ADP 6-0 and ADRP 6-0 Mission Command

ADP 6-0 and ADRP 6-0 Mission Command

Purpose To provide an overview of the main ideas in ADP 6-0 and ADRP 6-0. Outline Doctrine 2015 Army approach to mission command Central idea of mission command Mission command as a philosophy Mission command as a warfighting function Reasons for Change Significant recent operational experience Evolving policy and doctrine Joint and Army transformation 2

Mission Command and Doctrine 2015
FM 3-38 Cyber Electro- magnetic Activities FM 3-13 Inform and Influence Activities FM 3-57 Civil Affairs FM 3-52 Airspace Control FM 6-02 Signal Operations This chart depicts relationships and nesting of mission command doctrine within the doctrine 2015 construct. The relationship is based around the mission command warfighting tasks as outlined in ADP 3-0. Drive the operations process (ADP 6-0 and ADP 5-0) Develop teams (ADP 6-0 and a future ATP) Inform and influence audiences (ADP 6-0 and FM 3-13) Conduct the operations process (ADP 5-0 and FM 6-0) Conduct knowledge management and information management (Current FM moving to FM 6-0 and a future ATP) Conduct inform and influence activities (FM 3-13) Conduct cyber electromagnetic activities (a new FM 3-38) Conduct MILDEC (a new FM 6-0) Conduct civil affairs operations (FM 3-57) Install, operate, and maintain the network (FM 6-02) Conduct information protection (a new FM 6-0 and FM 6-02?) FM 6-0 Commander and Staff Organization and Operations FM 3-61 Army Public Affairs FM 3-53 Military Information Support Operations Techniques Army Technique Pubs

Mission Command Doctrine Plan
ADP 6-0 describes the principles of mission command. ADP 5-0 The Operations Process ADP 5-0 describes the principles of the operations process . ADRP 6-0 expands upon the the fundamentals of mission command In ADP 6-0. ADRP 5-0 The Operations Process ADRP 5-0 expands upon the the fundamentals of the operations process in ADP 5-0. FM 6-0 provides tactics and procedures for exercising mission command to include procedures used in planning, preparing, executing, and assessing operations. FM 6-0 Commander and Staff Organization and Operations This chart shows the nesting of mission command doctrine within the doctrine 2015 framework. Doctrine 2015 is an initiative to make Army doctrine shorter, fewer, clearer, and more assessable to Soldiers. As such, doctrinal information will be organized into the following types of publication: Army doctrine publications (ADP) - a short and concise Department of the Army (DA) publication that addresses the fundamental principles of a particular subject . Army doctrine publications (ADP) – a DA publication that supplements an ADP. ADRPs provide detailed explanation of the doctrinal principles in an associated ADP. Field manual (FM) – a DA publication that describes the tactics and procedures for a specific subject area. Army techniques publication (ATP) – A DA publication that provides techniques for a specific subject. Army Techniques Pubs Army Techniques Pubs Under development. In the interim use ATTP 5-0.1, Commander and Staff Officers Guide

Mission Command Doctrine 2QFY13
FM 6-0 Commander and Staff Organization and Operations Purpose: Provides commanders and staff with the techniques and procedures for the exercise of mission command. FM 6-0 (2012) Intro: Mission Command & OPS Process CH 1: CP Organization and Operations CH 2: Staff Duties & Responsibilities CH 3: Knowledge Management CH 4: Problem Solving and Critical & Creative Thinking CH 5: Staff Studies, Decision Papers & Military Briefings CH 6: Running Estimates CH 7: Military Decisionmaking Process CH 8: Troop Leading Procedures CH 9: Military Deception CH 10: Integrating Processes CH 11: Knowledge Management Process CH 12: Rehearsals CH 13: Liaison CH 14: Assessment Plans CH 15: After Action Reviews APP A: Command and Support Relationships APP B: Plans and Orders Formats Annexes A-Z: Follows OPORD format ADP 6-0: describes Mission Command Philosophy Mission Command Warfighting Function ADRP 6-0: provides detailed information Commander Tasks Staff Tasks Additional Tasks Mission Command System ADP 5-0: describes Operations Process Principles for Effective Execution of the Operations Process ADRP 5-0: provides the detailed information Operations Process Principles Planning Preparation Execution Assessment ADP & ADRP 6-0 (2012) Supersedes FM 6-0 (Sep 2011). Army keystone publication on mission command. Aligns with ADP/ADRP 3-0 (Oct 2011) Describes the philosophy of mission command. Describes the mission command warfighting function (Cdr tasks, staff tasks, additional tasks, and mission command system). ADP & ADRP 5-0 (2012) Supersedes FM 5-0 C1 (Mar 2011) Army keystone publication on the operations process. Aligns with ADP/ADRP 3-0 (Oct 2011) & ADP/ADRP 6-0 (2012) Addresses the principles of the operations process FM 6-0 (TBP) Will be a Doctrine 2015 manual containing the tactics and procedures of mission command and the operations process Supersedes ATTP (Oct 2011), FM (2012), and FM 5-19 (2006)

Army Approach to Mission Command
The Army’s approach to mission command: Concentrates on the objectives not mechanics of how to achieve it Requires subordinates to take action to develop the situation within the commander’s intent Requires shared understanding and unity of effort Unifies the philosophy of command with the warfighting function Military operations are complex, human endeavors characterized by the continuous, mutual adaptation of give and take, moves, and countermoves among all participants. The enemy is not an inanimate object to be acted upon. It has its own objectives. While friendly forces try to impose their will on the enemy, the enemy resists and seeks to impose its will on friendly forces. In addition, operations occur in and among civilian groups whose desires influence and are influenced by military operations. The results of these interactions are often unpredictable—and perhaps uncontrollable. Commanders and subordinates must anticipate, learn, to change, and conduct operations more effectively than their opponents. To function effectively and have the greatest chance for mission accomplishment, commanders, supported by their staffs, exercise mission command throughout the conduct of operations. In this discussion, the "exercise of mission command" refers to an overarching idea that unifies the mission command philosophy of command and the mission command warfighting function. The exercise of mission command encompasses how Army commanders and staffs apply the foundational mission command philosophy together with the mission command warfighting function, guided by the principles of mission command. ADP 3-0 introduces the Army’s operational concept of unified land operations. This publication incorporates mission command as a foundation of unified land operations, updates the mission command warfighting function tasks, and introduces decisive action. Image source:

Central Idea Nature of Operations Military operations are human endeavors. They are contests of wills characterized by continuous and mutual adaptation by all participants. Army forces conduct operations in complex, ever-changing, and uncertain operational environment. To cope with this, the Army exercises … Executed through the… Mission Command 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. The principles of mission command assist commanders and staff in balancing the art of command with the science of control. Guided by the principles of… Build cohesive teams through mutual trust - Exercise disciplined initiative Create shared understanding - Use mission orders - Provide a clear commander's intent - Accept prudent risk This chart lays out the underlying logic and central idea of ADP/ADRP 6-0. Military operations are human endeavors. They are contests of wills characterized by continuous and mutual adaptation by all participants. Army forces conduct operations in complex, ever-changing, and uncertain operational environments. During operations, unexpected opportunities and threats rapidly present themselves. Operations require responsibility and decisionmaking at the point of action. Commanders seek to counter the uncertainty of operations by empowering subordinates at the scene to make decisions, act, and quickly adapt changing circumstances. Through mission command, commanders initiate and integrate all military functions and actions toward a common goal – mission accomplishment. As such, the philosophy of mission command guides commanders, staffs, and subordinates throughout the conduct of operations. This philosophy of command helps commanders capitalize on the human ability to take action to develop the situation and integrate military operations to achieve the commander’s intent and desired end state. Mission command emphasizes centralized intent and dispersed execution through disciplined initiative. Guided by the principles of mission command, commanders use the mission command warfighting function to integrate the other warfighting functions into a coherent whole. By itself, the mission command warfighting function will not secure an objective, move a friendly force, or restore an essential service to a population. Instead, it provides purpose and direction to the other warfighting functions. Commanders use the mission command warfighting function to help achieve objectives and accomplish missions. Together the mission command philosophy and the warfighting function guide, integrate, and synchronize Army forces throughout the conduct of unified land operations. Mission Command Warfighting Function The related tasks and systems that develop and integrate those activities enabling a commander to balance the art of command and the science of control in order to integrate the other warfighting functions. Together the mission command philosophy and warfighting function guide, integrate, and synchronize Army forces throughout the conduct of unified land operations.

Mission Command Philosophy

Unified Land Operations
How the Army seizes, retains, and exploits the initiative to gain and maintain a position of relative advantage in sustained land operations through simultaneous offensive, defensive, and stability operations in order to prevent or deter conflict, prevail in war, and create the conditions for favorable conflict resolution. One of the foundations is … Mission Command Philosophy 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. The principles of mission command assist commanders and staff in balancing the art of command with the science of control. Nature of Operations Military operations are human endeavors. They are contests of wills characterized by continuous and mutual adaptation by all participants. Army forces conduct operations in complex, ever-changing, and uncertain operational environment. To cope with this, the Army exercises … Guided by the principles of… Build cohesive teams through mutual trust - Exercise disciplined initiative Create shared understanding - Use mission orders - Provide a clear commander's intent - Accept prudent risk Executed through the… Mission Command Warfighting Function The related tasks and systems that develop and integrate those activities enabling a commander to balance the art of command and the science of control in order to integrate the other warfighting functions. A series of mutually supporting tasks… Commander Tasks: Drive the operations process through the activities of understand, visualize, describe, direct, lead and assess Develop teams, both within their own organizations and with unified action partners Inform and influence audiences, inside and outside their organizations Staff Tasks: Conduct the operations process (plan, prepare, execute, assess) Conduct knowledge management and information management Conduct inform and influence activities Conduct cyber electromagnetic activities Leads Supports Additional Tasks: Conduct military deception ● Conduct airspace control ● Conduct information protection Conduct civil affairs operations ● Install, operate, and maintain the network Command is personal. Under Army regulations and doctrine, an individual, not an institution or group, commands. Only the commander has total responsibility for what the command does or fails to do. How a commander exercises command varies with the characteristics of that commander. All officers have strengths and weaknesses, abilities and shortcomings that affect how they command. The basic techniques of command do not change or expand with the increase in complexity of the force. The Army’s philosophy of command is mission command. It describes the Army’s ideology of how commanders lead forces to accomplish missions. The fundamental principles of mission command assist commanders and staff in balancing the art of command with the science of control. Enabled by a system… Mission Command System: - Personnel - Information Systems - Facilities and Equipment Networks - Processes and Procedures Together the mission command philosophy and warfighting function guide, integrate, and synchronize Army forces throughout the conduct of unified land operations.

