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A recognized defect of certain forms of theoretical problems lies in the fact that they indicate, themselves, the time when a Decision is needed. In other words, they fail to vest the commander with responsibility for the decision that the time has come for a Decision to be made. Hence the great importance, from the viewpoint of timing, of those problems and exercises which partake more fully of the reality of war. The successful conduct of war, notwithstanding its demand for utmost mental power, is founded predominantly on those moral qualities (see pages 9 and 72) which spring less from the intellect than from the will.
Problems Involving Modifications of the Basic Plan
Relatively minor deviations from decisions reached during the first and second steps of the solution of a military problem are frequently required during the action phase, because of incentives arising from the demands of the situation. Such requirements will not occasion serious dislocation in the predetermined effort of the competent commander.
However, more momentous situations are also to be expected. These will present new problems for the commander to solve. Such new problems, so long as they do not challenge the integrity of the basic plan, will not prevent the competent commander from proceeding with his predetermined effort if he takes appropriate action in due time to control the unfolding situation. To maintain such control may call for the exercise of outstanding qualities of the mind and of the will.
For example, it is assumed that the commander's basic Decision was to destroy an enemy convoy, the purpose of the Decision being to prevent the convoy from reaching its destination. Now, it is supposed that, during the supervision of the action planned for the destruction of the enemy convoy, the commander receives information of a hostile reinforcement. It is further supposed that this reinforcement, if it joins the enemy convoy's escort, can jeopardize the success of the basic plan.
The commander is now confronted with a serious situation which, if not controlled by action of the right kind, at the right time, and at the right place, may result in shattering his basic plan. However, if the commander takes action along correct lines in due time, he can still preserve the integrity of his basic plan and so continue to control the shaping of the situation.
Having re-examined his solution of his basic problem and found it sound, the commander finds himself under the necessity of resolving a perplexity as to what to do about the enemy reinforcement. In this case, he concludes that his proper action is to prevent the enemy reinforcement from protecting the convoy. This task, self-assigned because of the demands of the situation, becomes the basis for the mission of his new problem, the mission being:—
(Task) To prevent the enemy reinforcements from protecting the convoy,
(Purpose) in order to contribute to the eventual destruction of the convoy.
The commander now considers the various courses of action open to him for the accomplishment of this mission. He also considers the enemy courses of action. He then considers each of the former in relation to each of the latter. He compares, on this basis, each of his retained courses of action with the others and so selects the best course of action. Finally, he arrives, in this manner, by the same process as in a basic problem (Chapter VI), at a decision as to the best course of action. Should this decision be to sink the enemy reinforcement, its statement linked to its purpose, would be:—
To destroy the enemy reinforcement, in order to prevent it from protecting the convoy.
Problems Challenging the Integrity of the Basic Plan
During the planned action, a change in the situation may have the effect of challenging the integrity of the basic plan. The commander is then faced by a problem calling for the exercise of the highest order of ability. While problems of this type probably occur with least frequency, they are the most important of those which may be encountered during the fourth step.
Because such a problem, arising from the demands of a new situation, requires a re-estimate of the basic situation, the essential procedure is the same as for a basic problem (Chapter VI), but certain modifications necessarily appear.
Summary of the Situation. While a commander will rarely find himself operating without instructions, the importance of problems arising when no directive applies is not lessened by the fact that such problems may infrequently occur. When the commander is faced with a situation not covered in orders of his superior, action may be necessary before he can inform higher authority and receive instructions. Usually this situation will be an emergency. Often it will not allow time for a written estimate. The fact that such a situation has arisen, and the reasons causing the commander to conclude that it has arisen, are appropriately included in Section I-A of the Estimate, under the "Summary of the Situation".
Recognition of the Incentive. The conclusion on the part of the commander that the situation requires him to make provision for its maintenance, or for a change, which in either case calls for a departure from his basic Decision, constitutes a recognition of his new incentive.
Appreciation of the Objective. Frequently the new incentive will indicate that the objective embodied in the commander's present task is no longer suitable, but that the purpose of his mission still applies. By modifying the objective indicated in his assigned task, but adhering to that in the purpose of his mission, he may be able to visualize a new objective which will be appropriate to the new circumstances. In this case the retained purpose assists the commander to select a new objective which he can confidently adopt as the basis for a new task which he assigns to himself.
If neither the commander's task nor the purpose of his mission apply in the new situation, the evolution of a proper new objective may be much more difficult. Under such circumstances the commander, by the use of such information as may be in his possession, will first endeavor to deduce an objective whose attainment constitutes a suitable purpose. Such a deduction will be made on the basis of the larger circumstances of the war, the campaign, or the operation. Having made this determination, the commander will then deduce a task appropriate to the new situation and in furtherance of the adopted purpose. (See Chapter IV, page 52.)
Formulation of the New Mission. An appropriate new task having been determined, as well as a proper purpose, the commander is now in a position to formulate his mission. The procedure to this end is the same as described (Chapter VI) with respect to the estimate of a basic problem.
Other Items of the Estimate. For such problems of the fourth step, other items of the Estimate Form require no essential modification of the procedures described (Chapter VI) as applicable for the first step.
The Further Procedure Applicable to Such Problems of The Fourth Step
After the commander has reached his new decision, the further course of events may call for the resolution of the required new action into detailed operations and for the inauguration of a new planned effort. In such case, these procedures are accomplished through processes essentially similar to, and fortified by the experience gained in, those distinctive of the second and third steps. (Chapters VII and VIII, respectively).
The new planned effort having been inaugurated, its supervision continues, in turn, through the critical observation and the appropriate action described herein as distinctive of the fourth step.
The Running Estimate of the Situation
The procedure employed in the constant, close observation of the unfolding of the situation—to the end that justified changes of plan may be initiated, while those uncalled-for may be avoided—is known as the "Running Estimate of the Situation". Such an estimate, as indicated by its name, is intended to keep pace with the flow of events, so that the commander may be assured, at any time, that his concurrent action will be based on sound decision. To this end, there is a definite technique for which the standard Estimate Form provides the basis. This technique is an aid for solution of the problem involved in the supervision of the planned action.
Aim of the Technique Involved. Any procedure adopted to this end is properly intended to assist in the supervision of the planned action, but not to restrict the commander to particular methods. Flexibility is a prime consideration. The ultimate aim of the technique is (see also page 114) the rapid and successful exercise of mental effort in the fast-moving events of the tactical engagement. It is under such conditions, more especially, that effective supervision of the planned action becomes a problem calling for every facility that can be afforded the commander.
Nature of the Technique. The solution of this problem requires mentally or in writing according to the particular case, (a) the assembly of information as to events bearing on the situation, and (b) the organization of this knowledge in a manner permitting its ready use. Accordingly, it will be found helpful, where circumstances permit written records to be kept, to provide for (a) a journal (a form of diary) of events, with a file to support it, and (b) a work sheet to organize applicable information in proper form for use. The journal affords a basis for the work sheet. The latter in turn facilitates the procedure, continuous while the action lasts, of estimating the situation so that a Decision maybe rendered at any time desired.
