ANNEX A C/DS 541/LDR/LD-2 OPERATIONAL STRESS INJURY EVENT DESCRIPTION PRO FORMA INSTRUCTIONS 1.

Describe an event or incident involving operational stress injury (OSI). The description may be based on personal experience, personal observation, or an oral or written source. For the purposes of this activity, the description must consider actions by a leader or leaders at the operational or institutional level in dealing with the issues raised in the description. Write the description in the third person and do not identify anyone by name. 2. Pro formas are to be submitted to your DS three working days prior to the activity. DS will select two or three incidents that the student chair for the activity will use as the basis for the discussion during the activity. DS will advise the individuals who have been selected one working day before the activity. The selected individuals will distribute copies of their pro forma to all members of the syndicate.

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Name: Maj Raja Date Completed: 1st Sep, 2011 Title of Description: Description of the Event or Incident: 1. During a combat mission a NCO opened fire on 5 captured Taliban fighters while shouting that they have killed our brothers. He was actually referring to an earlier ambush on the same unit in which the unit had suffered massive causalities. The NCO was immediately arrested and brought to Regiment HQ where on doctors advice he was shifted to a medical facility for further treatment. Patrol leader was warned for poor command and control. Actions Taken by Leader(s): 2. After this incident CO order all Company Commanders to look for the individuals suffering from stress injuries. Following was revealed during the follow up investigations:Due to move restrictions, most of the troops who were part of that unfortunate patrol on ambush day had not been able to proceed on leave. b. Due to excessive work load troops who were suffering from stress injuries were under extreme pressure. c. Isolation on the posts and lack of communications facilities with their families. d. Due to lack of awareness about stress injuries at the unit level no mechanism was in place to provide assistance to the ill soldiers. 3. Actions Taken:a. b. c. d. e. f. Workload was reduced on those soldiers (injured) Immediate leave was granted to soldiers. Troops were shifted to less threated locations. Officers were asked to interact with under command more often and regularly. Regular motivation and counselling sessions were run by the Company Commanders irrespective of rank and problems. Leave policy was relaxed further and leave rotations were increased. a.

Consequences or Outcomes of the Leaders/Leaders Actions: 4. No incident at lower level was repeated however, an incident did occur at higher level wherein a senior officer was diagnosed with serious psychological problem as a consequence of stress. He was removed form command and sent to a rehab facility.

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SPECIFIC LEADERSHIP ISSUES 5. Zero error syndrome where officers / NCOs are over stressed. 6. Pressure to maintain a high professional output. 7. Lack of communication, lateral and downward. 8. Zero Error Syndrome. Under extreme operational stresses it is difficult to maintain high professional output especially when you are dealing with human beings. Margin of error should be given to young commanders and responsibility should be shared by chain of command. 9. Alternative Course of Action a. During after mission analysis it should have been realized that the event was very violent and is likely to leave effects on the moral of troops. Therefore, commanders at all tiers should have been made to move around and feel the pulse of troops. Lateral and down ward communication must remain active all times so in put keeps coming in and remedial measures could be initiated in time. Continues evaluation of under command should be carried out so as to select better suited troops / commanders for operations at hand. Margin of error should be keep while planning ops.

b. c. d.

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