Mission Command as a Philosophy
Mission command is 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 Principles of Mission Command Build cohesive teams through mutual trust Create shared understanding Provide a clear commander’s intent Exercise disciplined initiative Use mission orders Accept prudent risk Why mission command? An effective approach to mission command must be comprehensive, without being rigid, because military operations as a whole defy orderly, efficient, and precise control. Military operations are complex, human endeavors characterized by the continuous, mutual give and take, moves, and countermoves among all participants. The enemy is not an inanimate object to be acted upon. It has its own objectives. While friendly forces try to impose their will on the enemy, the enemy resists and seeks to impose its will on friendly forces. In addition, operations occur among civilian groups whose actions influence and are influenced by military operations. The results of these interactions are often unpredictable—and perhaps uncontrollable. Mission Command as a Philosophy The exercise of mission command is based on mutual trust, shared understanding, and purpose. Commanders understand that some decisions must be made quickly at the point of action. Therefore, they concentrate on the objectives of an operation, not how to achieve it. Commanders provide subordinates with their intent, the purpose of the operation, the key tasks, the desired end state, and resources. Subordinates then exercise disciplined initiative to respond to unanticipated problems. Every Soldier must be prepared to assume responsibility, maintain unity of effort, take prudent action, and act resourcefully within the commander’s intent. Effective commanders understand that their leadership guides the development of teams and helps to establish mutual trust and shared understanding throughout the force. Commanders allocate resources and provide a clear intent that guides subordinates’ actions while promoting freedom of action and initiative. Subordinates, by understanding the commander’s intent and the overall common objective, are then able to adapt to rapidly changing situations and exploit fleeting opportunities. When given sufficient latitude, they can accomplish assigned tasks in a manner that fits the situation. Subordinates understand that they have an obligation to act and synchronize their actions with the rest of the force. Likewise, commanders influence the situation and provide direction, guidance, and resources while synchronizing operations. They encourage subordinates to take bold action, and they accept prudent risks to create opportunity and to seize the initiative.

Build Cohesive Teams Through Mutual Trust
Shared confidence among commanders, subordinates, and partners Takes time and must be earned Result of upholding Army values and exercising leadership consistent with Army leadership principles Build teams Based on mutual trust Requires effort to overcome differences Conducted as early as possible within organizations and with unified action partners Demands unity of effort Mutual trust is shared confidence among commanders, subordinates, and partners. Effective commanders build cohesive teams in an environment of mutual trust. There are few shortcuts to gaining the trust of others. Developing trust takes time, and it must be earned. It is the result of upholding the Army values and exercising leadership, consistent with the Army leadership principles. Effective commanders build teams within their own organizations and with unified action partners through interpersonal relationships. Unified action partners are those military forces, governmental and nongovernmental organizations, and elements of the private sector with whom Army forces plan, coordinate, synchronize, and integrate during the conduct of operations (ADRP 3‑0). Uniting all the diverse capabilities necessary to achieve success in operations requires collaborative and cooperative efforts that focus those capabilities toward a common goal. Where military forces typically demand unity of command, a challenge for building teams with unified action partners is to forge unity of effort. Unity of effort is 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). Image from:

Create Shared Understanding
Operations require a shared understanding of: Operational environment Problems and approaches to solving them Purpose of the operation Shared understanding forms the basis for mutual trust Requires continual collaboration and dialogue Allows subordinates and partners to gain insight into commander’s leadership style, issues, and concerns A defining challenge for commanders and staffs is creating shared understanding of their operational environment, their operation’s purpose, its problems, and approaches to solving them. Shared understanding and purpose form the basis for unity of effort and trust. Commanders and staffs actively build and maintain shared understanding within the force and with unified action partners by maintaining collaboration and dialogue throughout the operations process (planning, preparation, execution, and assessment). Commanders use collaboration to establish human connections, build trust, and create and maintain shared understanding and purpose. Creating shared understanding of the issues, concerns, and abilities of commanders, subordinates, and unified action partners takes an investment of time and effort. Successful commanders talk with Soldiers, subordinate leaders, and unified action partners. Through collaboration and dialogue, participants share information and perspectives, question assumptions, and exchange ideas to help create and maintain a shared understanding and purpose. Images from:

Provide a Clear Commander’s Intent
The commander’s intent is a clear and concise expression of the purpose of the operations and the desired military end state that supports mission command, provides focus to the staff, and helps subordinates and supporting commanders act to achieve the commander’s desired results without further orders, even when the operations does not unfold as planned. JP 3-0 Established within the higher commander’s intent Basis of unity of effort throughout the force Explains the broader purpose of the operation beyond that of the mission statement Allows subordinates to: Gain insight into what is expected of them Understand why mission is being conducted Exercise disciplined initiative within its overarching guidance Commanders articulate the overall reason for the operation so forces understand why it is being conducted. A well-crafted commander’s intent conveys a clear image of the operation’s purpose, key tasks, and the desired outcome. It expresses the broader purpose of the operation—beyond that of the mission statement. This helps subordinate commanders and Soldiers to gain insight into what is expected of them, what constraints apply, and, most important, why the mission is being undertaken. A clear commander’s intent that lower-level leaders can understand is key to maintaining unity of effort. Successful commanders understand they cannot provide guidance or direction for all conceivable contingencies. They formulate and communicate their commander’s intent to describe the boundaries within which subordinates may exercise disciplined initiative while maintaining unity of effort. Commanders collaborate and dialogue with subordinates to ensure they understand the commander’s intent. Subordinates aware of the commander’s intent are far more likely to exercise initiative in unexpected situations. Successful mission command demands subordinates exercising their initiative to make decisions that further their higher commander’s intent. See ADRP 5-0 for details on the format for the commander’s intent.

Exercise Disciplined Initiative
Disciplined initiative is action in the absence of orders, when existing orders no longer fit the situation, or when unforeseen opportunities or threats arise. Subordinates exercising disciplined initiative: Create opportunity by taking action to develop the situation Are guided by commander’s intent Report the situation to the commander as soon as possible Disciplined initiative is action in the absence of orders, when existing orders no longer fit the situation, or when unforeseen opportunities or threats arise. Leaders and subordinates exercise disciplined initiative to create opportunities. Commanders rely on subordinates to act, and subordinates take action to develop the situation. This willingness to act helps develop and maintain operational initiative that sets or dictates the terms of action throughout an operation. The commander’s intent defines the limits within which subordinates may exercise initiative. It gives subordinates the confidence to apply their judgment in ambiguous and urgent situations because they know the mission’s purpose, key task, and desired end state. They can take actions they think will best accomplish the mission. Using disciplined initiative, subordinates strive to solve many unanticipated problems. They perform the necessary coordination and take appropriate action when existing orders no longer fit the situation.

Use Mission Orders “An order should not trespass upon the province of a subordinate. It should contain everything that the subordinate must know to carry out his mission, but nothing more… Above all it must be adapted to the circumstances under which it will be received and executed.” FM (1939) Directives that emphasize the results to be attained, not how they are to achieve them Set conditions for success Assign tasks and focus activities of the force Set priorities and allocate of resources Issue broad guidance Follow five-paragraph OPORD format Orders and plans as brief and simple as possible Tasks and commander’s intent guide subordinates initiative Seldom detail exactly how subordinates must accomplish tasks Mission orders are directives that emphasize to subordinates the results to be attained, not how they are to achieve them. Commanders use mission orders to provide direction and guidance that focus the forces’ activities on the achievement of the main objective, set priorities, allocate resources, and influence the situation. They provide subordinates the maximum freedom of action in determining how best to accomplish missions. Mission orders seek to maximize individual initiative, while relying on lateral coordination between units and vertical coordination up and down the chain of command. The mission orders technique does not mean commanders do not supervise subordinates in execution. However, they do not micromanage. They intervene during execution only to direct changes, when necessary, to the concept of operations. The mission orders technique does not mean commanders do not supervise subordinates in execution. Commanders provide direction and guidance required to focus the activities on the achievement of the main objective, set priorities, allocate resources, and influence the situation. However, they do not micromanage. They intervene during execution only to direct changes as necessary to the concept of operations. See ATTP for details on the orders format.

Accept Prudent Risk Prudent risk is the deliberate exposure to potential injury or loss when the commander judges the outcome in terms of mission accomplishment as worth the cost. ADP 6-0 Focus is on creating opportunity rather than preventing defeat Determine risks Analyze and minimize as many hazards as possible Take prudent risk to exploit opportunities Successful commanders plan and prepare Determine level of risk and how to mitigate Collaborate and dialogue with subordinates Strike at time and place in a manner wholly unexpected by the enemy Prudent risk is a deliberate exposure to potential injury or loss when the commander judges the outcome in terms of mission accomplishment as worth the cost. Opportunities come with risks. The willingness to accept prudent risk is often the key to exposing enemy weaknesses. Making reasonable estimates and intentionally accepting prudent risk are fundamental to mission command. Commanders focus on creating opportunities rather than simply preventing defeat—even when preventing defeat appears safer. Reasonably estimating and intentionally accepting risk are not gambling. Gambling, in contrast to prudent risk taking, is staking success on a single event without considering the hazard to the force should the event not unfold as envisioned. Therefore, commanders avoid taking gambles. Commanders carefully determine risks, analyze and minimize as many hazards as possible, and then take prudent risks to exploit opportunities. Image from: See FM 5-19 for information on risk management.

