The Problem

General Situation:

The (a) forms the boundary between hostile states. A Blue brigade is marching towards (b). Small Red forces are reported in the direction of (c).

Special Situation—Blue:

A (d) flank guard, consisting of the (e) battalion (f) infantry, halts for the night at (g).

At (h) (date) Company A, which has been designated to form the advance guard, is assembled at (i).

Based on the orders of the battalion commander, Captain A, commanding, issues the following verbal orders to his assembled officers and non-commissioned officers:

“Small Red forces are reported in the direction of (c). Our brigade marches towards (b) today by the (j)—(k)—(l) road. Our battalion continues its mission as a (d) flank guard. Our main body follows the advance guard at a distance of about 500 yards.

“This company forms the advance guard.

“Lieutenant W, with the first platoon, will form the advance party. March at (m) o’clock by the (n)—(o) road.

“The rest of the company will form the support and follow the advance party at a distance of about 400 yards.

“Corporal White (signalman) watch for signals from the main body.

“The rolling kitchen will join the battalion train.

“I will march with the support.”

(Note.—Company A is organized in accordance with Table of Organization 28-W. See Appendix 1.)

Explanation of Symbols

(a) In designating the boundary line, some natural topographical or geographical feature should be selected, such as a river, creek, canal, crest of ridges, etc. In this problem the boundary may be a number of miles from the point where the problem starts and in the direction in which the march is to be made.

(b) A point a march away in the direction of the enemy.

(c) The locality where the enemy is reported to be. This should be beyond the border in enemy territory.

(d) Indicate whether the battalion is a right or left flank guard. For example: The Blue brigade is marching north on a certain road. The battalion is marching north on a road to the west of that on which the brigade is marching—the battalion would be a left flank guard.

(e) Designate as one of the battalions of the regiment to which the officers participating belong or are attached.

(f) See next above. Example “A left flank guard, consisting of the 1st Battalion, 305th Infantry.”

(g) A point in the vicinity of where the terrain exercise is to start.

(h) Indicate the hour. Make it about 20 minutes before the time designated for the advance guard to start the march.

(j) The point where the terrain exercise is to begin.

(j)—(k)—(l) A road is designated in field orders by naming two or more places located on it. Example: “The FOUR POINT—EMMITSBURG—FAIRPLAY road.” In this case indicate in definite terms the road that the main body of the brigade is to march on.

(m) Designate the hour of marching of the advance guard.

(n)—(o) See remarks pertaining to the symbol (j)—(k)—(l).

The Problem

Situation No. 1:

You, Lieutenant W, commanding the first platoon, have been detailed to form the advance party. It is now (h). Your platoon is formed here.

Required:

The action that you, Lieutenant W, take, and the orders you issue to your platoon.

Procedure

The members of the class are assembled at (g) on the (n—o) road (see explanation of symbols), where it is intended that the advance guard formation is to be taken up.

The Director: “Before taking up the problem for solution, I want to make a few remarks on the formation of a column of troops on the march and to review briefly the formation and duties of an advance guard.”

Explanation

The Director: “A column of troops on the march consists of a main body and such covering detachments as may be necessary. These covering detachments are denominated advance guards, rear guards and flank guards. They are thrown out for the purpose of gaining information of the enemy, to protect the main body from surprise, and to hold off the enemy a sufficient length of time for the main body to prepare for action.

“The covering detachment that goes ahead of and protects the march of a marching column is called an ‘advance guard.’ It consists of a series of detachments or groups increasing progressively in strength from head to rear, each being charged with the protection of the group immediately following it from surprise and thus gaining time for the latter to get ready to fight.

“Formation.—The advance guard is normally divided into a support and a reserve. From the support, an advance party is sent to the front a few hundred yards, and from this advance party a small patrol, technically called a ‘point,’ is sent out. From time to time as the occasion demands, patrols are sent out to the right and left. These are called ‘flankers.’

“When the advance guard consists of a small force the reserve is omitted and we have only a support, from which an advance party is sent out.

“In the problem we have an advance guard composed of one rifle company of infantry. What is the proper formation?

“The advance party will consist of one platoon, from which a ‘point’ of one squad will be sent out to the front, a distance of about 200 yards. The remainder of the company will constitute the support and follow the advance party at a distance of about 400 yards.

“We do away with a reserve. It would divide the company into too many component parts and make control just that much more difficult.

“That is what may be termed the usual formation. Conditions may be such that it would be desirable to make the advance party stronger; as where the enemy habitually opposes us with relatively small detachments and we want to run over them and drive them off without bringing the support into action.

“In any case you must have a knowledge of the functions of an advance guard. You must know the mission and be able to size up the situation of the particular case. You must then use your plain commonsense in meeting the situations as they develop.

“Duties.—Now let us see what the duties of the advance guard are:

“1. To prevent the main body of our troops from being fired into while they are in a formation that prevents them from defending themselves. You can imagine what would happen if an effective fire were suddenly poured into the company while it is marching in column of squads on the road.

“2. To gain information of the enemy by sending out detachments to the front and flanks at such points as may be necessary. Here is an important thing to remember. Under the conditions of modern warfare, the haphazard method of sending out flanking patrols has every chance of resulting in disaster. These men never get back in time to be of use to you when you need them. Much of this patrolling and marching of flanking detachments across country is exhausting and wears out your troops. It should be reduced to the minimum.

“3. To push back small parties of the enemy. The progress of the main body must not be arrested by small, comparatively insignificant detachments of the enemy. It is the duty of the advance guard to brush them aside. How many times at maneuvers have you seen a skillfully handled patrol make a whole advance guard deploy? It should have been swept away by the advance party. The idea is, that you simply have to keep pushing to the front until you really encounter something that will stop you.

“4. To check the advance of the enemy in force long enough for the main body to prepare for action. When the enemy is met in sufficient force to warrant the employment of troops of the main body there is a certain process that the commander has to go through before he can get his troops in action. A reconnaissance must be made to determine the strength and disposition of the enemy, for it would be folly to commit a force to action without knowing something of these elements. Then, too, the orders for the deployment have to be issued and the deployment has to be effected. All of this takes a certain amount of time during which period the advance guard holds off the enemy.

“5. To remove obstacles, repair the roads, and favor in every way the uninterrupted progress of the main body.

“These are the duties of the advance guard. These are the things that platoon, section and squad leaders must ever keep in mind when they are on advance guard duty. These are the things that we officers must learn about in time of peace in order that we may do them as a matter of habit in time of actual service.

