"We typically order excess equipment with the best of intentions of taking care of our troops. In this case, it led to an ethical problem of waste and mismanagement."

Select the image to watch the video situation, when it is complete review the questions below to see possible actions you could take.

Question

What would you do if you were Captain Williamson?

• Soften the evaluation to appease the LTC, but still come to the same conclusion.
• Resubmit the team's original evaluation, explaining how your results were determined.
• Alter your recommendations slightly to make them less critical of the simulator design.
• Ask the LTC if the entire team can address him to explain the team's findings.
• Report the LTC's requests to his Superior.
• Ask the LTC what he is looking for so you can complete the evaluation as he desires.
• Return a new report with the same recommendation as well as justification to support it.
• Report that your evaluation has not changed, but note that the panel may lack sufficient expertise, so additional expert review should be secured in case the panel has missed something.
• State that your evaluation has not changed and that the LTC can employ additional technical experts if he wants to verify your team's findings.
• I do not understand this situation.

Select the image to watch the video situation, when it is complete review the questions below to see possible actions you could take.

Question

What would you do if you were Captain Stevens?

• Give the document to the O-6 and explain the situation.
• Return only the book to the O-6 and do not mention the document.
• Return the book with the document inside to the O-6 but do not mention finding the document.
• Report the incident to the Classified Materials Control Officer.
• Bring the document back to the O-6 and explain that you found it in the book.
• I do not understand this situation.

Select the image to watch the video situation, when it is complete review the questions below to see possible actions you could take.

Question

How would you answer the instructor's question?

• Admit that you had one beer at dinner.
• Say you did not drink. Later, explain to the XO that your one beer slipped your mind.
• Say you did not drink the night before
• Take the head trainer aside and explain that you had only one beer and would like to proceed with the class.
• Admit your mistake and tell the training team they must return the following day.
• Take the head instructor aside, tell him about your drink, and ask him to allow you to excuse yourself from the training for an unrelated reason.
• Admit you accidentally had a drink with dinner and will not be able to participate in the training that day.
• I do not understand this situation.
• Admit that you had one beer at dinner.
• Say you did not drink. Later, explain to the XO that your one beer slipped your mind.
• Say you did not drink the night before.
• Take the head trainer aside and explain that you had only one beer and would like to proceed with the class.
• Admit your mistake and tell the training team they must return the following day.
• Take the head instructor aside, tell him about your drink, and ask him to allow you to excuse yourself from the training for an unrelated reason.
• Admit you accidently had a drink with dinner and will not be able to participate in the training that day.
• I do not understand this situation.

Select the image to watch the video situation, when it is complete review the questions below to see possible actions you could take.

Question

What do you want to do?

• Ask other Company Commanders if they are observing similar behavior from the CO to determine whether you can all approach him as a group and ask for a change.
• Confront the CO one more time about changing his behavior before you accept his way of running the unit.
• Tell your team to work out their issues directly with the CO.
• Report the CO's actions to his supervisor.
• Ask the CO for a meeting to propose a mitigation plan.
• Tell your team you talked with the CO about your concerns, but he wants procedures to continue his way, so they will.
• Tell your team to follow your assignments only and to ignore those of the CO.
• Tell your team to obey the CO's direct orders but to let you know if they have any problems carrying them out.
• Tell your team members to advise you if the CO asks them to do anything that causes conflicts or compliance issues.
• Do not say anything else and hope that your conversation with the CO will change his behavior.
• Discuss your frustrations with people who know the CO's superior Officer.
• Tell the CO you will report him up the chain of command if he does not begin to respect your authority.
• I do not understand this situation.

Select the image to watch the video situation, when it is complete review the questions below to see possible actions you could take.

Question

What would you do if you were Captain Jenkins?

• Try to convince the junior officers to help the XO with his job to appease him.
• Ask the XO how you can help with the situation.
• Leave an anonymous note about the situation for the CO.
• Wait for the CO to ask for your input on the situation and then explain what you know.
• Coach the junior officers on how to handle their tasks to avoid the XO's criticism.
• Tell the junior officers to document instances when the XO unfairly accuses them in case they need to report his behavior in the future.
• Tell the junior officers to do their jobs so well that they do not give the XO an excuse to make accusations.
• Talk with the XO to help him face the demands of his job.
• Tell the XO that if he does not stop blaming others for his mistakes, you will report him to your CO.
• Help the XO by making sure all the paperwork going to him is signature-ready.
• Stay out of the XO's sights so he doesn't start making unfair accusations about you, too.
• I do not understand this situation.

Select the image to watch the video situation, when it is complete review the questions below to see possible actions you could take.

Question

What would you do if you were Captain Fowler?

• Counsel the Officer to talk to medical about his issues with depression.
• Tell the Officer he needs to seek medical evaluation and treatment or else you will refer him for evaluation.
• Listen to the Officer and wish him good luck with retirement.
• Tell your peers that the Officer has problems.
• Suggest to your supervisor that the Officer be watched carefully because of his treatment for depression.
• I do not understand this situation.

Select the image to watch the video situation, when it is complete review the questions below to see possible actions you could take.

Question

If you were Lieutenant Commander Phillips, what would you do?

