1.      Using the D.E.E.P format in the instructions, provide your depth of knowledge of mission command (Visualize).

D- Mental process of developing situational understanding, determining a desired end state, and envisioning an operational approach by which the force will achieve that end state.

E- Visualizing the desired end state requires commanders to clearly understand the OE and analyze the situation in terms of METT-TC and other sources of knowledge and information:

E- Elements of Operational Art

-          End state and conditions - set of desired future conditions the commander wants to exist when an operation ends

-          Center of gravity - the source of power that provides moral or physical strength, freedom of action, or will to act

-          Decisive points - a geographic place, specific key event, critical factor, or function that, when acted upon, allows commanders to gain a marked advantage over an adversary or contribute materially to achieving success

-          Lines of operations and lines of effort*

-          Basing - Army basing overseas typically falls into two general categories: permanent (bases or installations) and nonpermanent (base camps)

-          Tempo - the relative speed and rhythm of military operations over time with respect to the enemy

•      Phasing and transitions

-          A phase is a planning and execution tool used to divide an operation in duration or activity

-          Transitions mark a change of focus between phases or between the ongoing operation and execution of a branch or sequel

-          Culmination - The culminating point is a point at which a force no longer has the capability to continue its form of operations, offense or defense

-          Operational reach - reflects the ability to achieve success through a well-conceived operational approach

-          Risk - the probability and severity of loss linked to hazards

            P-  Visualization is like a compass. It can provide direction but may drift over time requiring a bit of calibration to make it read true. Visualization uses the understanding of the commander and his staff within the organization to dream within the realm of the possible. Like a good compass, leaders must revisit their visualization of the relationships and goals of the organization periodically.           

2.      Using the D.E.E.P format in the instructions, provide your depth of knowledge of mission command (Describe).

D- Commander’s visualization expressed to staff and subordinates to facilitate shared understanding and purpose through (planning guidance).

E- After commanders visualize an operation, they describe it to their staffs and subordinates to facilitate shared understanding and purpose. During planning, commanders ensure subordinates understand their visualization well enough to begin course of action development. During execution, commanders describe modifications to their visualization in updated planning guidance and directives resulting in fragmentary orders that adjust the original order. Commanders describe their visualization in doctrinal terms, refining and clarifying it, as circumstances require. Commanders express their visualization in terms of:

E- Commander’s Intent - summarize visualization through their initial intent statement clear concise statement of what the force must do what constitutes success and understood two echelons down.

-          Commanders develop their intent statement personally.

-          It must be easy to remember and clearly understood by commanders and staffs two echelons

-          The more concise the commander’s intent, the easier it is to recall and understand.

Planning Guidance Including an Operational Approach - Broad terms when, where, and how the CDR intends to employ and prioritize warfighting functions in the decisive operation to accomplish the mission

-          Commanders use their experience and judgment to add depth and clarity to their planning guidance.

             - They ensure staffs understand the broad outline of their visualization while

                     allowing them the latitude necessary to explore different options.

            Commander’s critical information requirements (CCIR) - anything that can change             planning guidance (METT-TC)

               Essential elements of friendly information (EEFI) - ID elements of friendly force info that, if   compromised, would compromised/jeopardize mission success

-           Information we need to PROTECT, and make sure enemy does not find out.

-          Higher HQ’s Location etc…

                  P-  Conduct base camp closures in order to meet the president's mandate to withdraw the bulk of U.S. forces from Afghanistan within two years. The hasty establishment of the Joint Task Force (JTF). The JTF consisted of nearly 4,500 personnel from the Army, Navy, Air Force, Marine Corps, Department of Defense, and Department of State who had never worked together in a single organization. The JTF was breaking ground on a new concept of using a sustainment brigade as a JTF headquarters and using downtrace units as enablers to conduct a nontraditional and nondoctrinal mission. The JTF entered the theater on short notice with less than 50 percent of its manpower and equipment. It had neither pre-deployment training nor a validating exercise prior to deployment.

3.      Using the D.E.E.P format in the instructions, provide your depth of knowledge of mission command (Understand).

D- the commander being able to understand the problem in the operational environment. Understanding is fundamental to the commander’s ability to establish a situation’s context. It is essential to effective decision making during planning and execution.

E - Analysis of the operational and mission variables provides the information used to develop understanding and frame the problem. In addition, conceptual and detailed planning assist commanders in developing their initial understanding of the operational environment and the problem. To develop a better understanding of an operational environment, commanders circulate within the area of operations as often as possible, collaborating with subordinate commanders and with Soldiers. Using personal observations and inputs from others (to include running estimates from the staff), commanders improve their understanding of their operational environment throughout the operations process.