“Distances.—The distances between the several elements of the advance guard are fixed by the general rule that ‘the element in front must be at such a distance that the next succeeding element will not be involved in a disaster to the former.’

“The point will be from 150 to 200 yards in advance of the advance party. The latter will be from 300 to 400 yards in front of the support and the main body will follow at a distance of from 400 to 500 yards. It will thus be seen that the head of a battalion with one company as advance guard will be about 1,400 yards away from the enemy. This allows a minimum distance of 400 yards from the leading man of the point to the enemy. If a deployment becomes necessary, it can be made in comparative security. These distances are not fixed. They are flexible. They may be increased or diminished to meet the situation. When the advance guard commander prescribes distances between the several elements it is not to be taken that the exact distance will be maintained at all times. It is merely an indication of the approximate distances desired.

“Communication.—Communication between the several elements of the advance guard and with the main body is kept up by means of connecting files which march between them. They employ signals and act as runners when necessary.

“Are there any questions?”

Procedure

The Director will endeavor to answer any questions that may be asked by members of the class.

After all questions have been cleared up the Director will hand a copy of the problem to each member of the class. A few minutes are allowed for the class to read over the problem.

The Director: “Please give me your attention while we go over the problem.”

The Director reads the problem aloud, each member of the class following from the copy in his possession. The direction of places mentioned are pointed out.

The Director: “Lieutenant Williams, give a brief statement of the tactical situation, as you understand it.”

Lieutenant Williams states his understanding of the tactical situation. As he proceeds the Director makes such explanations as may be desirable. One or more additional members of the class may be called upon to state their version of the tactical situation. All of this is for the purpose of fixing the elements of the problem firmly in the minds of the members of the class and prevent any subsequent misunderstanding of them.

The Director: “Captain Hastings, you note that the problem states that our battalion is a right (left) flank guard. Just what do you understand by that?”

Captain Hastings: “Ordinarily the flanks of a column on the march may be protected by small patrols sent out from the advance guard. There are, however, occasions when patrols will not suffice and it is necessary to send out a stronger detachment, to march along a route essentially parallel to and abreast of the force. A detachment so sent out is called a flank guard. In this case our whole battalion is a flank guard sent out to protect the right (left) flank of our brigade in its march towards (b).”

The Director: “What do you understand to be the duties of a flank guard?”

Captain Hastings: “They are much the same as those of an advance guard, that is, to do everything possible to facilitate the uninterrupted progress of the main body. All other duties are incidental to this and all have this prime object in view.”

The Director: “Very good. Are there any questions at this time? Now I want each member of the class to consider himself as being Lieutenant W, commanding the first platoon of Company A. Your platoon is right over there (pointing), formed up in line, at the right of the company. You, together with the other officers and non-commissioned officers of the company, have assembled here and have received the verbal orders of the captain for the formation of the company as the advance guard of the battalion. You are now ready to return to your platoon. Just how are you going to do the job that has been assigned to you?”

The Director will now conduct the class to the point where the first platoon is supposed to be.

Solution

The Director: “Lieutenant Wallace, we will assume that you are commanding the platoon. Just how do you go about the task of getting started on the day’s work?”

Lieutenant Wallace: “I should first see if all the men are present, and then I would inspect the platoon to make sure that everything is all right.”

The Director: “The first part of your problem is simple. All you have to do is to glance down the ranks to determine whether every man is in his proper place. Let us assume that all are present. Now, with regard to the proposition of the inspection. In campaign the platoon commander should inspect his platoon at reveille—check up the appearance of the men and note the condition of the arms and equipment. At this time he should take the steps necessary to remedy deficiencies and make provision for the evacuation of any man that is physically unfit. This should be a matter of routine. Then, when the day’s work is to be started, there is no delay.”

Lieutenant Wallace: “I see the point and realize the necessity for the procedure you have outlined. There is one other point. When should the rifles be loaded?”

The Director: “Some advocate that the rifles should be loaded and the safety locks turned to ‘Safe’ just after the inspection in the morning. I do not believe that to be the best procedure. It increases the chances for an accident. I would have the men load their rifles, in this case, just before starting to form the advance party. Let us assume that the platoon has been inspected at reveille and that all the men are in fit physical condition and ready for the work in hand. What is the first move you would make, Lieutenant Ralston?”

Lieutenant Ralston: “Well, sir, I would want to get the platoon a short distance away from the rest of the company. So the first thing I do is to march the platoon about 75 to 100 yards up the road.”

The Director: “What is the idea?”

Lieutenant Ralston: “There is always more or less confusion around the company on an occasion of this kind, and I want to get my platoon off by themselves so they can give me their undivided attention while I am issuing my orders and getting them all set for the work in hand.”

The Director: “That seems to be a very good reason. Let us assume that you have moved the platoon 100 yards away from the rest of the company. You are formed up in line. What are you going to do now?”

Lieutenant Ralston: “I would have the men load their rifles.”

The Director: “All right; you have done that. Captain Harvey, what is the next step?”

Captain Harvey: “I would take a few minutes to dope out the situation and determine what I am going to do.”

The Director: “That is time well spent. Now let us go through the process you have just mentioned. What is the first thing you are to determine?”

Captain Harvey: “What is the mission of the platoon? It is to form the advance party.”

The Director: “What is the next step, Captain Hodges?”

Captain Hodges: “To consider the enemy—where he is, what he is doing, and what he is likely to do. In this case the only information we have is that small forces of the enemy are reported in the direction of (c). We have no information of his strength or composition or what he is doing. We must be prepared to meet him at any time and govern our action accordingly.”

The Director: “What is the next step, Captain Mason?”

Captain Mason: “To consider our own supporting forces. We know that our brigade is to march towards (b) by the (j)—(k)—(l) road. That our battalion continues its mission as a right (left) flank guard. That our company, less this platoon, is the support, which follows us at a distance of about 400 yards.”

The Director: “What is the next step, Captain Jones?”

Captain Jones: “We then consider our plans of action—what we are going to do. There is no information on which to base our plans very far ahead. We can only get the advance party into the most favorable formation and be prepared for eventualities. We will have a point, consisting of one squad, precede the advance party at about 200 yards. The rest of the platoon will march in column of twos, a file on each side of the road. From this formation a rapid deployment can be made, and we are always ready to meet the enemy. Measures for local protection will be taken as the march progresses.”

The Director: “Lieutenant Baker, what is the next step in this process?”

