These chapters give some great examples that illustrate the reality of decision-making; that it is not always easy, and you rarely have all the information you need. Specifically, the platoons were lined up in defensive positions, however, there were gaps between the lines, and the enemy was beginning to discover and move on them. They got lucky a few times as arriving troops from C and D managed to work their way into much needed positions just before the arrival of a massive enemy assault. Unfortunately, despite all the preparation, the U.S. forces were unorganized, had suffered heavy casualties, and were running out of ammunition.
Tough decisions had to be made as to how to survive in such an unaided position. They relied heavily on the artillery and helicopter support. In order to get more wounded out, and because of medical helicopters reluctance to fly into hot zones, a halfway point was designated. This was a decision that saved lives. With ammunition running low, it became essential to coordinate the safe delivery and distribution of bullets, grenades, and other munitions via helicopter support.
As things started to settle down, LTC Moore was able to start thinking on the offensive. He stopped thinking reactively, and started thinking proactively. This shift in the commanders thought process has the potential change the momentum of the fight. For them it meant the possibility of finally reaching the isolated platoon. They were also able to arrange for more incoming troops, which had been put on hold due to increased enemy activity at the LZ.
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