The Art of Command Command is the authority and direction that a commander in the armed forces lawfully exercises over subordinates by virtue of rank or assignment. Command includes the authority and responsibility for effectively using available resources and for planning the employment of, organizing, directing, coordinating, and controlling military forces for the accomplishment of assigned forces. It also includes the responsibility for health, welfare, morale, and discipline of assigned personnel. JP 1 Command is a human skill sharpened by experience, study, and observation Command requires use of judgment Command is comprised of: Authority Decisionmaking Leadership The art of command is the creative and skillful exercise of authority through timely decisionmaking and leadership. As an art, command requires exercising judgment. Commanders constantly use their judgment for such things as delegating authority, making decisions, determining the appropriate degree of control, and allocating resources. Although certain facts such as troop-to-task ratios may influence a commander, they do not account for the human aspects of command. A commander’s experience and training also influence decisionmaking skills. Proficiency in the art of command stems from years of schooling, self-development, and operational and training experiences. As an art, command also requires providing leadership. Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization. Commanding at any level is more than simply leading Soldiers and units and making decisions. Commanders use their authority with firmness and care. Commanders strive to understand all aspects of their operational environment. Effective commanders create a positive command climate that instills a sense of mutual trust throughout the command. They use their judgment to assess situations, draw feasible conclusions, and make decisions. Commanders guide operations without stifling individual initiative.

The Art of Command: Authority
Authority is the delegated power to judge, act, or command. ADP 6-0 Authority includes responsibility Obligation to carry forward an assigned task to a successful conclusion Responsible to act within the commander’s intent Authority includes accountability Requirement for commanders to answer to their superiors Commanders may delegate authority, not responsibility Accountable for properly using delegated authority and fulfilling responsibilities Commanders set conditions for success when delegating authority Provide resources (forces, equipment & services, information, time, etc) Participate as necessary to guide operations Legal authority to enforce orders under the Uniform Code of Military Justice is a key aspect of command and distinguishes military commanders from civilian leaders and managers. Commanders understand that operations affect and are affected by human interactions. As such, they seek to establish personal authority. A commander’s personal authority reinforces that commander’s legal authority. Personal authority ultimately arises from the actions of the commander and the resulting trust and confidence generated by these actions. Commanders earn respect and trust by upholding laws and Army values, applying Army leadership principles, and demonstrating tactical and technical expertise. Their personal authority is often more powerful than legal authority. Responsibility—the obligation to carry forward an assigned task to a successful conclusion. With responsibility goes authority to direct and take the necessary action to ensure success (JP 1‑02). Commanders are legally responsible for their decisions and for the actions, accomplishments, and failures of their subordinates. Commanders may delegate authority, but delegation does not absolve commanders of their responsibilities to the higher commander. Command responsibilities fall into three major categories: mission accomplishment; the health, welfare, morale, and discipline of Soldiers; and the use and maintenance of resources. In most cases, these responsibilities do not conflict; however, the responsibility for mission accomplishment sometimes conflicts with the responsibility for Soldiers. In an irreconcilable conflict between the two, mission accomplishment must come first. Accountability is the requirement for commanders to answer to their superiors (and finally the American people) for mission accomplishment, for the lives and care of their Soldiers, and for effectively using Army resources. It also includes the obligation to answer for properly using delegated authority. In turn, subordinates are accountable to their commander for fulfilling their responsibilities. Commanders realize that subordinates may not accomplish all tasks initially and that errors may occur. Successful commanders allow subordinates to learn through their mistakes and develop experience. With such acceptance in the command climate, subordinates gain the experience required to operate on their own. However, commanders do not continually underwrite subordinates’ mistakes resulting from a critical lack of judgment. Nor do they tolerate repeated errors of omission, when subordinates fail to exercise initiative. The art of command lies in discriminating between mistakes to underwrite as teaching points and those that are unacceptable in a military leader.

The Art of Command: Decisionmaking
Decisionmaking requires knowing if, when, and what to decide and understanding the consequences of that decision. Commanders process data and information to achieve understanding Commanders understand: Operational success demands timely and effective decisions based on applied judgment Subordinates may not accomplish all tasks and errors may occur Commanders then apply judgment to: Identify, accept, and mitigate risk Prioritize resources Delegate authority Decisionmaking requires knowing if, when, and what to decide and understanding the consequences of any decision. Commanders first seek to understand the situation. As commanders and staffs receive information, they process it to develop meaning. Commanders and staffs then apply judgment to gain understanding. This understanding helps commanders and staffs develop effective plans, assess operations and make quality decisions. Commanders use experience, training, and study to inform their decisions. They consider the impact of leadership, operational complexity, and human factors when determining how to best use available resources to accomplish the mission. Success in operations demands timely and effective decisions based on applying judgment to available information and knowledge. They use their judgment to assess information, situations, or circumstances shrewdly and to draw feasible conclusions.

The Art of Command: Leadership
Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization. ADP 6-22 Commanders use leadership to: Motivate people both inside and outside the chain of command Develop the situation, subordinates and the force Get results and accomplish missions Command presence: Facilitates commanders understanding and visualization Allows commanders to understand the status of their forces Allows commanders to convey their intent and adjust operations Positive command climate: Facilitates team building and motivates forces Encourages initiative Fosters collaboration, dialog, mutual trust, and shared understanding Through leadership, commanders influence their organizations to accomplish missions. They develop mutual trust, create shared understanding, and build cohesive teams. Successful commanders act decisively, within the higher commander’s intent, and in the best interest of the organization. Leaders can influence each other and subordinates regardless of rank, though subordination based on rank occurs with both command and leadership. Commanders are specifically charged by AR to perform functions such as establishing a positive climate, caring for the well-being of Soldiers, properly training their Soldiers and developing subordinates’ competence. By extension, subordinate leaders have a role to support each of these functions. See ADP 6-22 for information on Army leadership.

The Science of Control Control is the regulation of forces and warfighting functions to accomplish the mission in accordance with the commander’s intent. ADP 6-0 Influence situations and provide necessary guidance and direction to synchronize Allow subordinates freedom of action to accomplish their mission Proper degree of control is situation dependent Control is comprised of: Information Communication Structure Degree of Control Aided by staffs, commanders exercise control over assigned forces in their area of operations. Staffs coordinate, synchronize, and integrate actions; inform the commander; and exercise control for the commander. The science of control consists of systems and procedures used to improve the commander’s understanding and support accomplishing missions. The science of control is based on objectivity, facts, empirical methods, and analysis. Commanders and staffs use the science of control to overcome the physical and procedural constraints under which units operate. Units are bound by such factors as movement rates, fuel consumption, weapons effects, rules of engagement, and legal considerations. Commanders and staffs use the science of control to understand aspects of operations that can be analyzed and measured. These include the physical capabilities and limitations of friendly and enemy organizations and systems. Control also requires a realistic appreciation for time-distance factors and the time required to initiate certain actions. The science of control supports the art of command. Image source:

The Science of Control: Information
Information fuels understanding and decisionmaking Commanders establish information requirements and use CCIR to set priorities for collecting relevant Information must be relevant: Accurate: it conveys the true situation Timely: it is available in time to make decisions Usable: it is portrayed in common, easily understood formats and displays Complete: it provides all information necessary Precise: it contains sufficient detail Reliable: it is trustworthy and dependable Information is interpreted to gain situational understanding and adjust operations as necessary Information and knowledge management practices assist in the collection, analyzing, and processing of information Commanders make and implement decisions based on information. Information imparts structure and shape to military operations. It fuels understanding and fosters initiative. Commanders determine information requirements and set information priorities by establishing commander’s critical information requirements. An information requirement is any information element the commander and staff require to successfully conduct operations. Commanders and staff interpret information received to gain understanding and to exploit fleeting opportunities, respond to developing threats, modify plans, or reallocate resources. Staffs use information and knowledge management practices to assist commanders in collecting, analyzing, and disseminating information. This cycle of information exchange provides the basis for creating and maintaining understanding. Commanders and staffs develop a common operational picture (known as a COP), a single display of relevant information within a commander’s area of interest tailored to the user’s requirements and based on common data and information shared by more than one command. They choose any appropriate technique to develop and display the COP, such as graphical representations, verbal narratives, or written reports.

The Science of Control: Communication
More than the simple transmission of information Links information to decisions and decisions to action Feedback helps compare actual situation to a visualization Effective communication: Is intensive, unconstrained and collaborative Is interactive and characterized by continuous vertical and horizontal feedback Builds trust, cooperation, cohesion, and shared understanding Commander Subordinate Decisions & Guidance Feedback Communication is more than the simple transmission of information. It is a means to exercise control over forces. Communication links information to decisions and decisions to action. No decision during operations can be executed without clear communication between commanders and subordinates. Communication among the parts of a command supports their coordinated action. The traditional view of communication within military organizations is that subordinates send commanders information, and commanders provide subordinates with decisions and instructions. This linear form of communication is inadequate for mission command. Communication has an importance far beyond exchanging information. Commanders and staffs communicate to learn, exchange ideas, and create and sustain shared understanding. Information needs to flow up and down the chain of command as well as laterally to adjacent units and organizations. Separate from the quality or meaning of information exchanged, communication strengthens bonds within a command. It is an important factor in building trust, cooperation, cohesion, and mutual understanding. Command channels are direct chain-of-command transmission paths. Commanders and authorized staff officers use command channels for command-related activities. Staff channels are staff-to-staff transmission paths between headquarters and are used for control-related activities. Staff channels transmit planning information, status reports, controlling instructions, and other information to support mission command. The intelligence and sustainment nets are examples of staff channels. Technical channels are the transmission paths between two technically similar units or offices that perform a specialized technical function, requiring special expertise or control the performance of technical functions. Technical channels are typically used to control performance of technical functions. They are not used for conducting operations or supporting another unit’s mission. An example is network control.

The Science of Control: Structure
Structure assists commanders in exercising control Establishes relationships and guides interaction between elements Internal and external Command and support Facilitates coordination among organization’s groups and activities Organizational structure helps commanders exercise control. Structure refers to a defined organization that establishes relationships and guides interactions among elements. It also includes procedures for coordinating among an organization’s groups and activities. The commander establishes control with a defined organization. Structure is both internal (such as a command post) and external (such as command and support relationships among subordinate forces). Commanders apply the doctrinal guidance provided in ATTP for organizing Army command post operations and command and support relationships. The most basic organization in control is a hierarchy. In military terms, this relationship is between the commander and staff, and subordinate forces.

