Primer paradigma: enfoques tecnológicos y eficientes

14. Mission analysis is the first and most important element in preparing a plan. Mission analysis forces the commander to focus on the results desired, and not on the mere mechanics of an operation. During the execution of a plan it can also be used to re-assess the assigned tasks against the higher intent, so that judgement may be made concerning the continuing validity of the specified tasks.

Commanders then may exercise initiative by modifying their tasks in order to achieve the results desired (the intent). In this manner commanders may exploit a situation without waiting for orders or to react to a changed situation of which his own commander may be unaware.

15. For battle procedure to be effective a commander must first completely understand the mission. This is achieved by mission analysis. This analysis may begin with the receipt of the Wng O, if it includes a clearly assigned task (expressed as a task verb, i.e., to attack) and an idea of the higher commanders's intent (identifying the purpose and result desired of the overall operation). If the platoon/section commander has not received the commander's intent in the warning order, he will have to wait to receive them in the concept of operations paragraph of formal orders. Whenever they are received the platoon/section commander should conduct a mission analysis. By doing this early in the battle procedure process the commander can formulate his own mission and intent.

This mission and intent will better focus his activities and help him devise a plan more quickly. Mission analysis is dons by finding the answers to the following four questions:

a. "What is the intention of my commanders and what is my role in the overall plan?" The first step is to look carefully at the orders to discern what is required and what are the commanders' intents. The intent includes the purpose of the mission and the result desired by the company and battalion commanders. These must be clearly understood.

If the company commander has issued a mission statement to the platoon commander then this may be relatively easy. If not,

3-2-10

then the platoon commander must consider the task verb (i.e., to secure the company RV) in the context of the commander's intent as described in his concept of operations paragraph. If analysis can not clearly define how exactly the task relates to the company commanders purpose and desired results then the platoon commander must ask for further clarification.

b. "What am I required to do or what essential tasks do I have to complete in order to carry out the mission?" Some tasks will be clearly specified in the orders. One of these may have been designated as the company's main effort, giving it priority over all other tasks.

Regardless, all assigned tasks should be looked at to determine their importance to the overall plan. Also, analysis of the rest of the orders should be made as this may reveal other implied tasks. If any of these tasks are essential to accomplish the overall plan then they must be included in the platoon plan. For example, the platoon has been ordered to gain lodgement in an enemy defensive position. The plan calls for the subsequent passage of a depth platoon through this lodgement to continue the clearance. The tasks of marking the break-in point and of providing fire support to this second platoon have not been assigned, however, the platoon commander knows that he had better plan to do these if the company operation is to succeed. These would be implied tasks. Routine or inherent tasks that must be performed in most tactical situations are not implied tasks. These could include such things as sending SITREPs or doing routine refuelling. Implied tasks are those non-routine, unassigned tasks which may need to be done to facilitate the better achievement of the overall plan.

c. "What freedom of action do I have and are there any constraints?"

Time and space restrictions such as H hours and boundaries or limits of exploitation may have been imposed on the operation which will restrict your plan. These, along with other restrictions (such as the requirement to conform to Company formation) must be considered in the formulation of the plan. By understanding the stated restrictions a

platoon/section commander will know the freedom of action he has to formulate bold aggressive plans.

d. "Has the tactical situation changed in principle and would the company commander still have given me these tasks had he known about the changed situation?" This is the final question, and one constantly applied throughout the operation, since battles rarely unfold as planned. At all levels it must be understood that orders are to be obeyed and are not a matter for discussion. The only exception to this is when the situation has so changed that the tasks originally given are no longer applicable. In this situation a leader must be prepared to act on his own initiative. Platoon/section commanders can only make this judgement if they have a good grasp of the intention of their battlegroup/company commander and thoroughly understand their company/platoon commander's plan. A decision to supplement, modify, change priorities or alter tasks will inevitably affect other platoons, the company, or even the battlegroup. Such a decision therefore should be reported to the company commander as soon as possible. The following are guidelines for action by commanders:

(1) no change to situation, continue as planned; or (2) new situation, the options are:

(a) minor changes: same mission, same plan, change minor task;

(b) significant change: same mission, new plan; or

(c) major changes: new mission, new plan, refer back to higher commander or, if not possible, re-examine the commander's intent and take action in accordance with his concept of operations.

16. In many instances, when the fluidity of the situation demands, mission analysis might be the only consideration by junior commanders

3-2-12

in arriving at a mission and a simple plan. Commanders may have to issue fragmentary orders, based on a clear mission statement, and rely upon subordinates to exercise initiative to achieve the results desired. This is the essence of decentralized command. It calls for commanders at all levels to be able to act and react using their own judgement, without waiting for orders, to exploit opportunities and carry out the necessary actions to execute the mission according to the commander's intent.