THE
BATTLE BEFORE: A REHEARSAL
A
Senior Observer-Controller's Perspective
by LTC George C. Harris, United States Army War College
Rehearsal
The Army fully embraces the need for rehearsals. On the same note though, unit Combat Training Center (CTC) mission performance habitually falls short. Most missions never achieve their desired end state. Unit performance on the battlefield can always be reliably predicted by the conduct of a rehearsal. 3Yes, other factors compound mission failures. They include everything from getting lost to poor intelligence. However, inadequate rehearsals remain a major contributor. This paper investigates the discipline of a rehearsal. It sets forth an SOP to plan, prepare, and execute the combined arms rehearsal. Basic principles apply universally to any type of rehearsal.
While they just make common sense, it's amazing how often they are violated. The principles are not absolutes, but to ignore one will usually lead to unexpected difficulties in mission execution.
Principles
of a Rehearsal4
This
paper addresses the first principle--developing an SOP--but it is important
to follow the remaining principles in implementing the rehearsal SOP. Obviously,
a unit must tailor its SOP to its unique mission needs. However, in every case,
the SOP becomes a script the unit uses to discipline its rehearsal process.
With such an outline in hand, leaders will systematically address each event
and its interaction with the other events.
Many units have a rehearsal SOP; many do not. Few are sufficiently detailed to serve as a user's guide for tactical rehearsals. Developing and training according to a rehearsal SOP is no trivial task. Unless the unit has developed a detailed SOP and proficiency in rehearsals during home-station tactical training prior to deployment, rehearsals are doomed to failure at the CTC.5Rehearsals often degenerate into time-consuming wargames that fail to adequately synchronize the valuable contributions of all battlefield operating systems.
Rehearsal discipline must be approached with the same intensity and commitment as a battle drill. Time is critical. Energy must be focused. Key events that must be synchronized for leaders to visualize the effects of the whole force at decisive points must be identified. This is a learned skill. The detail in which a leader plans, prepares, and executes his rehearsal sets the standard for subordinate units. Dog-and-pony shows at one level become the standard for subordinate units. On the other hand, focused and disciplined rehearsals by subordinate units breeds confidence, teamwork, and, most importantly, visualization of the commander's intent and synchronization of the combined arms team. In combat, this translates to focused initiative.
The Center for Army Lessons Learned (CALL) bulletins and our "How to Fight" manuals address rehearsal concepts. They each deserve several readings. However, the Mission Training Plans (MTPs) do not prescribe required standards. They rely on very subjective assessments and do not dictate a combined arms rehearsal. The rehearsal SOP proposed in this paper reflects my collection of "the best of the best" techniques validated from many units observed at CMTC. It is a good benchmark for units to use in setting their unique rehearsal requirements.
If one does not plan for synchronization, he cannot achieve it by brute force on the battlefield, as many believe. An uncooperative enemy will find one's weakness. Both fog and friction as well as the laws of science will quickly unhinge an unsynchronized plan. The same level of rigor as applied in operations planning must be invested in rehearsal planning. The rehearsal plan sets conditions for success during actual mission preparation and execution. Let us now discuss in turn the three-lettered paragraphs comprising the rehearsal SOP: A. Planning, B. Preparation, and C. Execution.
The commander's METT-T assessment will determine his rehearsal needs. Time and distance factors clearly affect attendee selection, as well as type and place of rehearsal. Short-cutting CTC rehearsal requirements erodes what we absolutely must do in combat. Leaders, shooters, lookers, and supporters must be present. Oftentimes, there are key personnel, other than S0P-specified attendees, who additionally must attend: a key OP team, scout squad leader, or a leader with a Be-Prepared or On-Order mission. The XO should recommend to the commander who should attend. Ensure parent unit and flank units are notified also of rehearsal time and place. Their participation expands the vision of your plan and increases the potential for their responsiveness to your mission needs.
A. Planning.
1. Cdr. Specify attendees, type, and place of rehearsal.
(a) Attendees.
(1) Cdrs w/FSO, Special Unit Ldrs.
(2) Cdrs w/FSO, Special Unit Ldrs, Coord/Special Staff.
(3) All leaders two levels down, Coord/Special staff.
(b) Type6
(1) Map board.
(2) Radio/Telephone.
(3) Sandtable/Terrain Model.
(4) Rock and Stick Drill.
