Mission Command Analysis

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.

The purpose of this paper is to identify the uses and application of mission command within Operation Anaconda. Operation Anaconda took place in the Shahikot Valley of eastern Afghanistan in early March of 2002. The ground commander selected to lead the operation was Major General (MG) Hagenbeck of the 10th Mountain Division, and for the purpose of this operation, Coalition and Joint Task Force (CJTF) Mountain. Due to the limited number of troops under his command currently available in Afghanistan, MG Hagenbeck was given command in addition to one of his own organic battalions, the 3rd Brigade, 101st Air Assault Division, some Special Operations Force (SOF) units, and Coalition Forces. This paper will identify MG Hagenbeck’s, his staff’s, and higher command’s use of the mission command principles during this operation. The principles of mission command are accept prudent risk, use mission orders, exercise disciplined initiative, provide a clear commander’s intent, create shared understanding, and lastly, build cohesive teams through mutual trust (Mission Command, 2014).

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

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

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).

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).

LTC Honeycutt continuously assessed the situation at every turn of the war. He knew that the enemy wanted to fight and he was more than happy to oblige. Members of the 3-187th located some documents from the enemy and determined it was the 29th NVA, which signified that they were up against a sizeable enemy force. After a heavy firefight on the fourth day, Honeycutt was able to assess that the enemy strength was more than just a company. He concluded the enemy strength size was a battalion. His assessment required him to develop new frontal attack plans. The companies were able to advance up the hill but they suffered multiple casualties which resulted in them pulling back to their previous night defensive positions. The 3-187th lost ground, troops, and the motivation to

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

Transitioning to command from any other leadership challenge in the military requires that an officer experiences a mental shift in his/her approach to exercising the newly granted authority, responsibility and accountability for the unit. Army doctrine suggests that authority, responsibility, and accountability are inherent attributes of command. These attributes of command coupled with the expectations of the commander, demand a new and holistic approach to commandership, which is defined as exercising the art of command through leadership, management, and command.

What might have been the setback we previously faced in making decisive, clear or sound effective decisions? Was it a defect in how Commanders and Leaders led units or troops, or perhaps the philosophy in which we chose to command and control every aspect of the battlefield? What does it mean to recognize or comprehend the art of Command and the science of Control? The six principles of mission command are key in developing a cohesive team that will support all aspects of the mission. Asking “why” is now encouraged when it pertains to certain situations or missions. Understanding the purpose of why a course of action or desired outcome is necessary, leads to mission success and a cohesive unit with thinking leaders. Thinking clearly usually isn’t an issue for most leaders, but position an individual in a situation of extreme stress or complexity, then there might be a reason to be concerned. Through

It has since become “one of the most examined battles of the Civil War, and possibly of

In late June 1863, Confederate General Robert E. Lee’s Army of Northern Virginia passed through western Maryland and invaded Pennsylvania. General Lee believed that by invading the North, he could draw the Union Army of the Potomac away from their defenses and force them to come after him. He also assumed the people of the North would be so demoralized if the Union were to lose another major battle, especially if it was fought on Northern soil, that President Abraham Lincoln would be forced to negotiate a settlement of the Civil War. On 01 July 1863, then Colonel Joshua Chamberlain, and his 20th Maine received word to begin movement to

Mission command is a philosophy and a war fighting function that supports the army’s operation concept, unified land operation. It involves the exercise of the commander’s authority and direction to enable discipline within the commander’s intent. In war, armies are required to seize, retain and gain an advantage over their enemies. Thus, mission command is vital in achieving these initiatives since the commander integrates the principles of mission fighting by applying the art of command and its supportive science of control. General Robert Lee, a Confederate Commander during the American Civil War, is famed for his mission command abilities as evidenced by his success in the Battle of Chancellorsville against a stronger and numerically advantaged

Maj. Gen. “Fighting Joe” Hooker demonstrated an excellent example of failed mission command during the Battle of Chancellorsville in April 1863. He had thought he would defeat General Robert E. Lee’s Army of Northern Virginia by maneuver beginning in Chancellorsville as he pushed Lee toward Richmond. His commitment toward his own plan for Lee’s response would overshadow his operational planning and ultimately lead to a mission command failure at Chancellorsville despite outnumbering Lee’s troops 128,000 to 60,000. Through decentralized execution, Hooker could have empowered agile and adaptive leadership to operate under uncertainty, exploit opportunities, and achieve unity of effort. Instead, he failed in exercising at least four principles of mission command. He did not provide a clear commander’s intent, create shared understanding, exercise disciplined initiative, or accept prudent risk.