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CHAPTER I

Decision-Making Overview

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Most decision-making theories present some variation of a six-step process used by leaders and managers to make decisions. The basic six-step process is as follows:

• Define the problem.
• Gather facts and assumptions.
• Develop solutions.
• Analyze each solution.
• Compare solutions.
• Select the solution that best addresses the problem.

In the tactical environment, this process is called the estimate of the situation. This is the process the commander and staff use to assist them in assessing the situation and making decisions. The estimate of the situation parallels the process outlined above using the following four-step process:

• Mission analysis.
• Course of action (COA) development.
• COA analysis and comparison.
• Decision.

The estimate of the situation is the model for all MDMPs. Chart 1 identifies how the estimate of the situation relates to the troop-leading procedures (Make a tentative plan). Each step of the process builds upon the previous steps. Any serious errors committed early will severely impact the planning process as it continues.

The planning process serves as a tool that assists the commander and staff in developing a plan. A single tool (planning process) used in all situations will not work. The right tool must be applied to the right situation. The abbreviated planning processes presented later in this newsletter follow the same basic model (estimate of the situation) as the MDMP, but employ slightly different techniques.

The formal MDMP as presented in FM 101-5 (DRAG Edition, 12 Feb. 97) is a very difficult and time consuming process. This deliberate step by step approach to the planning process will not work in time constrained environments. To alleviate this problem, FM 101-5 (DRAG Edition, 12 Feb. 97) presents an abbreviated form of the MDMP.

The most significant factor that units must consider when abbreviating the planning process is time. Time is the only nonrenewable resource and is often the most critical resource a unit must manage. Other distinguishing factors that must be considered when determining which planning process to use are:

• Level of involvement of the commander.
• Availability and experience level of the staff.
• Staff flexibility and latitude.
• Number of friendly COAs developed.
• Sequential versus parallel planning.

Chart 2 shows how the above factors affect the planning process.

Before a staff can successfully abbreviate the planning process, it must first understand and be capable of executing the deliberate MDMP. Once the staff can implement the formal process, it is then prepared to abbreviate the process. Units must develop and practice standing operating procedures (SOPs) that address and incorporate the above factors into their planning processes. Unit SOPs must specifically outline the differences between their deliberate and abbreviated planning processes. Most importantly, these SOPs must address the roles and responsibilities of each individual involved in the process, including NCOs and soldiers.

This newsletter reviews the deliberate MDMP and presents two abbreviated planning processes that units might consider using under different circumstances or time constraints. These are only two examples of how the process can be abbreviated. There are many other techniques that may also work. What is important and should be remembered are the TTPs that explain the factors listed on MDMP Planning Continuum Chart (see chart 2), and how they are orchestrated to abbreviate the planning process. There are no major differences between the two abbreviated processes presented and the deliberate MDMP.

This newsletter presents different techniques and procedures that can be applied in different situations. For clarity of examples, the terms deliberate, abbreviated, and accelerated will be referred to throughout this document. Most planning processes will occur in one of three scenarios. These scenarios are:

• Unit has approximately 16-24 hours (or more) from receipt of order to order issue at battalion/brigade level. When these conditions apply, the deliberate technique seems most appropriate.

• Unit has approximately 10-16 hours from receipt of order to order issue at battalion/brigade level. When these conditions apply, the abbreviated technique seems most appropriate.

• Unit has 10 hours or less from receipt of order to order issue at battalion/brigade level. When these conditions apply, the accelerated technique seems most appropriate.

These times are approximate, and are only intended to serve as a guide. Unit experience, personality of the commander, level of training, and complexity of the assigned mission ultimately determine which process to use under specific time constraints.

The three planning techniques listed above are not mutually exclusive. When planning for an operation, you may use more than one of the techniques listed. You may initially develop your plan using the deliberate or abbreviated technique. As information becomes available and the situation changes, you may have to make adjustments to your plan using either the abbreviated or accelerated technique depending on the situation. In certain situations, a brigade headquarters may use the deliberate technique as they develop their plan, while a subordinate headquarters may use either the abbreviated or accelerated technique. Whichever planning process is used, the commander and staff cannot become so focused on the planning process that they lose sight of what they are attempting to accomplish. The focus of any planning process should be to quickly develop a flexible, tactically sound, and fully integrated and synchronized plan that prepares the unit for mission success with the fewest casualties possible.

Once the plan is complete and issued, the commander and staff cannot get so attached to the plan that they fail to respond to the situation at hand. The planning process does not end once the order is issued. The planning process is continuous, and must be constantly evaluated, refined, and modified as the situation dictates. Your grade in combat is not determined by the quality of operations order produced. You are graded by your ability to accomplish your assigned mission, whether it is to destroy the enemy, or to conduct stability operations in Bosnia.

REMEMBER: THE BEST PLAN IS A FLEXIBLE PLAN.

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Preface
Chapter II - The Military Decision-Making Process (MDMP)