Lieutenant Baker: “Based upon what has been said before we arrive at a decision as to what we are going to do. In this case it would be—To march at (m) o’clock by the (n)—(o) road as advance party of the advance guard. We then embody this decision in a field order and issue it verbally to the platoon.”

Explanation

The Director: “All of that which we have just discussed is what we call the ‘Estimate of the Situation.’ It is simply a sizing up of the tactical situation in a logical and systematic manner. The commander of troops who fails to do this fails to do everything possible to promote the success of the military operation he is about to undertake—he does not take advantage of all the aids at his disposal. The commander who blunders into action without sizing up the situation as we have outlined here is doomed to failure and disaster. It may be an operation in which there is little to consider—where there is little choice of methods—but you should religiously go through the process, even if only a few minutes of time are available.

“At this point I want to invite your attention to the merits of the simple five paragraph field order provided for in our Field Service Regulations. The elements of it are:

“Paragraph 1. Information of the enemy and our own troops.

“Paragraph 2. The plan of the commander, stated in general terms.

“Paragraph 3. Orders for the several elements of the command.

“Paragraph 4. Administrative and communication arrangements.

“Paragraph 5. The place where messages are to be sent, or where the commander will march.

“This form of field order has stood the test of time and, what is more to the point, it has proved to be a suitable and effective method of issuing orders in time of war. When we went to France we found the long-winded, highly detailed orders that were the development of years of trench warfare. No one read them and, if they did, they did not understand them. We used them in order to conform with requirements from higher headquarters. When we really got down to the business of fighting and had to produce results we fell back on our own simple five paragraph order, and it met all the requirements. Get the elements of this order firmly fixed in your minds and follow them. They are applicable to any body of troops, large or small.

“The next point I want to bring out is the necessity for letting every man in the platoon know what the work for the day is to be. This information is imparted to them in the form of a verbal order by the platoon commander, which embraces the points brought out in the ‘Estimate of the Situation,’ which we have just discussed.”

The Director: “Captain Hall, based upon the decision reached in our ‘Estimate of the Situation’ and the discussion prior thereto, state your solution of the problem in detail.”

Captain Hall: “I give the command: 1. Platoon, 2. ATTENTION; then follow with: 1. With ball cartridges, 2. LOAD. After all pieces are loaded and locked, I give the command: 1. Order, 2. ARMS. I then give the command: AT EASE, and direct: ‘Give me your attention.’ I then issue my order as follows:

“Small Red forces are reported in the direction of (c) (indicating the direction). Our brigade marches towards (b), by the (j)—(k)—(l) road, which is —— miles to the —— of here. Our battalion continues its mission as a right (left) flank guard. Our company forms the advance guard. The company, less this platoon, is the support and follows us at a distance of about 400 yards.

“‘This platoon forms the advance party.

“‘Sergeant Roberts (section leader, first section) with the first squad will form the point. March by that road (indicating the road). I will signal the direction as we go along. Precede the advance party by about 200 yards.

“‘Private Allen (rifleman from front rank, second squad), act as connecting file between the point and advance party.

“‘The remainder of the platoon will march in column of twos, one file on each side of the road, at easy marching distances.

“‘Corporal Howard (section guide, second section), watch for signals from the rear.

“‘I will march at the head of the advance party.

“‘You have about five minutes before the advance begins. Move out with the point, Sergeant Roberts, get your distance and formation and await my signal to start.

“‘Remainder of the platoon REST.’

“When the time for starting arrives I will give the command: 1. Platoon, 2. ATTENTION; and then follow with: 1. Right, 2. FACE; then: 1. Forward, 2. MARCH, and direct: ‘A file on each side of the road.’ I will then signal the point: FORWARD MARCH.”

The Director: “That is very good. Now I want each member of the class to write out the order of the platoon commander on his pad.”

Procedure

Each member of the class writes out the order of the advance party commander. When all have completed this the Director collects the work and distributes it, making sure that no member of the class receives his own solution back again.

One or more of the solutions are read aloud, and a discussion of any errors or points of importance is conducted. At the conclusion of this the Director inquires if there are any questions. He endeavors to answer any questions that may be asked, after which the class is ready to go ahead with the next situation.

Explanation

The Director: “In our solution to Situation No. 1, Captain Hall, in giving the order of the platoon commander said: ‘Sergeant Roberts, with the first squad, will form the point, etc.’ That was an eminently proper order. It did not go into details. He assumes that Sergeant Roberts is familiar with the methods of forming the point of an advance guard and conducting its operations.

“It is a very simple matter for the platoon commander to pass the order along to the sergeant in this manner. But unless the platoon commander knows how the work should be done he has no means of checking up and seeing to it that it is done properly.

“While it is not contemplated that any member of this class will ever be called upon to conduct the operations of the point of an advance guard, all should be familiar with what happens when he gives someone else an order to do so.”

Procedure

The Director passes out the papers containing Situation No. 2, reads the situation aloud and calls upon one or more members of the class to give their understanding of it.

The Problem

Situation No. 2:

You, Sergeant Roberts, have been designated to command the point, consisting of the first squad. Your men have been turned over to you by the platoon commander. You have been ordered to move out and get your distance and formation.

Required:

What do you do?

Procedure

The Director: “Captain Sands, what is a point?”

Captain Sands: “A point is an element of an advance guard that precedes the advance party.”

The Director: “That is right, and it is no more or less than a fighting patrol that is assigned a definite line of march. Its operations are conducted on that basis. It can afford to be bold and aggressive because the advance party is close at hand to back it up. What factors govern the formation of the point, Lieutenant Wallace?”

Lieutenant Wallace: “The point must have a formation that renders it the least vulnerable to hostile fire. This means dispersion. On the other hand, the dispersion should not be so great that the commander is not able to control its operations. I should say that a patrol formation, where the men march in pairs on opposite sides of the road, would be suitable.”

The Director: “What should be the distances between the men?”

Lieutenant Wallace: “Twenty to 25 yards. That distance would provide the necessary dispersion, and at the same time there would be sufficient compactness to insure control.”

The Director: “Where will the point commander march, Lieutenant Ralston?”

Lieutenant Ralston: “He should march at the head of the point.”

The Director: “Do you agree with that statement, Captain Harvey?”

Captain Harvey: “No, sir; I do not. It seems to me that the commander should be free to go wherever he is needed. He should not be tied down to any one place.”

