Section III. BASIC CONCEPTS AND DEFINITIONS

1-7 DOCTRINAL HIERARCHY OF OPERATIONS

    This figure shows the doctrinal hierarchy and relationship between the types and subordinate forms of operations. While an operation's predominant characteristic labels it as offensive, defensive, stability or support action, different units involved in that operation may be conducting different types and subordinate forms of operations, and often transition rapidly from one type of subordinate form to another as the situation develops. The commander conducts enabling operations to assist the planning, preparation and execution of any of the four types of military actions. Enabling operations are never decisive operations. They are either shaping or sustainment operations. The hierarchy does not describe discrete, mutually exclusive operations. For example, a commander may have one subordinate conducting an envelopment, while another conducts a frontal attack to fix the enemy.

1-8 FACTORS OF METT-TC

    a. MISSION: The first consideration in planning a tactical operation is always the assigned mission. The mission statement defines the who, what, when, where and why of the operation. A thorough understanding of the mission provides the focus of the planning process. The commander analyzes his mission in terms of the higher commander's intent, mission and concept of operation. When assigning missions to subordinates, the commander ensures all subordinate missions support his decisive operation(s) and his higher commander's intent. Missions to subordinate commanders should always allow the greatest possible freedom of action, constrained only by those measures that ensure coordination of the necessary effects. Some types of operations require greater control and coordination, such as a combined arms breaching operation.

        (1). Mission Type Orders

Mission * * * (Army): The commander’s expression of what the unit must accomplish and for what purpose. * * * (FM 101-5-1, p 1-102)

Mission type order * * * (Army): Specifies what subordinate commanders are to do without prescribing how they must do it. Mission type orders enable a command to seize and maintain initiative and to set the terms of battle. Mission type orders allow subordinate leaders to exercise independent judgment and exploit changing situations. (FM 101-5-1, p 1-103)

Orders will be short and mission-oriented. Limitations to subordinate commanders’ freedom will be restricted to those required to ensure a coordinated and synergistic accomplishment of the corps mission. (FM 100-15, p 4-19)

Characteristics of good operation plans (OPLANs) and operation orders (OPORDs) include * * * balance. [They] provide a balance between centralization and decentralization. The commander determines the appropriate balance for a given operation by using mission, enemy, terrain, troops, and time available (METT-T). During the chaos of battle, it is essential to decentralize decision authority to the lowest practical level. Over-centralization slows action and contributes to loss of initiative. However, decentralization can cause loss of precision. The commander must constantly balance competing risks while recognizing that loss of precision is usually preferable to inaction. (FM 101-5, pp H-3 and H-4)

        (2). Mission Statement.

The restated mission must contain all elements of a mission statement:

• Who (what types of forces) will execute the action?

• What type of action (for example, attack, defend) is contemplated?

• When will the action begin?

• Where will the action occur (area of operations and objectives)?

• Why (for what purpose) will each force conduct its part of the operation?

    The element of what states the essential tasks. (FM 101-5, p 5-8)

    The mission statement contains the essential task(s). After analyzing specified and implied tasks, they present to the commander for his approval a tentative list of tasks that must be executed to accomplish the mission. They are determined by the commander and staff from the list of specified and implied tasks. (FM 101-5, p 5-7).

    The type of action and, as appropriate, the essential tasks are components of the mission statement. A current list of types of operations for maneuver units appears above. Other actions may apply to CS and CSS units. For example, FM 63-2 identifies sustaining the offense, sustaining the deep attack, and sustaining retrograde operations. Planners may consider these as appropriate actions for that unit.

        (3). Commander's Intent

    The commander’s intent is a clear, concise statement of what the force must do to succeed with respect to the enemy and the terrain and to the desired end state. It provides the link between the mission and the concept of operations by stating the key tasks that, along with the mission, are the basis for subordinates to exercise initiative when unanticipated opportunities arise or when the original concept of operations no longer applies. If the commander wishes to explain a broader purpose beyond that of the mission statement, he may do so. Intent is normally expressed in four or five sentences and is mandatory for all orders. The mission and the commander’s intent must be understood two echelons down….

    Key tasks (intent statement) are not tied to a specific Course of Action, rather they identify that which is fundamental to the force's success. In changed circumstances, when significant opportunities present themselves or the course of action no longer applies, subordinates use these tasks to keep their efforts supporting the commander's intent. The operation's tempo, duration and effect on the enemy, and terrain that must be controlled, are examples of key tasks. (FM 101-5, p 5-9)

        (4). Concept of operations

    Describes how the commander sees the actions of each of his units fitting together to accomplish the mission. As a minimum, the description includes the scheme of maneuver and concept of fires. (FM 101-5, p 1-36). The Concept of operations provides sufficient detail to ensure appropriate action by subordinates in the absence of additional communications of further instructions. For maneuver units, the concept includes missions and tasks for each unit that reports directly to the headquarters issuing the order. (FM 101-5, App H)

    The Concept of operations, also contains tasks that are based on a specific course of action statement approved by the commander during the decision making process. At a minimum, it addresses close, deep rear, security and reserve operations and describes the type or form of operation and designates the main effort. (FM 101-5, p H-15) Subparagraphs identify tasks and missions to maneuver units and CSS units.

    FM 101-5-1 defines a tactical task as "the specific activity to be performed by the unit while conducting a form of tactical operation or a choice of maneuver. It is the minimum essential effects to accomplish the purpose." (FM 101-5-1, p. 1-151) ST 100-40 and FM 101-5-1 contain a list of tasks performed primarily by maneuver units that have a special connotation beyond their common English language meaning; however, these are not complete listings. For example, field manuals for attack helicopter units identify "attack to attrit" as the operation and task, but "attrit" is not on the list below. Maneuver units, as well as other units, may also have other tasks associated with stability operations and support operations.

