This book puts emphasis on the transformation of an American citizen into a marine and the importance of sustaining the change. It is imperative because our war fighting ability depends on a lasting transformation not only during the time of the individual’s Marine Corps career but also when he or she returns to their civilian communities. 2. General plot/story line: The Marine Corps does two things: make marines and win our nation’s battles. Winning battles depend on how well we make marines. Those who have earned the title have been polished and honed by attentive mentoring.
We have to remember that to sustain the transformation because it ensures that the flame of enthusiasm does not wane. The reason for such a juristic transformation from a normal citizen to a marine was because we saw a change in the operating environment where our marines would be deployed to and to prepare them for future battles. The way of fighting has truly changed in the 21st century, because now we fight in decentralized operations, we use advanced technology, increasing weapons lethality, mixing of combatants and non-combatants along with urban combat.
To succeed in ever changing operating environments, marines need to be good decision makers, trained to the highest standards and self-confident. In order for NCOs, staff NCOs and officers to help implement ways to sustain the transformation, they need to first understand the different phases of transformation: Phase 1: Recruitment. Recruiters screen young people with solid character, good moral standards and personal values. Phase 2: Recruit Training. The Drill Instructor becomes the next person to transform the individual’s life. They become their role models.
Bob Dylan's, '; The Times They Are A-Changin'; is an anthem for the oppressed, down-trodden young people, while warning that oppressors and abusers will be victims of their own actions. In the beginning of the poem, Dylan speaks to everyone and talks of the change coming from young people who feel that laws from the government and mom and dad's rules are smothering. He emphasizes 'everyone'; by ...
The recruits will learned that they can exceed their own personal limitations through teamwork, perseverance, and courage. Phase 3: Cohesion. Once in the fleet, leaders must try to strengthen the cohesion that was born during recruit training because it binds marines together. Cohesion could be implemented by: A. Individual morale: leaders must know our marines and look out for their welfare. B. Confidence in the unit’s combat capability: The longer marines serve and train together in a unit the more effective they become and the more confident they are in their unit’s capabilities.
Success in battle can be attributed to a unit’s overall confidence in its level of performance. C. Confidence in unit leaders: It is earned as marines spend time in company of their seniors and learn to trust them. Leaders must earn the respect of their marines. D. Horizontal cohesion: Peer bonding of a sense of trust and familiarity between individuals of the same rank. Enhanced personnel stability promotes familiar and effective working relationships. E. Vertical cohesion: Mutual sense of trust and respect among individuals of different rank.
Leaders that show concern for their marines and lead by example will earn the trust and respect of their subordinates. Ultimately, it increases fighting power, provides positive peer pressure and reinforces our core values. Phase 4: Sustainment is continuous. Implement wherever practicable: •Deployment •Family day •6-month recognition •Unit training and exercises •Unit events •Battle anniversary •One month recognition •In-briefs •Graduation and unit reception •Command involvement Phase 5: Citizenship.
People transformed by their marine experience and enriched by their internalization of our ethos, ideals and values become a legacy of productive citizens. They are transformed by their experiences while on active duty and enriched by their internalization of our ethos, ideals and values. 3. What I learned from this book: What I learned from this book is that although we’ve all earned the title marine, our core values and ways doesn’t just end at the conclusion of boot camp, we have to bring it with us to the fleet and eventually use our
“Tip of the Spear” is Greg J. Michaels’ experience as a Marine Non Commissioned Officer` in a Light Armored Vehicle (LAV) company in the 1991 Gulf war. Not the fiction of a technology thriller, it is the first book written on present day US wheeled armored vehicles in combat, and the men who fought in them. It looks at the mission of the LAV units, the needed training that is difficult ...
Military teachings back with us as citizens. We can contribute good into our communities because our customs and curtsies, respect, core values, adaptation abilities, leadership traits, etc. , would be what sets us out to be different than the general population. 4. Why others should/should not read this book: I feel that marines of all ranks should read this book. Near the end of boot camp, I remember my Drill Instructors telling my platoon about how terrible marines sometimes acted when they were clearly taught otherwise in boot camp.
I remember them telling me that they wanted to be a Drill Instructor because they wanted to make a positive and long lasting impact on people. They also told us that no matter how hard they’ve trained and honed us in the way they wanted us to be, as soon as we leave, we would still be whoever we wanted to be, it would be our choice whether or not to keep those teachings with us. And they were right, I’ve met a lot of marines that have abandoned them. This book emphasizes on the importance of keeping our transformation, not only for our Marine Corps career but also for the good of our communities.