            E- Operational Variables- PMESII-PT, SWEATMSO, and ASCOPE

Political - Describes the distribution of responsibility and power at all levels of governance—formally constituted authorities, as well as informal or covert political powers

Military - Explores the military and paramilitary capabilities of all relevant actors (enemy, friendly, and neutral) in a given operational environment

Economic - Encompasses individual and group behaviors related to producing, distributing, and consuming resources

Social - Describes the cultural, religious, and ethnic makeup within an operational environment and the beliefs, values, customs, and behaviors of society members

Information - Describes the nature, scope, characteristics, and effects of individuals, organizations, and systems that collect, process, disseminate, or act on information

Infrastructure - Is composed of the basic facilities, services, and installations needed for the functioning of a community or society. (SWEATMSO)

Physical Environment - Includes the geography and manmade structures, as well as the climate and weather in the area of operations

Time - Describes the timing and duration of activities, events, or conditions within an operational environment, as well as how the timing and duration are perceived by various actors in the operational environment

         P- During the Global War on Terrorism, the operational variable PMESII-PT played a tremendous role.  Understanding of the cultural, religious, and ethnic make-up of the population in the environment.  This aspect of the operational environment was very important during mission analysis.  

4.      Using the D.E.E.P format in the instructions, provide your depth of knowledge of the Philosophy of mission command.

D- the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations (ADP 6-0).

E- Guided by 6 principles (PECABU) to assist commanders and staff in blending the ART OF COMMAND with the SCIENCE OF CONTROL.

E- Six Principles of Mission Command Philosophy (PECABU)

 PROVIDE a clear commander’s intent - clear and concise expression of the purpose of the operation and the desired military end state that supports mission command, provides focus to the staff, and helps subordinate and supporting commanders act to achieve the commander’s desired results without further orders, even when the operation does not unfold as planned.

EXERECISE disciplined initiative - action in the absence of orders, when existing orders no longer fit the situation, or when unforeseen opportunities or threats arise.

CREATE shared understanding - Shared understanding and purpose form the basis for unity of effort and trust.

ACCEPT prudent risk - deliberate exposure to potential injury or loss when the commander judges the outcome in terms of mission accomplishment as worth the cost.

BUILD cohesive teams through mutual trust - is shared confidence among commanders, subordinates, and partners.

USE mission orders - are directives that emphasize to subordinates the results to be attained, not how they are to achieve them.

P- Command Based on Mutual Trust and Shared Understanding— Grant’s Orders to Sherman, 1864. In a letter to MG William T. Sherman, dated 4 April 1864, LTG Ulysses S. Grant outlined his 1864 campaign plan. LTG Grant described MG Sherman’s role: 

 “It is my design, if the enemy keep quiet and allow me to take the initiative in the Spring Campaign to work all parts of the Army together, and, somewhat, toward a common center. . . . You I propose to move against Johnston’s Army, to break it up and to get into the interior of the enemy’s country as far as you can, inflicting all the damage you can against their War resources. I do not propose to lay down for you a plan of Campaign, but simply to lay down the work it is desirable to have done and leave you free to execute in your own way. Submit to me however as early as you can your plan of operation.”

 MG Sherman responded to LTG Grant immediately in a letter dated 10 April 1864. He sent Grant, as requested, his specific plan of operations, demonstrating that he understood Grant’s intent:

 “ . . . Your two letters of April 4th are now before me . . . That we are now all to act in a Common plan, Converging on a Common Center, looks like Enlightened War. . . . I will not let side issues draw me off from your main plan in which I am to Knock Joe [Confederate GEN Joseph E.] Johnston, and do as much damage to the resources of the Enemy as possible. . . . I would ever bear in mind that Johnston is at all times to be kept so busy that he cannot in any event send any part of his command against you or [Union MG Nathaniel P.] Banks.”

5.      Using the D.E.E.P format in the instructions, provide your depth of knowledge of Decisive Action: Offense.

D- Offensive actions are combat operations conducted to defeat and destroy enemy forces and seize terrain, resources, and population centers. They impose the commander’s will on the enemy. A commander may also conduct offensive actions to deprive the enemy of resources, seize decisive terrain, deceive or divert the enemy, develop intelligence, or hold an enemy in position.

E- There are four characteristics of the offense: Audacity, concentration, surprise, tempo and tasks that deals with knowledge of decisive action offense.

E- 4 Characteristics of the Offense:

1.      Audacity - boldly executing a simple plan of action and demonstrated by violently applying combat power

2.      Concentration - the massing of overwhelming effects of combat power to achieve a single purpose and requires coordination with other Services and multinational partners

3.      Surprise - attacking the enemy at a time or place the enemy does not expect or in a manner that the enemy is unprepared for. Operational surprise creates the conditions for successful tactical operations. Tactical surprise can cause the enemy to hesitate or misjudge a situation but is fleeting

4.      Tempo - Necessary to retain the initiative

Tasks:

•      Movement to contact - An offensive task designed to develop the situation and to establish or regain contact

•      Search and attack

•      Cordon and search

•      5 Subtasks (Attack, Defend, Bypass, Delay, Withdraw)

•      Attack - An offensive task that destroys or defeats enemy forces, seizes and secures terrain, or both

•      Ambush, Counterattack, Demonstration, Feint, Spoiling attack, and Raid

•      Exploitation - Offensive task that usually follows the conduct of a successful attack and is designed to disorganize the enemy in depth

•      Pursuit - An offensive task designed to catch or cut off a hostile force attempting to escape, with the aim of destroying it.