(5) Tactical Exercise without Troops (TEWT)
(6) Fullup
2. XO.
(a) Publish rehearsal time/location in WARNORD, OPORD or FRAGO.
(b) Complete staff rehearsal of operation.
(c) Specify Decision Support Template/Matrix auditor/note taker.
(d) Designate personnel to prepare rehearsal site or sites.
3. Subordinate Commanders/Specialty Unit Leaders.
(a) Identify personnel to execute specified tasks in parent unit
order/plan.
(b) Complete unit order/plan with specified tasks to subordinate
units - what, where, when; identify issues; provide copy of
unit order with graphics to parent unit.
The XO must wargame the plan with the staff before developing annexes and assigning each unit task/purpose. The product is then a synchronized plan, complete with synchronized annexes, and an integrated Decision Support Template/Matrix for the basic course of action (optimally, the most likely branch and sequel are also wargamed and included in the plan). Most often, the DSM/DST is never made, so its critical role is never appreciated. The wargaming drill then becomes the billpayer for inefficient time management. In such a case, the rehearsal dissolves simply to a wargaming exercise among commanders that will assuredly frustrate the attendees, cause changes to issued plans, and exclude effective supporting unit integration.
After publishing an order, subordinate leaders should be afforded at least one third of the time available until execution to complete their own planning prior to a parent unit's rehearsal.7This planning window provides time for critical mission analysis, course-of-action analysis, wargaming, and OPORD publishing. The subordinate commander must assign responsibility for specified tasks (e.g., observe a named area/target area of interest or Decision Point; fire a specific target, or emplace an obstacle) and resolve issues discovered in the parent command's OPORD. There must be collective ownership of the mission. This ensures unity of effort.
Parent and flank units require a copy of the new subordinate OPORDs--especially graphics--to share in this vision. The parent headquarters should deconflict all their subordinate unit graphics and publish composite overlays--at minimum maneuver, fire support, and engineer--at the rehearsal. This is a tough but essential standard. These composite overlays are the first step for leaders to visualize the whole unit's plan. The next phase of the SOP must address parent and subordinate unit preparation for the combined arms rehearsal.
The preparation phase is analogous to actions seen on the drama stage as the director checks the props, lighting, and attendee list. The director should be the XO; some commanders use the S3. If the director is the S3, the XO will not sense the intricacies necessary to synchronize the combined arms team. The TOC then becomes a mere site for situation maps, not the proactive agent that molds the force's effects to achieve the commander's vision for success. The S3 assists the commander in the fight forward; he should rehearse that task. The XO must assist synchronization of combat power from flank, parent, and his own units often beyond communication reach of the commander and S3. The XO must direct the rehearsal!
B. Preparation.
1. XO.
(a) Identify specific events to rehearse.
(b) Verify completeness of rehearsal site(s).
(1) Local security upgrade.
(2) Parking and traffic routing.
(c) Establish rehearsal time limits consistent with METT-T.
2. Subordinate Commanders/Special unit leaders.
(a) Rehearse unit plan and supporting drills.
(b) Verify own unit organization, disposition and capabilities.
Ideally, the mission is rehearsed with events phased in proper order from start to finish. Through wargaming and coordination with the commander, the XO identifies, prioritizes, and allocates time for the key events requiring rehearsal. He must then verify rehearsal-site preparation; a separate rehearsal site may be required for key rehearsal events selected (e.g., enlarged objective area or possible obstacle site). Time is a premium. The rehearsal site must be accurate and complete (audio visual equipment, appropriate markings, parking areas, local security, and associated training aids).
Before arriving, subordinate commanders should complete their own rehearsals and drills. The commander and his subordinates should know exactly who, where, and when fellow leaders and key personnel will execute specified tasks from the parent unit order -- and the expected outcome. Additionally, the commander must complete an assessment of his unit to include completeness of task organization, readiness of personnel and material, and level of preparation for the assigned mission. This assessment plays an essential part in his commander's own assessment of mission-readiness.
C. Execution. XO leads the rehearsal ensuring all key personnel validate
understanding of the Commander's intent and the concept.
1. Position attendees around rehearsal site IAW SOP positions.
2. Rehearsal agenda (presentation sequence).
Topic POC
(a) Attendance Notetaker
(b) Task Organization validation XO
(c) Terrain model orientation S2
Enemy situation
(d) Mission statement XO
(e) Commander's Intent Commander
(f) Concept of operations S3
(At minimum synchronized maneuver fire support, and
mob-surv-countermob concept)
The
rehearsal site must be a controlled environment with no distractors. The command
climate and rehearsal atmosphere must encourage candor and openness. This sense
of purpose can only be ingrained through aggressive home-station rehearsal
training on each rehearsal technique from map briefing through a fullup rehearsal.
