FM 100-5 Operations - Survival Ebooks Military Manuals Survival ...

WWW.SURVIVALEBOOKS.COMOPERATIONSCommanders issue orders to their subordinatesface-to-face whenever the situation permits. In tacticalunits this often occurs on the ground chosen forthe operation. Mission orders, which specify what thesubordinate commands are to do without prescribinghow they must do it, are often the best.MissionThe mission is the commander’s expression ofwhat the unit must accomplish and for what purpose.Orders contain both specified and implied tasks. Duringmission analysis, commanders translate these intoorders for their subordinates. They do so by analyzingthe mission statement and concept of operations,understanding the commander’s intent starting two levelsabove, assessing the current situation, and organizingall resources available to achieve the desiredend. A precise, clear mission statement that subordinatesunderstand before and during the battle is vitalto mission success.Commander’s IntentThe commander’s intent describes the desired endstate. It is a concise expression of the purpose of theoperation and must be understood two echelons belowthe issuing commander. It must clearly state thepurpose of the mission. It is the single unifying focusfor all subordinate elements. It is not a summary ofthe concept of the operation. Its purpose is to focussubordinates on the desired end state. Its utility is tofocus subordinates on what has to be accomplished inorder to achieve success, even when the plan and conceptof operations no longer apply, and to disciplinetheir efforts toward that end.The intent statement is usually written but can beverbal when time is short. It should be concise andclear; long, narrative descriptions of how the commandersees the fight tend to inhibit the initiative ofsubordinates. A commander’s order should containthe intent statement of the next higher commander.EstimatesThe commander’s estimate helps commanderschoose the best course of action. Estimates never stop.The process continues by staffs and by commanders,often independently and separately from one another,but coordinated when possible. The basic end resultof the estimate is an accurate visualization of the currentenemy and friendly situation, a visualization ofthe goal or mission, and a clear expression of alternatives.The commander’s estimate considers the enemy’slikely intent and courses of action and wargamesfriendly alternatives to get from the current state tothe end-of-mission state. Once commanders choose acourse of action, they articulate their concept, describinghow they visualize the fight. This description formsthe basis for the rest of the plan. Commanders continuallyreview the situation by visiting subordinatesand getting their estimates, by observing operations,by meeting with higher and adjacent commanders, andby receiving updated information and intelligence.They revise their concept accordingly. The estimateprocess is continuous. Estimates for the current operationcan often provide a basis for estimates for futuremissions.Concept of OperationsThe operational or tactical concept of operationsdescribes how Army commanders visualize the majoroperation and battle unfolding. The concept is basedon the commander’s selected course of action to accomplishthe mission, expressing what, where, and howthe force will affect the enemy. Commanders answerthese questions in sufficient detail for the staff andsubordinate commanders to understand what they areto do and how they are to fight the battle. In the conceptof operations, commanders describe how they seethe actions of each of their units fitting together to accomplishthe mission. They describe their view ofprobable enemy actions and how they will defeat theenemy. This description includes, as a minimum, thescheme of maneuver and concept of fires (see previousdiscussion on Commander’s Intent).In developing their concept, commanders shouldconsider alternatives that lead to decisive operationsand battles. These operations are key to determiningthe outcome of engagements, battles, and major operations.Many other operations lead to or support decisiveoperations. For example, two supporting groundbattles, an interdiction operation, and a deception operationcould all support a separate decisive groundbattle during a single phase of a campaign.Commanders at all levels should designate a pointof main effort along with supporting efforts. This helpsthem and their staffs to allocate resources accordingly,providing focus to the operation while setting prioritiesand determining risks, promoting unity of effort,and facilitating an understanding of the commander’sintent.6-6