The Problem
General Situation:
A Blue battalion has bivouacked at (a). An outpost with support along (b) has been established. Support number (c) under the command of Lieutenant A is at (d). It is now 2 o’clock p. m. The posting of the outguards has been completed. The support commander has made his inspection and sent in his report to the outpost commander. The covering troops have been withdrawn to the support. There has been no contact with the enemy.
Situation No. 1:
At 2:05 o’clock p. m., a Mr. ——, who lives at (e) comes to you, Lieutenant A, and gives you the following information:
I have just had a telephone conversation with a friend of mine, who lives about (f) miles (g) of here. He states that there is a Red force in the vicinity of (h). The telephone went out before I could get any further information.
Required:
What action do you, Lieutenant A, take?
Explanation of Symbols
(a) State the location of the bivouac of the main body of the battalion. This should be at a logical point with reference to the location of the outpost line.
(b) State the location of the general line of outpost supports.
(c) The number of the support commanded by Lieutenant A. This should be given a logical number with reference to the whole line of supports.
(d) The location of support (c). The point where the Terrain Exercise is to start.
(e) State where Mr. —— lives.
(f) The number of miles from the support to where Mr. ——’s friend lives. This should be several miles away.
(g) The direction stated by points of compass (North, South, East, West).
(h) The general location of the enemy. This should be in the direction which it is intended to send the reconnoitering patrol.
Procedure
The members of the class are assembled at (d), where the outpost support is located.
The Director will distribute copies of the problem to members of the class. A few minutes are allowed them to read it. The Director then reads the problem aloud and points out the places mentioned. One or more of the members of the class are called upon to state their understanding of the situation.
The Director: “Now, I want each member of the class to consider himself as being Lieutenant A, commanding the outguard located at this point. Mr. —— has just given you the information as stated in the situation. What are you going to do about it? Lieutenant Williams, just what would you do?”
Lieutenant Williams: “I would send out a patrol.”
The Director: “How do you arrive at this decision so quickly?”
Lieutenant Williams: “Well, sir, I think that would be the thing to do. I have gotten some important information about the enemy. Details are lacking. I would want to know more about how many troops he has, what kind of troops they are and what he is doing. I can see no better way to get this information than by sending out a patrol to secure it for me.”
The Director: “Captain Hastings, what do you think about that?”
Captain Hastings: “There is always a question in a case like this as to whether a pair of scouts should be employed or whether a patrol is to be sent out. I should size up the situation a few minutes. Examine my map, if I had one, and then decide what measures I would take. Another point that presents itself to me is the question as to whether I should send out the men from this support or whether it would be better to send the information back to the outpost commander and let him decide what is to be done.”
The Director: “Patrolling is usually conducted from the supports. I think you would be justified in taking the initiative in this case. At all events, let us assume that you would.”
Captain Hastings: “Can the Director give us some information on the question of the employment of scouts or patrols.”
The Director: “There are no hard and fast rules that may be invoked in arriving at such a decision, but there are certain principles that may be applied, and when reconnaissance enterprises are to be undertaken the condition should be examined closely. The scout or pair of scouts would, as a rule, be preferred when concealment is highly essential, and usually when concealment, though not essential, is possible throughout the reconnaissance, or when the enemy habitually conducts his reconnaissance with strong patrols and scouts have a better chance of eluding him.
“In the following cases a patrol should be employed: When information has to be sent in at intervals; when it is desired to capture prisoners; when concealment is deemed impossible; when the reconnaissance is to be extended over such a period of time that relief of scouts will be necessary; when an urgent mission has been assigned and it is necessary to push through the enemy’s covering troops.
“In some cases it may be advisable to employ a patrol for the first part of the reconnaissance and at a certain point break up into scouting parties of a single scout or pair of scouts.
“If possible, the individual preferences of the most efficient scouts should be considered. Some men lose self-confidence if attached to a patrol and are limited in their actions by the direction of the patrol leader; others dislike the responsibility of uncontrolled action.
