You are a squad leader with the “Sapper” platoon, Special Troop Battalion, 3d Brigade, 10th Mountain Division. Your unit is deploying to Iraq to conduct operations in support of Operation Iraqi Freedom. One of the critical tasks in preparation for your deployment includes training your squad in the identification and reporting of possible combat stress related behaviors to their leaders. This task is crucial to the conduct of combat operations as leaders will identify and implement appropriate actions that offset COSR risk factors and control combat stress.
Case Study
During the Gulf War, the Special Troop Battalion (STB) of the U.S. Army armored brigade moved into Kuwait, not far behind the armored battalions. Battles and skirmishes with Iraqi armor and infantry were in progress. Several kilometers away, U.S. air power attacked Iraqi forces entrenched around a mosque. In the aftermath, Soldiers discovered that Kuwaiti civilians took refuge in that mosque. Sadly, some died or received wounds as a byproduct of “collateral damage.”
Alpha Company of the STB, along with its Light Infantry support unit was forward as a casualty response team. Accompanying those elements were the brigade’s Army psychiatrist, the STB chaplain, and the chaplain’s assistant. The fighting grew more ferocious and friendly casualties were mounting as the troops got closer to the mosque and the built-up area. The psychiatrist and several Soldiers can vividly recall the image of the chaplain’s assistant coming out of the wreckage carrying two very young girls, one already dead and the other seriously injured. As they got closer to the objective, they became aware that they were in the middle of a “kill zone.” An Infantry Soldier who stumbled across a wounded insurgent decided to end the insurgent’s physical anguish. When asked why he did it, he called it a “mercy killing,” and he stated that he didn’t see anything wrong with it.
Over the next several hours, the surviving casualties received transport to the servicing medical company, and all received the necessary emergency care. There was not adequate time to conduct an immediate debrief of the Soldiers. Some of the Soldiers were refusing to follow orders, some were shaking and trembling, some were even argumentative and acting recklessly. The chaplain’s assistant became silent and preoccupied, he withdrew from the group, barely able to communicate, and finally, he began to shake uncontrollably. The psychiatrist wanted to treat him on site, but he couldn’t. Armored battles continued to rage nearby and the possibility of another mass casualty or emergency move still loomed. He could neither devote full attention to this individual casualty nor trust that casualty to respond appropriately and safely in an emergency.
The Soldiers and the chaplain’s assistant departed with the other casualties on a truck going back to the U.S. Army surgical support company and combat stress center in Saudi Arabia. A few days later, they found themselves back on duty in the special troop battalion. By this time, the ground campaign was over. Unfortunately however, the unit was still completing the dangerous and often gruesome process of securing the battlefield. The team went on to participate in the unit’s new missions.
Critical Thinking Exercise
1. What stress-related behaviors did you recognize within the scenario?
2. Which COSR risk factors did you recognize?
3. Based on the scenario, what leader actions would you implement? Why?
4. Describe insight or value that you acquired from this practical exercise
Notice the repeated word, "you."
We do not do your homework for you. Although it might take more effort to do the work on your own, you will profit more from your effort. We will be happy to evaluate your work though.
Also it helps to define acronyms like "COSR."
COSR = Combat Operational Stress Reaction
1. Some stress-related behaviors that can be recognized within the scenario include refusing to follow orders, shaking and trembling, being argumentative, acting recklessly, becoming silent and withdrawn, and experiencing uncontrollable shaking.
2. The COSR (Combat and Operational Stress Reactions) risk factors that can be recognized include exposure to combat and violent situations, witnessing traumatic events, being in a high-stress environment, and experiencing a lack of support or debriefing after the events.
3. Based on the scenario, some leader actions that can be implemented include:
- Conducting immediate debriefings to address and process the traumatic events that the Soldiers experienced.
- Providing ongoing support and counseling to those who display stress-related behaviors.
- Ensuring that appropriate medical care is available, including psychiatric treatment or counseling.
- Monitoring and evaluating the soldiers' mental and emotional well-being, and adjusting their duties and workload accordingly.
- Implementing measures to reduce stress and create a supportive environment, such as promoting teamwork and camaraderie, fostering open communication, and encouraging rest and recuperation.
These actions are important to address the COSR risk factors and control combat stress. They aim to provide the necessary support, treatment, and understanding to soldiers who have experienced traumatic events, ultimately helping them cope and recover while maintaining the unit's operational effectiveness.
4. The practical exercise highlights the importance of recognizing and addressing combat stress-related behaviors in a timely and appropriate manner. It emphasizes the need for leaders to be proactive in providing support and resources to soldiers who have experienced traumatic events. Additionally, it underscores the significance of conducting debriefs and creating a supportive environment to mitigate the impact of combat stress on individual soldiers and the overall unit. This exercise serves as a reminder of the challenges and responsibilities of leaders in managing combat stress and ensuring the well-being of their troops.