The Science of Control: Degree of Control
Appropriate degree of control varies with each situation Balances need to maximize combat power with subordinates ability to respond to changing conditions May change as operations progress to ensure units can adapt to changing situations Considerations for determining degree of control include: Level of acceptable risk Delegation of authority and resources Ability to sustain the force Span of control Forms of control Use minimum number of control measures necessary A key aspect of mission command is determining the appropriate degree of control to impose on subordinates. The appropriate degree of control varies with each situation and is not easy to determine. Different operations and phases of operations require tighter or more relaxed control over subordinate elements than other phases require. An air assault’s air movement and landing phases, for example, require precise control and synchronization. Its ground maneuver plan may require less detail. Successful commanders understand that swift action may be necessary to capitalize on fleeting opportunities. They centralize or decentralize control of operations as needed to ensure that units can adapt to changing situations Although some risk is inherent in all operations, commanders consider the impact of centralizing or decentralizing control of authority and resources. They weigh the benefit of decentralizing control against the risk that the higher headquarter may not be able to respond immediately to a subordinate unit’s request for assistance. Commanders avoid over-control of authority and resources that may leave subordinate units lacking the ability to respond rapidly to emerging situations. The experience of subordinate commanders, their ability to make decisions, and the impact of subordinate decisions on the higher headquarters mission factor into any decision to delegate decisionmaking authority. Sustaining the force involves equipping it with materiel (for individuals and units), maintaining Soldier readiness, and sustaining readiness for unified land operations. Commanders analyze their operational environment to understand what is needed and allocate resources. Unit organization should ensure reasonable span of control—the number of subordinates or activities under a single commander. Two techniques for control are positive and procedural. Positive control is a technique for actively regulating forces that requires explicit coordination between commanders and subordinate leaders. Positive control requires active command participation. Procedural control is a technique of regulating forces where actions are governed by written and oral instructions which do not require authorization to execute. Examples of procedural control include orders, regulations, policies, and doctrine.

Mission Command Warfighting Function

How the Army seizes, retains, and exploits the initiative to gain and maintain a position of relative advantage in sustained land operations through simultaneous offensive, defensive, and stability operations in order to prevent or deter conflict, prevail in war, and create the conditions for favorable conflict resolution. One of the foundations is … Mission Command Philosophy 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. The principles of mission command assist commanders and staff in balancing the art of command with the science of control. Nature of Operations Military operations are human endeavors. They are contests of wills characterized by continuous and mutual adaptation by all participants. Army forces conduct operations in complex, ever-changing, and uncertain operational environment. To cope with this, the Army exercises … Guided by the principles of… Build cohesive teams through mutual trust - Exercise disciplined initiative Create shared understanding - Use mission orders - Provide a clear commander's intent - Accept prudent risk Executed through the… Mission Command Warfighting Function The related tasks and systems that develop and integrate those activities enabling a commander to balance the art of command and the science of control in order to integrate the other warfighting functions. A series of mutually supporting tasks… Commander Tasks: Drive the operations process through the activities of understand, visualize, describe, direct, lead and assess Develop teams, both within their own organizations and with unified action partners Inform and influence audiences, inside and outside their organizations Staff Tasks: Conduct the operations process (plan, prepare, execute, assess) Conduct knowledge management and information management Conduct inform and influence activities Conduct cyber electromagnetic activities Leads Supports Additional Tasks: Conduct military deception ● Conduct airspace control ● Conduct information protection Conduct civil affairs operations ● Install, operate, and maintain the network This chart lays out the central idea of mission command. Military operations are human endeavors. They are contests of wills characterized by continuous and mutual adaptation by all participants. Army forces conduct operations in complex, ever-changing, and uncertain operational environments. Unified land operations is the Army’s operating concept. Mission command is a foundation of unified land operations. During operations, unexpected opportunities and threats rapidly present themselves. Operations require responsibility and decisionmaking at the point of action. Commanders seek to counter the uncertainty of operations by empowering subordinates at the scene to make decisions, act, and quickly adapt changing circumstances. Through mission command, commanders initiate and integrate all military functions and actions toward a common goal – mission accomplishment. As such, the philosophy of mission command guides commanders, staffs, and subordinates throughout the conduct of operations. This philosophy of command helps commanders capitalize on the human ability to take action to develop the situation and integrate military operations to achieve the commander’s intent and desired end state. Mission command emphasizes centralized intent and dispersed execution through disciplined initiative. Guided by the principles of mission command, commanders use the mission command warfighting function to integrate the other warfighting functions into a coherent whole. By itself, the mission command warfighting function will not secure an objective, move a friendly force, or restore an essential service to a population. Instead, it provides purpose and direction to the other warfighting functions. Commanders use the mission command warfighting function to help achieve objectives and accomplish missions. Together the mission command philosophy and warfighting function guide, integrate, and synchronize Army forces throughout the conduct of unified land operations. Enabled by a system… Mission Command System: - Personnel - Information Systems - Facilities and Equipment Networks - Processes and Procedures Together the mission command philosophy and warfighting function guide, integrate, and synchronize Army forces throughout the conduct of unified land operations.

Warfighting Functions
A warfighting function is a group of tasks and systems (people, organizations, information, and processes) united by a common purpose that command use to accomplish missions and training objective (ADRP 3-0) A warfighting function is a group of tasks and systems that have a specialize purpose. The purpose of the mission command warfighting function is to integrate and synchronize the other warfighting functions. Combat power is the total means of destructive, constructive, and information capabilities that a military unit or formation can apply at a given time (ADRP 3-0). Integrate: to bring together or incorporate (parts) into a whole (dictrionary.com). Synchronize: The arrangement of military actions in time, space, and purpose to produce maximum relative combat power at a decisive place and time. Source: JP 2-0 Commanders integrate and synchronize the other warfighting functions into a coherent whole to mass the effects of combat power at the decisive place and time through the mission command warfighting function. 28

Mission Command Warfighting Function
Mission command warfighting function is the related tasks and systems that develop and integrate those activities enabling a commander to balance the art of command and the science of control in order to integrate the other warfighting functions (ADRP 3-0). How we integrate & synchronize Mission Command Warfighting Function Tasks Systems Resources available What we do Enables The mission command warfighting function tasks highlight what commanders and staff do to integrate the other warfighting functions. The mission command warfighting function tasks include mutually supporting commander, staff, and additional tasks. The commander leads the staff tasks, and the staff tasks fully support the commander in executing the commander tasks. Commanders, assisted by their staff, integrate numerous processes and activities within the headquarters and across the force, as they exercise mission command. The mission command system is the systematic arrangement of personnel, networks, information systems, processes and procedures, and facilities and equipment that enable commanders to conduct operations.

Inform and influence audiences,
Commander Tasks Commanders are the central figures Commanders balance time between providing purpose and direction to the force and leading staffs Three primary tasks: Drive the operations process through their activities of understanding, visualizing, describing, directing, leading, and assessing operations Develop teams, both within their own organizations and with joint, interagency, and multinational partners Commanders use the operations process as the overarching framework for exercising mission command. The operations process helps commanders translate decisions into action and synchronize forces. Commanders realize that teams and teamwork are crucial to success. A team is a group of individuals or organizations that work together toward a common goal. Teams work together to exchange ideas and synchronize efforts. Commanders use inform and influence activities to ensure complimentary and reinforcing actions, themes, and messages help forces accomplish their objectives. Inform and influence activities support the commander’s operational goals by synchronizing words and actions. Inform and influence audiences, inside and outside their organizations

Commander Task: Drive the Operations Process
The Army’s framework for exercising mission command is the operations process—the major mission command activities performed during operations: planning, preparing, executing, and continuously assessing the operation. Commanders, supported by their staffs, use the operations process to drive the conceptual and detailed planning necessary to understand, visualize, and describe their operational environment; make and articulate decisions; and direct, lead, and assess military operations. Central idea… The operations process is the framework commanders, supported by their staffs, use for the exercise of mission command. The activities of the operations process (planning, preparation, execution, and assessment) are not discrete; they overlap and recur as circumstances demand. Planning starts an iteration of the operations process. Upon completion of the initial order, planning continues as leaders revise the plan based on changing circumstances. Preparing begins during planning and continues through execution. Execution puts a plan into action by applying combat power to seize, retain, and exploit the initiative to gain a position of relative advantage. Assessing is continuous and influences the other three activities. 1). The Army’s framework for exercising mission command is the operations process. 2). Commander’s are the most important participant in the operations process. They drive the operations process through the activities of understanding, visualizing, describing, directing, leading, and assessing operations. 3). Through out the operations process, commanders supported by their staff seek to build and maintain their situational understanding. 4). Commanders encourage collaboration and dialogue among commanders, staffs, and with unified action partners throughout the operations process. 5). Commanders and staffs apply critical and creative thinking to identify and solve problems throughout the operations process. Commanders, assisted by staffs, integrate activities across the force Commanders use the operations process to synchronize forces and warfighting functions See ADP 5-0 for information on the operations process.

Commander Task: Develop Teams
Mission command relies on teams and teamwork Teams can be: Informal groups or structured, hierarchical groups Formed in advance or gradually as the situation develops Pre-existing (such as host-nation and civilian organizations) Effective commanders use teams to: Synchronize efforts towards a common goal Foster greater understanding of the operational environment Promote the exchange of ideas, creativity, and development of collective solutions A team is a group of individuals or organizations that work together toward a common goal. Teams range from informal groups of peers to structured, hierarchical groups. Teams may form in advance or gradually as the situation develops. Forming teams requires skill to: Overcome biases that inhibit trust and cooperation Establish mutual trust, shared understanding, and foster unity of effort Instill supportive attitude and sense of responsibility Appropriately distribute authority

Commander Task: Inform & Influence
Inform and influence activities are the integration of designated information-related capabilities in order to synchronize themes, messages, and actions with operations to inform United States and global audiences, influence foreign audiences, and affect adversary and enemy decisionmaking. ADRP 3-0 Through inform and influence activities, commanders: Ensure actions, themes, and messages compliment and reinforce each other to accomplish objectives Assist in creating shared understanding and purpose inside and outside the organization and with affected audiences Synchronize words and actions Commanders can inform and influence through: Soldier and leader engagements Operations briefs Radio programs Unit website posts An information theme is a unifying or dominant idea or image that expresses the purposes for an action. A message is a verbal, written, or electronic communication that supports an information theme focused on an audience. It supports a specific action or objective. Actions, themes, and messages are inextricably linked. Commanders use inform and influence activities to ensure actions, themes, and messages compliment and reinforce each other and support operational objectives. They keep in mind that every action implies a message, and they avoid apparently contradictory actions, themes, or messages. See FM 3-13 for information on inform and influence activities.

