The Case For Steady State Operations

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

Remember that the Army receives guidance for its force structure from multiple sources, both within and without DOD.

Know, support and use the chain of command. I encourage you to identify and discuss issues you may not agree with, but once the final decision is made, that is the end of it so make adjustments and continue-the-mission.

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

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

x. Foreign Humanitarian assistance (FHA) operations share inherently complex operations that require a significant amount of ______coordination. Interagency

First, the DCO should remain an Army Colonel billet (O6), but also should be open

Services that directly impact the ability of the DLIS to meet its operational exigencies such as DOD Readiness Command, DOD Joint Military Combat Operations Task Force Support, international or national coordinated activities are considered mission critical. While other services, although important, must be made available in a

Stability and Support Operations (SASO) covers a wide variety of missions performed by the United States military. According to DoD Instruction 3000.05, “Stability operations are a core U.S. military mission that the Department of Defense shall be prepared to conduct with proficiency equivalent to combat operations”.1 The military has evolved from an “either-or” point-of-view, to an all inclusive method of conducting operations.2 Prior to the Vietnam War, “There was no organization in the United States government trained and equipped to perform this mission, and little incentive for existing institutions to adapt to meet the need for such an organization even if that need had been widely recognized.”3 This evolution has

Joint Task Force Katrina: This command center was expected to represent the active involvement of the Department of Defense (DoD).

This paper provides an evaluation of the command and control and integration of joint functions associated with the invasion of Sicily, known as Operation HUSKY. The Allies achieved a positive outcome despite the fact that key leaders demonstrated ineffective command and control capabilities and poor integration. The paper will first evaluate the joint function of command and control, using the three attributes of mission command from joint doctrine: commander’s intent, mutual trust, and understanding. An evaluation of the integration of intelligence and fires joint functions at the Operational level will follow.

Protect follow on force, critical nodes, vital infrastructure and support rapid RSOI of remaining elements

Military. It is a decision support system for the Chairman of the Joint Chiefs of Staff (CJSC) and the JROC chaired by the Vice Chairman of the Joint Chiefs of Staff (VCJCS) in order to fulfill their advisory responsibilities. The JCIDS process has four major parts. The Requirement Identification and Document Generation is the first step, where the Services, CCMDs, and other DOD Components conduct Capability Based Assessments (CBAs) to determine capability gaps and risks informed by National Security Strategy (NSS), National Defense Strategy (NDS), National Military Strategy (NMS), Quadrennial Defense Review (QRD), Guidance for the Employment of the Force (GEF) and Defense Planning Guidance (DPG) among others. The second step, Document Staffing and Validation, validates the Capability Development Document (CDD) or Capability Production Document (CPD) tailored for a materiel approach, similar documents for non-materiel approaches, as well as Joint Urgent and Emergent Operational Needs lesser than the MDAP level. In the third step of JCIDS, Post-Validation Process and Iterations, the Analysis of Alternatives (AoA) is conducted and the Materiel Development Decision (MDD) and other acquisition decisions are made. In the last step, Joint Prioritization, the CCMDs and Services provide assessment and weighting of the

Participates with the Directorate and staff in planning and supporting all operations and provides continuity rotation of Director of Logistics. Serves as principal advisor to the Director of Logistics, Senior Civilian in the J4, and serves as acting director in the Director’s absence and for matters not requiring the personal attention of the Director. Exercises full authority to commit the directorate for planning and execution of logistics support. Maintains necessary cognizance over all directorate activities to assure necessary integration, coordination and administration of all logistics support. Insures consistent implementation and orchestration. Constantly looks for ways to improve technical operations, administration and management of the directorate. Incumbent is relied on for accuracy of judgment and technical advice with regards to the policies, principles, and procedures, organizational changes and other problems affecting the accomplishment of the mission. Responsible for personnel matters, both civilian and military, to ensure the directorate is properly staffed. 

1. Provides logistics support and advice to the Director and four logistics Division Chiefs. Works with and coordinates with other Directorate Directors, Deputy Directors, and Directors of Staff regarding logistics planning and support efforts that should be initiated, modified or curtailed; synchronizes logistics