The Director: “I agree with you. There are other reasons why he should not habitually march at the head of the point. In the first place, the man at the head of the point must always be on the lookout for the enemy, and if the point commander is the man his whole attention will be devoted to that task and there will be very little leadership exercised in the point. Again, we do not want to take a chance on our point commander becoming a casualty unnecessarily. He has been placed in command, presumably because he is the best man fitted for the job. He knows the plans for the day’s work better than any of the other men. If he becomes a casualty on the first few shots, there may be no one to take his place without some confusion and delay. If the point commander marches a little distance back, say in the second or even third pair, he will be sufficiently close to the front to perform his duty. I prefer to have him in the second pair. Before leaving this subject of the formation of the point I would like your opinion, Captain Hughes, on the question of deploying the men in a line of skirmishers at extended intervals.”

Captain Hughes: “That might be all right after the enemy is encountered, but I would not do it on an ordinary march. In the first place, it would be rough going for the men off on the flanks of the road, and they could not keep up. If the rate of march is held down to keep abreast of them, the progress of the main body will be delayed. In the next place, if the intervals are too much extended, the point commander will not be able to control the operations and will not have his men where he wants them at the critical moment.”

The Director: “Your reasons seem to be logical and possess merit. Before going further I want to say a few words about the operations of a point.”

Explanation

The Director: “The main idea to be instilled into the minds of the members of a point is that it must keep moving. It positively must not stop until absolutely compelled to do so by the fire of the enemy.

“When the enemy is encountered the point commander will have to size up the situation quickly and take the necessary action which invariably includes getting information back to the advance party commander.

“The men must look to the leader for instructions and guidance and await his orders.”

Solution

The Director: “Lieutenant Hastings, what elements are included in the orders of a point commander to the members of his point?”

Lieutenant Hastings: “They are the elements included in every field order. The point commander must be sure that every man has all the available information of the enemy and our own supporting troops. In this case they were given all of this by the platoon commander, and it is not necessary for Sergeant Roberts to repeat it. That is paragraph 1 of the order. The point commander must then announce his plans, in general terms, and that constitutes paragraph 2. Then comes the formation of the point and giving each man his instructions as to where he is to march in the formation—paragraph 3. He must now arrange for communication and follow with the place where he, himself, is to march. That completes the order.”

The Director: “Now, Captain Harvey, let us assume that you are Sergeant Roberts. Your squad is standing here on the road ready to move out. Let us hear the exact orders that you would give them.”

Captain Harvey: “I will take post in front of the squad and command: 1. Squad, 2. ATTENTION.

“I will then address the men as follows:

“‘You heard what the lieutenant said about the enemy and our supporting troops.

“‘We are going out as the point.

“‘Crane and Hanson (both riflemen), march on the right and left of the road, respectively. Keep about abreast of each other.

“‘Pendleton (rifle grenadier), follow Crane and Hanson at a distance of about 25 yards. March on the right side of the road.

“‘Alley (rifleman) and Stone (carrier for the automatic rifleman), follow Pendleton at 25 yards distance—Stone on left, Alley on right of road. Stone, watch the country to the east and Alley, watch the country to the west.

“‘Patrick (automatic rifleman) and Corporal Smith follow Alley and Stone at a distance of about 25 yards—Patrick on the right, Corporal Smith on the left of road.

“‘Bailey (rifleman), follow Patrick and Corporal Smith at a distance of about 25 yards and watch for signals from the advance party.

“‘I will march with Pendleton on the left side of the road.

“‘Move out.’”

Procedure

The Director: “Are there any questions?”

Lieutenant Williams: “Yes, sir. I would like to ask why Captain Harvey places the automatic rifleman so far back in the formation?”

The Director: “Captain Harvey, will you please explain your reasons?”

Captain Harvey: “If the point encounters the enemy, we would want to conduct a little reconnaissance before committing the automatic rifleman to action. If he is any farther to the front, he is most likely to get involved early in the encounter and perhaps in a position hastily chosen, where his weapon could not produce his maximum effect. The automatic rifle has the fire power of several rifles, and we want to take advantage of this fact. We must therefore get the weapon into the position where it can be done, and this cannot usually be determined with the first few shots of an advance guard meeting engagement.”

The Director: “Those are very good reasons—ones which I believe all the members of this class will remember when it comes to training their own non-commissioned officers. Are there any other questions?”

Lieutenant Williams: “Why did Captain Harvey omit to designate a second in command?”

The Director: “The succession in military command is determined by seniority. Corporal Smith is the next senior and will automatically assume command. If there were no non-commissioned officer with the squad, Sergeant Roberts would have designated one of the privates as second in command. Any other questions? (Pause.) There appear to be none. I wish you would ask questions to bring out points that are not fully understood. It is by a discussion of these points that we arrive at a reasonable solution of these problems. Now, a few remarks before we pass on to the next situation.”

Explanation

The Director: “When you come to the training of your own men you cannot be too particular about insisting upon their learning the form of tactical orders and the language to be used in expressing their contents. It takes long practice to be able to do this without getting confused and omitting essentials.

“When a non-commissioned officer takes charge of a detachment for any tactical duty and gives his instructions in a clear and concise manner, leaving nothing to be guessed at, he inspires the confidence of his men. They realize immediately that there is someone at the helm who knows his business and they cheerfully respond. Noncommissioned officers should be practiced in stating the instructions that they would have to give under the various tactical situations that they may be called upon to handle. There is no surer way to gain that confidence so necessary to military efficiency.^[6]

“If there are no further questions we will proceed with the problem.”

The class is now conducted forward along the route of march of the advance guard for a distance of several hundred yards. The distance should be such that the class will at least be beyond the sight of the starting point in the Terrain Exercise, so that entirely new terrain will be available. There should be a considerable stretch of road ahead in sight so that the various elements of the advance guard could be seen if they were actually on the road.

The class is halted and the Director passes out the slips containing Situation No. 3.

The Problem

Situation No. 3:

It is assumed that the advance guard has been marching for a period of two hours.

You, Captain A, marching at the head of the support of the advance guard, have reached this point. Nothing has occurred to change the initial formation of the advance guard.

Required:

Point out the formation and location of the various elements of the advance guard at this moment.

Procedure

A few minutes are allowed the members of the class to look over the situation and get their new bearings. The Director reads the situation aloud and inquires whether there are any questions, which he endeavors to answer.

The Director: “You will note that the situation indicates that the advance guard is assumed to have been marching for two hours. This would make the distance we have marched a little more than 5 miles. As a matter of fact, we have only come a few hundred yards from our starting point. You will have to draw on your imagination in this matter, disregard all things behind you, and consider only those to the front. It would consume too much time to actually go the distance assumed and it is not necessary to do so, for we are now on new terrain, which serves our purpose equally as well as if we were the full distance of 5 miles farther to the front.”