    The tactical tasks are particularly useful at the lower echelons of maneuver units in describing desired activity and/or effect. As appropriate, the same tactical task used within the concept of operations may also be an essential task in the mission statement or a key task in the intent statement. Analysis of what the unit must do as a whole and whether the task remains constant regardless of tempo, duration, enemy, terrain are other considerations that impact on the decision to use the same task in more than one instance.

    In determining tasks to support actions or operations of other types of units, such as signal brigades, division support commands, or engineer groups, planners should consult the appropriate field manual to identify that unit’s type of operations and tasks in developing a mission statement, commander’s intent and concept of operation. Other actions may apply to CS and CSS units. For example, FM 63 -2 identifies sustaining the offense, sustaining the deep attack, and sustaining retrograde operations; planners may consider these as appropriate actions for those units.

    Most collective tasks for any type unit are listed in unit's Mission Training Plans.

    b. Civil Considerations are how the attitudes and activities of the civilian leaders, populations, and organizations within the area of operations will influence the conduct of military operations. Commanders must also consider the effects of their actions on public opinion. The legitimacy of the activities of a force -- or individual members of a force -- can have far reaching effects on the legitimacy of the types of military actions. Non-governmental organizations, private groups and host nation organizations may not have similar objectives or situational understanding.

1-9 BATTLEFIELD OPERATING SYSTEMS.

    The Army has six battlefield operating systems (BOS) which are the major functions performed by tactical units and are fully described in the Army Universal Task List. They should not be viewed independantly of one another but as inseparable parts of the whole. The BOS are tools the commander uses to synchronize the effects of his combat power toward mission accomplishment.

    a. DEPLOY/CONDUCT MANEUVER is the movement of combat forces to achieve a position of advantage with respect to enemy forces. This BOS includes the employment of forces on the battlefield in combination with fire (direct and indirect) or fire potential. It also includes the conduct of tactical movement of all types of units, reconnaissance, mobility operations and countermobility operations. Maneuver is the movement of combat forces to gain positional advantage, usually in order to deliver --or threaten delivery of -- direct and indirect fires. Maneuver and firepower are inseparable. A commander uses fire and movement in various combinations to accomplish the mission. Fire compels the enemy to disperse, seek cover, or face destruction. Movement compels the enemy to concentrate and engage. As the enemy moves to concentrate, friendly fires engage enemy units. As the enemy attempts to avoid the effects of fire, friendly forces move to secure positions to place even more devastating fires to physically annihilate the enemy force.

    b. DEVELOP INTELLIGENCE is the collection of tasks that generate knowledge of the enemy, weather and geographical features required by a commander in planning and conducting operations. It is derived from an analysis of information on the enemy's capabilities, intentions, vulnerabilities and the environment. This includes the development of tactical intelligence requirements, the planning of collection activities, the collection of relevant information, the processing of that information to include the development of targeting information and the preparation and dissemination of intelligence reports.

    c. EMPLOY FIREPOWER is the collective and coordinated use of target acquisition data, indirect fire weapons, fixed wing aircraft, electronic warfare, and other lethal and non-lethal means against targets located throughout an area of operations. The essential features of the employ firepower BOS are acquiring and processing tactical targets, employing fire support and suppressing enemy air defenses. Firepower is most effective when combined with maneuver. Offensive information operations in the integrated use of assigned and supporting capabilities and activities, mutually supported by intelligence, to affect adversary decision makers or to influence other audiences to achieve or promote specific objectives.

    d. PERFORM LOGISTICS AND COMBAT SERVICE SUPPORT is the support and assistance provided to sustain forces in an area of operations by arming, fueling, fixing equipment, moving, supplying, manning, and providing personnel and health services. It includes civil-military operations.

    e. EXERCISE COMMAND AND CONTROL is the exercise of authority and direction by a properly designated commander over assigned and available forces in the accomplishment of the mission. Command and control tasks are performed through an arrangement of personnel, information management, equipment and facilities, and procedures employed by a commander in planning, preparing for, executing, and assessing the conduct of operations to accomplish the mission.

    f. PROTECT THE FORCE is the protection of the tactical force's fighting potential so that it can be applied at the appropriate time and place. It includes those measures the force takes to remain viable and functional by protecting itself from the effects of enemy activities.

    The offensive and defensive actions use these battlefield operating systems differently. ST 100-40 provide these differences as well as considerations for planning, executing these actions and unique considerations for each form of action.

1-10 CONCLUSION

"Successful generals make plans to fit circumstances, but do not try to create circumstances to fit plans."

    Action should not be indiscriminate. A commander identifies the time and places where he can combine the effects of his operating systems to his advantage. The force must threaten something the enemy cares about to force a reaction. By striking at things the enemy cannot ignore, the commander initiates a chain of action and reaction, which is the essence of seizing the initiative.

    In conflict, both sides compete for initiative. Given time and opportunity, each side will adapt. Countermeasures will be developed to gain or regain initiative. Benefits to seizing the initiative have a short life span. Therefore, once units gain the initiative, they must maintain momentum by:

• Maintaining pressure.

• Utilizing speed.

• Fighting through.

    Risk must be balanced with opportunity. Speed must not be mistaken for haste. Seizing the initiative and maintaining momentum lead to success¾ accomplishment of the initial objective. Success is exploited by:

• Reassessing.

• Adjusting.

• Reorganizing.

• Adapting.

"War is 10 percent planning and 90 percent execution."