Unfortunately, most units wait until arrival at a CTC to begin earnestly rehearsing
with all players present.8When
this happens, rehearsals are rushed, participants are unsure of what to say
or when to talk, and parent unit planning oversights identified by subordinates
go unresolved. A valuable opportunity to synchronize the plan is lost.
This is a leader's rehearsal; the commander controls it. He must maintain the focus and level of intensity, allowing absolutely no potential for subordinate confusion. The commander's role is critical. Although the staff built the plan, it belongs to the commander; he must use it to fight. The rehearsal cannot become his back-brief to commanders; it often does. The purpose is to validate synchronization--what, when, and where--of subordinate units' task to execute the commander's intent.
Attendance must be taken to ensure that absentees receive changes. Changes must be transmitted by courier or radio immediately to absentees and flank units. Nobody leaves the rehearsal site until all leaders--present and absent-- acknowledge changes to the base plan. If this is not done, the plan will surely unhinge on the wayward best efforts of a leader who "didn't get the word."
The XO validates task organization for the mission: link-ups must be complete or on schedule and required material and personnel must be on hand. Both subordinate commanders and supporting units immediately identify and resolve discrepancies. Issues are noted for followup action. The importance of this simple check cannot be overemphasized. Small cross-attached units can be the lubricant for smooth operations, or the friction that will bring the best plan to its knees.
After the XO reads the mission, the commander talks and walks his intent using the rehearsal site. He provides a concise expression of the purpose or reason for the operation. He must clarify how his unit relates to success of the main effort. Next, he elaborates on the method the unit will use to achieve success. This focuses subordinates on the type of maneuver and how the force synchronizes its effects at the decisive point(s). Lastly, he describes the end state--specifying the status and disposition of enemy and friendly forces in terms of space and time.9It may include how his end state facilitates future missions.10The S3 explains the synchronized concept of maneuver, fires, and other key battlefield operating systems (BOSs). The second step is now complete for leaders to visualize the fight-the verbal communication of intent and concept. The stage is now set to rehearse the detail of the fight.
Rehearse the fight the way you will fight, from start to finish. Ideally, the plan is broken into logical phases. This eases comprehension of intent and concept by phase, as the synchronized fight matures. Usually, there is insufficient time to rehearse all parts of all phases. About 1 to 1 1/2 hours are normally available. If too much time is consumed, separate BOS and subordinate unit rehearsals will lack sufficient time. They are essential too. Ensure rehearsal of critical events which demand leader visualization of their synchronization. Subordinates should arrive prepared to rehearse selected events-- what their unit must do, when, where, and the expected outcome (in terms of enemy, friendly, and terrain). These events should be listed in a WARNORD, the OPORD, or a FRAGO.
The commander and XO identify which of the tasks listed in Figure 1 are critical. The critical events--designated C--have been subjectively assigned by the author based on many CTC missions. They are in no MTP. Tasks from each of the three mission matrices may apply to the unit and require rehearsal. An additional matrix for MOOTW tasks should be included too. The rehearsal tasks become focal points for a comprehensive time/event-phased rehearsal.
For each task selected, the XO cues the participants listed above (paragraph C2(g)) to perform on the rehearsal site their unit's actions. The S2 must portray his best assessment of the enemy's actions--multiple options will only confuse attendees. Whether he moves stickers on a map or rocks on a terrain model, or has personnel move in simulation of enemy forces, the enemy commander's presumed concept of operation, desired effects, and intended end state must be clearly communicated.