Procedure

The Director: “What are the several elements of the advance guard, Lieutenant Williams?”

Lieutenant Williams: “First, we have the point, which is the small body of men farthest to the front; next, we have a connecting file between the point and the advance party; next comes the advance party, then the connecting files between the advance party and the support, and finally the support, which is right here on the road.”

The Director: “Captain Hastings, what is the strength and disposition of these several elements of the advance guard?”

Captain Hastings: “The point is composed of one complete squad commanded by a sergeant. It is in patrol formation, marching on the road with a distance of about 20 to 25 yards between each pair of men. The point precedes the advance party by a distance of about 150 to 200 yards. The connecting file between that point and advance party marches so that he can keep both of these bodies in sight. He has no fixed place where he is to march—”

Lieutenant Wallace (interrupting): “Right there is a point that I want to bring up. I can conceive of a situation where the connecting file could not keep both bodies in sight all the time—for example, on a winding road or in hilly country. What does he do in that case?”

The Director: “Under those circumstances the commander of the advance party would have to send out a sufficient number of men for this duty, so as to insure communication being kept up at all times. It is simply a problem to be solved by the advance party commander. Captain Hastings, proceed with your discussion.”

Captain Hastings: “Next comes the advance party composed of the first platoon, less one squad and connecting file, commanded by Lieutenant W. It is marching with a column of files on each side of the road at easy marching distances. The connecting files between the advance party and support march so that they can keep both bodies in communication with each other all the time. The distance between the advance party and support is about 400 yards. Now comes the support, composed of the company, less the first platoon and connecting files with the advance party, which marches in a column of squads on the road. Following is the main body of the battalion, at a distance of about 500 yards.”

The Director: “Lieutenant Ralston, what provisions are made for flank protection?”

Lieutenant Ralston: “I do not think that any flank protection is necessary at this time. No considerable body of the enemy will get between our column and the main body of our brigade. If they did they would be doomed to destruction. On the other flank the country is open, so that no patrols are needed in that direction. I do not believe in wearing men out on flank patrol duty when there is no necessity for it.”

Explanation

The Director: “That is exactly the point that I wanted to bring out. There is no necessity for wearing men out on flank patrol duty beating their way over rough country and climbing fences, when they accomplish no useful purpose. Never send out a flank patrol unless there is some sound tactical reason for it. Then when the time comes and there is necessity for patrols, your men will be found ready to put forth superhuman efforts, if need be, to help you accomplish your mission. If you are in contact with the enemy, or there is immediate danger of such contact, flank patrols may be necessary and a commander should not hesitate to send them out. On the solution of these small tactical problems, that confront a commander in actual service, will determine your success or failure as a leader. You must ever keep in mind that it is a combination of these small tactical situations that go to make up the big military operations on which the fate of a nation may depend.”

Procedure

The Director: “Now, I want each member of the class to make a rough sketch of the road occupied by the advance guard and show on it the dispositions of the advance guard.”

Some 10 or 15 minutes should be allowed for this. After the sketches are completed they should be collected and passed back to the members of the class—taking care to see that no man gets his own solution back again. The members of the class should be invited to make any criticism of the sketch he has in his possession and following this the next situation should be proceeded with.

Procedure

The class is now conducted to the point selected for the next tactical situation. This should be several hundred yards in advance of the point where Situation No. 3 was staged. The slips bearing Situation No. 4 are passed out to members of the class.

The Problem

Situation No. 4:

You, Sergeant Roberts, have arrived at this point. The two leading men of the point (Crane and Hanson) are about 25 yards ahead of you. The remaining members of the point are on the road behind you. At this moment both Crane and Hanson take cover and point in the direction of ——. You join them and observe about a squad of the enemy on foot (moving around in the woods—describe just what the enemy is doing). They apparently have just arrived and have not seen you. Several horses are being led to the rear.

Required:

What do you, Sergeant Roberts, do?

Procedure

The Director reads the situation aloud and points out the location of the enemy.

Explanation

The Director: “Now, I want each member of the class to consider himself as being Sergeant Roberts. The incidents contained in the situation have transpired just as indicated. You were marching along the road; you saw Crane and Hanson take cover and point in the direction of the enemy; you joined them here; you see the enemy (explain what the enemy is doing). It is now up to you to make a decision as to what you are going to do and proceed to do it. Before going into the solution of the problem I want to make a few remarks on the conduct of the operations of a point.

“The real work of the advance guard begins when it gets in contact with the enemy. All formation and all operations are designed to insure success when this event happens. The point is the first element that meets the enemy and success or failure may depend upon what is done by this small body. The big idea is that we must get the jump on the enemy. We must lead and make him follow. In other words, we must take the offensive for it is only by offensive action that military success is gained.

“The commander of the point of an advance guard must be on the lookout for the enemy all the time. He must continually look ahead and dope out what he is going to do if the enemy should suddenly appear in this or that place.

“Sergeant Roberts has been doing this very thing and the proper action is plain to him. Let us see if it is plain to you.”

Solution

The Director: “Captain Harvey, when you saw Crane and Hanson take cover, what is the first thing you would have done?”

Captain Harvey: “I would join Crane and Hanson immediately just as the situation indicates.”

The Director: “Would you have done anything before going forward?”

Captain Harvey: “Well, sir, I would want to see for myself just what is going on before I took any definite action.”

The Director: “Would you have done anything else, Captain Hodges?”

Captain Hodges: “Yes, sir. I would have signaled the rest of the point ‘DOWN’ so as to give them warning that the enemy is in sight. I will tell Pendleton ‘Signal back. Enemy in sight,’ because Lieutenant W will want to know immediately why the point has halted, and this will give him the information. Then I would go to the front and join Crane and Hanson.”

The Director: “Those are the points I wanted to bring out. You see them, Captain Harvey, do you not?”

Captain Harvey: “Yes, sir.”

The Director: “Now, Captain Harvey, let us take up your solution again. Let us say that you have joined Crane and Hanson. Just what are you going to do?”

Captain Harvey: “I would open fire on the enemy immediately. Then get the rest of the point up and have them join in the firing.”

The Director: “Do you agree with that procedure, Captain Hodges?”

