FM 7-30: The Infantry Brigade

Appendix I

DECISION MAKING

Military decision making revolves around an established proven and analytical procedure called the deliberate decision-making process. The relationship among the TLPs, decision making, and the estimate of the situation is depicted in Figure I-1. A technique also used to incorporate the TLPs into the decision-making process is shown in Figure I-2. Notice the use of multiple warning orders.

I-1. MISSION ANALYSIS

Mission analysis consists of the following steps:

Mission and intent two levels up.

Specified and implied tasks.

Limitations.

Mission-essential task.

Restated mission.

a. Mission and Intent Two Levels Up. The brigade commander analyzes the mission and intent two levels up to fully understand his roles and responsibilities within the overall context of the operation. This analysis allows him to understand who is supporting him, who he is supporting, what the purpose of the operation is, and what the desired end state is.

b. Specified and Implied Tasks. Specified tasks are clearly stated in the order. Implied tasks must be deduced through analysis. Routine or SOP type tasks are not included as implied tasks. A good technique is to have an assistant list all specified and implied tasks, and use this as a checklist when writing the OPORD to ensure all tasks have been assigned to subordinates.

c. Limitations. Limitations are restrictions on a commander's freedom of action. They include time, rules of engagement, and control measures.

d. Mission-Essential Task. After reviewing all the above factors, the commander identifies his mission-essential task. Failure to accomplish the mission-essential task results in failure to accomplish the unit's primary purpose for the operation. Tasks should be definable, attainable, and measurable. Mission tasks require a common vocabulary. They are not to be confused with the operations that are groups of similar missions. For example, offensive is an operation. Seize, destroy, and neutralize are examples of tasks associated with an offensive operation.

e. Mission. The restated mission contains the mission-essential task and purpose, and it is put in the form of the five Ws: who, what, when, where, and why, This becomes the basis of the rest of the estimate process. In forming the restated mission, commanders must use mission-oriented command and control to maximize subordinate initiative. Each concept must fit within the confines of the larger and accommodate the smaller. In this way, the top commander's intentions are carried to the lowest level. Of these two components, the purpose is the more important. The mission statement consists of a task and a purpose. The task should be definable, attainable, and measurable. Mission tasks require a common vocabulary and are not to be confused with operations, which are groups of similar missions. For example, defend is an operation, but retain, destroy, and block are examples of tasks associated with a defensive operation. (See Figure I-3.) For clarity, the commander may include the operation along with the task in the mission statement but never the operation alone. An example would be 2d Brigade (who) conducts movement to contact (operation) commencing at 25 Feb 1994 (when) to clear (what/task) enemy forces from AO Zack (where) to allow its use for division rear area operations (why/purpose).

f. Situation Analysis and Courses of Action. Once the mission is analyzed, the staff analyzes the situation using the remaining factors of METT-T. Planners may want to reorder the mnemonic to be MTET-T. By analyzing terrain before enemy, the staff can then analyze the enemy in light of the effects the terrain will impose. Terrain is analyzed using the mnemonic OKOCA Again, planners may want to reorder the mnemonic to be OAKOC: obstacles, avenues of approach, key terrain, observation and fields of fire, and cover and concealment, which allows the terrain to be analyzed in a more logical sequence. During this step, the staff should also consider the effects of weather and produce a combined obstacle overlay (COO) and modified combined obstacle overlay (MCOO).

(1) After analyzing the terrain, the staff can now analyze the enemy with an understanding of how the terrain will affect the enemy. This analysis includes composition disposition, strength, significant activities, peculiarities and weaknesses, capabilities (possible courses of action), probable course of action, and most dangerous course of action. The enemy probable course of action will be used later in the war gaming process.

(2) The staff then analyzes the friendly troops to determine composition, disposition, strength, significant activities, and peculiarities and weaknesses.

(3) The last step in METT-T is time, but it is a factor that must be considered throughout the analysis. The staff uses the one-thirds/two-thirds rule to ensure subordinates have sufficient planning time. However, the staff must consider not only the time required to prepare and issue the order in its one-third allocation, but also other time limitations imposed on the subordinate headquarters such as brigade briefbacks and rehearsals. To help subordinates increase their time, brigade commanders issue multiple warning orders. The first warning order should be upon receipt of the mission from higher headquarters. Additional warning orders may be issued after the commander's guidance has been announced, after the COA has been selected, and after any other important decision. The brigade XO usually serves as the time manager to ensure the staff adheres to the time schedule.

(4) In many cases, the time schedule is compressed. Table I-1 is a sample schedule for producing and issuing an order in seven hours.

(5) Once the METT-T analysis is complete, the staff can record the information about friendly and enemy forces on a relative combat power analysis matrix (Table I-2). This matrix uses the dynamics of combat power, firepower, maneuver, protection, and leadership as a basis of comparison for enemy and friendly strengths and weaknesses. This analysis provides a general background for formulating feasible COAs and may indicate the basic nature and characteristics of the COAs. These conclusions assist in speeding up the estimate process by providing an indication of COAs that would not be feasible and, therefore, should not be considered.