• Send the crew on the mission without the co-pilot.
• Do not send the crew on the mission.
• Try to convince the co-pilot to go on the mission.
• Contact the CO and District Command Center to request an asset from another unit that can go on the mission.
• Call other military, police, air traffic monitoring, and air med-evac units to request help for the mission.
• I do not understand this situation.

Select the image to watch the video situation, when it is complete review the questions below to see possible actions you could take.

Question

What would you do if you were Kimberly?

• Leave the party.
• Tell the officers their behavior is unacceptable and will not be tolerated in the future.
• Talk to the senior officer in the group, telling him that if he does not take action, you will.
• Warn the officers to stop using marijuana immediately or you will contact the appropriate authorities.
• Report the activity to local authorities.
• Tell the officers who are using marijuana that if they leave the party now, you will forget what you saw.
• Explain to each of the officers involved that their conduct is directly contrary to the Uniform Code of Military Justice (UCMJ) and that you have no choice but to report them.
• Report the names of all the officers who were using marijuana to your CO.
• I do not understand this situation.

Select the image to watch the video situation, when it is complete review the questions below to see possible actions you could take.

Question

What do you want to do?

• State that you do not feel comfortable taking part in this meeting.
• Make an excuse to leave the room.
• Ask the assistant operations officer to talk in private and point out that this is unprofessional and insubordinate.
• Listen to what others have to say during the meeting but do not offer any information.
• Talk to the operations officer after the meeting to tell him about the assistant operations officer's attempts to discredit him.
• State that you have nothing negative to say about the operations officer.
• State that the assistant operations officer should use the proper channels to evaluate an officer's performance instead of this type of meeting.
• Inform the assistant operations officer that what she is doing is not in alignment with the Commander's principles or Core Values.
• Think of negative performance examples involving the operations officer that you can share with the group.
• Report the assistant operations officer's behavior to your CO.
• Tell the assistant operations officer that you will think about her question and get back to her later.
• I do not understand this situation.

On 17 August 2004, MAJ (Retired) Pulido was told, "Man, Major, you're hurt bad!" This was after encountering an IED that left him critically injured. After 17 surgeries, MAJ Pulido was left not only with the physical wounds of war, but also said, "My spirit was crippled."

CPT Jackson describes being in Iraq and conducting a vehicle recovery when his unit came under enemy fire. He looked over and saw that his Company Commander and First Sergeant had both been hit. He makes the decision to expose himself to enemy fire to provide aid to his First Sergeant. Even after CPT Jackson is hit, he continues to render aid. He looks over and sees SSG Newlin taking charge of coordinating fires and evacuating the wounded. He draws the strength to continue to fight and provide aid to his fellow Soldiers because of this. CPT Jackson pushed through his wounds in order to carry his First Sergeant to safety. He then collapsed from his own wounds. He was confident that SFC Newlin would continue the fight and find the insurgents. As CPT Jackson recovered from his wounds, he drew strength from his First Sergeant's progress.

John Diem is an Infantry NCO. He has deployed several times to Iraq and Afghanistan with the 101st Airborne Division (Air Assault) and has seen heavy combat at the small unit level.

"My first assignment was as a platoon leader. It was a very difficult time for me in my young career. (I) was faced with a lot of challenges that I didn't think I'd be faced with at that particular time. My Battalion Commander called me into his office one day and offered me a new job and I asked him if I had a choice. He said no I don't, so I was assigned as the Battalion Signal Officer."

A few months back a friend of mine had recently returned from deployment. When I first got here - brand new to the Army; never been to a post before - I relied heavily on him just simple for things like, 'Where's the PX?' 'Where's the shoppette?' 'Where can I go for this?' 'How do I clear this?' He also helped me get my uniform squared away on my ASU's and things of that nature. So as far as I was concerned, he was somebody I could trust and follow.

Fred Wintrich was a battalion executive officer just before the surge in Iraq. His unit operated in a hotly contested area, averaging 11 direct fire contacts a day over the entire deployment.

During OIF, my company was operating in Northern Iraq. We had been on the ground in Iraq for one month and everyone finally knew their way around and what was going on. We made the necessary contacts on the base for maintenance, construction and other supporting activities.

Our unit was less than 60 Days from redeployment back to CONUS. Insurgent activity was naturally increasing as they attempt to rattle or challenge the election process that is about to happen, as well our capabilities and authority within our sector of South East Baghdad.

As a new acquisitions officer I was assigned to a major command and placed in charge of regional contracting. It was a dream job because foreign travel was involved. Often I was able to take care of business within a few hours and catch some of the local flavor before departing the next day.

It was winter time in Afghanistan and very cold. I was a company commander with good intelligence reports of small pockets of Taliban resistance occupying the general area. Reports also showed unconfirmed IED-making cells might inhabit the patrolled area.

One afternoon the Chief and I were returning from a meeting. I was a young Second Lieutenant learning the ropes. As we approached the rear side of the building we saw two Privates in an altercation. They were trading blow for blow and both bleeding from the mouth and nose.

In the following story you will see several of the Army Values come to life as a Company Commander faces the dilemma of putting his Soldiers at risk in order to save the life of an Iraqi child.

At the Defense Language Institute (DLI), officers and junior enlisted are put in the same small group class of about ten to fifteen personnel. All the Services are mixed together as well. While students are encouraged to talk to each other in the language of instruction as if equals in class, there are very strict rules regarding fraternization out of class.