Mission Command

Mission Command is the framework used by the U.S. Army to ensure key leaders receive clear direction from commanders. Clear commander’s guidance allows subordinates to make disciplined and informed decisions to best accomplish assigned tasks. Ideally, application of mission command principles ensures all elements integrate and sync actions, thus creating a shared understanding and purpose. Analysis of Major General (MG) William Garrison’s decision making during the Battle of Mogadishu demonstrates how mission command principles must be applied to gain and maintain a position of advantage during military ground operations. As commander of Task Force Ranger (TFR), MG Garrison demonstrated both successful and failed application of mission command principles. Four principles will be discussed in the

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

The decision making process includes cognitive processes that eventually lead to a choice in action while taking into consideration the alternative possibilities (Allen, Dorozenko, & Roberts, 2016). Not all choices have to lead to an action. The values and preferences of the person making the choice also comes into play when making the final decision. Problem-solving to obtain a certain goal or satisfactory by a solution is the main reason people go through the decision making process (Stefaniak, & Tracey, 2014). This process has many factors that end with one final result or solution. The decisions made can be rational or irrational and can be determined by explicit or tacit knowledge (Qingyao, Dongyu, & Weihua, 2016). Since the decision making process can be very difficult at time, psychologists have viewed the process in different perspectives to get a better understanding (Rossi, Picchi, Di Stefano, Marongiu, & Scarsini, 2015). The different perspectives include; psychological, cognitive, and normative or communicative rationality.

In 2012, General Dempsey states “Mission Command is fundamentally a learned behavior to be imprinted into the DNA of a profession of arms.” The way Mission Command has evolved through the past years is indicative to the US Military adjusting to a new threat. The concept of Mission Command is not new, what is important is how General Dempsey states “Education in the fundamental principles of mission command must begin at the start of service and be progressively more challenging..” The General emphasizes the need for education at the start of the individual’s service. Additionally, this highlights the United States Army’s doctrinal adjustment to the new threat. During the conflicts in Iraq and Afghanistan, the US faced an enemy whose creativity and adaptability are two of its greatest assets. The fast-paced situation changes in both of those AOs required tactical level leadership maintain the autonomy to “exercise disciplined initiative.” This type of initiative historically leads to mission success, specifically in fast-paced situations where a key to success is forcing the enemy to react.

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

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

Some decision that need to be made in a hurry, so I have no time to think carefully and do some researches, so I would turn my decision style to automated decision style.

Rational decision is a state of being agreeable to reasons. The correct decision is not just reasoned but it is also optimal for solving a problem. Mr Weekes, the operation manager, employed series of analytical steps to review possible outcomes for problems by discussing it with managers to come up withdevise particular courses of action.

During 2003, General Petraeus and his soldiers from the 101st Airborne Division had no clue of the astounding role they were about to embark on. General Petraeus found the city of Mosul in complete destruction, and knew it would take a cohesive effort through mutual trust and teamwork to restore the city. The city of Mosul did not only need a complete make over, but also a regime that shared a mutual understanding as Petraeus. Lastly, with the city rebuilding changes would bring hostility and risk to the soldiers of the 101st Airborne Division. General David Petraeus was successful in Mosul, because he applied the mission command control principles of building cohesive teams, creating shared understanding, and accepting prudent risk.

The 1986 revision of the US Army, FM 100-5 “AirLand Battle” doctrine introduced the Clausewitzian concept of culmination point as a “key concept of operational doctrine.” Moreover, the new manual adopted the traditional German notion of Auftragstaktik, a decentralized command system with the commander devising a mission and then leaving the methods and means of achieving it to his subordinate

of the command decisions are based on analytical products and there is a clearly outlined model to insure

The Military Decision Making Process (MDMP) is a decision-making model to assist military members in making sound military decisions and to compile operation orders. This paper will describe MDMP and apply it to a recent job-related decision of the author; preparation for a combat logistics patrol (CLP) while deployed in Iraq. The paper will identify the steps in the model and describe how critical thinking impacted the decision.

Decisions! Decisions! Decisions! How do you make decisions? Have you ever asked yourself, “How did I make that decision?” Whether big or small, important or not so important, decision making is a process. Some people way the pros and cons while others may just flip a coin. Are decisions based on feelings, outcomes or information? Often times if we just go with our gut feeling will be miss out on important information that should be included in our decision.