Where written records are unnecessary or impracticable, the same fundamental process is nevertheless employed. The fact that the process is then wholly mental, without extraneous aids, involves no change in the basic character of the essential procedure.
Journal. The journal, to serve the purpose indicated above, is kept in a form permitting entry of essential data as to information needed for the Running Estimate. Such data may include (see the suggested Form, next page) the appropriate heading of the journal, the entries applicable to each item of pertinent information, and the authentication with which the journal, for any chosen period, is closed.
* * * * *
JOURNAL
(Organization, staff subdivision, etc.)
From: ................................................. (date and hour)
To: ................................................... (date and hour)
Place: ................................................
+ -+ + -+ + + + - TOR TOD Time Serial From To Incidents, Messages, Action Dated No. (Action) Orders, etc. Taken + -+ + -+ + + + - + -+ + -+ + + + -
The heading of the journal is completed by inserting the designation of the organization and, where appropriate, the staff subdivision concerned, as well as the date and hour of beginning and closing the journal, and the place (or general area) where the commander is located.
Each entry includes, where appropriate, a time notation: for example, as to the occurrence of an incident; the receipt (TOR) or despatch (TOD) of a message; the receipt or issue of an order. The serial number assigned to the entry is recorded. The "time dated" is the date and hour of the incident, or, in the case of the message or order, the date and hour appearing thereon.
Entry of the nature of incidents or of the content of messages and orders, etc., is made under the heading "Incidents, Messages, Orders, etc."; for example:
As to an incident:
Enemy bombed light forces in screen from northward.
As to a message:
Our troops held up on Beach A since 0500 this date.
In the case of a message or order, the source and the action addressee(s) are recorded in the columns marked "From" and "To (action)" respectively. The content of the despatch or order then follows. The amount of detail to be included depends upon the needs of the work sheet (see below) in its capacity as a basis for the running estimate of the situation. Further details can be ascertained, if needed, by reference to the journal file.
The action taken ("None" entered, if none is taken) is indicated briefly under that heading. In the case of the above entry as to the enemy bombing light forces, the "action taken" might, for example read:
Prepared for torpedo attack.
A single journal may be maintained for the commander concerned; or, if so desired, separate journals may be kept, for their respective purposes, by the several principal officers of his staff.
The journal itself and its use are readily adaptable to informal methods of preparation and maintenance. The Journal Form may be prepared hastily, as needed or desired. Where appropriate, the Journal Form may be made up in quantity by printing, multigraphing, or other practicable methods.
Journal File. The file to support the journal is merely an assembly of the records (messages, records of oral orders, and the like) from which the journal is compiled. Each item of the file bears a serial number corresponding to that of its entry in the journal. An ordinary spike-file is frequently adequate for safe-keeping of these records while in use. When the journal is closed, the corresponding journal-file is filed with the journal, in accordance with standing instructions or in compliance with any particular disposition directed by the commander concerned or by higher authority.
Work Sheet. The usual form of the work sheet follows the form of the estimate of the situation. A single work sheet may be kept for the commander concerned, or, if so desired, separate work sheets may be maintained, for their respective purposes, by the several principal subdivisions of his staff. If a single work sheet is maintained, entries by the several staff subdivisions may be facilitated by dividing the work sheet among them, provided that the entire document can always be promptly assembled for use as needed.
The work sheet, while an important official document, is ordinarily informal in nature. The various headings, items, or titles (other than the main heading) are merely copied, ordinarily, from the usual Estimate Form. An example of a work sheet is as follows (see next page):
WORK SHEET (For Running Estimate of the Situation)
........................................ (Organization, staff subdivision, etc.)
From: .................................. (Date and hour)
To: .................................... (Date and hour, if pertinent)
Place: .................................
I. Establishment of the Basis for Solution of the Problem.
A. The Appropriate Effect Desired.
(1) Summary of the Situation. (Note: No other heading would be entered on the first page.)
* * *
(2) Recognition of the Incentive. (Note: No other heading would be entered on the (initial) (second) page.)
* * *
(3) Appreciation of the Assigned Objective. (Note: No other heading would be entered on the (initial) (third) page.)
(4) Formulation of the Mission. (Note: No other heading would be entered on the (initial) (fourth) page.)
* * *
B. (Note: This and subsequent headings are entered in the manner indicated as to Section I-A, above.)
The remaining necessary headings and subheadings of the Estimate Form would be entered similarly, in due order, on succeeding pages.
The use of a voluminous work-sheet is facilitated by entering item headings in a narrow column at the left, and by cutting away unused space below the several headings in such column, so that all the headings (or the more important ones) can be seen at a glance. A person using the work-sheet can then readily find any page desired.
The main heading (top, first page) is filled out in the same manner as for the journal.
The other headings, for subdivisions of the work sheet, are ordinarily transcribed from the usual Estimate Form, according to the needs for the purpose of the particular work sheet. Such needs will vary with circumstances. As has also been noted, the Estimate Form, itself (Chapter VI), varies with the situation. For these reasons, the work-sheet form is necessarily flexible, and will rarely be prescribed in detail. Reproduction by printing, etc., will not be so frequent as in the case of more rigid forms. The work sheet is authenticated only if it is filed (see below), or if authentication is desired for other reasons. The work sheet is, in fact, as indicated by its name, merely a vehicle to facilitate the performance of important mental work.
When the work sheet has served its purpose, it is usually destroyed. It is not, ordinarily, a permanent record, since such purpose is served by the journal and its file. When a formal Estimate is made up from the work sheet, such Estimate may serve the purpose of an additional record. If no formal Estimate is made up for a given period and the commander desires the corresponding work sheet to be preserved for record, he may so direct.
Ordinarily, the work sheet is not destroyed or filed (and a new one started) at any specified time. The work sheet is kept current by marking out old entries no longer applicable; by inserting new entries; and by inserting fresh pages when old ones have been filled. The old pages, unless otherwise desired, may be destroyed.
A separate page of the work sheet is ordinarily used for each item under which entries are to be made. This procedure applies not only to principal headings, but also to subordinate titles, according to the convenience of the user.
The procedure of devoting a separate page, initially, to each item of the form enables additional pages to be inserted, where needed. Manifestly, the amount of space needed for particular items of the form cannot always be foreseen. The entries, for example, under the "Summary of the Situation", in Section I-A of the Estimate Form, may require little space or a great deal, depending upon the occurrence of events and upon the period of time covered by the particular work sheet. The same considerations are applicable as to other items.
