3-3. Military forces that conduct DSCA missions under federal authority may include Regular Army, Marine Corps, Navy, and Air Force; activated Army, Marine Corps, Navy, and Air Force Reserves; and National Guard units placed in federal service. Federal service is a term applied to National Guard members and units when called to active duty to serve the United States Government under Article I, Section 8 and Article II, Section 2 of the Constitution and the Title 10, United States Code, Sections 12401 to 12408 (JP 4-05).

1-17. The institutional force contributes to operational missions by optimizing individual and team performance and by ensuring the right Soldier is in the right place at the right time. Combined with operating forces, it develops competencies critical to future responsibilities.

2-15. Army special operations units conduct counterterrorism missions as special operations by overt, covert, clandestine, or low-visibility means. Activities include—

2-45. The operating forces are those forces whose primary missions are to participate in combat and the integral supporting elements thereof. Operational Army units are typically assigned to CCDRs. The Army normally executes its responsibilities to organize, train, and equip operational Army units through ASCCs.

3-121. Leaders should be deliberate placing subordinates in special missions and organizational assignments. Experienced leaders implicitly know the defining tasks early in an assignment and should be deliberate about identifying these tasks and ensuring each leader gains experience from them. Sometimes, supervisors must assign subordinates to positions for which they do not have the requisite skills or experience. Supervisors should consider modification of position requirements and providing additional support or resources.

2-10. The Army conducts decisive action in support of the homeland security missions of preventing terrorism, protecting our borders and cyberspace, and mitigating the effects of attacks or natural disasters while ensuring disaster resiliency. The Army provides capabilities and resources. Some of those capabilities include—

3-19. USACE also uses pre-awarded contracts that can be quickly activated for missions such as temporary roofing, temporary power and debris management. (See USACE website for more information).

3-8. Leaders set the conditions for leader development by performing their tasks and missions in ways that signal to subordinates throughout the organization that leader development is important. It can have a big effect in return for minimal personal time and resource investment.

3-141. Leaders have a specific task to observe subordinates during planning and executing missions. Some may feel unqualified to observe and provide feedback on leadership actions. However, understanding how to treat leadership as a set of skills that can be developed and improved is essential.

2-16. The Army provides significant contributions to the accomplishment of the joint force prioritized missions established in the National Military Strategy. Joint campaigns may require land operations as part of unified action since land forces often control areas or assets that influence and enable operations in the other domains. For this reason, land forces are vital during almost all operations, even in places where maritime or air forces dominate. Joint missions are consistent with the Army’s purpose and long-standing role in national defense.

1-34. Leaders have different responsibilities and authorities that can vary with duty positions and missions. Authority to lead is either formally derived from rank or position or is informal, such as when influencing peers or coalition partners. Formal authority allows use of commitment and compliance through the methods of influence (see chapter 5). Informal authority primarily relies on obtaining commitment from others.

3-71. Division headquarters further provide subject matter expertise to assist brigades as they prepare for missions or capstone training exercises. Low density military occupation specialties or specialized units may benefit from the division consolidation of training events. Divisions usually have subject matter experts in the low density specialties who develop, implement, execute, and evaluate training programs across several echelons. (See ATP 3-91 for a further discussion of the division roles and responsibilities during operations to shape.)

art of tactics – Three interrelated aspects: the creative and flexible array of means to accomplish assigned missions, decision making under conditions of uncertainty when faced with a thinking and adaptive enemy, and the understanding of the effects of combat on Soldiers. (ADP 3-90)

3-135. Developmental assignments are encouraged to broaden knowledge of how different organizations conduct information technology and cyber missions. Training with industry is available to higher-ranking personnel where they learn about information technology practices outside the Army. Distributed learning resources are extensive for the Career Program 34 population, predominantly through Army e-Learning courses and certifications. Each career program has similar opportunities to guide the professional development of Army Civilians.

5-29. Setting achievable goals can shape motivation. Leaders can break larger missions into smaller tasks to keep individuals engaged without being overwhelmed by the scale or scope of what needs to be done. Subordinates require the necessary skills and abilities to perform the tasks they are assigned, have reason to be committed to the goal, and receive feedback to gauge progress. Task assignment and goal setting account for the capabilities and limitations of those performing the tasks a leader directs. Finally, framing performance goals positively produces better persistence and performance than negative framing.

7-1. Gets results is the single achieves competency and relates to actions of leading to accomplish tasks and missions on time and to standard. Getting results requires the right integration of tasks, roles, resources, and priorities. Getting results focuses tasks, priorities, people, and other resources to achieve the desired outcomes. Leaders are ready to take action all the time to achieve outcomes and make necessary adjustments for success. Leaders also work to sustain or improve the organization’s performance by assessing and giving feedback as they execute and make adjustments. Table 7-1 summarizes the competency gets results (see page 7-3).

1-9. The art of tactics is three interrelated aspects: the creative and flexible array of means to accomplish missions, decision making under conditions of uncertainty when faced with a thinking and adaptive enemy, and the understanding of the effects of combat on Soldiers. An art, as opposed to a science, requires exercising intuition based on operational experiences and cannot be learned solely by study. Leaders exercise the art of tactics by balancing study with a variety of relevant and practical experiences. Repetitive practice under a variety of realistic conditions increases an individual’s mastery of the art of tactics.

7-46. The entire reserve or a battalion task force from the reserve may be tasked to perform “be-prepared” missions in the corps or division support and consolidation areas in response to Level III threats as the tactical combat force (TCF). Support and consolidation security tasks are discussed in paragraphs 7-47 through 7-53.

defensive cyberspace operations – (DOD) Missions to preserve the ability to utilize blue cyberspace capabilities and protect data, networks, cyberspace-enabled devices, and other designated systems by defeating on-going or imminent malicious cyberspace activity. Also called DCO. (JP 3-12) Referenced in ADP 3-37, FM 3-12, FM 6-02.

offensive cyberspace operations – (DOD) Missions intended to project power in and through cyberspace. Also called OCO. (JP 3-12) Referenced in FM 6-02.