“These are only general rules and cannot be followed blindly. The circumstances of each occasion must be taken into consideration in arriving at a decision.
“Now, considering the points I have stated, would you employ scouts or a patrol in the case under consideration, Captain Hastings?”
Captain Hastings: “I think a small patrol would be more suitable. There will probably be messages to send back and the patrol may have to remain out for a considerable length of time. I believe a patrol would be more suitable than individual scouts.”
The Director: “Let us then decide that we are to send out a reconnoitering patrol to secure the information we desire.
“Before going further with the problem, I want to say a few words about the patrol.”
Explanation
The Director: “The first duty of a patrol is to get information, and information is greatly increased in value if the enemy does not know that it has been obtained. The patrol is required, primarily, to discover whether or not the enemy is in a certain locality. This information is only useful to the officer who sent the patrol out. It is, therefore, the next duty of the patrol to get the information back as soon as possible, especially when the enemy is met.
“Next of importance in the duties of the patrol is to continue to observe the enemy when once discovered, to follow him up and ascertain the direction taken if he retires, or to fall back if he advances in strength, endeavoring to keep even with him on a flank. The enemy is certain to send out scouts to his front, but may neglect his flanks.
“Boldness must be tempered with caution. It is useless to obtain information if you cannot get it back where it will do some good. A little information sent in in time to be of use is clear gain to your side. A patrol that finds out all about the enemy and ends up by falling into the hands of the enemy is a dead loss not only in men but in time as other patrols will have to be sent out to get the same information on which important decisions may depend.”
Procedure
The Director: “Lieutenant Wallace, one of the first questions that will present itself to the support commander is the selection of a patrol leader. What factors would you consider in this matter?”
Lieutenant Wallace: “In the first place I would want a non-commissioned officer for patrol leader; further, I would want to send out the best qualified one in the platoon. To meet this requirement I would select the platoon sergeant to lead this patrol. The importance of the mission is such as to warrant sending him.”
The Director: “Lieutenant Ralston, do you agree with this solution?”
Lieutenant Ralston: “No, sir. I realize the importance of the mission of the patrol. I know we should have a qualified man to lead it, but I should hesitate to send my platoon sergeant out.”
The Director: “I think you are right and when Lieutenant Wallace reflects on the matter I think he will agree with you. The platoon sergeant has a multitude of duties to perform in connection with the interior administration of the platoon. In his administrative capacity he is to the platoon what the first sergeant is to the company. In addition, he has his tactical duties to perform. He is the second in command, and should anything happen to the platoon leader he automatically assumes charge. There is no other man in the platoon who is so familiar with all the details of the dispositions of the support and the orders under which it is operating. I do not believe it would be good policy to send the platoon sergeant out on a reconnoitering mission which may well extend into the night.
“Now, having rejected the idea of sending the platoon sergeant, what man would you send in charge of the patrol, Captain Harvey?”
Captain Harvey: “I would send a section leader. The one whose section is on the line of outguards. He seems to me to be the most available man for the duty.”
The Director: “I agree with you. Ordinarily in an outpost support of this kind we take the outguards from one of the sections of the platoon and hold the other section to form the main body of the support. This leaves the commander of the outguard section surplus in a way, and makes him available for important patrol duty, such as that we have under consideration.
“The next question that comes up is the strength of the patrol. This is a reconnoitering patrol. Its mission is to gain information of the enemy. It need not be made strong to give it fighting power, for it will not engage the enemy in combat except as the last resort. It must not have any more men than are absolutely necessary to carry out its mission, for every additional man is a drag on the patrol leader and subject the patrol to just that much more danger of detection by the enemy. There will be messages to be sent back, at least one and possibly two or three. The patrol must be sufficiently strong to provide these messengers without reducing it below two men.
“Having all of these points in mind, what would be the strength of the patrol, Captain Harvey?”
Captain Harvey: “I should say there would be at least two messages to be sent back, and it may be necessary to send one of them by two messengers. I would not want the patrol leader to be left out alone. These factors would indicate a strength of 5 men. The patrol leader and 4 men.”