When a work sheet is used as the basis for rendering special reports (e.g., as to intelligence or operations), its form follows that used for such reports. It is, therefore, in essence, merely an outline-form, for entry of applicable data.
Procedure as to Entries. When a report, a plan, a dispatch, or other pertinent item is received, its applicable content may first be entered on the chart (or charts) maintained by the commander (or by his staff). Thereafter the usual procedure would be an entry in the journal, followed by a corresponding entry in the work sheet. The document so received and recorded would then be placed in the journal file. This procedure is subject to proper variation, as desired. Immediate entry of data on the chart enables the commander and staff to study the implications of the item, without waiting for completion of routine clerical work.
Outgoing messages, instructions, etc., after approval or signature by the commander, are handled by a similar routine. Where applicable, such routine involves appropriate entry on the chart, in the journal, and in the work sheet. The routine of entry is preferably based on a copy (or copies), in order to avoid delay in dispatch.
Staff Organization and Functioning. The commander may desire important documents to be handed to him at once, on receipt. He may, of course, call for them at any time. He naturally will not, however, permit any unnecessary delay to occur in the usual routine disposition of such items. The routine exists to assist him, and its arbitrary disruption, if he has properly defined the essential routine in the first instance, cannot but work to his disadvantage.
Few things are more disturbing to the functioning of a staff than undue eccentricity on the part of the commander or of senior members of the staff. For instance, a personal habit to be rigorously suppressed—a habit not infrequently in evidence, especially under strain of active operations—is that of absent-mindedly pocketing documents needed in the work under way. This subject might, but for limitations of space, be illustrated by numerous other examples whose homely character may not safely be permitted to detract from their considered importance to unity of effort.
Where circumstances permit, it is desirable that incoming and outgoing items be reproduced in quantity sufficient to supply separate copies for the commander and for the several interested members of his staff.
A competent staff brings to the commander's attention all the items necessary—but only those necessary—for his proper performance of his duties. Inordinate attention by the commander to unnecessary detail cannot but tend to distract his attention from his proper duties.
The importance of smooth and effective functioning of a staff emphasizes the need for an established, though flexible, procedure. Such procedure, if reasonably standardized, facilitates unity of action, not only within staffs, but also among the several commanders, and their staffs, throughout the chain of command.
The same fundamentals apply as to staff organization. If proper functioning of staffs is generally understood, and if staffs are correctly organized to perform their functions, the basis for their sound organization will become a matter of general understanding. Such organization, so understood, becomes a powerful influence in behalf of unity of effort.
Staff functions—i.e., characteristic activities of staffs—divide fundamentally into two classifications. These may be referred to, for convenience of terminology, as "general" and "special".
The latter have to do with the characteristic operations of the command, rather than of the commander; they therefore relate to such matters as routine administration and to the technical aspects of movement, of the use of weapons, and of supply, sanitation, and hospitalization. The administrative, technical, and supply staff, thus broadly considered, may be said to be concerned with special functions relating to the operations of the command.
By contrast, the functions of the commander, as such, have to do with the necessary supervision of these special functions and, more especially, with the important duty of planning for the future employment of the command. The supervisory and planning activities may, for purposes of differentiation from the specialties noted above, be properly described as general functions. They relate more particularly to the duties performed personally by the commander or, where such duties become too onerous for performance by one person, by specifically designated members of his staff.
In our naval service, the higher commanders are provided, where appropriate, with a chief of staff, who coordinates and supervises the work of the entire staff. Provision is also made, where the nature and amount of the work to be done calls for such assignment, for the detail of additional staff officers to perform the important general functions mentioned above. Appropriate provision is also made for staff officers to care for the special functions inherent in the character of the particular command.
The important general functions referred to are those relating to intelligence duties, and to operations. Intelligence duties have to do with the collection of information as to the enemy and the theater of operations, the analysis of this information, its evaluation, its conversion into intelligence by the process of drawing conclusions, i.e., by interpretation, and, finally, its dissemination to the command or to other appropriate destinations (page 161). Intelligence estimates and plans have been discussed previously (Chapters VII and VIII).
Operations, in the sense in which the term is employed in this connection, relate to the strategical or tactical activities of the command, as distinguished from routine functions pertaining to such matters as administration and supply. Operations, therefore, as a term employed in contradistinction to intelligence activities, refer more especially to the performance of the commander's own force, while intelligence functions are oriented more particularly with respect to the activities of the enemy. Operation plans, which may include subsidiary intelligence plans, have been discussed previously (Chapters VII and VIII).
Further details in this connection are touched on hereafter with respect to rendition of reports and estimates.
Reports. The work-sheet facilitates the rendition, at any time, of such special reports as may be required by higher authority, or by the commander from his staff. The appropriate staff officer is prepared at all times to render a report, oral or written, informal or formal, brief or detailed, of the situation of the command and of other friendly forces, or of the situation with reference to the enemy.
No less important than rendition of reports to the commander and to higher authority is the duty of the staff, or of the commander if he lacks such staff assistance, to insure that subordinate commands receive pertinent information at the proper time. Cooperating friendly forces will also require such information. This need is sometimes met by the issue of periodical reports or bulletins. However, during the intervals between such reports, and at all times when such reports are lacking, it is a primary duty of the commander and staff to ensure that all concerned are informed as to the situation. The work sheet is a valuable aid for the performance of this duty.
Oral Estimates. When called for by higher authority, or by the commander from his staff, oral estimates of the situation can be rendered promptly and effectively by reference to the work sheet. Estimates called for by the commander are presented by the appropriate staff officers. Presentation is made to the commander or, if so directed, to the chief of staff, the latter being prepared to render, in turn, an estimate to the commander. Oral estimates desired by higher authority are made by the commander, or by the staff officer concerned, at the direction of his commander.
Partial estimates may be called for from time to time as to particular aspects of the situation.
In the larger staffs, the work is facilitated if each principal staff officer is prepared to present his appropriate portion of the estimate. In such case the intelligence officer deals with matters relating to the enemy; the operations officer deals with those relating to own forces, etc. The entire staff acts as a team in the presentation of a well-rounded estimate which will bring all pertinent matters to the attention of the commander so that he may arrive at a sound decision.
Should the commander call also for recommendations as to the decision or decisions to be made, the appropriate members of the staff will be prepared to submit their views. They will be prepared, as well, to answer at any time the calls of higher authority for information, for the conclusions of the commander, or for his recommendations. Should the commander have no staff for the performance of the foregoing functions, such detailed duties devolve upon him personally.
Certain further aspects of estimates of the situation, with reference to the circumstances obtaining during the supervision of the planned action, are noted under the discussion of written estimates, which follows.
