Categoría: CORRECT SENSE OF THE COMMAND

THE WAR AGAINST THE ISLAMIC TERRORISTS. Second Part.

(CONTINUATION)

 

Operational Characteristics of the Attacks with Elite Ground Forces.

Units and small units that attack with limited aims (a deep incursion, the temporal capture of a critical position, an ambush) constitute a military closed «system». This condition imposes specific characteristics on the “interfaces of action” with the enemy, which are sometimes different to those of great units, especially in the theme of available means and the time of action.

Attacks with limited aims have been operationally used along large fronts. Where the enemy’s defense lacked depth and enough reserves and was looking to minimize own wear and make use of the multiplier effect of the set’s efforts. This occurred with notable success when the forces of the 9th German infantry Army of General Model sought to reform and consolidate its fronts in the Sychevka’s southwest zone between January and April of 1942.

The definitive characteristic of his use, adapted in these tasks, is that is used with criterion unity, by a kept and «concentric» in the result of his impulses “operational gravity center”. So that the limited efforts do not vanish in reconnaissance in force actions, in not suitable or out of opportunity sectors. It is to say, usiing unduly.

The field of action is the secret for applying freedom of action. By extending or decreasing the field of action, or by changing the field of action on the enemy, one can keep or recover the necessary freedom of action to act favorably and not simply reacting to the enemy.

«Field of action» is any «spatial-temporary-circumstantial» situation that allows for the suitable employment of an Army’s means and capacities in accordance or as part of that army’s intention. The field of action is formed by one or several «interfaces of action«, which are the very small sectors where direct contact occurs between the small units of action of each rival. Examples are when a deployed platoon attacks an enemy section, when a tank attacks infantry heavy weapons, when a section attacks by firing on an enemy’s strong position, when an engineering section opens a path in a minefield, etc.

The task is to find an optimal way in which, through successive «periods of action» applied in «fields or interfaces of action», one can gain the relative freedom of action to act and to carry out «quantum» or elementary units of the general intention. In addition, a general action can be divided into numerous partial actions to achieve in stages, momentary or minor «periods of action»; acting this way in the same «field», divided in minor interfaces of action.

Interaction in stages and situations suitable to advance one’s military means guided by the superior intention or orders is the general mechanism for applying, recovering and maintaining freedom of action in one’s favor.

A characteristic of the freedom of action is that is interactive with the enemy in the «interface of action» and is played out in fields of action that chosen by or imposed on an army. Passiveness means that freedom of action is not taken advantage of through lack of initiative. Thus, freedom of action can also have a result opposite to its intention and this can happen regardless of the type of fight engaged in, whether it is offensive or defensive.

The units had to gain combat superiority over the enemy, since obtaining a local and temporary supremacy would allow them to achieve their aims.

Essential to the mission’s conception are intelligence and simplicity. Essential to its preparation are security and training. The characteristics of the mission in action are surprise, tempo and the commitment of all the mission participants.

Simplicity allows the force to concentrate on a few related aims, using a limited number of men and means in the military closed system. If new tactics or different technologies are used, both the simplicity of the mission’s conception and the surprise of its execution will be enhanced.

On September 12, 1943, the captain of the S. S. Otto Skorzeny carried out the rescue of the Duce from his prison in the high mountain hotel Great Sasso located in the Apennines. Gliders were used to assault the position, fighting against the difficult cold draughts (these produced a delay in the arrival, as they landed at midday) and scarce sites for landing. That such a difficult assault would be attempted, higly surprised the on duty «carabinieri». The attackers took advantage of this by gaining access to the principal building while. At the same time, an acquaintance general of the «carabinieri» friendly landed with Skorzeny. Combat supremacy was rapidly achieved.

Intelligence supposes complete, up-to-date and timely knowledge of the circumstances and characteristics of the mission. Here, with so limited employing means, intelligence is facilitated by different agencies and units that intervene with the mission, even those at the level of the state. Specially the CIA, the National Security Agency or NSA, the Central Security Service or CSS, that links with the NSA, and the FBI.

