fm 44-100 us army air and missile defense operations
fm 44-100 us army air and missile defense operations
fm 44-100 us army air and missile defense operations
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FM <strong>44</strong>-<strong>100</strong><br />
4-6<br />
the resulting advantage before the enemy can react. Comm<strong>and</strong>ers at all<br />
levels require vision to fight simultaneo<strong>us</strong>ly <strong>and</strong> to respond to contingency<br />
requirements. Subordinate service <strong>and</strong> functional comm<strong>and</strong>ers prepare<br />
<strong>operations</strong> plans with supporting actions <strong>and</strong> operational <strong>and</strong> tactical<br />
objectives that embody the strategic objectives given in the CINC’s campaign<br />
plan.<br />
TOTAL MISSION AWARENESS<br />
4-32. From receipt of the mission to its accomplishment, comm<strong>and</strong>ers at all<br />
levels consider everything that may affect their operation. Awareness is<br />
thinking beyond the current moment <strong>and</strong> throughout the dimensions of the<br />
comm<strong>and</strong>er's battlespace. By having total mission awareness, the<br />
comm<strong>and</strong>er thinks about immediate tasks to accomplish <strong>and</strong> about activities<br />
before <strong>and</strong> after the immediate tasks.<br />
TEAMWORK<br />
4-33. An effective fighting force requires teamwork that is based on<br />
individual tr<strong>us</strong>t <strong>and</strong> unit cohesion. In many cases of force-projection<br />
<strong>operations</strong>, deploying units will find themselves assigned to an organization<br />
that has not previo<strong>us</strong>ly trained or worked with them. Additionally, many<br />
Army units may be operating in a joint, multinational, or interagency<br />
environment for the first time. Forging a team is one of the early challenges<br />
facing comm<strong>and</strong>ers. Team-building techniques should include comm<strong>and</strong>ers'<br />
meetings, leader reconnaissance, <strong>and</strong> liaison team exchanges.<br />
FUNDAMENTALS<br />
4-34. Army planning requires a complete definition of the mission, expression<br />
of the comm<strong>and</strong>er's intent, development of a concept of <strong>operations</strong> <strong>and</strong><br />
completion of comm<strong>and</strong>er <strong>and</strong> staff estimates, if time allows. These items<br />
form the basis for a plan or order <strong>and</strong> set the conditions for decisive victory.<br />
The initial plan establishes the comm<strong>and</strong>er's intent, concept of <strong>operations</strong>,<br />
<strong>and</strong> tasks for subordinate units. It allows the greatest possible latitude for<br />
subordinate leaders. It is flexible enough to permit leaders to seize<br />
opportunities consistent with the comm<strong>and</strong>er's intent. The plan sets the<br />
stage for future <strong>operations</strong>. The best mission orders are those that specify<br />
what the subordinate comm<strong>and</strong>ers are to do without directing them how they<br />
m<strong>us</strong>t do it.<br />
SEQUENCING OPERATIONS<br />
4-35. Army comm<strong>and</strong>ers determine the best sequence of <strong>operations</strong> to set a<br />
tempo <strong>and</strong> shape the battlespace so that forces will reach the desired<br />
objective. Comm<strong>and</strong>ers consider a variety of factors that affect sequencing<br />
decisions. Force projection <strong>operations</strong> are complicated by a rapidly changing<br />
threat situation. The sequence of <strong>operations</strong> that comm<strong>and</strong>ers choose should<br />
be flexible enough to accommodate change.<br />
Phases<br />
4-36. The sequence of major <strong>operations</strong> or battles relates directly to the<br />
comm<strong>and</strong>er's decision on phasing. A phase represents a period during which
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