Written Estimates. The foregoing remarks as to oral estimates are no less applicable to those submitted in written form, whether formal or informal, partial or full, brief or detailed. The nature of an estimate, as to these characteristics, will largely depend on the time element. A long and detailed estimate, often desirable when time is available, may be wholly impracticable when the press of events requires rapid decision. The written estimate, even if informal, partial, or brief, would frequently be out of place in situations where an oral estimate would be adequate or, if not adequate, would be all that could be accomplished under the circumstances of the case.
Special Remarks as to Entries
Entries on Charts. Entries on charts are made by the usual conventional signs and symbols. Colors are employed where appropriate. Information not yet confirmed is indicated as doubtful; e.g., by a question mark. Special remarks, comments, or other notations may also be entered, but in such a manner as not to obscure other data on the chart.
Where operations of land forces are involved, maps are prepared by the methods prescribed for own land forces. The higher naval staffs, or those of forces specially designated for such operations, may include army officers who will look after these matters; marine officers may also be assigned such duties.
Special charts or maps are those prepared for special purposes. A chart (or map) maintained to show the existing situation is known as a "situation chart" (or map). Charts (or maps) prepared for particular operations are known as "operations charts" (or maps).
Entries in Journals. Entries in journals, already referred to, are purely factual. Such entries may be complete copies of the content of incoming or outgoing orders or messages. Again, as already indicated (page 209), entries may consist of condensations of such matters. The oral instructions of the commander are also appropriate items for entry, when the matter is of sufficient importance. The journal may also make note of the movements of the commander, his staff officers, and other persons. Other pertinent happenings may also be made the subject of entry.
Entries in Work Sheets. Entries in the work sheet, since it is the basis for estimates of the situation, are both factual and otherwise. All matters entered in the journal are normally appropriate for notation in the work sheet. Information not yet confirmed is indicated as doubtful. The work sheet is also the proper place for notation of matters of conjecture (noted as such) and for other like items related to estimates of the situation. The various considerations influencing the commander and staff, with respect to current operations, are proper entries in the work sheet. Its informal character affords wide latitude as to entries which may be considered worthy of record in this manner. The underlying consideration is that anything may and should be entered which will be of value in preparing estimates or rendering the special reports for which the work sheet is to provide the basis.
A succinct running account of the situation is kept posted to date under the appropriate heading of the work sheet.
Entry is also made of the incentive which motivates the solution of the problem presented by the situation. Notation is made as to whether the incentive arises from a task imposed by higher authority or is derived by the commander from other sources (see page 200). In either case, the work sheet is the proper place for the entry of such facts and of the reasons which have led the commander to regard this incentive as motivating his actions in the situation existing at the time.
Information of the enemy, after receipt from the various collecting agencies (radio, observers, subordinate forces, etc.), is subject to the usual procedures of analysis, evaluation, interpretation, and dissemination (page 214). Analysis determines the source and the circumstances which led to the dispatch of the message. Evaluation determines its degree of reliability. Interpretation calls for drawing conclusions. The resulting intelligence is then disseminated to those concerned, either within the command or elsewhere.
Since information of the enemy does not become intelligence until converted thereinto by the process of drawing conclusions, this important procedure is recorded briefly in the work sheet. Such record makes available, for inclusion in estimates or in reports, the reasons which have formed the basis for such conclusions.
Information of friendly forces, with any deductions drawn therefrom, is similarly entered in the appropriate portions of the work sheet.
The facts and conclusions as to fighting strength of own and enemy forces are important entries. The summary of fighting strength includes proper conclusions as to the relative fighting strength of the opposing forces, own and enemy's.
The work sheet is also the proper document for other entries pertinent to estimates of the situation: e.g., the determination of own courses of action, the examination into enemy capabilities, and the selection of own best course of action. The commander's decisions, as rendered from time to time, are also entered for purposes of temporary record.
Summary
The work sheet, therefore, if properly utilized, contains the Running Estimate of the Situation, and is supported by the journal and the journal file. By the use of the Running Estimate and its supporting documents, the commander is enabled to keep himself apprised of the developments of the situation. On this basis he is able to detect the necessity for any changes in his plan and to arrive promptly at decisions in accordance with such needs. These decisions become the basis for new or modified plans and directives, to cause the action of his command to conform to changes in the situation.
Where the full procedure described in this Chapter is unnecessary or impracticable, a suitable modification without fundamental change will be found applicable. The mental process, even if no records are kept in writing, applies to the supervision of the planned action in every situation.
CONCLUSION
The discussion of "Sound Military Decision" now closes with a brief review of the application of mental power to the solution of military problems.
Mental power, which includes the ability to arrive at sound solutions of military problems, is a recognized essential component of fighting strength because (page 18) it is the source of professional judgment.
The procedure most likely to ensure sound solutions is the studied employment of a natural mental process, differing in no fundamental respect from that effectively utilized in all other human activities. The basic mental procedure remains unchanged, irrespective of the nature of the problem,—be it simple or complex, its solution instantaneous or slow. The procedure is especially adapted to the needs of the profession of arms through the use of the Fundamental Military Principle. By outlining the essential elements involved, this Principle, a valid guide for the solution of military problems, covers the full scope of the application of mental power as a recognized component of fighting strength.
It is more especially during the swift-moving action of the tactical engagement that moral capacity to command, and mental ability to solve military problems, experience the maximum pressure of events. It is then, also, that the responsibility of the commander creates an added demand for intelligent application of mental power because of the vital issues which may hinge upon his decisions. That this pressure be successfully sustained, and this responsibility effectively discharged, is the goal of any system of mental training in the profession of arms (page 114).
On a fundamental basis of earnest thought, mental ability, character, knowledge, and experience, finally rests the soundness of decision.
OUTLINE FORM OF AN OPERATION PLAN
TITLES OF THE SUPERIOR ECHELONS, File Notations TITLE OF THE FORCE, SECRET (or CONFIDENTIAL) NAME OF SHIP, Flagship.
Operation Plan PLACE OF ISSUE, No. —— Date and hour of issue.
TASK ORGANIZATION.
(a) Task Force Title, Rank and name of its commander. Composition of Task Force.
(b) (Similarly enumerate other Task Forces after appropriate letter (b), (c), etc.)
1. Information. Information of enemy and own forces affecting the Plan and needed by subordinate commanders. If no further information is available, the statement "No further information" is inserted. Distinction is made between matters of conjecture and of fact. If desired, indicate the tasks and general objectives of higher echelons and of coordinate forces of the commander's echelon, and of other forces of the command, not listed in the Task Organization. If desired, include general measures prescribed by the immediate superior for cooperation and security.
Assumptions. Statement of the assumptions upon which the Plan is based. Assumptions are things taken for granted as the basis for action.
2. The general plan for the whole force actually under the command of the officer issuing the Plan, and, if desired, the methods of executing it, and its purpose. If additional matter is needed to convey clearly the will and intent of the commander, such matter may be added.