Captain Hodges: “Not entirely, sir. I appreciate the necessity for opening fire right away so as to get the jump on the enemy, but I think we should get as many rifles up as possible before opening fire and disclosing our position to the enemy. I would try to get the whole point in position to fire before opening up, if I could. I would first make provision for Crane and Hanson to open fire by giving them firing data: ‘Range: —— yards. Target: enemy at (describe location of target briefly). Hold your fire.’ I would then signal the other members of the point to come up and, as they arrive, indicate the location of the target and announce the range to them.”

Captain Jones: “That solution seems to me to be all right if the enemy will remain inactive until all of this is done, but suppose he does not do so. Suppose he discovers us. Suppose he opens fire himself. Suppose he starts to retreat. Suppose he keeps coming along towards us.”

Captain Hodges: “I am coming to all of that. I would keep the enemy under observation. If he does anything that should cause us to open fire before all of the squad is up, I would open up with every rifle that is in position to fire. I would take no chances on the enemy getting the jump on me. It will only take a minute or two to get the men into position, and I think I am justified in delaying that long.”

Captain Jones: “I would make mighty certain that I did not wait too long before opening fire.”

The Director: “I think Captain Jones is right in his contentions, but I agree with Captain Hodges’ solution to get as many men as possible up on the line before opening fire. Of course, if the enemy does anything that would warrant opening fire before all the men are up, it should be done.”

Explanation

The Director: “The advantage of waiting until all the rifles are on the line is that, as soon as these men are fired on, they will probably try to make their get-away. They will furnish a target for only a few seconds. If our point can inflict sufficient casualties, they may fall back and abandon the attempt at further reconnaissance, especially if they can down the patrol leader. If the leading men of the point open fire, by the time the last man gets up, the enemy will be well under way and there will be no target to fire at. If the enemy returns the fire, they at once reveal themselves, and Sergeant Roberts will do well to be seeking out other detachments in the vicinity. A reconnoitering patrol does not fire on an occasion of this kind unless it is surprised and forced to do so in self-defense. It has a much better chance of accomplishing its mission of securing information by avoiding combat. If this small body of the enemy open fire, it may be reasonably assumed that they are being backed up by other troops or have accomplished their mission of finding out the strength and composition of our forces and have turned themselves into a fighting patrol and open fire to delay us and thus give information to their own troops that we are advancing in force. If they immediately try to make a get-away, it will indicate that they are a reconnoitering patrol and will probably try to work around to the flanks of the column to get information of our main body. On the other hand, they will know that we are not a reconnoitering patrol as soon as we open fire. They know that we are backed up by other troops.

“You now see the elements involved in this simple situation. You see the responsibility that devolves upon non-commissioned officers when they are placed in the position of Sergeant Roberts. To know what to do and how to do it requires training and close attention to detail. Probably any of us could blunder through a situation of this kind, but it takes a man trained in military tactics to make his decisions quickly, to act upon them promptly and take advantage of the fleeting moments to inflict damage on the enemy. These are the things that we study to become proficient in. These are the things that we must teach our non-commissioned officers if we are to have confidence in their ability to meet tactical situations that confront them, with judgment and decision. And there is no royal road to success along this line. The knowledge required can be attained only by thorough study and practice.”

The Director: “Lieutenant Baker, suppose the enemy does something which, in your judgment, requires fire to be opened before the whole point is up and in position, would you join in the firing yourself?”

Lieutenant Baker: “No, sir. I would not. I estimate that I would have plenty to do to direct the fire of the other men; to search the country to see if any other parties of the enemy were in our front, and to keep the advance party commander advised of what is going on at the front.”

The Director: “Lieutenant Barney, let us assume that you were able to get all of the men on the line before opening fire and were able to open as a surprise to the enemy. He takes cover and returns the fire. What further action would you take?”

Lieutenant Barney: “I would keep on firing. I would signal the advance party commander to send up some reinforcements.”

The Director: “Do you agree with that solution, Lieutenant Hunt?”

Lieutenant Hunt: “No, sir. I would go after him. I cannot run him out of his position by fire action alone. I would immediately start filtering my men forward while keeping up a heavy fire with the other man.”^[7]

The Director: “Captain Hall, give us Sergeant Roberts’ solution to the situation.”

Captain Hall: “I will signal the members of the point ‘Down,’ and tell Pendleton to signal the advance party commander ‘Enemy in sight.’ I will then join Crane and Hanson. I will locate the enemy, give Crane and Hanson firing data and order them to hold their fire. I will signal the other members of the point to come up, and as they arrive on the line I will give them the range and indicate the target. When all are ready I will open fire on the enemy. Should the enemy do anything to warrant it I will open fire immediately, with all the rifles on the line. I will search the landscape for other parties of the enemy. As soon as I open fire I will take steps to advance and close with the enemy and drive him off.”^[8]

The members of the class should not be required to make a written solution to this situation.

After all questions have been answered the class is ready to proceed to the solution of the next situation.

The Director now passes out slips, bearing Situation No. 5, to the members of the class.

The Problem

Situation No. 5:

When the point opened fire the enemy retreated under cover of the woods (or such cover as is actually available). They did not return the fire. You, Sergeant Roberts, observe two riderless horses galloping through the woods.

Required:

What action do you take?

Procedure

When the members of the class have had a chance to get their bearings the Director reads the situation aloud and points out the direction in which the enemy retreated and where the riderless horses are at this time.

Solution

The Director: “Lieutenant Williams, what is your estimate of the enemy?”

Lieutenant Williams: “I should say he forms a reconnoitering patrol sent out to secure information about our movements. He has not yet gained the information he desires or he would have given us a fight. Again, had he been the advance element of a larger body he would have engaged our point and by now we would begin to see evidences of the troops following him.”

The Director: “Is there any member of the class who does not agree with the views just expressed?”

Captain Hastings: “I agree with them in the main, but it seems to me that the enemy would have opened fire if for no other purpose than to make trouble for us and cause delay to our troops.”

The Director: “We must always give the enemy credit for being up to his job. The moment we opened fire the leader of that patrol knew that he had encountered a fighting element of our forces. If he stops to engage in a fight, he knows that every minute that passes makes it just that much more difficult for him to make his get-away. He knows that we are going to close on him right away and he will not get the information he has been sent out to secure. You must always remember that a reconnoitering patrol does not fight except when it is forced to do so in self-defense, or when it has secured all the information it wants, has sent it back, and then turns itself into a fighting patrol to delay the advance of the enemy. Are there any other points to bring up about the mission of the enemy?