(6) The decisive point provides focus for the brigade's planning, preparing, and execution. Decisive points are enemy-, terrain-, or event-oriented actions that, if accomplished, will lead directly to achievement of the mission's purpose. To maintain focus, each COA should have only one decisive point. At the brigade level and below, the decisive point action is almost always the responsibility of the main effort.

(a) The decisive point method employs the following steps:

Determine the decisive point and the results to be achieved there.
Determine the purposes to be achieved by the main and supporting efforts. The supporting efforts' purposes must be clearly linked with the main effort's purpose.
Determine the essential tasks to be achieved for subordinate units that achieve these purposes.
Task organize to accomplish each mission that has been determined.
Assign C2 headquarters.
Establish control measures.
Prepare a COA statement and sketch.

(b) A COA statement should contain the following:

A statement by the commander expanding on his purpose in a way that ties it to the higher commander's purpose.
A statement of the array of forces. This includes the form of maneuver in the offense or the defensive pattern or the technique used in the defense and a general explanation of how the commander plans to accomplish the purpose with the force as a whole.
A designation of the decisive point.
If desired, a brief statement of the most critical of the significant factors.

(c) The concept sketch should depict prominent essential control measures, major subordinate units with their tasks and purposes, task organization, and the decisive point. Planners should consider making a sketch of the enemy situation template on acetate and laying it over each concept sketch.

g. Course of Action Analysis. The next step in the estimate process is to analyze the COAs. This is accomplished through war gaming. If time permits, each possible enemy COA will be war-gamed. The S2 should, at critical points on the battlefield, identify what would happen if the enemy chooses his most dangerous COA. At a minimum however, the enemy probable COA will be war-gamed. The COA may be modified or a new COA developed as a result of the war-gaming process. The war game must be an integrated staff process, which includes role-playing enemy forces. The war gaming sequence has eight steps:

Gather the tools.

List all friendly forces.

List the assumptions.

List known critical events and decision points.

List significant factors.

Select the war gaming method.

Select a technique to record and display the results.

War-game the battle and assess results.

The information gained from the wargaming will be incorporated into the decision support template. Refer to FM 101-5 for a complete discussion on war gaming.

h. Course of Action Comparison. After each COA has been analyzed, the staff begins the comparison step. A quick and effective means of doing this is through the decision matrix. Significant factors identified during war gaming are used in the decision matrix. The staff may weigh certain factors that are considered to be more important than others.

i. Decision or Recommendation. After comparing the COAs, the XO or S3 recommends a COA to the commander. This recommendation includes the types of forces to be employed but not the specific units. Although all COAs under consideration were war-gamed during Step 3 of the estimate, if time permits, the staff conducts a second war game of the selected COA. This serves as a final check before the order is written. If enough time is available, the commander and staff war-game the entire operation. If time is short, they only war-game critical events. The synchronization matrix is an effective tool for the war gaming session. Again, this is an excellent opportunity to transfer information into the form of a decision support template with operational matrix. If the commander has major changes in a COA or creates a new one by combining parts of several COAs, the staff must war-game the new COA.

j. Parallel and Concurrent Planning. Like the steps of the TLPs, the steps of the estimate process may be conducted parallel. For example, in the formal procedures, the mission analysis is completed first. Information may be available about the terrain or the enemy, if so those situation analyses may be conducted during mission analysis or before it is completed. The staff must issue multiple warning orders which key phases of the estimate process are completed in order to facilitate the flow of information. Subordinate headquarters should not be kept waiting for a final product. They should be issued the information as it becomes available to help optimize planning time.

I-2. REHEARSALS

After the order has been issued the brigade conducts briefbacks and rehearsals. Briefbacks focus on planning rehearsals focus on execution. Whenever possible, briefbacks and rehearsals should be conducted chronologically rather than by unit. This ensures the brigade has one synchronized task force plan instead of three independent battalion plans.

a. Briefbacks. The commander conducts an initial briefback immediately after the issuance of the OPORD. It is designed to ensure that the subordinates clearly understand the order. After the subordinate commanders have had time to develop their tentative plans, the brigade commander has an additional brief designed to ensure the commander concurs with the subordinate leaders' concepts. This must occur before the subordinate issues his OPORD. Commanders should establish a format for these briefs. One technique used is to have each subordinate begin with his understanding of the enemy situation in his area of interest. This helps provide synchronization, but moreover it gives the brigade commander a more in-depth analysis of the enemy than he had from just the brigade level analysis. To ensure all items are covered, the brigade TACSOP should include a format for briefbacks. (Figures I-4 and I-5 are examples of briefbacks.)

b. Rehearsals. The rehearsal is the final event to emphasize and conduct to ensure subordinates understand the plan. Types of rehearsals include: full, key leader, briefback, terrain model, sketch map, map, and radio. The most effective rehearsals are conducted under conditions that replicate as closely as possible those expected to be encountered during the actual mission. The rehearsal must not become a war-gaming session. War gaming should be conducted before issuing the order. If the rehearsal reveals serious flaws in the plan, the commander stops the rehearsal and develops a new COA. He establishes a priority of rehearsals beginning with actions on the objective. Staff officers role play enemy forces or other actors on the battlefield.

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