR

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VBIED 3 months into deploment (Danger)
KIAs:
COL Timmons, BDE CDR
CSM Mullens, BDE CSM
LTC Page, BN CDR
Several WIA

As a result, DCO, LTC (P) Allan assumed command (Workload)