text: Stability
  execution of each task, stressing the execution as a step-by-step process. Trainers monitor FSF progress
  during instruction and practical exercises, correcting mistakes as they are made.
  Training Methodology (Crawl-Walk-Run)
  8-300. An effective method of training used is the crawl-walk-run training methodology to assist trainers
  in teaching individual tasks, battle drills, and collective tasks, and when conducting field exercises. This
  methodology is employed to develop well-trained leaders and units. Crawl-walk-run methodology is based
  on the three following characteristics in lane training:
  (cid:122) Crawl (explain and demonstrate). The trainer describes the task step-by-step, indicating what each
  individual does.
  (cid:122) Walk (practice). The trainer directs the unit to execute the task at a slow, step-by-step pace.
  (cid:122) Run (perform). The trainer requires the unit to perform the task at full speed, as if in an operation,
  under realistic conditions.
  8-301. During all phases, the training must include the mission of the unit in the context of the higher unit’s
  mission to assist with the practical application of the training. Identifying the higher commander’s mission
  and intent, as well as the tasks and purposes of other units in the area, adds context to the training. This
  method is expanded to include the role of other actors.
  8-302. Trainers continue individual training to improve and sustain individual task proficiency while units
  train on collective tasks. Collective training requires interaction among individuals or organizations to
  perform tasks, actions, and activities that contribute to achieving mission-essential task proficiency.
  Collective training includes performing collective, individual, and leader tasks associated with each training
  objective, action, or activity. (See FM 7-0 for additional information.)
  Collective Training
  8-303. Collective training starts at squad level. Squad battle drills provide key building blocks to support
  FSF operations. Trainers within the BCT link battle drills and collective tasks through a logical, tactical
  scenario in situational training exercises. Although this exercise is mission-oriented, it results in more than
  mission proficiency. Battle drills and collective tasks support situational training exercises, while these
  exercises support operations. Trainers/advisors must understand the operational environment when training
  FSF; training incorporates how internal and external threats and civilians affect the environment.
  8-304. Flexibility in using Army doctrine in training enhances efforts to make training realistic.
  Trainers/advisors modify Army doctrine to fit the FSF level of expertise, command and control systems, the
  tactical situation, security measures, and sustainment base. Often the structure andcapabilities of FSF differ
  from that required by Army doctrine. When FSF counter an insurgency, these exercises emphasize interplay
  among psychological and tactical, populace and resources control, intelligence, and civil affairs operations.
  (See FM 7-0 for additional information.)
  Individual Training
  8-305. Individual training within the FSF by the BCT emphasizes physical and mental conditioning, tactical
  training, basic rifle marksmanship, first aid, combatives, and the operational environment. Individual training
  includes general tactics and techniques of security operations and the motivation, operations, and objectives
  of internal and external threats. Tough and realistic training conditions FSF troops mentally and physically
  to withstand the strain of continuous operations. BCT subordinate leaders’ cross-train the FSF on weapons,
  communications systems, individual equipment, and skills particular to their unit. Personnel losses must
  never cause weapons, communications equipment, or essential skills to be lostdue to a lack of fully trained
  replacement personnel.
  Small-Unit Leader Training
  8-306. SFA activities frequently entail rapidly changing circumstances; thus, FSF small-unit leaders must
  be able to plan and execute operations with little guidance. Trainers/advisors stress small-unit leadership
  training concurrently with individual training. Tools the trainer uses to train leaders are manuals, previously
  established training, tactical exercises without troops, and unit missions. Small-unit leader training develops