“Lieutenant Wallace, you are assumed to be Sergeant Roberts. What do you do now?”

Lieutenant Wallace: “I would form up my point in the original order of march and move out along the road. We would take up the double-time until we get our proper distance.”

The Director: “Would you do anything else?”

Lieutenant Wallace: “I would send two members of the point out to the place where the enemy was to see if we could get an identification.”

The Director: “Do you agree with that procedure, Lieutenant Ralston?”

Lieutenant Ralston: “Our battalion commander would want an identification if it is possible to get one, and it seems to me that something should be done at once to secure it.”

The Director: “I agree with you entirely that an identification is desirable, but it is not the job of the point to get it. Members of the point do not go off on excursions to the flank. They keep plugging along on the line of march. If flank patrols are to be sent out, they must come from the advance party or the support. I cannot conceive of any circumstances that would warrant sending two members of the point off on patrol duty. Now, Lieutenant Ralston, assuming that it is desirable to get an identification, what would you, as point commander, do?”

Lieutenant Ralston: “I would send a message back to Lieutenant Wallace, who is with the advance party.”

The Director: “By whom would you send this message?”

Lieutenant Ralston: “By Private Bailey, the rear man of the point.”

The Director: “Now state the exact message that you would send back.”

Lieutenant Ralston: “I would fall back to where Bailey is marching. I would say to him:

“‘Bailey, you go back to Lieutenant Wallace. Tell him that we fired on an enemy reconnoitering patrol of about one squad. Show him where they were. Tell him that they did not return the fire. That when we opened fire they withdrew. That there are probably two dead or wounded men in the woods. Rejoin the point when you can.’

“I would then double-time up to the point. As I pass Corporal Smith I would say: ‘Watch for signals from the advance party.’”

Captain Harvey: “That solution seems to be all right, but don’t you think Lieutenant Wallace would come forward to the point when it halted? In that case he would know all about the situation, and it would not be necessary to send the message back to him.”

The Director: “I am very glad you brought up that point, Captain Harvey. No; I do not think Lieutenant Wallace would leave his advance party at such a critical moment. In my opinion it would be absolutely wrong if he did. In the first place, he has no business up with the point. Sergeant Roberts is either capable of handling it or he is not so. If he is, he should be let alone to solve his own problem; if he is not capable, he should be relieved. On advance guard duty the commander of each element will have plenty to do if he sticks to his own job and does not go molesting that of someone else.”

Procedure

The class should now be conducted 200 or 300 yards farther along the road. It is here halted and the Director states: The point has now gotten into formation and is continuing the advance. A message has been sent back to the advance party commander as indicated in our solution a few minutes ago. At this moment you see about six mounted men of the enemy off in that direction (points out the location toward the flank).

The Director: “Captain Hodges, how do you size up the situation now?”

Captain Hodges: “I estimate that the mounted men are the survivors of the patrol that we fired on. They are working around to the flank of the column to secure information of the strength and composition of our main body. Having this information, it is my job to get it back to the advance party commander as soon as possible in order that proper measures may be taken to beat off the enemy patrol and keep him from getting the information he wants. I would send a verbal message back by Alley, who is marching just behind me in the point.”

The Director: “Now, let us assume that I am Private Alley. Give me the message that you would send back.”

Captain Hodges: “I would fall back to where Alley is marching, and as we walk along say to him:

“‘You see those mounted men over there? They are the patrol we fired on. Go back to Lieutenant W and show him where you saw them. Tell him they are working around our flank to get in touch with the main body. Come back to the point when you can.’”

The Director: “I think that will cover the situation. Are there any questions?”

Procedure

The slips bearing Special Situation No. 6 are passed out to the members of the class.

The Problem

Situation No. 6:

You, Lieutenant W, with the advance party, have arrived at this point. Private Alley comes to you with a message from Sergeant Roberts and points out the place where the enemy was a few minutes ago. You already have the message from Sergeant Roberts delivered by Private Bailey.

Required:

What action do you, Lieutenant W, take?

Procedure

The Director reads the situation and explains that each member of the class is to now consider himself as being Lieutenant W.

Solution

The Director: “Captain Jones, what would you do under the circumstances?”

Captain Jones: “In the first place, the enemy’s patrol is trying to work around our flank to get in touch with our main body. The question to my mind is: Is it the job of the advance party to try and prevent this? We can hardly be expected to send patrols from the advance party so far afield. It will require a patrol of at least a squad, and probably two of them, to accomplish such a mission. It would seem to me that the task should be left to the support. I would, therefore, get word back to the advance guard commander of what is going on and he would send out the necessary patrols. In the next place, it will be necessary to investigate the place where the enemy was when our point fired on him and secure an identification if possible. This is close-in reconnaissance and may be undertaken by the advance party. I would send a patrol of three men under a corporal for the purpose.”

The Director: “How would you get the message back to Captain A?”

Captain Hodges: “Private Alley has been with the point. He has seen all that has taken place up there. I would send him back with the message to Captain A. In order that Sergeant Roberts may know what action is being taken I would send Bailey to him with a message.”

Captain Jones: “Would you make these written or verbal messages?”

Captain Hodges: “They would be verbal messages.”

The Director: “This is a point I want to bring out. The platoon commander will seldom have time to write messages. He must depend upon his men, and especially his runners, to see for themselves what is going on so that when it is desired to send information back all the platoon commander has to do is to turn to one of his runners, give him a few words of a message, and the runner is off to make his report. He will not only carry the message, but he will give accurate information of what is going on. The careful training of runners will repay the trouble in large dividends when the time comes.

“In the present situation I think it would be well for Lieutenant F to send one of his trained runners back to the captain with Private Bailey so that he can hear the captain’s orders and see just what he does to meet the situation. The runners will then return to Lieutenant W and tell him about it.”

Solution

The Director: “Now, Captain Hodges, let us assume that you are going to send Private Alley back with the message; just what instructions would you give him?”

Captain Hodges: “I would say to Private Alley:

“‘You go back to the captain. Repeat your message to him. Tell him about what happened at the point during the halt. Tell him I am sending a patrol to investigate the place where the enemy was fired on.’

“I would adopt the Director’s suggestion and send one of my runners with Private Alley. I would say to him:

“‘You go with Private Alley to the captain. See what he does to meet the situation, hear his orders, and bring back information of all this to me.’”

The Director: “That appears to cover the situation very well. Lieutenant Baker, what message would you send to Sergeant Roberts?”