3. (a) Title of Task Force (a), followed by a statement of the principal task, other tasks, and detailed instructions for the particular Task Force. Tasks may be stated, if preferred, in chronological order. Include directions as to cooperation, security, and intelligence activities.
(b) Title of Task Force (b), followed by a subparagraph of similar substance and arrangements as in (a) above.
(x) Instructions that apply to all Task Forces or that pertain to the general conduct of the operation, including, if desired, coordinating instructions applying to more than one task force. Include, particularly, measures for cooperation, security, and intelligence activities. Include statement of the time and/or manner in which the Operation Plan is to be placed in effect.
4. Broad instructions concerning logistics measures necessary to the operation, or reference to Logistics Annex, if one has been prepared in connection with the operation.
5. Measures necessary to the exercise of command, such as plan of communications, zone time to be used, rendezvous, and location of Commander during operation.
(Signature) Rank, Title of Command.
ANNEXES.
A. (Name) B. do NOTE—The Operation Order (see page 196) follows this Form except that it makes no provision for assumptions, DISTRIBUTION and is effective on receipt unless otherwise provided in the body of the Order.
(Authentication)
(Seal)
TABULAR FORMS
TABULAR FORM OF THE ESTIMATE OF THE SITUATION
Section Page
I. ESTABLISHMENT OF THE BASIS FOR SOLUTION OF THE PROBLEM.
A. The Appropriate Effect Desired 118 (1) Summary of the Situation 119 (2) Recognition of the Incentive 119 (3) Appreciation of the Assigned Objective 119 (4) Formulation of the Mission 121
B. Relative Fighting Strength 121
(To include only such of the following factors as appear to be necessary background for the later reasoning in Sections II to IV.)
(1) Survey of the Means Available and Opposed 123 *(a) General Factors 124 (i) Political Factors 124 (ii) Economics Factors 125 (iii) Psychological Factors 125 (iv) Information and Counter-Information Measures 126 (b) Factors More Directly Applicable to the Armed Forces 127 (i) Vessels, including Aircraft 127 (ii) Land Forces, including land-based aviation 127 (iii) Personnel 127 (iv) Material 128 (v) Logistics 128
(2) Survey of the Characteristics of the Theater of Operations 129 (a) Hydrography 129 (b) Topography 130 (c) Weather 130 (d) Daylight and Dark Periods 130 (e) Relative Location and Distance 131 (f) Lines of Transportation and Supply 131 (g) Facilities and Fortifications 131 (h) Communications 131
(3) Conclusions as to Relative Fighting Strength 132
II. DETERMINATION OF SUITABLE, FEASIBLE, AND ACCEPTABLE COURSES OF ACTION.
A. Analysis of the Assigned Objective 135
B. Survey of Courses of Action 135
C. Application of Tests for Suitability, Feasibility, and Acceptability 137
D. Listing Retained Courses of Action 139
III. EXAMINATION INTO THE CAPABILITIES OF THE ENEMY 139
A. Survey of the Enemy's Problem 141 (1) Summary of the Enemy's Situation 141 (2) Analysis of the Effect Desired by the Enemy 141
B. Survey of Enemy Capabilities 143
C. Application of Tests for Suitability, Feasibility, and Acceptability 144
D. Listing Retained Enemy Courses of Action 144
IV. SELECTION OF THE BEST COURSE OF ACTION.
A. Analysis and Comparison of Retained Courses of Action 145
B. Determination of the Best Course of Action 148
V. THE DECISION 151
* Usually included only in an estimate of broad scope.
On the reverse side, page 224, will be found a Tabular Form of the Resolution of the Required Action into Detailed Operations.
CAUTION. This folder is merely a guide, provided in order to facilitate reference to the subject matter of Chapters VI and VII. It is not possible to arrive at sound military decision by its use alone.
TABULAR FORM OF THE RESOLUTION OF THE REQUIRED ACTION INTO DETAILED OPERATIONS
Page
1. Assumptions 155-156
2. Alternative Plans 156-157
3. Application of the Essential Elements of a Favorable Military Operation 157-164 (a) Correct physical objectives 157-158 (1) Effective action with relation to 158 (b) Advantageous relative positions 159 (c) Freedom of action 159-162 (d) Proper apportionment of fighting strength 162-164
4. Testing of Operations for Suitability, Feasibility and Acceptability 164-165 (a) Listing of retained operations 165
5. The Formulation of Tasks 165 (a) Testing of tasks for suitability, feasibility and acceptability 165
6. The Organization of Task Forces and Task Groups 165-166 (a) Grouping of tasks 165-166 (b) Assignment of necessary strength 166 (c) Completion of the organization 166
7. Application of the Fundamental Military Principle to the Determination of Objectives Embodied in Tasks 167
8. The Assembly of Measures for Freedom of Action 167-168
9. The Assembly of Information 168
10. The Preparation of Subsidiary Plans 168-179
INDEX
INDEX
A
Acceptable consequences as to costs, principle for determination of 34, 35
Acceptability, application of test for 101, 102, 137, 144, 147, 164, 165, 167
Action, effective, against correct physical objectives 157 freedom of (See Freedom of Action) physical conditions prevailing in field of 31 supervision of the 4, 197
Action, courses of, (See Courses of Action)
Annexes to Order Form 193
Application of essential elements of favorable military operations 157-164 tests for suitability, feasibility, and acceptability 99-102, 137-139, 144, 147, 164, 165, 167 the Fundamental Military Principle 43-77
Apportionment of fighting strength, during amphibious operations 67 discussion of 66-70 dispersion and concentration involved in 67, 68 diversion, bearing of, on 68 feasibility and acceptability of 69, 70 joint operations 67 numerical considerations 67 procedure for determining proper 69 a salient feature of a military situation (operation) 38, 39, 40, 41 types, training and equipment of forces 67
Appropriate effect desired, assigned objective becomes 49 as the basis for the objective 52 definition of 21 enemy's 143 operations studied from viewpoint of 162-164 forms part of basis for solution of problem 30 principle for determination of 33 requirements for an understanding of 43 suitability as to 118-120
Areas, coveted or in dispute 65 geographical not under one's own control 65 geographical under one's own control 65 no land, belong equally to all nations 62 sea, not under command 92 sea, securing command of 92 sea, under command 92
Armament, material factor of 128
Armed forces, command of 11 factors more directly applicable to 127 function and character of 8 fundamental objective of 8 initial requisite to effective use of 11
Art of War, a true concept of, requirement of 9-10 foundation of 1
Assumptions, defined and discussed 155, 171 may form basis of Estimate 111
Authentication, order form 194
B
Basic, decision 82 estimate of the situation 82 problem 81 problems challenging integrity of, plan(s) 203 problems involving modification of, plan(s) 201 situation 82 war plans 195
Basis, of science of war 1 for solution of problem 20, 21, 29, 30, 43, 118, 134
Battle Plans 168-171, 196
Blind adherence to plan condemned 200
Body of order form 190
Brevity, required in directives 186
C
Campaign Plans, defined 195 form of 194
Campaigns of Twentieth Century reflect intensity of mental training 2
Capabilities of enemy, examination into 139-145 examination not complete under certain conditions 146 survey of 143
