Human Terrain Team members to understand and utilize their capabilities, as well as learn from previous deployments of other team members in order to integrate them into their training and employing them when in the field. 1 FM 3-24, December 2006 2 Human Terrain System CONOP, July 2008.
May 14, 2010 · Human Terrain Teams (HTTs) are five- to nine-person teams deployed by the Human Terrain System (HTS) to support field commanders by filling their cultural knowledge gap in the current operating environment and providing cultural interpretations of events occurring within their area of operations. The team is composed of individuals with social ...
The Human Terrain System (HTS) was a United States Army, Training and Doctrine Command (TRADOC) support program employing personnel from the social science disciplines – such as anthropology, sociology, political science, regional studies, and linguistics – to provide military commanders and staff with an understanding of the local population (i.e. the "human terrain") in the regions in ...
Inception to Government Transition.HTS was developed as a response to concerns about mismanagement of U.S. military operations in Iraq and Afghanistan, in particular the lack of cultural understanding of these countries demonstrated by the U.S. military. Soldiers, commanded by leaders with limited cross-cultural experience, were being asked to navigate a complex foreign environment with little or no training, and they were failing. Prior to U.S. involvement in Iraq and Afghanistan, cultural research and analysis had only a small place in the Army thought process. HTS changed that. Designed to provide a better understanding of indigenous populations in these countries, it was hoped that HTS would help U.S. and allied forces reduce violent misunderstandings and dampen the insurgencies. In 2006, the Army, facing progressively worsening situations in Iraq and Afghanistan, needed new ideas and thus backed a $20 million, five-team HTS proof of concept. Even before all five teams had been...
Centralizing Support for Deployed Civilians. While poor management limited HTS during its early years, the program was also hindered by DOD’s ineffective civilian deployment system. The U.S. military is capable when deploying uniformed Servicemembers, but its civilian deployment process is minimal and poorly integrated. For small organizations, or units with only a few civilians, this is a nuisance to be endured. For HTS, which deployed civilians at a larger scale, the system’s weaknesses created massive challenges to mission accomplishment. The effects were significant. The U.S. Government spent almost $800 million on HTS from its inception through the 2014 Afghanistan drawdown, a period of over 7 years. During much of that time, mismanagement, excess attrition, inflated salaries, and poor support practices wasted hundreds of millions of dollars. Furthermore, assuming HTS provided value to battlefield commanders, the years it took to fix these issues and field more effective teams...For a detailed account of Human Terrain System (HTS) history, see Christopher J. Lamb et al., Human Terrain Teams: An Organizational Innovation for Sociocultural Knowledge in Irregular Warfare(Wash...Ibid., 147. Lamb et al. reference three types of Human Terrain Team (HTT) members: “ne’er-do-wells,” “fantasists,” and “workers.” While these categories are crude, they are also quite accurate. Wit...It is important to note that timecard exploitation was routine for civilians in Iraq and Afghanistan. To HTS’s credit, team members never approached the excesses of deployed Department of Justice e...Lamb et al., 73–74.
Sep 24, 2010 · The Human Terrain Team, a specially trained group of Soldiers and civilians with expertise in cultural awareness, plays a pivotal role in helping both the U.S. and Iraqi governments realize their ...
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Member of human terrain team talks with village residents during patrol in sher’Ali Kariz, Maiwand District, Kandahar Province The way aheaD For Human Terrain Teams By chriStopher J. lamB, JameS DouglaS orton, michael c. DavieS, and theoDore t. piKulSKy G eneral Raymond T. Odierno, Chief of Staff of the Army, learned from his