The Director: “Has any member of the class a different idea than this?”
Captain Hodges: “In my own mind I had tentatively decided to send a complete squad. It seems to me that we should send enough men so that if they have to fight their way through to get the information desired they could do it. Four men would not be sufficient for the purpose. I should like some enlightenment on this phase of the subject.”
The Director: “Captain James, can you answer Captain Hodges?”
Captain James: “In the first place, a reconnoitering patrol does not fight except as a last resort to escape capture or to give warning of the approach of the enemy and to delay him by firing on him. In the next place, I do not see how this patrol will ever get close enough to the enemy to get any really important information if it starts to fight its way through the Red covering troops. Once a shot is fired the Red commander will send out sufficient patrols to keep your patrol at a distance, and it will get no information whatever. My idea is that any information this patrol gets will be by avoiding the Red covering troops and not by fighting.”
The Director: “I think you are correct. The smaller the patrol, within limitations, the better. I think a leader and four men is about right. Lieutenant Baker, tell us what you would include in your order to the patrol leader.”
Lieutenant Baker: “I would first tell the patrol leader all the information I have about the enemy and our troops. I would give him general direction as to where I want the patrol to go. I would tell him what information I want regarding the enemy. Tell him in general terms where to return and where to send messages.”
The Director: “The final question that comes up is that of the equipment of the men. How would you have them equipped, Captain Hall?”
Captain Hall: “I would want them to go lightly equipped. They should have a ration in their haversack; not over 40 rounds of ammunition and their rifle. I would have them leave the bayonets with their packs. They will not need them.”
Explanation
The Director: “You see the process we have gone through to determine that we are going to send out a patrol of five men from the support. You see how many things you have to consider in arriving at a decision as to what you are going to do. This is what we call making an ‘Estimate of the Situation.’ It is merely a process of sizing up the situation and deciding on what you are going to do to meet it. An officer who fails to do this will in the end make a failure of the soldier game. The one who does it habitually has far greater chances for the operations he is conducting to turn out a success. Just a few minutes’ systematic thought will save you a lot of military blunders.
“Based on this estimate of the situation we arrive at a decision to send out a patrol of five men to secure information of the enemy. Lieutenant Barry, assume that you are Lieutenant A, commanding the support. Can you give us the orders necessary to put the decision into operation?”
Solution
Lieutenant Barry: “I will try, sir. I will order:
“‘Sergeant C (platoon Sergeant) turn out a reconnoitering patrol of four privates, with Sergeant B (section leader) as patrol leader. Have the men carry a ration and 40 rounds of ammunition. Leave bayonets here. Have Sergeant B report to me as soon as he is ready to go out.’
“I will frame up my orders to the patrol leader, and as soon as he reports to me I will give them to him:
“‘I have just received information that there is a Red force in the vicinity of (h). Here is the point. Here is the road leading in that direction. (Indicating on the map.)[[15]]
“‘There are no other patrols out from this support. I will notify the other supports that you are going out.
“‘You will take this reconnoitering patrol of four men and proceed toward (h) and find out what you can about the enemy. Information as to his strength and composition and what he is doing is particularly desired.
“‘Return when you have accomplished your mission.
“‘Carlin will be second in command.
“‘Here is a map.
“‘Send messages here.’
“I will send a runner to the other support commanders to inform them of the fact that I am sending out a reconnoitering patrol and give them the information we have about the enemy.
“I will send the citizen who gave me the information to the outpost commander accompanied by a runner and a message:
“‘I am sending you a Mr. ——, who lives at ——. He informs me that he just had a telephone conversation with a friend of his who lives —— miles —— of here and who states that a Red force is in the vicinity of (h). The telephone went out before he could get any further information. I am sending out a reconnoitering patrol of four men under Sergeant B to find out what they can. I will notify other supports of the action I have taken.’
“I will explain to Mr. —— that the information he has given me is very important and tell him that it will be necessary for him to go back to the outpost commander with the runner.”