Cause and effect 3 correct relation between, established by principles 22 natural forces and resultant conditions 19 principles as valid statements of 19
Challenge to integrity of basic plan 203
Characteristics, commander's personal 127 influence of, on fighting strength 31, 34, 43 of (field) theater of (action) operations 31, 35, 39-41, 43, 52, 64, 65, 129-132 racial or national 126
Clarity, required in directives 186
Command, adherence to chain of, essential to mutual understanding 14 chain of 12, 53 echelons of 12 mental preparation for 114 paragraph, in order form 193 responsibility and authority inherent in 12 the ideal of 11 training for 11 unity of 71
Commander, may depart from his instructions 16 may modify or alter assigned task 15 relation of, to subordinates 15 staff of a 13 the personification of command 11
Communication(s), lines of 67, 91 plans, as an annex 193 provision for 168 study of in strategical and tactical estimates 131-182
Component(s), human and material, of fighting strength 8, 9 major, of military problems 43-47 mental power, recognized essential, of fighting strength 18, 217 parts of an operation assigned as tasks 162
Condition(s), influence of, on resources 21 of armed forces 128, 129 of material 128 in war, peacetime exercises not a conclusive guide to 198
Consequences as to costs, principle for determination of acceptable 35
Constructive representations, establishing basis for 103
Corollaries to the Decision 153
Corollary principle, of the Correct Military Objective 42 of Effective Military Operations 42
Correct military objective(s), corollary principle of the 42 selection of 47-51
Correct physical objectives, effective action against 157, 158
Course(s) of action, analysis and selection of 97, 104 analysis of, settles suitability, feasibility and acceptability 97 as tentative solutions, complete or partial 88, 93, 136 classified as to suitability, feasibility and acceptability 139 combination of enemy's 146 combination of, into complete solution 93, 138 comparison of, summarized 148 consideration of operations involved in 98 defined 88 degree of detail in which, may be visualized varies 96 determination and selection of the best 145-161 each, embodies an objective 82 examples of 89 how phrased 109 listing of 136, 139 listing of retained 139, 148 listing of retained enemy's 144 no rigid line of demarcation between, and operations pertaining thereto 92 predetermined 86, 96, 102 rejection of 138, 139, 147 resolving into operations 147 retained, analyses and comparison of 145-147 selection of the best 145-151 survey of 135-137 test for suitability, feasibility and acceptability of 82, 98-102, 187, 144, 147, 164, 166, 167 visualization of 93 when embodied in decision 88
D
Daylight and dark periods 130
Decision 161-154 basic 82 corollaries to the 153 embodies best solution of the problem 22 expresses a general plan of action 83 indicates general objective 104 purpose of the 152 relation of, to detailed plan and directives 153 relation of, to mission 105 restatement of, for use in directive 187 statement of 151 subsidiary 106, 108
Detailed Plan 44, 49
Dilemma, definition of 148 procedure in case of 149
Directive(s) basic 82 defined 183 formulation and issue of 183 fragmentary 184 military, essentials of 185 military plans and military 183 requirements of a 186 subsidiary, and plans 106 types of naval 195
Distance, involved in movements 65 relative location and 131
Distribution of Order Form 194
Diversions 68
Doctrine, derivation of meaning of 16 military 16
E
Echelon of command, definition of 12
Economic factors 125
Effect desired, appropriate, defined 21 by enemy, analysis of 141 character distinctly military, in war 35 enemy's 143 factor of the 39-41 further 20 produced by action of natural causes 19 source of 20-21 suitable to further effect, if appropriate 21, 30
End in view, a result to be produced, an effect desired 30 requirements for attainment of an 30, 31
Ending of Order Form 193
Enemy, information of 215
Enemy('s), capabilities, examination into 139-146 capabilities, survey of 143 information of the 190, 216 problem, survey of 141-143 situation, summary of 141 situation, re-estimate of 146
Entries in journals and work-sheets 214
Essential elements, of a favorable military operation 47, 157 of a favorable military situation 47 relationship existing among 3
Establishment of the basis for solution of the problem 118-136
Estimate form, a flexible guide 117 variation in requirements of 170
Estimate(s) of the Situation, basic 82 provides basis for plan 82 estimate within an 83 form, a detailed guide for use of Fundamental Military Principle 113 founded on Fundamental Military Principle, 82 oral 212 running 107, 118, 204-205 subsidiary 106 tabular form of 222
Examination into capabilities of enemy 139-145
Execution of plans, importance of 198
F
Facilities and fortifications 131
Factor(s), defined 25 directly applicable to armed forces 127 each to be weighed in connection with others 28 general, applicable to broad estimates 124 in relation to a situation 25 interdependency of 32, 39-41 pertinent, relation of, to effects to be produced 28 strength and weakness 132, 133
Favorable military situation, essential elements of a, unchanged through the years 1 salient features of a 39
Favorably progressing military operation, salient features of a 38, 39
Feasibility 39-41, 61, 99 application of test of 187, 144, 147, 164, 165, 167 consideration of, calls for survey of comparative resources 31 facility of execution as test for 100 prospects of success as test for 100 relation of, to correct end in view 31, 32
Features, salient, of favorable military situation 38-41
Feints 59
Fighting strength, apportionment of 66-70, 162-164 conclusions as to 132 derivation of 35 human and material components of 8 mental power, a recognized essential component of 18, 217 relative 4, 35, 43, 52, 121, 122, 132 survey of factors of 88
File, journal, description of 207
Force(s), armed, function and character of 8 requirements of, for task groups 166 task, organization of 165
Form, estimate, a flexible guide 117 order, detailed description of 188-195 order, discussion of 183-196 standard, for plans and directives 188 use of, in solution of problem 110-113
Formulation, of mission 82, 87, 121, 204 of tasks 84-86, 165, 192
Freedom of action, a salient feature of a military situation (operation) 38-41 adequate, measures for ensuring 160-162 assembly of measures for 167 best basis for devising measures for 76 discussion of 70-77 initiative, of paramount importance to 74 list of matters requiring consideration for ensurance of 16 logistics support essential to 74 morale founded upon sound discipline, an essential to 72 organization, of primary importance in contributing to 71 relation of offensive to 75 security measures necessary to 74
Fundamental considerations, factors become, in particular circumstances 28 the basis for the successful conduct of war 1
Fundamental military philosophy 3
Fundamental Military Principle 39-42
Fundamental principle for attainment of an end 32
Fundamentals common to all campaigns of history 1
Further effect(s), consideration of 120 indicated by higher authority 33 relation of, to effect desired 30
G
General factors applicable to broad estimates 124
General plan, a comprehensive method of attaining the assigned objective 49, 109 the Decision available as a 22, 44, 88 indicated in or developed from the Decision 155