C. Execution. (Cont)
(g) Specify critical rehearsal events, then prioritize:11
Briefer Topic
(1) S2 Threat SlT/EVENT Template with
enemy Maneuver, FS, Engr, Air
(2) Scout PL/S2 Collection/Recon Plan
(3) Subordinate Cdr(s) NAl/Target/Decision PT Coverage
Maneuver Plan
M-CM-S (COT, Breach Team)
ADA (location/priority)
CSS (CASEVAC, Maint, resupply)
Battle Command (Ldr Loc; Cmd
accession)
(4) FSO Schedule of Fires, attack criteria
(5) Engr Work plan, priority
(6) ADA LNO Coverage, resupply, C2
(7) S1/S4 Supply routes, LRPs, AXPs, MCPs
Priority (resupply, maint, pers)
Med unit locations, C2
(8) Cdr/S3 Leader locations,critical/decisive
points
(9) DSM/DST Auditor Verify indicators, decisions, and
actions
(h) Review decisions/issues XO
(i) Time hack/SOI update SIGO
(j) Closing Comments Commander
The rehearsal is for doers--leaders and soldiers who will execute the task, not for staffers to explain a concept. The doer should perform the task; the staffer ensures consistency with the plan. The topic list above for each participant specifies minimal essential discussion areas. More information is often not better. The key to a good rehearsal is that it is an act or process of practicing, and not a pure verbal activity.12
The XO must discipline leader movements, enforce brevity, and ensure completeness. The decision support template/matrix is his tool. Indicators (by time or event) must be connected to a decision (e.g., commit reserve, move unit, close/emplace obstacle) and required BOS actions (fire a specific target number, move medical station, change supply route, alert specific OP). The XO must synchronize the timing and contribution of each BOS. The third step, forming the complex mural of the combined arms fight in each commander's mind, is complete. The accuracy of subordinate leader visualization of the fight before the fight is a function of the XO and commander's skill at focusing the rehearsal--at each critical and decisive point.
Keeping within established time constraints, the XO must ensure that selected events receive appropriate attention. In concluding, he summarizes decisions made, changes to the initial order, and open issues. His staff updates the DSM/DST and provides it to each leader prior to departure. An option is to provide it prior to the rehearsal and rely on individual pen/ink changes for each update. This is the final opportunity for subordinates to identify and resolve dangling issues. With watches synchronized, the commander's final comments become the fourth and final step in the visualization process. The image for this battle has sequentially matured in each commander's mind: from a composite unit overlay, to a commander's verbal intent and concept, to a detailed review of critical events, and to finally the commander's emphasis on key parts of his vision for mission success. Matters are now in the hands of subordinate leaders.
If done properly, leader participation in the rehearsal should:
- Validate each leader's role as part of the whole force--what is done, when relative to time and event, and where to achieve desired effects.
- Ensure a common visualization of the enemy, own forces, the terrain, and relationship between them.
- Specify actions requiring immediate staff resolution.
- Inform the parent commander on critical issues or locations he or his CSM, XO, or S3 must personally oversee.
The battle before the battle is complete. The warriors who look the enemy in the eye will do their job; that we all can be sure. The remaining critical task is for leaders--officers--to mature their shared vision of how they and their unit will fight and win as the uncooperative enemy responds.
Figure 1: Recommended Critical Tasks/Events for Rehearsal
NOTES
1. Webster's New Collegiate Dictionary (Springfield, MA: Merriam Company, 1979) p. 967. Back
2. FM 100-5, Operations (Washington, D.C.: Department of the Army, June 1993) pp. 6-10. Back
3. Combat Training Centers (CTCs) Bulletin No. 93-4, Reconnaissance(Fort Leavenworth, KS:
Combined Arms Center, July 1993), p. 16. Back
4. CALL Newsletter 91-1, Rehearsals (Fort Leavenworth, KS: Combined Arms Center,
April 1991), p. 2. Back
5. Ibid, p. 6. Back
6. Ibid, p. 16. Back
7. CALL 93-4, p. 16. Back
8. CALL 91-1, Introduction. Back
9. MAJ Mark DeMike, Combat Maneuver Training Center (CMTC), Germany, Operations Group,
analyzed the discussions of Commander's Intent in FM 100-5, TRADOC PAM 525-200-1, and other
current doctrinal literature. The extract presented in this paper was taken from his
"Battle Command" briefing. February 1995. Back
10. Battle Command Handbook (Fort Benning, GA: U.S.A. Infantry Center, October 1993) p.7,
and FM 100-5, Operations, June 1993, p.6-6. Back
11. LTC Michael Heredia, Senior Armor Task Force Observer Controller, Combat Maneuver Training
Center, Hohenfels, Germany, developed the Rehearsal Needs Matrix, March 1994. Back
12. CMTC Rehearsal Video (Combat Maneuver Training Center: Hohenfels, Germany, October 1991).
Back
Table
of Contents
The
Burden Our Soldiers Bear, Part 4
Targeting
- A Maneuver Concept
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