Security refers principally to the stages of planning, preparation, training and, if appropriate, stage of transport or insertion. It has active and passive aspects. Giving off misleading information and concealing the force’s real intentions up until the stage of action on the objective. Each person must only know what is necessary for his actuation.

Training must be generic for actions and tactics and specific for those actions required for the mission. Independently of this, training is necessary to achieve coordinated actions among units taking part simultaneously in some part of the mission. A general rehearsal of the mission is also necessary, including its planning duration and margins for mistakes. It is also good to include some variant that represents a mistake, an unforeseen event or a loss of combat or movement capacity. And that the men train in correcting them or, at least, in neutralizing them with his effort. For example, a part of the helicopters is knocked down or lands at major distance of the foreseen in the theoretical disembarkation zone.

The final «training area» must be similar in general characteristics to the «target area». And it must be placed at safe of detections and filtrations of information (security), which onlookers and interested persons can catch. The independent variable of «time» introduces sometimes unexpected and not always welcome effects. For example, a vehicle presents problems after a number of hours of hard use, that was not foreseen in tests of «at scale» time.

Surprise supposes attacking an enemy (even if arranged in prepared defense) at a point or flank that is neglected by him at the moment, giving the attacker a favorable «interface of action» on him. It must suppose a “tactical innovation”. Though it could also contain technical differential or new elements. Examples of such “innovations” in the past are hollow load bullets or charges and flame-throwers.

The surprise is the sufficient and necessary multiplier of the combat capacity of the «small incursion force». That will allow him to compensate the scanty military resources that it has on the area. To it joins his inconsiderate and carefully applied with rapidity employment. To provoke an overwhelming effect on the enemy, achieving the temporary local superiority. As being an «isolated military system», the incursion force of will receive neither reinforcements, nor supplies. For its part, the time is not neutral, here is an enemy: because there is not more operation time. From his depletion, the unit will confront the pursuit and his annihilation…

Speed consists in firmnessly acting, ahead of the enemy, in the successive elementary «cycles of action» that define a performance or process. It also presupposes acting with opportunities and with pace (adapted speed, relative to the enemy). Remember that an action cycle includes a phase of observation, a phase of determining the situation, the decision phase and the accomplishment phase. If one’s speed is greater than that of the enemy, his actions will be in response to situations that have already just passed.

Speed also implies rapidly reaching a situation of active supremacy in combat capacity. The enemy’s reaction speed is initially very slow as he is in a stupor, trying to verify what is happening. This means his phase of determining the situation will be lengthened. Deceptive action in these moments will lengthen the time that passes and fog the determination of the situation. Ways of doing this include utilizing some of the enemy’s uniforms, equipment or language by certain parts or subunits involved in the action. Once supremacy over the enemy is attained, it must always be kept. As scanty resources make its recovery very difficult. Once supremacy in combat capacity is reached, the probability of a mission’s success increases exponentially and the vulnerabilities of one’s forces are dramatically diminished.

The commitment of men and officers and their selection qualities, lend moral and physical courage to the actions they undertake. This is necessary to overcome uncertainty, stress, mistakes, diversions, enemy actions, and to take advantage of the always fleeting opportunities. Commitment supposes full knowledge of the mission and the full, voluntary and enthusiastic support of all participants.

Execution is carried out by establishing at the level of the regiment, battalion or company a center of gravity for the common effort, which harmonizes and consolidates the «missions» of its subunits.

THE END.

THE MANEUVER WARFARE. THE CONCEPT OF THE MODERN AIRLAND BATTLE.

AN INTERPRETATION BY FIELDMARSCHAL ERICH VON MANSTEIN.

 

 

A little known example illustrates the omnipresent transcendence of logistics and the line of communication (more or less branched out) in operations and their final results. Between January 29 and mid-March 1943, the Soviets developed an operation called Donbass at the southwest of the Donetz. This operation forms part of what the Germans called the battle of the Donetz. And was Marschal von Manstein’s last strategic success. Which wasted by Hitler in Kursk.