Forms of Maneuver - distinct tactical combinations of fire and movement with a unique set of doctrinal characteristics that differ primarily in the relationship between  he maneuvering force and the enemy

•      Turning movement

Movement & Maneuver

•      Necessary to disperse and displace the force as a whole or in part when maneuvering

•      Direct fire and close combat are inherent in maneuver

•      Commander maneuvers to close with and destroy the enemy by close combat and direct shock

Combat Formations - an ordered arrangement of forces for a specific purpose and describes the general configuration of a unit on the ground

•      Column, Line, Echelon (left or right), Box, Diamond, Wedge, Vee

Transition - occurs when the commander makes the assessment that the unit must change its focus from one element of decisive action to another

•      Transition to Defense - Once offensive actions begin, the attacking commander tries to sense when subordinates reach, or are about to reach, their respective culminating points.  Before they reach this point, the commander must transition to a focus on the defense

•      Transition to Stability - At some point in time the unit will probably transition from one phase of the major operations or campaign plan to another and begin executing a sequel to its previous operations order.  The end of the offense action may not be the decisive act.  The conduct of stability tasks may be the decisive operation in the major operation or campaign

Defeat Mechanisms - defeat an enemy’s ability to fight as a cohesive and coordinated organization

6.      Using the D.E.E.P format in the instructions, provide your depth of knowledge of Mission Command (Lead, Direct, Assess).

D- Commanders direct all aspects of operations by establishing their commander’s intent, setting achievable objectives, and issuing clear tasks to subordinate units.

E-

E- Commanders direct forces by:

1.      Preparing and approving plans and orders.

2.      Establishing command and support relationships.

3.      Assigning and adjusting tasks, control measures, and task organization.

4.      Positioning units to maximize combat power.

5.      Positioning key leaders at critical places and times to ensure supervision.

6.      Allocating resources to exploit opportunities and counter threat. Committing the reserve as required.

Commanders develop their intent statement personally.

It must be easy to remember and clearly understood by commanders and staffs two echelons

The more concise the commander’s intent, the easier it is to recall and understand.

LEAD - commanders provide purpose, direction, and motivation to subordinate commanders, their staff, and Soldiers

BALANCE their time between

•      leading the staff through the operations process

•      providing purpose, direction, and motivation to subordinate commanders and Soldiers away from the command post.

ASSESS - assess the situation to better understand current conditions and determine how the operation is progressing.

Continuous assessment helps commanders anticipate and adapt the force to changing circumstances.

Measure Of Performance (MOP): a criterion used to assess friendly actions that is tied to measuring task accomplishment (JP 3-0).

Measure Of Effectiveness (MOE): criterion used to assess changes in system behavior, capability, or operational environment that is tied to measuring the attainment of an end state, achievement of an objective, or creation of an effect (JP 3-0).

7.      Using the D.E.E.P format in the instructions, provide your depth of knowledge of Decisive Action: Stability.

D- Aims to create conditions so that the local populace regards the situation as legitimate, acceptable, and predictable.

•      Support to economic and infrastructure development

•      Transportation, such as roads, railways, airports, ports, and waterways

•      Telecommunications

•      Energy (such as natural resources, the electrical power sector, and energy production) and distribution

•      Municipal and other public services

Stability Principles:

•      Conflict transformation - guides a strategy to transform resolution of conflict from violent to peaceful means.

•      Unity of effort and unity of Purpose - the coordination and cooperation toward common objectives, even if the participants are not necessarily part of the same command or organization—the product of successful unified action (JP 1).

•      Legitimacy and host-nation ownership - is a condition based upon the perception by specific audiences of the legality, morality, or rightness of a set of actions, and of the propriety of the authority of the individuals or organizations in taking them.

•      Building partner capacity - the outcome of comprehensive interorganizational activities, programs, and military-to-military engagements that enhance the ability of partners to establish security, governance, economic development, essential services, rule of law, and other critical government functions.

Tenants of ULO and Stability Tasks

•      Flexibility

•      both physical and mental, enables deploying and employing forces across the range of operations

•      empowers subordinates act to achieve the commander’s intent and overcome any obstacle to accomplish the mission

•      Integration

•      integrating Army stability and combat tasks within this larger effort

•      involves efforts to conform Army capabilities and plans to the larger concept as well as efforts to inform and affect actions with joint, interagency, host-nation, and multinational partners

•      requires, not just unity of effort, but creating shared understanding and purpose through collaboration and cooperation with all friendly and neutral participants

•      Adaptability - requires an understanding of an operational environment

•      Depth - look at operations with a significantly longer planning horizon than is normal for operations that emphasize offensive and defensive tasks

•      Synchronization - the ability to execute multiple, related, and mutually supporting tasks in different locations at the same time, producing greater effects than executing each task in isolation

•      Lethality - operations characterized by stability tasks require a greater emphasis on nonlethal actions

Stability Mechanisms- primary method through which friendly forces affect civilians in order to attain conditions that support establishing a lasting, stable peace

•      Compel- maintain/use force for compliance

•      Control- establish effective/enduring security

•      Influence- behavioral change through nonlethal means

•      Support- set conditions for other instruments of national power

Defeat Mechanisms- defeat an enemy’s ability to fight as a cohesive and coordinated organization