Staff Tasks Staff support commanders in:
Understanding situations Decisionmaking Implementing decisions Staff tasks fully support the commander in executing the commander tasks Conduct the operations process Conduct inform and influence activities Conduct knowledge management and information management Conduct cyber electromagnetic activities Staffs assist the commander in the details of planning, preparing, executing, and assessing by conducting the operations process. They use the operations process to integrate and synchronize within the headquarters and across the force. Although staffs perform many tasks, they use knowledge and information management practices to provide commanders the information they need to create and maintain their understanding and make effective decisions. Staffs also assist the commander in developing, coordinating, and integrating inform and influence activities. Additionally, staffs integrate and synchronize cyber electromagnetic activities across all command echelons and warfighting functions.

Staff Task: Conduct the Operations Process
Staff assist commanders in the details of: Planning Preparing Executing Assessing Staff prepare plans and orders that guide forces during execution During execution, staff assist in controlling forces Staff continuously plan future operations based on assessment of operations Upon receipt of a mission, planning starts a cycle of the operations process that results in a plan or operation order to guide the force during execution. After the completion of the initial order, however, the commander and staff revise the plan based on changing circumstances. While units and Soldiers always prepare for potential operations, preparing for a specific operation begins during planning and continues through execution. Execution puts plans into action. During execution, staffs focus on concerted action to seize and retain operational initiative, build and maintain momentum, and exploit success. As the unit executes the current operation, the commander and staff are planning future operations based on assessments of progress. Assessment is continuous and affects the other three activities. Subordinate units of the same command may be conducting different operations process activities. The continuous nature of the operations process allows commanders and staffs to make adjustments enabling agile and adaptive forces. Commanders, assisted by their staffs, integrate activities within the headquarters and across the force as they exercise mission command. Throughout the operations process, they develop an understanding and appreciation of their operational environment. They formulate a plan and provide purpose, direction, and guidance to the entire force. Commanders then adjust operations as changes to the operational environment occur. It is this cycle that enables commanders and forces to seize, retain, and exploit the initiative to gain a position of relative advantage over the enemy. See ADP 5-0 for information on the operations process.

Staff Task: Conduct KM & IM
Commanders constantly seek to understand their environment in order to facilitate decisionmaking Staffs: Study the operational environment and identify information gaps Help develop and answer information requirements Process information for development into and for use as knowledge Manage information and associated knowledge within their area of expertise Information is collected, processed, stored, displayed, disseminated, and protected according to information management practices Knowledge management practices enable the transfer of knowledge between individuals and organizations Knowledge management is the process of enabling knowledge flow to enhance shared understanding, learning, and decisionmaking. Knowledge management facilitates the transfer of knowledge between staffs, commanders, and forces. Knowledge management aligns people, processes, and tools within an organization to distribute knowledge and promote understanding. Commanders apply judgment to the information and knowledge provided to understand their operational environment and discern operational advantages. Commanders are constantly seeking to understand their operational environment in order to facilitate decisionmaking. The staff uses information management to assist the commander in building and maintaining understanding. Information management is the science of using procedures and information systems to collect, process, store, display, disseminate, and protect data, information, and knowledge products. The staff studies the operational environment, identifies information gaps, and helps the commander develop and answer information requirements. Collected data are then organized and processed into information for development into and use as knowledge. Information becomes knowledge, and that knowledge also becomes a source of information. As this happens, new knowledge is created, shared, and acted upon. During the course of operations, knowledge constantly flows between individuals and organizations. Staffs help manage this constant cycle of exchange. Staffs use information and knowledge management to provide commanders the information they need to create and maintain their understanding and make effective decisions. Information is disseminated, stored, and retrieved according to established information management practices. Information management practices allow all involved to build on each other’s knowledge to further develop a shared understanding across the force. Knowledge management practices enable the transfer of knowledge between individuals and organizations. Knowledge transfer occurs both formally—through established processes and procedures—and informally—through collaboration and dialogue. Participants exchange perspectives along with information. They question each other’s assumptions and exchange ideas. In this way, they create and maintain shared understanding and develop new approaches. Teams benefit, and forces enhance integration and synchronization See FM for information on knowledge management.

Staff Task: Conduct Inform & Influence
Staffs assist commanders in: Developing themes and messages Coordinate the activities and operations of information-related capabilities The primary information-related capabilities are: Public affairs Military information support operations Soldier and leader engagements Throughout the operations process, staffs assist commanders in developing themes and messages to inform domestic audiences and influence foreign friendly, neutral, adversary, and enemy populations. They coordinate the activities and operations of information-related capabilities to integrate and synchronize all actions and messages into a cohesive effort. Staffs assist the commander in employing those capabilities to inform and influence foreign target audiences to shape the operational environment, exploit success, and protect friendly vulnerabilities. All assets and capabilities at a commander’s disposal have the capacity to inform and influence to varying degrees. See FM 3-13 for information on inform and influence activities.

Staff Task: Cyber Electromagnetic Activities
Cyber electromagnetic activities are activities leveraged to seize, retain, and exploit an advantage over adversaries and enemies in both cyberspace and the electromagnetic spectrum, while simultaneously denying and degrading adversary and enemy use of the same and protecting the mission command system. ADRP 3-0 Staffs assist commanders in integrating: Cyberspace operations Electromagnetic spectrum operations Electronic warfare To succeed in unified land operations, cyber electromagnetic activities must be integrated and synchronized across all command echelons and warfighting functions. Commanders, supported by their staff, integrate cyberspace operations, electromagnetic spectrum operations and electronic warfare. The electronic warfare working group or similar staff organization coordinates cyber electromagnetic activities. These activities may employ the same technologies, capabilities, and enablers to accomplish assigned tasks. Cyber electromagnetic activities also enable inform and influence activities, signals intelligence, and network operations. (See Army doctrine on cyber electromagnetic activities for more information.) See FM 3-38 for information on cyber electromagnetic activities.

Additional Tasks Conduct military deception
Conduct civil affairs operations Install, operate, and maintain the network Conduct airspace control Conduct information protection Commanders may use military deception to establish conditions favorable to success. Military deception is actions executed to deliberately mislead adversary military decision makers as to friendly military capabilities, intentions, and operations, thereby causing the adversary to take specific actions (or inactions) that will contribute to the accomplishment of the friendly mission (JP ). Commanders use military deception to confuse an adversary, to deter hostile actions, and to increase the potential of successful friendly actions. It targets adversary decision makers and affects their decisionmaking process. Military deception can enhance the likelihood of success by causing an adversary to take (or not to take) specific actions, not just to believe certain things. Commanders use civil affairs operations to engage the civil component of the operational environment. Military forces interact with the civilian populace during operations. A supportive civilian population can provide resources and information that facilitate friendly operations. A hostile civilian population can threaten the operations of deployed friendly forces. Commanders use civil affairs operations to enhance the relationship between military forces and civil authorities in areas where military forces are present. Civil affairs operations are usually conducted by civil affairs forces due to the complexities and demands for specialized capabilities. (See Army doctrine on civil affairs for more information.) Commanders rely on technical networks to communicate information and control forces. Technical networks facilitate information flow by connecting information users and information producers and enable effective and efficient information flow. Technical networks help shape and influence operations by getting information to decisionmakers, with adequate context, enabling them to make better decisions. They also assist commanders in projecting their decisions across the force. (See Army doctrine on network operations for more information.) Commanders conduct airspace control to increase combat effectiveness. Airspace control promotes the safe, efficient, and flexible use of airspace with minimum restraint on airspace users, and includes the coordination, integration, and regulation of airspace to increase operational effectiveness. Effective airspace control reduces the risk of fratricide, enhances air defense operations, and permits greater flexibility of operations. (See Army doctrine on airspace control for more information.) Information protection is active or passive measures used to safeguard and defend friendly information and information systems. It denies enemies, adversaries, and others the opportunity to exploit friendly information and information systems for their own purposes. It is accomplished through active and passive means designed to help protect the force and preserve combat power.

Mission Command System
Networks LandWarNet GIG Social Networks Signal Nodes SIPERNET Facilities & Equipment Command Posts Vehicles TAC CP Mobile Group Personnel Commander Subordinate leaders Staffs Deputies CSMs Civil Information Systems Computers Cell Phones Software Video Conference Processes & Procedures Battle rhythm Ops Process MDMP SOPs The mission command system is the systematic arrangement of personnel, networks, information systems, processes and procedures, and facilities and equipment that enable commanders to conduct operations (ADP 6-0). Commanders organize a mission command system to: Support decisionmaking Collect, create, and maintain relevant information and prepare knowledge products that support understanding Prepare and communicate directives Establish a means to communicate, collaborate, and facilitate the functioning of teams

Mission Command System: Personnel
Commanders base their mission command system on human skills, knowledge, and abilities Key personnel dedicated to mission command are: Seconds in command Command sergeants major Staffs A commander’s mission command system begins with people. Soldiers and leaders exercise disciplined initiative and accomplish assigned missions in accordance with the commander’s intent, not technology. Therefore, commanders base their mission command system on human skills, knowledge, and abilities more than on equipment and procedures. Trained Soldiers and leaders form the basis of an effective mission command system; commanders must not underestimate the importance of providing training. Key personnel dedicated to mission command include seconds in command, command sergeants major, and staffs. Image from:

Mission Command System: Networks
Networks enable commanders to communicate information and control forces Commanders establish networks to connect people Two types of networks: Social – individuals and organizations interconnected by a common interest Technical – allow sharing of resources and information Social and technical networks enable commanders to communicate information and control forces, leading to successful operations. Generally, a network is a grouping of people or things interconnected for a purpose. Commanders develop and leverage various social networks—individuals and organizations interconnected by a common interest—to exchange information and ideas, build teams, and promote unity of effort. Technical networks also connect people and allow sharing of resources and information. For example, LandWarNet (the Army’s portion of the Global Information Grid) is a technical network. It encompasses all Army information management systems and information systems that collect, process, store, display, disseminate, and protect information worldwide.

Mission Command System: Information Systems
An information system consists of equipment that collects, processes, stores, displays, and disseminates information. This includes computers–hardware and software–and communications, as well as policies and procedures for their use. ADP 6-0 Information systems enable information sharing Staffs use information systems to: Process information Store information Disseminate information Commanders determine their information requirements and focus their staffs and organizations on using information systems to meet these requirements. An information system consists of equipment that collects, processes, stores, displays, and disseminates information. This includes computers—hardware and software—and communications, as well as policies and procedures for their use. Staffs use information systems to process, store, and disseminate information according to the commander's priorities. These capabilities relieve the staff of handling routine data. Information systems—especially when merged into a single, integrated network—enable extensive information sharing.