Procedure
The Director: “That is very good. Are there any questions? Please do not hesitate to ask questions. They are the very life of the Terrain Exercise.”
The Director endeavors to answer any question that may be asked.
Each member of the class is now required to write out the orders of the support commander to Sergeant B, the patrol leader, and the message that he would send back to the outpost commander by the runner who conducts Mr. —— to him.
The orders and messages are collected and distributed again. One or more members of the class are required to read those in his possession.
Reconnoitering Patrol Card No. 1
Director’s Key
1. Prepare copies of the problem and situation, one for each member of the class.
2. Conduct the class to the point where the problem is to be started.
3. Distribute copies of problem. Read problem and have members of class explain tactical situation.
4. Work out solution in detail. Scouts or a patrol. Patrol, messages, capture prisoners, concealment, combat.
5. Duties of patrol. Combat with enemy. Continue observation. Get information back.
6. Selection of patrol leader. Platoon sergeant. Section leader. Explain duties of platoon sergeant. Availability of section leader.
7. Strength of patrol.
8. Order for patrol: Information of enemy and our own troops. Where to go. When to return. Where messages are to be sent.
9. Explain necessity for estimate of situation.
10. Solution. Orders to platoon sergeant. Order for patrol leader. Runner to adjoining supports. Send citizen to outpost commander.
Procedure
The Director: “Each member of the class will now consider himself to be Sergeant B. who has been designated as the patrol leader. Lieutenant Hunt, what equipment would you carry?”
Lieutenant Hunt: “I would not want to be encumbered with a rifle, so I would not carry one. I would want a pair of field glasses, a compass, a watch, a wire cutter, pencils and a book of field message blanks. If one were available I would want a map of the country over which the patrol is to operate. Each member of the patrol should be provided with a compass and a wire cutter. At least one man should carry a combination flag kit for wigwag and semaphore signaling——”
Lieutenant Williams: “I have understood that visual signaling is about to be discarded in the service. Can the Director give us some information on that point?”
The Director: “There is a tendency to throw it into the discard, but I am not so sure that it is right. There are times when visual signaling has its place and will save a lot of time and trouble. The codes are easily learned and any intelligent man can master the process within a comparatively short time. I think there should be a few men in every rifle platoon who are good signalers. Going back to the equipment of the patrol, I think Lieutenant Hunt has enumerated the essential items of equipment.
“Lieutenant Williams, suppose you were out on patrol duty and captured one of the enemy scouts, what is the first thing you would look for on him?”
Lieutenant Williams: “I would look for some marking that would give me an identification—that would give me information as to the outfit to which he belongs.”
The Director: “That is right. During the war both sides took exceptional measures to secure identification of units that were opposed to them. Of course, much of this work was done during the period of so-called trench warfare, but the same idea holds good in open warfare. Identification of the units to which prisoners belong is always sought after by the intelligence service. Now, Lieutenant Williams, what does all of this point to with respect to our own patrol?”
Lieutenant Williams: “That the members of the patrol should carry nothing with them that will serve to give the enemy an identification, should one of them be captured.”
The Director: “You are right. Should one of our soldiers be captured, the enemy should be able to secure from him only his name and rank. The prisoner should give no other information whatever.
“Before going out with a patrol the patrol leader makes an inspection of his men. What is included in this inspection, Captain Hastings?”
Captain Hastings: “If I were making the inspection I would satisfy myself that every man is physically fit for the duty to be performed. I would not want a man who has been on some strenuous duty and is all worn out. I would see that every man is properly armed and equipped, that each man has a ration, 40 pounds of ammunition and a canteen full of water. I would not allow a man to carry his roll. I would see that the equipment is arranged so that it will not rattle or glisten in the sunlight. I would see that no man carried anything that would give the enemy an identification or information that would be of value to him. I will verify my own equipment and make sure that I have everything that I will probably require.”
The Director will now hand out the slips bearing special situation No. 2: