A soldier's and commander's guide to controlling stress on and off the battlefield.

Over 3,000 total pages ... Contents: FIELD MEDICAL SERVICE OFFICER STUDENT HANDBOOK FIELD MEDICAL SERVICE TECHNICIAN STUDENT HANDBOOK Version 4.1 Block 1 Student Outlines For Version 4.1 Block 2 Student Outlines For Version 4.1 FIELD MEDICAL SERVICE TECHNICIAN STUDENT HANDBOOK Version 4.0 FIELD MEDICAL SERVICE TECHNICIAN STUDENT HANDBOOK (June 2013) FMST STUDY GUIDE (2015) Fleet Medicine Pocket Reference 2016 MCRP 4-11.1D FIELD HYGIENE AND SANITATION PREVENTION AND TREATMENT OF FIELD RELATED INJURIES STUDENT HANDOUT CASUALTY EVALUATION AND EVACUATION STUDENT HANDOUT COMBAT LIFESAVER / TACTICAL COMBAT CASUALTY CARE STUDENT HANDOUT Combat Lifesaver / Tactical Combat Casualty Care Instructor Course Student Handbook Command Philosophy My philosophy is basic…provide the highest quality service possible to every person you encounter. We are an institution of higher learning; we need to be the best with everything we do. We are preparing the next generation of heroes for the greatest fighting force on the planet - the 8404 Hospital Corpsman assigned to the United States Marine Corps. They operate at the tip-of-the spear providing combat medicine to our operational forces; they are critical to the success of the Navy & Marine Corps Medicine Team. What each one of us does on a daily basis matters, regardless of our job. We all contribute to the mission. No one job is more important than the other. If just one link (team member) in this chain fails to perform a portion of the mission to standard, we all fail. You have the ability to make a positive difference in peoples’ lives every day. Every member of this team should ask themselves, “Am I living by our core values and making decisions that are consistent with these values when I interact with students, staff and the American public.” Key points: - Know your chain of command and how to use it. You have not exhausted your chain of command at FMTB-West until the issue reaches me. - If you are lacking something to perform your mission, bring it to the attention of leadership so we can promptly address it. - Any safety issue should immediately be brought to leadership. - Continually strive to improve processes; ask for help before it’s too late (in all aspects of your life and career). - If you see a problem, fix it or bring it to the attention of someone who can. Don't ignore it. - Supporting each other is just as important as supporting the mission. - Continue the relentless pursuit of customer satisfaction; feedback is a valuable tool in life and career. - Basic military courtesy should be a part of everyday life. - Always strive to do the right thing, even when no one is looking or when tempted to take the “easy” wrong. As a leader, I believe all members of the team are important. Our civilian shipmates are essential to the success of our mission. As a military leader, I believe, as the Sailor creed says, “I proudly serve my country's Navy combat team with Honor, Courage and Commitment. I am committed to excellence and the fair treatment of all”. I cannot over emphasize the importance of leadership from E-1 to O-6, everyone has a part; I expect officers to lead from the front by setting the example. Be sure that regularly scheduled performance counseling sessions are conducted for military and civilian employees. Cover the good which should be sustained as well as the areas which need improvement. Although I like to be informed, I believe in allowing leaders to lead, managers to manage. A big part of my job is to provide you the support systems necessary for you to accomplish your mission. Tell me what you need and don't worry how it will be resourced. Let me worry about that.

Combat Stress Injury represents a definitive collection of the most current theory, research, and practice in the area of combat and operational stress management, edited by two experts in the field. In this book, Charles Figley and Bill Nash have assembled a wide-ranging group of authors (military / nonmilitary, American / international, combat veterans / trainers, and as diverse as psychiatrists / psychologists / social workers / nurses / clergy / physiologists / military scientists). The chapters in this volume collectively demonstrate that combat stress can effectively be managed through prevention and training prior to combat, stress reduction methods during operations, and desensitization programs immediately following combat exposure.

FM 3-97.6, "Mountain Operations," describes the tactics, techniques, and procedures that the United States (US) Army uses to fight in mountainous regions. It is directly linked to doctrinal principles found in FM 3-0 and FM 3-100.40 and should be used in conjunction with them. It provides key information and considerations for commanders and staffs regarding how mountains affect personnel, equipment, and operations. It also assists them in planning, preparing, and executing operations, battles, and engagements in a mountainous environment. Army units do not routinely train for operations in a mountainous environment. Therefore, commanders and trainers at all levels should use this manual in conjunction with TC 90-6-1, Army Training and Evaluation Program (ARTEP) mission training plans, and the training principles in FM 7-0 and FM 7-10 when preparing to conduct operations in mountainous terrain.