 

General Nikolai Fiodorovich Vatutin, commander of the Southwest Front, created a mobile corp (under the command of general Markian Mijailovich Popov) in the Soviet Front, to exploit the break its armies had achieved at the south-east of Kharkov. The Corp was like an Army of tanks (the Soviets had five Armies of tanks in their battle order). It was integrated by 4 tanks Corps of limited capacity (3rd, 10th, 18th and 4th of the Guard), each of which was reinforced by an infantry mobile division (in trucks). For support it had the mobile Front reserve, the tanks Corps (full up) 25th and 1st of the Guard. These reserves would, at the beginning of February, pursue a exploitation direction different from that of the Popov Group. Assimilating those tactical subordination divisions into the mechanized Corps, thus making them stronger in men and heavy equipment, was hoped to compensate for the specific lack of infantry and artillery of the Soviet tanks Corps.

GENERAL VATUTIN.

Popov Group initially crossed the Donetz from a southwest direction. Its 4th Guard tanks Corp reached Krasnoarmeiskaia on the morning of February 12, after a night march of 60 kilometers from Kramatorsk. During this march, the Corp used one of its tanks brigades, the 14ª of the Guard, as an “advanced detachment”, to eliminate the “tactical rubbing” in its advance sector and thus maximize its speed of advance.

GENERAL POPOV.

On February 15, General Vatutin employed his two reserve Corps in the Pavlograd-Zaporozhe direction, towards the mouth of the river Dnepr on the Black Sea. Zaporozhe was the Headquarters for the Don German Group of Armies (this Group had been called South until February 1, 1943) and the 4th Air Fleet (led by Marshal Von Manstein and General Von Richtofen, respectively) which were located in the low Dnepr.

The efforts of the Russians were aimed at trying to reach the coast and to cut the Germans’ land communications. But the Russians also stubbornly insisted on boasting. Their supporting forces (the rest of the Armies of the southwest Front, especially the 6th infantry and 1st infantry of the Guard) were not defending the advance sectors of their mobile forces. And these forces, advancing as fast as they could toward their ideal operational-strategic aim, stretched their communications lines to the maximum. And made them increasingly vulnerable by extending its length and, thus, the coverage required by antitank and anti-aircraft weapons supported with infantry.

The Soviets acted as if the speed of reaching the objective could, by itself, unhinge the German deployment, by cutting it off from its general Order of Battle and lines of communications towards the West. In reality, they were not given full credit to their enemy’s maneuver capacity, his ability to create and improvise resources and his still relatively powerful combat capacities, especially among his mobile and crack forces, in the operational zone.

THE SUPREME SOVIET COMMANDER.

Yet much of the pressure for a rapid advance came from Stalin. Probably through the Stavka, Stalin incited Vatutin to spur on Popov and the other mobile corps. Ultimately, this led to Stalin’s disenchantment (to the point of leading him to request a peace through Swedish diplomats) when the planned operations concluded. See Gerhard L. Weinburg. A World at Arms. Cambridge, 1944.

For their part, the Germans had difficulties in containing the Soviet’s winter offensive concentrated at the south of Belgorod. In the operational strategic zone of the Don Group of Armies, the Soviet forces overcame the Germans at a proportion of 8 to 1, whereas, in the case of the German Center and North Groups of Armies, that ratio was only 4 to 1.

Von Manstein maintained a front that was 750 kilometers long with 30 divisions. This left him vulnerable to envelopment on the north flank, in a maneuver that could reverse his front or turn his forces back in his operational or strategic rear. Or his forces could be broken through by a forceful action in any zone and he would be left without sufficient available mobile forces to launch an operational strategic counterattack. It was necessary to readjust the front, anchoring it on natural obstacles; and to push back the Soviet offensives toward Kiev (north flank) and the Black Sea or the Azov Sea, creating for it the necessary mobile reserves. Hitler, probably affected by the fall of 6th Army at the end of January in Stalingrad, compromised with Manstein’s requests to yield land in order to gain safety and mobility.