Lieutenant Baker: “I would say to Private Bailey, who was present when I gave Private Alley his instructions:

“‘Go to Sergeant Roberts and tell him what I have done to meet the situation.’”

The Director: “Let us assume that you have selected Corporal Jansen as the patrol commander to investigate the place where the enemy was fired on. Corporal Jansen has reported to you. What orders do you give him, Captain Hall?”

Captain Hall: “As we march along I would say to Corporal Jansen:

“‘You have heard the message just brought back by Private Bailey. Take the front rank of your squad and reconnoiter the edge of that wood (pointing). An enemy identification is especially desired. Report the facts to the battalion commander when he comes up. Rejoin the advance party when you can.’”

The Director: “I think these orders cover the situation admirably. I hope you all now appreciate the multitude of little problems that come up for solution in the course of a tour of advance guard duty.”

Procedure

The class is now conducted along the route of march, for a distance of several hundred yards, to a place where entirely new terrain is available and where the lay of the land is such that a march outpost may be established.

The class is halted and the Director passes out the slips bearing Situation No. 7.

The Problem

Situation No. 7:

It is assumed that the advance guard has been marching for two hours since the march was resumed after the enemy patrol was encountered. During this time enemy scouts have been observed from time to time, but they have not attempted to interfere with the march of the column.

You, Captain A, are marching at the head of the support. When you arrive at this point the signal “HALT” is received from the rear. You halt and relay the signal forward. A moment later the battalion adjutant joins you and states: “The column will halt for one hour. The major directs that the advance guard provide for the security of the command for that time.”

Required:

What action do you, Captain A, take?

Procedure

The Director reads the situation aloud and makes any explanation that may appear to him to be necessary.

Explanation

The Director: “When a column on the march halts for any considerable length of time the advance guard continues its covering duty by forming march outposts. These are simply patrols sent out to the front and flanks, a certain distance, where they halt and remain there until ordered to continue the march or until they are recalled.

“The advance party usually furnishes these patrols which are sent out on the routes by which the enemy may approach. The support is posted at some central point from which it may readily reinforce any group that may be threatened by the enemy.

“In a situation like this the question always comes up as to how the advance guard commander will issue his orders for the establishment of the march outposts—that is, whether he will do it by a message to the several elements or whether he will issue an order and have copies made and sent out.

“If the message system is employed, the advance guard commander will have to include the new information of the enemy and our own troops and give the order to the element. All of this is accomplished by issuing a simple five paragraph order and sending it out. This is more expeditious than message writing. The commander has all the information he requires, and he is given definite instructions as to what he, himself, is to do. The order method is favored.”

Solution

The Director: “Captain Hall, how do you size up the situation?”

Captain Hall: “The mission of the advance guard now is to continue to provide protection to the main body by establishing a march outpost. Enemy scouts have been observed from time to time, but they have not interfered with the march. We have no information regarding any considerable force of the enemy.

“Our main body is halted and will remain so for at least an hour. Our advance guard is so disposed that it will be able to take up its new formation without confusion. The advance party can cover the main road and, in general, the head of the column. Our patrols, of which I assume there are two on the exposed flank, will form march outguards and protect that flank. I would send out another patrol of one squad to cover the other flank and prevent enemy scouts from working around there and observing the main body.

“My decision is to form a march outpost.”

The Director: “What Captain Hall has said constitutes Captain A’s ‘Estimate of the Situation.’ These are the points that would flash through his mind as soon as he gets the information that the halt is to be made. Lieutenant Barry, what is now necessary to put the decision into effect?”

Lieutenant Barry: “It is necessary to issue an order.”

The Director: “How would you go about this?”

Lieutenant Barry: “I would assemble the two platoon commanders, the platoon sergeants and the first sergeant, and have them write down my order in their message books. This would give me a sufficient number of copies for all purposes.”

The Director: “This shows the necessity for a company commander having some means whereby several copies of an order may be made by a duplicating process—carbon paper. I believe the plan of having the first sergeant or a clerk carry a duplicating book would solve the problem. Now, Lieutenant Hunt, you may dictate Captain A’s order.”

Lieutenant Hunt: “In order to save a repetition and at the same time let all of the company with the support know what is going on I would have the men give me their attention. My order would be:

“‘There is no further information of the enemy. Our battalion halts for one hour.

“‘The advance guard will establish march outposts.

“‘The advance party will be posted on the main road and cover the head of the column.

“‘The two flank patrols on the —— flank will be posted as march outguards and cover that flank.

“‘Sergeant Hamilton with the Fourth Squad, 2nd Platoon, will establish a march outguard on the —— flank in the vicinity (point out location) and cover the —— flank of the column. The support will be posted here.

“‘Messages to Support.’”

The Director: “That seems to cover the situation. Now, how would you get this order out to all the people to whom it should go?”

Lieutenant Hunt: “I would send it to Lieutenant W by a runner. I would send it out to the flank patrols by the section guide of the 3rd Platoon and direct him to make an inspection of the dispositions out there so as to make sure they are in position to carry out their mission. I would send it to the battalion commander by a runner.”

The Director: “So much for the distribution of the order. What would you do now, Lieutenant Barry?”

Lieutenant Barry: “I would now see that Sergeant Hamilton gets started on his mission, and then I would post sentinels at the support to watch out for signals from the various detachments that are out.”

The Director: “I believe that would meet the situation very well.”

Explanation

The Director: “Before terminating this Terrain Exercise I want to invite the attention of the members of the class to the multitude of small details that infantry commanders have to attend to in a problem so simple as the one we have had under consideration today. Let us suppose we have an active and aggressive enemy opposing our advance, and you can see how these details would multiply. The point I want to bring up is that, unless officers and non-commissioned officers prepare themselves for this duty by study and practice, they have not a chance of being able to meet these problems intelligently in active service. You must know what to do under any given situation, and you must know how to go about doing it. The commander who hesitates, gives his orders and then changes them several times, soon loses the confidence of his men and will eventually find himself replaced by another man who has taken advantage of his opportunities to learn the game and has the ability to carry it out. The best way I know of to acquire this knowledge is by actual practice along the lines that we have gone today.”

Advance Guard Card No. 7

1. Hand out slips bearing Situation No. 7. Read situation and make any necessary explanations.

2. Explain what advance guard does when the column halts. State relative advantages and disadvantages of message and order systems.

3. Estimate of the situation, mission, enemy, own troops, plans of action, decision.

4. Captain A’s orders. Five-paragraph order. Distribution of order.

5. Remarks on necessity for study and practice.