A Tough Call: SEAL Team Leader in Kandahar (A)
The case, which is a disguised version of real events, is set in Kandahar, Afghanistan (2013) during the long running Afghan war. Lt. Paul Rickson, a Navy SEAL Platoon Commander, is leading a team of 30 US and Afghan soldiers on a mission to clear hostile forces in Maiwand Village. After a long day of various hostile activities and clearing Improvised Explosive Devices (IED’s), he faces a tough choice that is filled with various tensions. After he directs a missile attack from a drone onto an enemy position, he’s ordered to conduct an on the ground Battle Damage Assessment (BDA), to confirm there are no civilian casualties. This would require some or all of his team crossing 800 meters in open territory, almost certainly drawing enemy fire. He’s concerned about the real risks to his team vs the perceived benefit of a US-forces taken picture. His has to reconcile a conflicting sense of priorities, from the Rules of Engagement for his team, the directive from HQ and inputs from his team. The primary purpose of the case is to focus on lessons from his decision-making approach that might be beneficial for a young leader facing conflicting tensions, such as:
a. The strategic directive to win hearts and minds, while training Afghan forces vs. the on the ground facts and circumstances facing the platoon commander and the threats to his team.
b. The predictability of support systems (e.g. communications, HQ guidance, video surveillance, transport) that can have outsized impact on options and outcomes.
c. How substantial risks and core values come together in deciding what to do for you and your team.
Keywords: Afghanistan;
Citation:
Riedel, George A. "A Tough Call: SEAL Team Leader in Kandahar (A)." Harvard Business School Case 320-001, January 2020. View Details