IN THE COVER OF «TIME» NEWSMAGAZINE…

Thus, during the first fortnight of February, the Hollidt Army moved back from the low Donetz, following the Rostov and Tangarov route and dug in again along the river Mius, approximately 80 kilometers to the west of Rostov. The 48 panzer Corps that were in action at the east of Rostov, moved to the north of Stalino, to join the 4th panzer Army of General Hoth and to form part of the mobile counterattack force.

In the middle of February, despite Hitler’s orders to resist at any price, the SS Army Kempf (formerly Lanz) evacuated Kharkov, when its north flank was enveloped by the Soviets from the direction of Belgorod. Meanwhile, the 4th panzer Army was moving back from the low Don toward positions to Stalino’s northwest. This was a difficult march of more than fifteen days over poor road conditions and railroad connections and lines. For its part, the 1st panzer Army, formerly part of the A Group of Armies in the Caucasus, could have moved back through Rostov, thanks 4th panzer Army hold on the front in the low Donetz area. And was taking positions in a front from north-east of Stalino up to the north of the Mius river.

THE GERMAN FIELDMARSCHAL’S COMMAND BATON.

With these maneuvers the Germans left the projecting in their front formed by the Don and Donetz rivers, readjusted their defensive front and managed to create an important operational maneuver force, formed by all three mentioned armies. It is important to emphasize that the Germans were not reacting to the Russians; they were adapting to the general conditions and the forces relations existing, with the expectation that they would act positively when the opportunity arose. This is probably the secret behind their operational blow (like a scythe blow) and the operational and strategic “stunning waves” that they were to unleash on the Soviet Armies, which reached the enemy’s Supreme Commander.

On February 22, the two armored Corps (48 at the right side and the SS panzer at the left side) of the 4th panzer Army of Hoth initiated an offensive movement in the northwest direction on the communications lines of Popov Group and both independent Soviet tanks Corps of the southwest Front.

The terrain was highly favorable for using armored vehicles. Its surface was slightly wavy, allowing for extensive sight control. The narrow creeks that interlaced it were frozen.

Simultaneously there was a convergent attack by the SS Army Kempf from the west, completing the operation of the other five panzer divisions (reduced). This Army also had to prevent the advance on the Dnepr of forces from other Soviet Fronts, either around Krasnograd and Dnepropetrovsk or around Poltava and Kremenchug. This soviet attack, that was aimed at Kiev, was of a larger scope and, therefore, had scantier prospects for success before the spring thaw. The army SS Kempf had limited capacity to reject it.

It is worth emphasizing that, at the time, the 4th Air Fleet of General Richtofen enjoyed air supremacy over the operations zone and his aircraft could support the objective of cutting the enemy’s communications with up to 1,000 daily sorties.

THE FÜHRER ADOLF VISITS HIM IN ZAPOROZHE, TO CALM DOWN.

The Russian armored vehicles and truck columns were moving back toward the north and north-east at a distance of between 15 and 20 kilometers from the Germans, making them prey to the German divisional and army Corps artillery and aviation.

It was not a question of the “surrounded bag”-style operations that the Germans had carried out in 1941. The area being covered was larger, the German combat capacity (mainly based on infantry forces with artillery and antitank weapons) was scanty and the Soviet forces were elite mobile units with great fire and shock capacities. And knew the danger presented by the loss of its logistical support, at least their commands.

On February 23 both armored army Corps (the SS and 48th) of the 4th panzer Army were converging on Pavlograd. They cut the communications line of the Popov group, which was situated around Grishino, and of the 25th and 1st of the Guard tanks Corps (the mobile reserve of the Southwest Front) which were already approaching Zaporozhe, although not yet in full force. Likewise, the Germans severely struck the 6th infantry Army (at the west of Isyum), following the Front’s mobile reserve, and the 1st infantry Guard Army, which was behind the Popov group, before they cross the Donetz, moving back to their rearguard.

