Principle Of Mission Command

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 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

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.

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.

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

Command and Control is often thought of as a distinct and specialized function like logistics, intelligence, electronic warfare, or administration. However command and control encompasses all military functions and operations giving them meaning and harmonizing them into a meaningful whole. None of the functions listed above would have any purpose unless there was command and control. Command and control is the means by which a commander recognizes what needs to be done and sees to it that the appropriate actions are taken. This action can take many forms; sometimes it’s a conscious commander decision similar to deciding on a concept of operations, sometimes it is a preconditioned reaction like an immediate action drill, sometimes it is a rules-based procedure similar to a guiding an aircraft on final approach. Some types of command and control must occur so quickly and precisely that they can only be accomplished by computers like guiding a missile onto target. Sometimes command and control occurs concurrently with the action being undertaken in the form of real-time guidance or direction in response to a changing situation. Sometimes it occurs beforehand and even after. Planning, whether rapid time-sensitive or deliberate, which determines aims and objectives, develops concepts of operations, allocates resources, and provides for necessary coordination, is an important element of command and control. Since war

In any mission, the Commander is the most imperative participant. He or she guides the mission to the intended outcome. It is through the commander’s activities that the directed outcome is achieved. Through successful understanding, visualizing, describing, directing, leading and assessing the commanders of Soldiers are able to accomplish the directed mission and thus winning wars. Throughout the role of commander in the Battle of Hamburger Hill, Lieutenant Colonel Weldon Honeycutt attempted the complete these commander’s activities. (ADRP 5-0) The successes and failures of mission command he had, will be explained, giving a better understanding of the Battle of Hamburger Hill and the pivotal turning point in the Vietnam war.

Leaders inadvertently practiced mission command principles since the Civil War. Over time, the naming convention of the fundamentals has changed; however, the concept of the principles was still close in relations as time evolved. The effective application of the six mission command principles is critical to the success of commanders. Most prominent military leaders who exercised the fundamentals of mission achieved victorious results. Most leaders who lack effect in apply mission command principles in their plan habitually ended with little to no success. General Williams Tecumseh Williams and Major General Wade Hampton III are two examples of historical military leaders from the burning of Columbia who implemented and or fail to implement the principles of mission command during the Civil War.