Manoeuvrist Approach

Six principles comprise the philosophy of mission command: (a) build cohesive teams through mutual trust; (b) create share understanding; (c) provide clear commander’s intent; (d) exercise disciplined initiative; (e) use mission orders; and (f) accept prudent risk. When combined together, these six principles assist the commander in balancing the aforementioned art of command and science of control. To understand how General Robert E. Lee’s performance at Gettysburg lacked the marks of a great mission commander necessitates a deeper understanding of the individual principles of mission command.

Operational leaders see how the individual components of an organization fit together and use those individuals work to make a larger outcome. When they focus on a problem, they think of what works best within the process and systems to make an impact on the situation. These types of leaders play a big part in making sure that things get done in an effective and functioning manner. According to the Army Doctrine ADP 6-0, the Army over time has strayed away from operational leaders and adapted Mission Command, which gives leaders the ability at the lowest level the capability to exercise disciplined initiative in an act of carrying out the larger mission . Mission Command is made up of the following six steps: Understanding, Visualize,

Operational leaders down to the platoon and squad level have recently faced increasingly complex missions in uncertain operational environments. Accordingly, Army doctrine has shifted to officially recognize mission command, which enables leaders at the lowest level feasible to “exercise disciplined initiative” in the accomplishment of a larger mission. The operational process consists of six tenants: understand, visualize, describe, direct, lead, and assess. During the battle of Fallujah, LtGen Natonski understood the intent two levels up, visualizing courses of action for both allies and the enemy, and leading his organization into combat while directing his officers and soldiers to meet his intent. He visualized that Marines alone could not accomplish the mission. He understood that without the support of Iraqi police and a task force from the Army with

Mission orders may be understood by the leader’s subordinates, however poor training and development amongst other practices may hinder the execution of the commander’s intent. Everything starts with training. Rehearsals are key in knowing what to do and how to react when the time comes. The team may know what to do through the orders, however they will not know how to perform tasks if

Army Doctrine Publication (ADP) 6-0 defines mission command as “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” (U.S Army, Training and Doctrine Command, Combined Arms Center, Center for the Army Profession and Ethic, 2015, p. 1). The six principles of mission command direct leaders to build cohesive teams through mutual trust, create shared understanding, provide a clear commander’s intent, exercise disciplined initiative, use mission orders, and accept prudent risk. These principles enable subordinates that understand their commander’s intent to accomplish missions by adapting to the situation and taking advantage of opportunities as they arise (U.S Army, Training and Doctrine Command, Combined Arms Center, Center for the Army Profession and Ethic, 2015, p. 2). Various battles throughout history provide examples of the application of the principles of mission command as well as the failure to adhere to them. The Battle of the Little Bighorn is an example of the latter and marks the “most decisive Native American victory and the worse U.S. defeat during the long Plains Indian War” (History.com Staff, 2009).

The principles of Mission Command are build cohesive teams through mutual trust, provide a clear commander’s intent, exercise disciplined initiative, use mission orders and accept prudent risk. Toxic leaders who micromanage subordinates disregard these principles. Their micromanagement hampers subordinate’s ability to conduct operations defined by mission statements. The move to make Mission Command a doctrinal part of the Army education system should go a long way to minimizing the effects of toxic leadership on operations and

Mission command consist of the following six principles: build cohesive teams through mutual trust, create sheared understanding, provide clear commander’s

Successful leadership on a battlefield can be measured in different ways. It is possible for a good, successful leader to lose a battle. Conversely, it is possible for an ineffective leader to win a battle, given the right circumstances. What distinguishes a successful leader from an unsuccessful one is his/her ability to oversee an operation using effective mission command. In ADP 6-0, mission command as a philosophy is defined as “as 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, 1).

According to Army ADP 6-0, 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 (CAPE, 2012). Effective mission command can generally be analyzed according to the six principles outlined in ADRP 6-0. The six principles of mission command are to: build cohesive teams through mutual trust, create shared understanding, provide a clear commander’s intent, exercise disciplined initiative, use mission orders, and accept prudent risk (CAPE, 2012). This paper provides a brief overview of the

The mission command system is expressed as the placement of individuals within a unit conducting operations with a specific set of procedures and principles in place to optimize the use of its equipment. What does it mean to recognize or comprehend the art of Command and the science of Control? There are six key principles of mission command in developing a cohesive team that support all aspects of a mission. The following essay will discuss these principles and examine examples of how the famous Operation Anaconda both endured victories and inadequacies.

To move from a point to another A Commander does not create the openings for an advance due to the unpredictability of the weather. Instead he uses the changes in the weather to aid the advancement of his troops. The significance of this chapter is clear in the landings on the Normandy beaches in the Second World War. In this chapter Sun Tzu also informs that talent and experience are above rules and theory. The knowledge in his book ‘Art of War’ isn’t grasped by simply reading the texts. Understanding it and knowing when and where to appropriately apply these concepts takes practice. These concepts were not created with scientific knowledge or calculations, because war cannot be analytically calculated. War is like water, Sun Tzu says “it shapes its course according to the nature of the ground over which it flows; the soldier works out his victory in relation to the foe whom he is facing.” Accordingly this book was written by generals in the army with years of experience, and wisdom and cannot be easily repeated. Sun Tzu says “One may know how to conquer without being able to do it.” Reading these texts only provides the reader with the theory; however to gain an understanding requires practice. Therefore the rank of a commander can only be attained through the medium of reflection, creativity, study, thought and intellectual instinct.”

Carl Von Clausewitz and Helmuth Moltke the Elder were both practitioners and theorists of the war art in the 19th century. Their military thoughts on war’s character and its dynamics have influenced the later militaries in the conduct of war. Particularly, the Clausewitzian concept of the “culminating point of victory” and the Moltke’s principle of “Auftragstaktik”, or mission type tactics by a decentralized command were implemented and culminated in the battlefield of World War II. Moreover, today, the US Army has adopted both concepts in its latest refined “AirLand Battle” doctrine recognizing their importance in the operational art of modern warfare.

Commanders at all levels face increasingly challenging scenarios as the operational environment changes. Some instinctively motivate and empower their subordinates to think and act independently, thereby influencing actions during combat. However, those who understand the commanders' activities of mission command will influence not only subordinates, but the outcome of the battle as well. 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.1 Commanders who understood the importance of mission command was Major General Horatio Gates. General Gates at the Battle of Saratoga successfully

Operation Verbal Image is an exercise based on command and control. It used many leaders who used command and control to accomplish their assigned mission. This command and control shaped the battlefield and took the fight to the enemy. This paper will discuss, how important command and control is, what is command and control, what does command and control do, and command and control in the information age. This paper will also discuss how command and control was used, how it affected the outcome of the battle, and my personnel opinions on how command and control could have been done differently.

Carl von Clausewitz, a 19th century military theorist, in his work “On War” describes all theories of warfare, but he points out one that is important to all military strategists and leaders in warfare, and that is the “Center of Gravity.” Clausewitz describes the center of gravity as “the hub of all power and movement, on which everything depends.” Moreover, he emphasizes that keeping the dominant characteristics of both belligerents in mind, a center of gravity will develop, and that is the point where all efforts of attack against enemy should be concentrated because everything depends on it. Furthermore, Clausewitz recognizes three possible centers of gravity; destruction of the enemy’s army, seizure of capital or some other important