This temporarily liquidated the combat capacity of the Southwest front (General Vatutin). Unless that front focused on reorganizing and re-equipping itself and covering its casualties. And also tried to revive its combat morale by encouraging cohesion and retraining its units and small units.

(TO BE CONTINUED)

 

THE MOTIVATION OF THE MILITARY MEN.

Introduction.

At the beginning of June, 2014 around 30 thousand Iraqi soldiers quartered in Niniveh’s province, capital Mosul (2 million habitants), left their positions and put feet in dusty towards Baghdad. To rapidly realize this «retrograde march» not foreseen by the command, towards the sure refuge of the great Iraqi city, they left behind their heavy equipment, tanks and artillery. What real or supposed threat suffered these professional uniformed soldiers, to get frightened that way? So, the advance to the combat over the province of several hundreds of salafists jihadists muyahidins of the Islamic State of Iraq and the Levant. That were moving in Toyota pick up vehicles, without shielding and lightly armed with heavymachine guns and some rapid fire cannons (20 mm). Though it is true that the muyahidins were approaching the thousand…

ISIS’ IRREGULARS TRAINING…

The Iraqi soldiers were trained by the Americans and his methods and were equipped with modern weapons. The jihadistas had almost autotrained from last/first of 2012/2013 and their weapons were those of a light irregular infantry. Singularly the AK, machine guns and assault rifles, and the light grenade-launchers RPG-7V, casually of Russian patent design. The muyahidins were integrating then a useful force lower than 20 thousand men in Iraq and Syria.

The Iraqis were uniformed, more or less trained in the boots and maneuvers fields, fed, dressed and paid. According to the duke of Wellington, this was sufficient to demand dedication and selflessness from the men: «Soldiers, you are well fed and kept, fulfill now your duty». Though part of their pays were harvested by his direct commands, NCOs, officials and chiefs. For example, as a «bribe» in order that they were not occupying dangerous positions. Furthermore, many enlisted were only nominally, on the paper, and the pays of these “ghosts” were distributed the commands. This way, in November, 2014 there was a special meeting of the Iraqi Parliament to study this plague. That continues destroying his armed forces: that of the «enlisted absentee».

 SHIIS TRAINING…

But the result of this mix of military formation and equipment was an appearance, an entelechy. The Iraqi army was a sham of a national army. That was serving to patrol for benevolent zones; to parade; to support the public order against bandits and delinquents, over that which was acting using an overwhelming superiority of means; and getting idle in the quarters, much better than the majority of the familiar Iraqi houses of adobe and masonry. The number of his troops was the mesmeric, infallibly and omnipresent of approximately 200 thousand, in the flowchart of the battle order of the army. That are the same prescribed by for the American military high commands and ratified by the president, to effectively integrate and serve in the National Afghan Army.

But, neither the training, nor the equipment, nor the wages are enough to turn the men into complete soldiers. His officials’ corp is not nourished by the university, or by an official accredited school and with certain tradition or from a meritorious ascent of the excellence of the NCOs. And his NCOs’ corp is nourished from among the best of a little formed, clumsy and half-hearted general recruit and of the most related to the local clan. This way, the structuring of the soldiers around and with their natural commands, to realize the missions and to support the effort, the penuries, the uncertainty and the dangers in the exercise of his profession, is impossible to manage. The soldiers and the subofficials are not sure that «they» are not going to be «squandered» by his chiefs, before the dangers and according to his conveniences, opposite to armed, brutal and ready to die enemies. They do not even trust in the professionalism of his respective commands. To have the certainty that, obeying them and following them, it is as they would assure their lives in the danger situations and might triumph.