Genius, fallacy of relying on availability of 2
Goal of planning 197
Groups, Task, organization of 165
Guide, the Estimate Form a flexible 117 the Fundamental Military Principle a valid and practical 41
H
Heading of Order Form 189
Hydrography in theater of operations 129
I
Incentive, during supervision of the action 198 recognition of the 20, 43, 44, 50, 79, 82, 119, 203 relationship of, with motivating task 79
Indoctrination, meaning and application of 16
Information, and counter-information measures 126 its collection, analysis, evaluation and interpretation 122 of enemy and of friendly forces 190, 216 paragraph of Order Form 190
Initiative, offensive is a method of seizing 75 relation of, to freedom of action 74
Instructions, action may be necessary before receipt of 203 commander may depart from 16 letter of, in lieu of directive cast in standard form 188 the letter and spirit of, variation from 103
Intelligence, accurate, related to freedom of action 76 and counter-intelligence, measures for 160-161 derived from information 122 plan 177 subsidiary problem involving 176
Intelligent suspicion, everything to be viewed with 200
Inventiveness and versatility, special attention to desirable 126
J
Journal file, description of 207
Journal for entry of data in running estimate, description of 205-207 entries in, purely factual 214
Judgment, professional, essential to good leadership 3 exercise of, in planning 117-179 exercise of, in the execution of the plan 183-217 has its source in mental power 217 relation of to successful conduct of war 40-114
L
Letters of instruction, use of 85, 188
Life, the ability to withstand punishment 188
Listing, of courses of action 186, 189 of operations in definite sequence 158 of retained courses of action 139, 148
Logical thought, necessity for 22 principles in their relation to 22 separates the rational from the irrational 22
Logistics, factor of direct concern to armed forces 129 paragraph of Order Form 198 plan 179 support, commander hampered without 74 support, measures for 162
Loyalty, a military necessity 15 more than a moral virtue 14 mutual, born of mutual confidence 9
M
Material, a factor applicable to armed forces 128
Means, available, and opposed 31-36, 38-41, 43, 52 survey of 123 to be made available, principle for determination of 34
Measures, for adequate freedom of action 160-162, 167 for exercise of command 160, 168 for information and counter-information 126 for intelligence and counter-intelligence 160 for logistics support 162, 167 for security, cooperation and intelligence 167 for training 160
Mental elements of fighting strength enumerated 9
Mental power, essential component of fighting strength 18, 217 vital, as basis for professional counsel to State 10
Mental process(es) (See Natural mental process(es))
Military plans and directives (See Directive(s))
Military effort, no easy road to goal of 4
Military operation(s), application of essential elements of a favorable 157 as tentative solutions of problems, denominated as course(s) of action 82 attainment of military objective depends on effective 40, 47 determination of effective 55 possible confusion because of phraseology as to 109 principle of effective 42
Military principles, procedure for developing 29
Military problem(s), (See also Problem(s)) conclusion as to approach to solution of 113 approach to solution of, involves four distinct steps 80 basic 81, 82 effect to be produced and action required to produce it, major considerations in solving 44 use of a form in solution of 110-118 four steps in solution of 79-114 involvements of full solution of 82 major components of 43, 44 solution of 44, 79-114 first step, in 81-106 second step, in 106, 117-164 third step, in 107, 155-179 fourth step, in 107, 183-216 sequence of the four steps in 107-109, 113 sound basis for, establishment of 20, 43
Military situation, every, has both strategical State in military matters 10
Military situation, every, has both strategical and tactical aspects 83
Mission, an assigned task coupled with purpose 87 clearly indicates the appropriate effect desired 121 double or multiple tasks in 88 formulation of, 82, 87, 121 204 manner of expressing 87 restated 135 subsidiary 170, 172, 174-176
Mobility, as a material factor 128
Modification of basic plan, problems involving 201
Morale, discussion of 72, 73
Motivating task 80
Mutual understanding essential to unity of effort 14 final aim of 15
N
National and racial characteristics, factors of 126
Natural law, human activities governed by 29 relation of cause, effect and further effect to 19, 32 relation of, to human activity 11
Natural mental process(es), adapted to military requirements 80 application of, to problems of war 11 employed by normal mature human beings 19 studied employment of, ii, 217
Naval directives, types of 195
O
Objective(s), appreciation of (assigned) 44, 82, 119, 203 assigned 48-50, 119-121, 135 attainment of, by chain of command 12 best attained by properly directed effort 45, 79 chain of 48, 62, 54 correct military, principle of 42 selection of 43, 46, 47, 51, 117-184 correct military, relation of, to favorable military situation 37 correct physical, determination of (See also physical objective(s)) 157, 158 determination of, embodied in tasks 167 general 49, 60 immediate 3, 64 inferred in assigned tasks 49, 84, 88, 104 in mind 37, 47 in space, physical 37, 47 intermediate 54 in war is an effect to be produced 36 national 7 physical (See also physical objective(s)) purpose of attainment usually given to subordinates, 48 selection of correct military 43, 45, 47, 51, 117-134 specified in tasks 84, 104, 49, 88 tentatively selected 51 typically selected by commander himself 50 ultimate 3, 54
Offensive, relation of, to freedom of action 75
Operation plans 195
Operation(s), planning detailed 3 developed from measures for freedom of action 160 effective military, principle of 42 enemy's, envisaged by commander 144 favorable military situation dependent upon effective 1, 41 in relation to required action 106-107 listing of 158 military 37, 109 naval, classification of 92 order (plan), outline form of 219 reconsideration of 159 resolution of required action into 155-179 resolving courses of action into 147 theater of, characteristics of 129
Oral estimate 212
Order form, annexes to 193 authentication of 194 body of 190 detailed description of 188-194 distribution of 194 purpose of 112, 188
Organization of task forces and tasks groups 165
Organization, staff, and functioning 210-212
Outline form of Operation Plan 219
P
Perplexity, source of every problem 20, 79
Personnel factor applicable to armed forces 127
Philosophy, fundamental military 3
Physical conditions in field of action 34
Physical objective(s), defined 37, 47, 167 determination of correct 65 discussion of 55-59 effective action against 157, 158 eventual, a land objective 58 fundamental considerations in determination of 55 relation of, to (mental) objective 38 a salient feature of a military situation (operation) 47 series of, to be dealt with in successive stages 56 suitability, feasibility and acceptability of 56-59
Pithy statements, danger of 24
Planned action, inauguration of 183-196 supervision of 197-217
Planning, goal of 197
