FM 5-0, The Operations Process - Federation of American Scientists

Chapter 1
BATTLE COMMAND
1-49. At the center of the operations process is battle command—the art and science of understanding,
visualizing, describing, directing, leading, and assessing forces to accomplish missions. Commanders are
the most important participants in the operations process. The staff and subordinate commanders assist
commanders in the exercise of battle command during all activities of the operations process.
1-50. The relationships among the activities of battle command and the activities of the operations process
are dynamic. All the activities of battle command occur in planning, preparation, execution, and
assessment, but take on different emphasis throughout the operations process. For example, during
planning commanders focus their activities on understanding, visualizing, and describing while directing,
leading, and assessing. During execution, commanders often focus on directing, leading, and assessing
while improving their understanding and modifying their visualization.
Understand
1-51. Throughout the operations process, commanders (supported by their staffs and subordinate
commanders) seek to build and maintain their situational understanding as described in paragraphs 1-18
through 1-20. Commanders collaborate with superior, subordinate, and adjacent commanders, and other
military and civilian organizations within the area of operations to build and maintain their understanding.
They also circulate and talk with subordinate commanders, Soldiers, and members of other military and
civilian organizations as they observe operations for themselves. Commanders continuously update their
understanding as the operation progresses.
Visualize
1-52. As commanders begin to understand the situation and the problem, they often start envisioning
potential solutions. Collectively, this is known as the commander’s visualization—the mental process of
developing situational understanding, determining a desired end state, and envisioning a broad concept on
how the force may achieve the end state. The commander’s visualization provides the basis for developing
plans and orders. During execution, it helps commanders determine if, when, and what to decide as they
adapt to changing conditions.
Describe
Direct
1-53. As commanders visualize an operation, they describe it to their staffs and subordinates to facilitate
shared understanding of the situation, the mission, and commander’s intent. Commanders ensure
subordinates understand the visualization well enough to begin course of action development and
preparation activities. Commanders describe their visualization in their commander’s intent and planning
guidance. During execution, commanders describe their updated visualization as planning guidance that
results in fragmentary orders.
1-54. To direct is implicit in command; commanders direct action to achieve results and lead forces to
mission accomplishment. Commanders make decisions and direct actions based on their situational
understanding that they maintain by continuous assessment. They use control measures to focus the
operation on the desired end state. Commanders direct operations by—
• Preparing and approving plans and orders.
• Assigning and adjusting tasks, task organization, and control measures based on changing
conditions.
• Positioning units to maximize combat power, anticipate actions, or create or preserve options.
• Positioning key leaders to ensure observation and supervision at critical times and places.
• Allocating resources based on opportunities and threats.
• Accepting risk to create opportunities to seize, retain, and exploit the initiative.
1-10 FM 5-0 26 March 2010