Mission Command System: Processes & Procedures
Processes and procedures organize activities Processes are series of actions directed to an end state Procedures are standard, detailed steps that describe how to perform specific tasks to achieve a desired end state Processes and procedures can: Minimize confusion and misunderstanding Increase organizational efficiency or tempo Processes and procedures help commanders organize the activities within the headquarters and throughout the force. Processes and procedures govern actions within a mission command system to make it more effective and efficient. A process is a series of actions directed to an end state. One example is the military decisionmaking process. Procedures are standard, detailed steps, often used by staffs, which describe how to perform specific tasks to achieve the desired end state. One example is a standard operating procedure. Adhering to processes and procedures minimizes confusion, misunderstanding, and hesitation as commanders make frequent, rapid decisions to meet operational requirements.

Mission Command System: Facilities & Equipment
Commanders arrange facilities and equipment to support operational needs Facilities range from command post vehicles and tentage to hardened buildings Equipment includes vehicles, radio or signaling equipment, to generators and lighting Facilities and equipment include command posts, signal nodes, and all mission command support equipment, excluding information systems. A facility is a structure or location that provides a work environment and shelter for the personnel within the mission command system. Facilities range from a command post composed of vehicles and tentage to hardened buildings. Examples of equipment needed to sustain a mission command system include vehicles, generators, and lighting.

Backups

Enduring Themes The Nature of Military Operations
AUGUST 2003 DISTRIBUTION RESTRICTION: Approved for public release, distribution is unlimited HEADQUARTERS DEPARTMENT OF THE ARMY FM 6-0 Mission Command The Nature of Military Operations Human endeavors Complex, ever-changing, and uncertain Emphasis on Leadership and Soldiers Mission Command Command Control Mission Command Warfighting Function Tasks Mission command system 2011 If you believe, as we do, that doctrine represents, at its highest level, the fundamentals principles that drive the conduct of operations, it is no surprise that many of these fundamentals carry over from one version to the next. While there are many significant changes in ADP/ADRP 6-0, there are also many enduring themes from past versions. We still view military operations as human endeavors that are complex, every-changing, and therefore uncertain. The Army has always emphasized the importance of leadership and understood Soldiers are the most important resource. Good leaders are the catalysts for success. Mission command still portrays what a commander does and how they execute the task of leading their forces to accomplish the mission. Put another way, a commander still commands forces and controls the actions of the force. The mission command warfighting function continues to provide purpose and direction to the other warfighting functions. It is the vehicle by which the commander integrates the other warfighting functions (movement and maneuver, intelligence, fires, sustainment, and protection) into a coherent whole. The warfighting function still has mutually supporting commander, staff, and additional tasks. The commander leads the staff tasks, and the staff tasks fully support the commander in executing the commander tasks. Commanders, assisted by their staffs, integrate numerous processes and activities within the headquarters and across the force as they exercise mission command. Commanders cannot exercise mission command alone. At every echelon of command, each commander establishes a mission command system. Commanders organize the five components of their mission command system to support decisionmaking and facilitate communication: personnel, networks, information systems, processes and procedures, and facilities and equipment . The most important of these components is personnel. 47

Summary of Changes New, Added, or Significantly Modified Replaced
AUGUST 2003 DISTRIBUTION RESTRICTION: Approved for public release, distribution is unlimited HEADQUARTERS DEPARTMENT OF THE ARMY FM 6-0 Mission Command New, Added, or Significantly Modified Progressed the concept of mission command Updated the mission command warfighting function definition Modified the mission command warfighting function tasks Operations process discussion moved to ADP and ADRP 5-0 Operation and mission variables discussion moved to ADRP 5-0 Knowledge management discussion moved to FM Details for planning, preparing, executing and assessing operations along with appendices moved to ATTP 5-0.1 Replaced “Command and Control” or “C2” with “Mission Command” “Command and Control Warfighting Function” with “Mission Command Warfighting Function” Eliminated Battle Command 2011 These are the major changes in this manual. Changes reflect lessons learned over the past 10 years of sustained land combat. We will talk about each in turn. Also listed below are the significant deletions from previous doctrine. In the slides that follow, these and other major changes (especially terms or concepts that have been replaced and should no longer be used) will be highlighted in red. 48

How the Army seizes, retains, and exploits the initiative to gain and maintain a position of relative advantage in sustained land operations through simultaneous offensive, defensive, and stability operations in order to prevent or deter conflict, prevail in war, and create the conditions for favorable conflict resolution. Battle Command is rescinded as an Army term One of the foundations is … Mission Command Philosophy 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. The principles of mission command assist commanders and staff in balancing the art of command with the science of control. Nature of Operations Military operations are human endeavors. They are contests of wills characterized by continuous and mutual adaptation by all participants. Army forces conduct operations in complex, ever-changing, and uncertain operational environment. To cope with this, the Army exercises … Guided by the principles of… Build cohesive teams through mutual trust - Exercise disciplined initiative Create shared understanding - Use mission orders - Provide a clear commander's intent - Accept prudent risk Executed through the… Mission Command Warfighting Function The related tasks and systems that develop and integrate those activities enabling a commander to balance the art of command and the science of control in order to integrate the other warfighting functions. A series of mutually supporting tasks… Commander Tasks: Drive the operations process through the activities of understand, visualize, describe, direct, lead and assess Develop teams, both within their own organizations and with unified action partners Inform and influence audiences, inside and outside their organizations Staff Tasks: Conduct the operations process (plan, prepare, execute, assess) Conduct knowledge management and information management Conduct inform and influence activities Conduct cyber electromagnetic activities Leads Supports Additional Tasks: Conduct military deception ● Conduct airspace control ● Conduct information protection Conduct civil affairs operations ● Install, operate, and maintain the network This chart lays out the central idea of mission command. Military operations are human endeavors. They are contests of wills characterized by continuous and mutual adaptation by all participants. Army forces conduct operations in complex, ever-changing, and uncertain operational environments. Unified land operations is the Army’s operating concept. Mission command is a foundation of unified land operations. During operations, unexpected opportunities and threats rapidly present themselves. Operations require responsibility and decisionmaking at the point of action. Commanders seek to counter the uncertainty of operations by empowering subordinates at the scene to make decisions, act, and quickly adapt changing circumstances. Through mission command, commanders initiate and integrate all military functions and actions toward a common goal – mission accomplishment. As such, the philosophy of mission command guides commanders, staffs, and subordinates throughout the conduct of operations. This philosophy of command helps commanders capitalize on the human ability to take action to develop the situation and integrate military operations to achieve the commander’s intent and desired end state. Mission command emphasizes centralized intent and dispersed execution through disciplined initiative. Guided by the principles of mission command, commanders use the mission command warfighting function to integrate the other warfighting functions into a coherent whole. By itself, the mission command warfighting function will not secure an objective, move a friendly force, or restore an essential service to a population. Instead, it provides purpose and direction to the other warfighting functions. Commanders use the mission command warfighting function to help achieve objectives and accomplish missions. Together the mission command philosophy and warfighting function guide, integrate, and synchronize Army forces throughout the conduct of unified land operations. Mission Command replaces Command & Control Enabled by a system… Mission Command System: - Personnel - Information Systems - Facilities and Equipment Networks - Processes and Procedures Together the mission command philosophy and warfighting function guide, integrate, and synchronize Army forces throughout the conduct of unified land operations.

Principles of Mission Command
Elements of Mission Command* Commander’s intent Subordinate initiative Mission orders Resource allocation * Based on an environment of mutual trust and understanding Tenents of Mission Command Mutual trust, understanding, and dutiful initiative Appropriately delegated decisionmaking Decentralized combined arms capabilities Adaptive, bold, audacious, and imaginative leaders Well-trained, cohesive units Nerve and restraint. Calculated risk Principles of Mission Command Build cohesive teams through mutual trust Create shared understanding Provide a clear commander’s intent Exercise disciplined initiative Use mission orders Accept prudent risk FM 6-0 (2003) codified the philosophy of mission command in It identified four elements of mission command based on an environment of mutual trust and understanding. Commander’s intent Subordinates’ initiative Mission orders Resource allocation The nature of operations from 2003 to 2010 underscored that military operations are human undertakings that are affected by human interactions. Soldiers and leaders exercise disciplined initiative and accomplish assigned missions in accordance with the commander’s intent, not technology. The 2010 Functional Concept embraced seven tenets of mission command. To account for recent operational experience, ADP 6-0 reinforces the six principles of mission command found in FM 6-0 (2011).

The related tasks and systems that develop and integrate those activities enabling a commander to balance the art of command and the science of control in order to integrate the other warfighting functions. Mission Command replaces Command & Control Over the years we’ve had lots of ways to categorize tasks, functions, roles, and organizations, including: - Battlefield Operating Systems – BOS (originally 13, frequently changed); - Battlefield Functional Areas; - Elements of Combat Power; - Enduring Combat Functions; Universal Joint Task List’s strategic, operational and tactical tasks. Six tasks stood out as most frequently used and most useful – the six on left. The also match: - Joint functions in JP 3-0; - Universal Joint Task List operational & tactical tasks; USMC warfighting functions. We used the term warfighting functions to align with USMC as part of our desire to bring Army and USMC doctrine closer together. Combined with leadership and information, warfighting functions now define the elements of combat power. Inclusion of leadership highlights the importance of the human dimension – the central role of leadership in generating combat power. Changes to the tasks in the warfighting functions are shown on the chart. Air and Missile Defense (AMD) to Fires; Internment/Resettlement to Protection; and EW to Mission Command. Through the mission command warfighting function, commanders integrate the other warfighting functions into a coherent whole to mass the effects of combat power at the decisive place and time. 51

Mission Command Warfighting Function Tasks
Design Pervades all Tasks STAFF TASKS Conduct the operations process Conduct knowledge management and information management Conduct inform and influence activities Conduct cyber/electromagnetic activities COMMANDER’S TASKS Drive the operations process Understand, visualize, describe, direct, lead, and assess operations Lead development of teams among modular formations & unified action partners Lead inform and influence activities Leads Supports 2011 Reduced Commander Tasks down to three Added two “Additional Tasks” Design is an Army planning methodology Commander Tasks: Drive the operations process through the activities of understand, visualize, describe, direct, lead and assess Develop teams, both within their own organizations and with unified action partners Inform and influence audiences, inside and outside their organizations Staff Tasks: Conduct the operations process (plan, prepare, execute, assess) Conduct knowledge management and information management Conduct inform and influence activities Conduct cyber electromagnetic activities Leads Supports Additional Tasks: Conduct military deception ● Conduct airspace control ● Conduct information protection Conduct civil affairs operations ● Install, operate, and maintain the network 2012 FM 3-0, Chg 1 (2008) replaced the “command and control” warfighting function with the “mission command” warfighting function. In doing so, it introduced mutually supporting commander and staff tasks. FM 6-0 (2011) reflected this change. ADP 6-0 updates the tasks. The significant changes are: - There are now three commander tasks. - Two additional tasks have been added. - Design is now an Army planning methodology.