The fact that this is a chronic evil, of very difficult uprooting and correction, can be corroborate in the example of the occupation of the capital of Anbar’s province in May, 2015 by the Islamic State. Here also, in a rapid and forceful assault action, Allah’s muyahidins occupied al-Ramadi at a few hours of sporadic gunfires. Gaining in them the fire supremacy and slipping by the flanks of the tacked positions of the Iraqi army. Finally, a sand storm, with similar effects to the smokes and fogs of the modern fight, concealed them from the sights of the soldiers. And it must have turned the irregular yihadists into «phantasmagoric beasts» for them. This way, all the soldiers also went out, like in Mosul, feet in dusty from al-Ramadi, looking for the refuge and the salvation in the near Bagdad.

The first request of help from the shii government of Iraq to the Americans was for sending 1500 individual antitank launchers. But, we do not know well why, since the Islamic State lacks armoured forces as such. And his Toyotas pick up are vulnerable to the simple fire of the machine guns, which have a major effective range that the above mentioned manual launchers of hollow load. This new Eastern salient or projection of the Islamic State towards the west of Baghdad had to be held back by a new force sent by the Americans to the 4 stars’ general James Terry, of 400 marines. That formed a defense position, a “bolt” perpendicular to the possible advance of the muyahidins, in Taqaddum, at around 25 km at the east of al-Ramadi. Where the Iraqi army says to be training and concentrating forces to recover then this capital.

MARINES TRAINING…

As part of an army made keen to measuring everything (what cannot measure up, it does not exist), the American military men observe and control (monitoring), measure and register the «progress» of the Iraqi soldiers in formation. There exist more than 75 examined in detail, precise and identified individual skills, which are necessary in order that the soldiers recover correctly his functions and could survive the dangers, recklessnesses and combat conditions. They use for it «check lists» and the checkings and verifications adapted to the case. Which they have been developing and perfecting with his own recruits. The problem is that these adjustments can determine the mechanical behavior of a man as a part of the military group and his «marksmanship in the range”. But they will never reflect how they will endure in combat, before the pressure of the enemy, the unexpected evolution, the uncertainty, the fear, the isolation and the loss of comfort. Which is his loyalty to his chiefs and to the small unit or how much are mental motivated to fulfill his new military duties.

Modern methods of impregnation and motivation of the men.

Many modern companies in the great western countries, having finished the wars of the 20th century, recruited or received in his personnels numerous chiefs and officials. And some of them think that these stamped on the enterprises cultures a pertaining to barracks style, of direction from above, without a moderating feedback. That implicitly was that facilitated a so called culture of the death (sic). In order that the enlisted people could do things in opposition to his nature. As killing, without feeling a disturbing emotion. A consultant of Blanchard International suggests exactly this in her book «Why to motivate the persons does not work». But, I think that she is mistaken. That her postulates are a mix of liberal thoughts, psychological simplifications and antimilitarists prejudices. And that does not know well the «ideological» horizon of the great capitalist modern corporations, with his own many contradictions and missed ways.

The «managerial military theory» of the consultant remained stuck and then anchored in the 18th century, in the epoch of Federico the Great. But here, the precision and the mechanical rapidity of the military techniques (load and fire of the muskets) and of the maneuvers, necessary to apply a powerful shock force as rapidly as possible on the enemy, demanded to the men a strong discipline. Together with a great discipline and a training of almost gruelling repetition, to obtain consistently his effects. And, this way, the authoress has not take in mind the evolution of the war in the Contemporary age.

(TO BE CONTINUED)

On the Personality of the Military Command.

The personality of the command is shaped by a series of personal and mental qualities that, outlined and composed by the specific education, voluntary study and training and employment, are going to produce a command capable of knowing, decide and drive the actions most adapted in the different levels of the military activity.

The correct sense crowns, perfects, governs, directs and stimulates the activity of all the other operative systems of maneuver, of all the organs of the military activity towards the attainment of the aims. And it does it in the most suitable possible way, according to its means and the military concrete situation.

GENERAL PAUL EMIL VON LETTOW-VORBECK.

