Infantry Rifle Platoon and Squad - Sakai

Chapter 1
STEP 4 – EXECUTE THE COA
1-170. Following his decision, the leader gives the order. When describing his visualization, he uses
doctrinal terms and concepts and the five-paragraph field order format. The leader only needs to state those
directions and orders that have changed from the original order and emphasizes other items he deems
essential.
1-171. During this step, the leader must direct the engagement. There are three key things that the leader
needs to control: movement; fires; and unit purpose. These controls may be standard procedures or handson
positive controls.
RISK MANAGEMENT
1-172. Risk management is the process leaders use to assess and control risk. There are two types of risk
associated with any combat action: tactical hazards that result from the presence of the enemy; and
accidental hazards that result from the conduct of operations. All combat incurs both risks. The objective is
to minimize them to acceptable levels. The following four considerations will help the leader identify risk
to the unit and the mission (see Chapter 4):
• Define the enemy action.
• Identify friendly combat power shortfall.
• Identify available combat multipliers, if any, to mitigate risk.
• Consider the risks: acceptable or unacceptable?
AFTER-ACTION REVIEWS
1-173. An after-action review (AAR) is an assessment conducted after an event or major activity that
allows participants to learn what and why something happened, and most importantly, how the unit can
improve through change. This professional discussion enables units and their leaders to understand why
things happened during the progression of an operation, and to learn from that experience. This learning is
what enables units and their leaders to adapt to their operational environment. The AAR does not have to
be performed at the end of the activity. Rather, it can be performed after each identifiable event (or
whenever feasible) as a live learning process.
1-174. The AAR is a professional discussion that includes the participants and focuses directly on the
tasks and goals. While it is not a critique, the AAR has several advantages over a critique:
• It does not judge success or failure.
• It attempts to discover why things happened.
• It focuses directly on the tasks and goals that were to be accomplished.
• It encourages participants to raise important lessons in the discussion.
• More Soldiers participate so more of the project or activity can be recalled and more lessons
can be learned and shared.
1-175. Leaders are responsible for training their units and making their units adapt. The AAR is one of the
primary tools used to accomplish this. It does this by providing feedback, which should be direct and on the
spot. Each time an incorrect performance is observed, it should be immediately corrected so it does not
interfere with future tasks. During major events or activities, it is not always easy to notice incorrect
performances. An AAR should be planned at the end of each activity or event. In doing so, feedback can
be provided, lessons can be learned, and ideas and suggestions can be generated to ensure the next project
or activity will be an improved one.
1-176. An AAR may be formal or informal. Both follow the same format and involve the exchange of
observations and ideas. Formal AARs are usually more structured and require planning. Informal AARs
can be conducted anywhere and anytime to provide quick learning lessons. The AAR format follows:
• Gather all the participants.
• Go through introductions and rules.
1-34 FM 3-21.8 28 March 2007