Personnel – Deputy commanders, staffs, Networks - Technical (i.e. LandWarNet) and social Information systems – Computers (hardware and software)e and communications equipment Processes and procedures - MDMP, battle rhythm, etc. Facilities and equipment - Command posts, signal nodes, centers. Commanders cannot exercise mission command alone. The mission command system enhances the commander’s ability to conduct operations. The mission command system is organized to— Support the commander’s decisionmaking. Collect, create, and maintain relevant information and prepare knowledge products to support the commander’s and leaders’ understanding and visualization. Prepare and communicate directives. Establish the means by which commanders and leaders communicate, collaborate, and facilitate the functioning of teams.

(Commander and C2 System)
FM 6-0 (2003) C2 Construct Command and Control (Commander and C2 System) Command Control Combining the Art of Command and the Science of Control Design This construct includes both the command philosophy and warfighting function in one. Mission Command A Philosophy Notes: FM 5-0 is built on the fundamentals of C2 in FM 6-0, Mission Command: Command and Control of Army Forces. Readers must be familiar with the C2 taxonomy established in FM 6-0 (2003). Command and control is the exercise of authority and direction by a properly designated commander over assigned and attached forces in the accomplishment of a mission. Commanders perform command and control functions through a command and control system (FM 6-0). Command and control consists of two components: the commander and the C2 System. The C2 system is the arrangement of personnel, information management, procedures, and equipment and facilitates essential for the commander to conduct operations (FM 6-0). Command is the authority that a commander in the armed forces lawfully exercises over subordinates by virtue of rank or assignment. Command includes the authority and responsibility for effectively using available resources and for planning the employment of, organizing, directing, coordinating, and controlling military forces for the accomplishment of assigned missions. It also includes responsibility for health, welfare, morale, and discipline of assigned personnel (JP 1). Control is the regulation of forces and warfighting functions to accomplish the mission in accordance with the commander’s intent (FM 3-0). The commander drives the operations process through battle command— the art and science of understanding, visualizing, describing, directing, leading, and assessing forces to impose the commander’s will on a hostile, thinking, and adaptive enemy. Battle command applies leadership to translate decisions into actions—by synchronizing forces and warfighting functions in time, space, and purpose—to accomplish mission (FM 3-0). Mission command is the conduct of military operations through decentralized execution based on mission orders. Successful mission command demands that subordinate leaders at all echelons exercise disciplined initiative (FM 3-0). The Operations Process Exercising C2 54

Warfighting Function Evolution
The Battlefield Operating Systems • Intelligence • Maneuver • Fire support • Air defense • Mobility/countermobility/ survivability • Combat service support • Command and control 2001 The Warfighting Functions • Movement and maneuver • Intelligence • Fires • Sustainment • Protection Command and control 2008 “Warfighting Function” replaces “Battlefield Operating System” The Warfighting Functions • Movement and maneuver • Intelligence • Fires • Sustainment • Protection Mission command 2011 Battlefield operating system Warfighting function - a group of tasks and systems (people, organizations, information, and processes) united by a common purpose that commanders use to accomplish missions and training objectives. “Mission Command” replaces “Command and Control”

Design Pervades all Tasks Result: Successful Full Spectrum Operations
Mission Command The exercise of authority and direction by commanders, supported by their staffs, using the art of command and the science of control to integrate warfighting functions in the conduct of full spectrum operations. Mission command uses mission orders to ensure disciplined initiative within the commander's intent, enabling agile and adaptive commanders, leaders and organizations. The Art of Command: The creative and skillful exercise of authority through decision making and leadership. The Science of Control: Systems and procedures to improve commander’s understanding and support execution of missions. Enabled by Mission Command Systems & Networks COMMANDER’S TASKS STAFF TASKS Understand, Visualize, Describe, Direct, Lead & Assess DRIVES The Operation Process: Plan, Prepare, Execute and Assess Design Pervades all Tasks Develop Teams Among Modular Formations & JIIM Partners Conduct Inform/Influence Activities & Cyber/ Electromagnetic Activities Lead Inform & Influence Activities: Establish Themes and Messages & Personally Engage Key Players SUPPORTS Enables Improved Understanding of the Operational Environment and Operational Adaptability which leads to Adaptive Teams that Anticipate Transitions Acceptance of Risk to Create Opportunity Influence with friendly, neutrals, adversaries, enemies, and JIIM partners Result: Successful Full Spectrum Operations

C2 WFF Task vice MC WFF Task
printed 5/20/08 FM 3-0 (2008) Command and Control WFF Execute the operations process Conduct command post operations Integrate the information superiority contributors—the Army information tasks, ISR, knowledge management, and information management. Conduct civil affairs activities Integrate airspace command and control Execute command programs ADRP 3-0 (2012) Mission Command WFF Commander Tasks: Drive the operations process through the activities of understand, visualize, describe, direct, lead, and assess operations. Develop teams, both within their own organizations and with unified action partners Inform and influence audiences, inside and outside their organizations Staff Tasks: Conduct the operations process (plan, prepare, execute, assess) Conduct knowledge management and information management Conduct inform and influence activities Conduct cyber electromagnetic activities Additional Tasks: Conduct military deception Conduct civil affairs operations Install, operate, and maintain the network Conduct airspace control Conduct information protection FM 3-0 C1 (2011) Mission Command WFF Commander Tasks: Drive the operations process. Understand, visualize, describe, direct, lead, and assess operations. Develop teams among modular formations and joint, interagency, intergovernmental, and multinational partners. Lead inform and influence activities. Staff Tasks: Conduct the operations process: plan, prepare, execute, and assess. Conduct knowledge management and information management. Conduct inform and influence and cyber/electromagnetic activities.

Warfighting Function Task Evolution
Execute the operations process Conduct command post operations Integrate the information superiority contributors—the Army information tasks, ISR, knowledge management, and information management. Conduct civil affairs activities Integrate airspace command and control Execute command programs 2008 Design Pervades all Tasks STAFF TASKS Conduct the operations process Conduct knowledge management and information management Conduct inform and influence activities Conduct cyber/electromagnetic activities COMMANDER’S TASKS Drive the operations process Understand, visualize, describe, direct, lead, and assess operations Lead development of teams among modular formations & unified action partners Lead inform and influence activities Leads Supports 2011 FM 3-0, Chg 1 (2008) replaced the “command and control” warfighting function with the “mission command” warfighting function. In doing so, it introduced mutually supporting commander and staff tasks. FM 6-0 (2011) reflected this change. ADP 6-0 updates the tasks. The significant changes are: - There are now three commander tasks. - Two additional tasks have been added. - Design is now an Army planning methodology. Commander Tasks: Drive the operations process through the activities of understand, visualize, describe, direct, lead and assess Develop teams, both within their own organizations and with unified action partners Inform and influence audiences, inside and outside their organizations Staff Tasks: Conduct the operations process (plan, prepare, execute, assess) Conduct knowledge management and information management Conduct inform and influence activities Conduct cyber electromagnetic activities Leads Supports Additional Tasks: Conduct military deception ● Conduct airspace control ● Conduct information protection Conduct civil affairs operations ● Install, operate, and maintain the network 2012

59 This slides depicts the taxonomy of Unified Land Operations.
The central idea of Unified Land Operations is simple, within uncertain and changing operational environments and for any type of operations, Army units seize, retain, and exploit the initiative to gain and maintain a position of relative advantage in sustained land operations to create conditions for favorable conflict resolution. Unified Land Operations are executed through Decisive Action, by means of Army Core Competencies, and guided by Mission Command. In Unified Land Operations, Army operations are characterized by the tenets of flexibility, integration, lethality, adaptability, depth, and synchronization. The following slides will talk each major area on this slide. 59

The Art of Command: Decisionmaking
Requires knowing if, when, and what to decide and understanding the consequences of that decision Decisions are how commanders translate their vision of the end state into action Commanders apply judgment to available information and knowledge Commanders and staff strive to develop and maintain an understanding of the situation An appropriate decisionmaking approach assists in understanding and decisionmaking Judgment is used to assess information, situations, or circumstances shrewdly and to draw feasible conclusions Decisionmaking requires knowing if, when, and what to decide and understanding the consequences of any decision. Commanders first seek to understand the situation. As commanders and staffs receive information, they process it to develop meaning. Commanders and staffs then apply judgment to gain understanding. This understanding helps commanders and staffs develop effective plans, assess operations and make quality decisions. Commanders use experience, training, and study to inform their decisions. They consider the impact of leadership, operational complexity, and human factors when determining how to best use available resources to accomplish the mission. Success in operations demands timely and effective decisions based on applying judgment to available information and knowledge. They use their judgment to assess information, situations, or circumstances shrewdly and to draw feasible conclusions.

The Art of Command: Decisionmaking & Understanding
Data consist of unprocessed signals communicated between any nodes in an information system. It includes signals sensed from the environment, detected by a collector of any kind (human, mechanical, or electronic) (ADRP 6-0) Information is the meaning that a human assigns to data by means of the known conventions used in their representation (JP ) Knowledge is information analyzed to provide meaning and value or evaluated as to implications for an operation Understanding is knowledge that has been synthesized and had judgment applied to it to comprehend the situation’s inner relationships Commanders and staff need knowledge and understanding to make effective decisions Commanders apply the final judgment transforming knowledge into understanding Data can be quantified, stored, and organized in files and databases. However, to make data useful, people must process data into information. Data become information, which also becomes a source of more data. Information alone rarely provides an adequate basis for deciding and acting. Effective mission command requires further developing information into knowledge so commanders can achieve understanding. Ultimately, knowledge is the result of individual cognition. Individuals learn through study, experience, practice, and human interaction, as they develop their expertise and skilled judgment. Individuals who develop knowledge determine how to preserve and share it for the benefit of others. Judgment is based on experience, expertise, and intuition. Ideally, true understanding should be the basis for decisions. However, commanders and staffs realize that uncertainty and time preclude achieving perfect understanding before deciding and acting.