The wisdom is the first quality to get. The wisdom is an habit for which we judge straightly of the military and human things, under a special instinct, which makes us knowing and savoring them with certain connaturality. Here wisdom means simultaneously to know and savor.

The wisdom includes the military understanding, which is a penetrating and deep intuition of the military things in the shape of “apprehension”, that is to say, without expressing judgments or disquisition on them. The intuition is a form of direct knowledge, which is characterized by its immediacy and contemporaneousness on the topic which is. To the wisdom are opposed the stupidity or foolishness, not to know what is possible and due to know, as opposite things, and the fatuity, as the pure denial of it.

  GRAND MASTER JEAN PARISOT DE LA VALLETTE, ORDER OF ST. JOHN, MALTA.

The serenity is another quality. The serenity allows the command to keep calm, without physical or moral confusion that affects him, though the tension and the problems are present and pressing. The serenity protects and keeps lucid the reflexes and power mental, where the wisdom rests.

Two of the gravest and ridiculous failures in which the command can fall down is the pride and the vanity.

Pride is the oneself full satisfaction.

GENERAL DANIEL MORGAN.

The vanity is to believe that we are deserving objects of the others admiration. The conceited is like an “aestilite” (an ascetic who lives upon a column, solitary and looking from upon), which is satisfied thinking about the feelings he believes is waking up in others. Any sign of approval that receives, serves him as reaffirmation in his idea.

In others articles in this “blog” you could see situations that exemplify the useful thing that is to have a specially haughty or conceited enemy.

The humility, adjusting in a difficult balance, to the real and relative value of oneself, is the best antidote for these possible “mental vulnerabilities” of the chief. The humility includes the moderation. We must remember that the false humility is an allotropic form of the pride.

GENERAL HERMANN BALCK.

The moral courage, as courage and spiritual entirety, which allows him to offset the uncertainty, the weariness, the effort and the frustration or difference between the plans and the means and the successive realities of the evolving situation, is another characteristic of the “correct sense” of the command. And not only to win his demons, in such a way that his serenity does not weaken. But to stimulate also the others, so that they overcome theirs own apprehensions and weaknesses in the trials in march. Which is also converted into an effective factor of the leadership capacity. Which supposes to connecting, motivating and direct from mental qualities, his group and not only from the authority of his ranking.

Another factor is the empathy as affective, not necessarily emotional, participation in the personal needs. In this bridging, the command will find a personal human enrichment. That will be another more resort to manage to fill with enthusiasm his men. The enthusiasm is the human energy capable of conquering the entropy of the weariness, the fall of the moral, the lack of comfort, the fears and the apathy in the important and decisive moments of the military activity.

JAN ZIZKA.

The will is the power of the spirit. It is rooted in the moral courage, it informs from the wisdom and interacts with the serenity, feeding her and resting on her. The will allows the command to overcome the demons of the uncertainty, the fears, the effort and the weariness, the lack of comfort and the frustrations. The will is thrown towards the opportunities, appreciated by the wisdom and decided by the moral courage, which removes the tactical and operative doubts.

The discipline and the will are rooted in the personal education, through the fulfillment of the duty towards the society, the military institution and the commanded men. The discipline nourishes the moderation and the humility of the command, giving them a human and militant sense, but removed from mystical connotations.

CHARLES FLANDREAU.

The institutional authority comes from the delegation received of the superior command. It gets about itself to fulfill the ordinances and the aims that are assigned. But the personal conduct and the professional capacity of the command generate his prestige and his example among the men. Who give to the received authority, his personal and concrete quality.

The military education is the control of the trade. Its knowledge is giving by the study in schools and academies and in its permanent update through the later readings. Its application is in the doctrine and the regulations. The mastery comes from the application of the knowledge in the games of war or simulations, in the seminars of discussion and spreading, in the maneuvers and fields exercises and in the real situations which he has to face. We remember that the military specific trade tends to not practice in the life…

They are not here all those who are…