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.

During a routine patrol in Sadr City on 04 APR 2004, Soldiers in Lieutenant Shane Aguero's platoon, members of Charlie Company, 2-5 CAV, 1st Cavalry Division, encounter hostile members of Jaish al Mahdi (JAM) [Shia militiamen loyal to Iraqi cleric Moqtada al-Sadr].

As an incoming company commander conducting my change of command inventories, I soon discovered there were a number of unaccounted pieces of government property and equipment. I noted this and brought it to the attention of the outgoing commander in an effort to locate the missing items.

Early one Tuesday morning in Iraq, months of work gathering intelligence came to a head. With the help of a valued informant and weeks of patrolling, my company knew the identities and whereabouts of seven members of an improvised explosive device (IED) cell.

Early one Tuesday morning in Iraq, months of work gathering intelligence came to a head. With the help of a valued informant and weeks of patrolling, my company knew the identities and whereabouts of seven members of an improvised explosive device (IED) cell.

During OIF, my battalion was operating in the Salah a Din Province. The majority of daily operations were conducted at company level or below. After about 9 months of combat operations, many in the ranks suffered from the fatigue and frustration often associated with combat.

During a combat deployment, Justin Watt discovered that his fellow Soldiers had committed heinous war crimes. He reported the crimes to John Diem, an NCO that he trusted.

As an instructor for an academy, 1SG Godkin said he had a female subordinate who was flirtatious but never crossed the line verbally or physically in an inappropriate way. An "old-fashioned kind of guy" with his own set of morals and values, he struggled with the situation and whether he should act and file a report or not take action at all.

The firefight was between the Taliban and the Afghan security forces 70 miles north of CPT Maxwell's position. The available helicopters at the scene had already been in the air for six hours, and the pilots and crews were fatigued. CPT Maxwell had a decision to make.