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Unformatted text preview: lot-team effort, a trusted asset, or a completed feasibility assessment. In this case, the
SFODA will perform many of the required functions normally accomplished by the pilot team. If this
occurs, the SFODAs may need to adjust their infiltration plans to account for the higher risk of infiltration
without the benefit of a reception coordinated by other U.S. personnel.
3-13. Successful infiltration of SFODAs and right-sized C2 to ensure countrywide or theaterwide unity of
effort and apportionment of resources represents a decisive point for the operation, as well as a period of
increased operational risk. Infiltration plans and tactics need to remain focused on successfully achieving
this decisive point. Once the SFODA successfully links up with resistance forces, it must conduct the same
level of operational assessment that the pilot team normally conducts before the implementation of their
plan to render support.
3-14. In limited-war scenarios where the infiltration of U.S. personnel is undesirable, planners could
exfiltrate indigenous resistance personnel out of the target area, provide training in specific required skills,
and infiltrate the personnel back into the target area to function as cadre capable of conducting operations
or training other resistance forces. The enemy’s level of control over the population and the environment
affects how long planners can keep resistance personnel away from their region before they begin to
disconnect from the local population. PHASE FOUR—ORGANIZATION
3-15. Once U.S. advisors link up with resistance leadership, the objective is to determine and agree upon a
plan to organize the resistance for expanded operations. In addition to physical preparations, this entails a
confirmation of mutual objectives and prior agreements. This requires a period of rapport-building to
develop trust and confidence, as well as a period of discussion of expectations from both sides.
3-16. Before a resistance organization can successfully engage in combat operations, its leadership must
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This document was uploaded on 01/15/2014.
- Winter '14