The Art of Command: Decisionmaking Approach
Critical and creative thinking assist in understanding and decisionmaking Critical thinking examines a problem in depth from multiple points of view Creative thinking involves thinking in new, innovative ways while capitalizing on imagination, insight and novel ideas Decisionmaking approach varies with situation Analytic decisionmaking Intuitive decisionmaking Critical and creative thinking facilitate understanding and support decisionmaking. Decisions are how commanders translate their vision of the end state into action. They choose a decisionmaking approach appropriate for the situation. Analytic decisionmaking generates several alternative solutions, compares these solutions to a set of criteria, and selects the best course of action. It aims to produce the optimal solution by comparing options. It emphasizes analytic reasoning guided by experience, and commanders use it when time is available. When using this approach, effective commanders weigh the need for analysis against time considerations. Analytic decisionmaking is not appropriate for all situations, especially during execution, when forces must adapt to rapidly changing situations. Intuitive decisionmaking is reaching a conclusion through pattern recognition based on knowledge, judgment, experience, education, intelligence, boldness, perception, and character. When using intuitive decisionmaking, leaders should be aware of their own biases and how their current operational environment differs from past environments. Commanders blend intuitive and analytic decisionmaking to help them remain objective and make timely and effective decisions. Commanders avoid making decisions purely by intuition; they incorporate some analysis into their intuitive decisions. Combining both approaches provides a holistic perspective on the many factors that affect decisions. Commanders understand that decisions should be neither rushed nor over‑thought.

The Art of Command: Decisionmaking Approach
Analytic decisionmaking Generates several alternative solutions, compares these solutions to a set of criteria, and selects the best course of action Provides a systematic approach when the decision involves processing large amounts of information Methodical and allows the breakdown of tasks into recognizable elements Emphasizes analytic reasoning guided by experience Used when time is available Intuitive decisionmaking Uses pattern recognition based on knowledge, judgment, experience, education, intelligence, boldness, perception, and character to reach a conclusion Focuses on assessment of the situation more than on comparing multiple options Relies on experience and ability to recognize the key elements and implications of a particular problem or situation Effective when time is short Combining both approaches provides holistic perspective

The Art of Command: Decisionmaking & Judgment
Commanders make decisions using judgment developed from: Experience Training Study Collaborative communities Creative and critical thinking Commanders use judgment to: Assess things and draw feasible conclusions Form sound opinions and make decisions Commanders apply judgment to: Identify, accept, and mitigate risk Prioritize resources Delegate authority Image source: Defenseimagery.com

The Art of Command: Decisionmaking, Judgment, & Risk
Commanders use judgment to: Identify risk, accept risk, and mitigate accepted risk Accept prudent risk in order to create opportunity Manage risk and allocate resources to mitigate risk Commanders understand subordinates may not accomplish all tasks and errors may occur Commanders give subordinates the latitude to make mistakes and learn Through such acceptance, subordinates gain experience and trust is developed Commanders instruct subordinates on how to determine appropriate level of risk Commanders must act to ensure subordinates learn from their mistakes Commanders discriminate between mistakes to underwrite as teaching points from those that are unacceptable in a military leader A too-punitive approach hinders mission command A too-lenient approach results in lowered standards and less effective forces Commanders use judgment when identifying risk, deciding what risk to accept, and mitigating accepted risk. They accept risk to create opportunities. They reduce risk by foresight and careful planning. Commanders use risk assessment and risk management to identify and mitigate risk. Risk management is a tool commanders can use to identify risk, assess risk, and develop mitigation and control measures to help manage risk. Consideration of risk begins during planning, as commanders and staffs complete a risk assessment for each course of action and propose control measures. They use collaboration and dialogue. They integrate input from subordinates, staff, and appropriate organizations and partners. They determine how to manage identified risks. This includes delegating management of certain risks to subordinate commanders who will develop appropriate mitigation measures. Commanders then allocate the resources they deem appropriate to mitigate risks. Subordinates must also trust their leaders to underwrite their prudent risk-taking and to reward their disciplined initiative. Successful commanders minimize risk and unify the effort by monitoring how well subordinates are using their authority and resources and exercising initiative. In training, commanders might allow subordinates to execute a too-risky tactical decision as a teaching point; they instruct subordinates afterward on how to determine a more appropriate level of tactical risk. This sort of coaching helps commanders gain trust in their subordinates’ judgment and initiative, and it builds subordinates’ trust in their commander. During operations, commanders may have to intervene, if the tactical risk is too great for the benefits expected. Commanders cannot stop at underwriting mistakes. They must act to ensure subordinates learn from mistakes. However, commanders do not continually underwrite subordinates’ mistakes resulting from a critical lack of judgment. Nor do they tolerate repeated errors of omission, when subordinates fail to exercise initiative. The art of command lies in discriminating between mistakes to underwrite as teaching points from those that are unacceptable in a military leader. Taking a too-punitive approach leads to a “zero-defects” climate, which hinders mission command. Taking a too-lenient approach results in lowered standards, a lack of confidence on all sides, and less effective forces.

The Art of Command: Decisionmaking, Judgment, & Resources
Commanders are obligated to conserve resources Commanders allocate resources efficiently to ensure mission effectiveness Commanders determine the amount of combat power essential to each task and allocate sufficient resources to accomplish it Subordinates inform the commander if they believe they need more resources Commanders then decide to accept risk, re-allocate resources, or change the plan Commanders balance immediate mission accomplishment with resource requirements for subsequent operations The first and foremost consideration for allocating resources is how their use contributes to effective mission accomplishment. However, commanders have an obligation to conserve all resources. Commanders do not determine how to accomplish a mission based on conserving resources; they allocate resources efficiently to ensure effectiveness. The objective—to accomplish the mission—guides every element of operations. A plan that does not accomplish the mission, regardless of how well it conserves resources, is not effective. The next priority is to protect the lives of Soldiers. The third aspect of resource allocation is based on two of the principles of war—mass and economy of force. The principle of mass means that commanders weight the decisive operation with the greatest possible combat power, to ensure mission accomplishment. Economy of force refers to allocating the minimum essential combat power to secondary efforts. Commanders determine the amount of combat power essential to each task and allocate sufficient resources to accomplish it. The fourth aspect of applying judgment to resource allocation concerns posturing the force for subsequent operations. Commanders balance immediate mission accomplishment with resource requirements for subsequent operations. Commanders accomplish their missions at least cost to the force, so they do not impair its ability to conduct follow-on operations. They visualize short-term and long-term effects of their resource usage and determine priorities. Image source:

The Art of Command: Decisionmaking, Judgment, & Authority
Commanders delegate authority based on: Tasks to be accomplished Assessment of skill and experience of subordinates Commanders use judgment to: Limit delegated authority in time Use a standing delegation Commanders set conditions for success when delegating authority Resources (forces, equipment & services, information, time, etc) Set level of personal involvement Effective commanders participate as necessary to guide operations Commanders use judgment when determining what authority to delegate. Commanders delegate authority verbally, in writing, or both. Examples of delegated authority are authority over an area of expertise or technical specialty, a geographic area, or specific kinds of actions. Commanders may limit delegated authority in time, or they may use a standing delegation. Commanders delegate authority and set the level of their personal involvement in delegated tasks based on their assessment of the skill and experience of their subordinates. When delegating authority to subordinates, commanders do everything in their power to set the conditions for success. They allocate enough resources to subordinates so they can accomplish their missions. Resources include people, units, services, supplies, equipment, networks, information, and time. Delegation not only applies to subordinate commanders but also to members of the staff. Commanders rely on and expect initiative from staff officers as much as from subordinate commanders.

The mission command warfighting function is the related tasks and systems that develop and integrate those activities enabling a commander to balance the art of command and the science of control in order to integrate the other warfighting functions. ADP 3-0 The mission command warfighting function is the related tasks and systems that develop and integrate those activities enabling a commander to balance the art of command and the science of control in order to integrate the other warfighting functions (ADRP 3-0). As a warfighting function, mission command consists of the related tasks and a mission command system that support the exercise of authority and direction by the commander. Through the mission command warfighting function, commanders integrate the other warfighting functions into a coherent whole to mass the effects of combat power at the decisive place and time.

Mission Command Warfighting Function Mission Command System
The related tasks and systems that develop and integrate those activities enabling a commander to balance the art of command and the science of control in order to integrate the other warfighting functions. A series of mutually supporting tasks… Commander Tasks: Drive the operations process through the activities of understand, visualize, describe, direct, lead and assess Develop teams, both within their own organizations and with unified action partners Inform and influence audiences, inside and outside their organizations Staff Tasks: Conduct the operations process (plan, prepare, execute, assess) Conduct knowledge management and information management Conduct inform and influence activities Conduct cyber electromagnetic activities Leads Supports Additional Tasks: - Conduct military deception Conduct airspace control - Conduct information protection - Conduct civil affairs operations - Install, operate, and maintain the network The mission command warfighting function tasks highlight what commanders and staff do to integrate the other warfighting functions. The mission command warfighting function tasks include mutually supporting commander, staff, and additional tasks. The commander leads the staff tasks, and the staff tasks fully support the commander in executing the commander tasks. Commanders, assisted by their staff, integrate numerous processes and activities within the headquarters and across the force, as they exercise mission command. Enabled by a system… Mission Command System The arrangement of personnel, networks, information systems, processes and procedures, and facilities and equipment that enable commanders to conduct operations. - Personnel - Information Systems - Facilities and Equipment Networks - Processes and Procedures

Commanders organize a mission command system to: Support decisionmaking Collect, create, and maintain relevant information and prepare knowledge products that support understanding Prepare and communicate directives Establish a means to communicate, collaborate, and facilitate the functioning of teams The mission command system is the systematic arrangement of personnel, networks, information systems, processes and procedures, and facilities and equipment that enable commanders to conduct operations.

ADP 6-0 and ADRP 6-0 Mission Command

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ADP 6-0 and ADRP 6-0 Mission Command

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