The city raged with automatic rifle fires, combat aviation, and various grenades. The coalition assault on the mosque continued with coalition snipers on rooftops engaged in a counter-sniper fight. Beneath me, Soldiers from my unit continued their assault.

"Every day is a challenge in Iraq. You often have two seconds to go back and soul search, and once you make a decision, you have to live with it. You should always ask yourself, "Is what I am about to do right or wrong?"

"In the most difficult of situations, make decisions based on your sense of honor, not emotion, and it will not fail you. Your soldiers and subordinates will respect you more for it."

I was a Company Commander at a TRADOC installation where my unit shared a building with a United States Marine Corps (USMC) detachment. The two units got along well, but there was not much interaction between them: we stuck to ourselves.

SPC Joe Darby was from an Army Reserve unit from a small town. SPC Darby had been in Iraq for seven months when he was first handed the photographs on a CD. It was lent to him by a colleague, Charles Graner.

My unit had an important job. It was responsible for operational level logistics planning for Central Command's (CENTCOM) war fighting mission. Unfortunately, some of its leaders seemed to take advantage of their deployed situation by focusing on their own personal interests rather than on the mission.

In past weeks, insurgents adjusted their tactics and began tossing grenades at US patrols as they passed under bridges. As my patrol approached, we noticed a grenade fly over the top of our HMMWV, then fall to the water and explode. Next, we saw a young man running away.

During Operation Iraqi Freedom II, my first tour in Iraq, I was an engineer company commander in the Nineveh Province. My company was administratively assigned to an infantry battalion.

A specialist in my company came into my office one morning after going on sick call. The Soldier had a reputation in the command for being a hard worker and doing his job.

I was deep into my fourth rotational deployment to Afghanistan with the 96th Civil Affairs (CA) Company. We had been working in the same general area of operations (AO) for about 2-1/2 years, so we knew the people and the terrain well.

Iraq, a year after the war began, the insurgents had organized, newspapers splashed beheadings across their front pages, and American deaths were climbing. It was hot, and the footfalls of Abu Ghraib echoed in the minds of all of us.

I was a new sniper-qualified scout serving in an armored battalion on operations in Iraq; I had just pinned on Specialist rank. Another scout and I were paired up and given pretty good missions to provide over-head cover for our company in a pretty dangerous part of western Baghdad.

Halfway through our deployment, Corps headquarters issued a directive requiring units to forward all detainees to the nearest Detainee Internment Facility (DIF) within 24 hours of the time of detainment. Prior to the directive being issued we could hold detainees for 72 hours.

You are the company commander of an elite unit and you are part of an elite battalion. You have been in Iraq for eleven months now. You love command and you love your boss. He has charisma and is the best leader you have ever seen. Everybody respects him not only because of his two time BZ selections but because of his "take no prisoners warrior ethos."

During my recent Operation Iraqi Freedom (OIF) deployment, I was assigned as a Military Transition Team (MiTT) Chief. During the deployment, each battalion-level maneuver element in the Brigade Combat Team (BCT) was partnered with an Iraqi Army (IA) battalion (BN).

In May 2007, my wingman and I were on a routine patrol over Southern Baghdad in our AH-64Ds when a dynamic re-tasking request was received over the radio. We changed radio frequencies to contact the supported unit.

Heavy enemy pressure has resulted in orders for all units to move a mile to the rear to more defensible positions. LT Taggart's platoon has packed up and is ready to move. Taggart has a special mission in the adjustment.

"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.