Plan(s), alternative 156 as proposed methods of procedure 21 basic 82, 108, 195 basic, problems challenging integrity of 203 basic, problems involving modification of 201 battle, described 168-171 best, incorporated in Decision 22 blind adherence to, condemned 200 campaign 194, 195 comparison of 21 detailed 22, 49, 105 general 2, 22, 88, 105, 155, 183 intelligence 177 logistics 179 military directives and military 183 of execution 108 operation, outline form of 219 outlined, plan embodied in basic decision 108 subsidiary 106, 168, 186, 201
Policy, coordination of national 9 implementation of national 7 relation of, to military strategy 9
Political factors 124
Position(s) (See relative position(s))
Positiveness, required in directives 187
Power, mental, moral and physical 8, 217
Predetermined course(s) of action 86, 96, 102
Principle(s), a natural law 22 cannot replace logical thought 28 corollary for determination of the appropriate effect to be desired 33 corollary or subordinate 22, 23, 28 establish (es) relations between cause and effect 22 false, why man adopts them; their danger 24 for determination of acceptable consequences as to cost 35 for determination of the proper means to be made available 34 for determination of the proper physical conditions to be established in the field of action 34 for determining salient features of favorable military situation 39 formulation and use of 23, 27 fundamental, if basic in its field 22 fundamental, for the attainment of an end 32 in relation to logical thought 22 military, procedure for development of 29 of effective military operations 42 of the correct military objective 42 review of conclusions as to 29 the Fundamental Military 39-41
Principles of War (so-called) value and limitations of 25
Problem(s), appearance of perplexity in situation results in 20 basic, the solution of 117 basis for solution of 20-21 challenging integrity of basic plan 203 courses, of action as tentative solutions of 136 enemy's, survey of 141 establishment of basis for solution of 118 involving modification of basic plan 201 recognition of new 199 solution of 20, 44 subsidiary 106 arising because of no sound solution for basic 149 how solved 106, 169 involving intelligence 176 involving preparation of battle plans 171 relating to logistics 178 relating to training 175 tactical 108
Psychological factors 125
Purpose, of Decision 152-153 of Mission 87, 121 re-examined 135
R
Racial characteristics as psychological factor 126
Raid may be a valuable operation 73
Readjustments required during supervision of planned action 199
Recognition of the incentive 119, 203
Reestimate of the situation 146
Rejection of courses of action 138, 139, 147
Relations, external 124
Relative fighting strength 4, 35, 43, 52, 121, 122 conclusions as to 132 feasibility and acceptability as to 121-133
Relative location and distance 131
Relative position(s), advantageous 159 characteristics of theatre, important from standpoint of 64 discussion of 59-66 fundamental considerations as to 59 procedure for determination and selection of advantageous 61, 159 salient feature of a military situation (operation) 38-41 suitability, feasibility and acceptability of 61-66
Resources, as part of basis for solution of problem 21, 30 feasibility requires survey of 31
Restatement of the decision for use in the directive 187
Rule(s) of action, circumstances alter cases, a reliable 24 faulty, unfortunate consequences of 23, 24 pithy statements as 24 search for reliable, by human mind 23
Running estimate 107, 113, 204
S
Salient features, considered in selecting objective 51 of a situation 39 of military operations 38-41, 111
Science of war, basis for 1
Scientific analysis 1
Scientific approach to solution of military problems 2
Scientific investigation 1
Sea(s), areas, operations for securing command of 92 high, and air above, presumably common property 62 movement by land, and air 60 provides theatre of operations with distinctive characteristics 80 routes, an important subject of study 62, 131 surface of, provides roads 62
Security measures 74
Selection of the best course of action 145-151
Sequence of operations, visualized 158
Sequence of tasks, chronological or in order of importance 166
Signature in Order Form 193
Situation, a combination of circumstances 20, 25 actual or assumed 79 basic 82 enemy, summary of 141 produced by effects of certain causes 25 summary of 82, 119, 203 to be maintained or created 21, 30
Solution(s) of problem(s), establishment of basis for 118-135 process of 135-151 tentative 88, 93, 97, 136
Sound decision, approach presented for reaching 3
Staff, assistance, utilization of 93 of commander 13 organization and functioning 210-212
Stages, successive, for accomplishment of effort 164
Standard form for plans and directives 188
Strategy, and tactics inseparable 10, 11 differentiated from tactics by end in view 83 distinguished by objectives 3, 10 in relation to policy 9 in relation to tactics 10
Strength and weakness factors 132
Strength, relative fighting (see also fighting strength) 4, 33, 43, 52, 121, 122, 132
Subordinates, proper relationship of, to commander 15
Subsidiary mission 170, 172, 174, 175, 176
Subsidiary plans, as annexes 185 preparation of 168-179
Subsidiary problem(s) (See also Problem(s)) arising because of no sound solution for basic problem 149 how solved 106,169 involving intelligence 176 involving preparation of battle plan 171 relative to logistics 178 relative to training 175
Suitability, application of test for 98-102, 137, 144, 147, 164 requirement of 31, 32, 39-41, 43, 51, 56
Summarized comparison of courses of action 148
Supervision of planned action 197-216
Suspicion, intelligent, everything to be viewed with 200
T
Tactics, and strategy inseparable 10 differentiated from strategy by end in view 83
Task(s) as a predetermined course of action 86 assignment of, to subordinates 84, 192, 193 expressed in terms of accomplishment 84 forces and task groups 165, 166, 190 formulation of 165 logistics 166 manner of expressing 84-86 modification of, may be required by changing situation 15 motivating 80, 153 of the mission 87, 121, 136 organization 14, 165, 166, 190 properly conceived, indicate an objective 84 re-examination of 135 underlying 103
Technique, nature of, in solution of problems 205
Tentative solution(s) of problem(s) 88, 93, 97, 136
Tests for suitability, feasibility and acceptability 137-139, 144, 147, 164, 168
Theater of operations, survey of characteristics of 129-132
Training, measures for 160 peacetime 2 subsidiary problem relating to 175 tactical 72
Transportation and supply, lines of 131
Types of naval directives 195
U
Undesirable departures from plan involve penalty 201
Unforeseen opportunity to strike enemy may be presented 200
Unity of effort, adherence to chain of command, essential to 12 between management and labor 126 most important single factor 12, 13 mutual understanding requisite to 14
V
Versatility, as a psychological factor 126
Vessels, including aircraft, as a factor applicable to armed forces 127
W
War, a human activity and subject to natural law 11 as understood herein 8 conditions in, peacetime exercises not conclusive guide to 198 effective conduct of, requirements and demands of 17 specialized nature of, as a human activity 35
Warfare, naval, discussion of 91, 92
Weather 130
Will of the commander, importance of 201
Work Sheet, description of 207-210 entries in 214 facilitates oral estimates 212 facilitates special reports 212 facilitates written estimates 213 summary of 216
* * * * *
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