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FM 5-0 THE OPERATIONS PROCESS (MARCH 2010) - page 6

 

 

Appendix J
Military Briefings
This appendix describes the four types of military briefings presented to
commanders, staffs, or other audiences. It also describes steps of the military
briefings.
TYPES OF MILITARY BRIEFINGS
J-1. The Army uses four types of briefings: information, decision, mission, and staff.
INFORMATION BRIEFING
J-2. An information briefing presents facts in a form the audience can easily understand. It does not
include conclusions or recommendations nor does it result in decisions. (See figure J-1.)
1. Introduction
Greeting. Address the audience. Identify yourself and your organization.
Type and Classification of Briefing. Identify the type and classification of the briefing. For
example, “This is an information briefing. It is classified SECRET.”
Purpose and Scope. Describe complex subjects from general to specific.
Outline or Procedure. Briefly summarize the key points and general approach. Explain any
special procedures (such as demonstrations, displays, or tours). For example, “During my
briefing, I will discuss the six phases of our plan. I will refer to maps of our area of operations.
Then my assistant will bring out a sand table to show you the expected flow of battle.” The key
points may be placed on a chart that remains visible throughout the briefing.
2. Main Body
• Arrange the main ideas in a logical sequence.
• Use visual aids to emphasize main points.
• Plan effective transitions from one main point to the next.
• Be prepared to answer questions at any time.
3. Closing
• Ask for questions.
• Briefly recap main ideas and make a concluding statement.
Figure J-1. Information briefing format
J-3. Briefers begin an information briefing by greeting the audience, identifying themselves and their
organization, and then providing the classification of the briefing. The briefer states that the purpose of the
briefing is to inform the audience and that no decision is required. The briefer then introduces the subject,
orients the audience to any visual aids, and presents the information. Examples of appropriate topics for
information briefings include—
z
High-priority information requiring immediate attention.
z
Complex information such as complicated plans, systems, statistics or charts, or other items that
require detailed explanations.
z
Controversial information requiring elaboration and explanation.
DECISION BRIEFING
J-4. A decision briefing obtains the answer to a question or a decision on a course of action. The briefer
presents recommended solutions from the analysis or study of a problem or problem area. (Chapter 2
26 March 2010
FM 5-0
J-1
Appendix J
discusses Army problem solving.) Decision briefings vary in formality and level of detail depending on the
commander’s or decisionmaker’s knowledge on the subject.
J-5. If the decisionmaker is unfamiliar with the problem, the briefing format adheres to the decision
briefing format. (See figure J-2.) Decision briefings should include all facts and assumptions relevant to the
problem, a discussion of alternatives, analysis-based conclusions, and any coordination required.
1. Introduction
Greeting. Address the decisionmaker. Identify yourself and your organization.
Type and Classification of Briefing. Identify the type and classification of the briefing. For
example, “This is a decision briefing. It is UNCLASSIFIED.”
Problem Statement. State the problem.
Recommendation. State the recommendation.
2. Body
Facts. Provide an objective presentation of both positive and negative facts bearing upon the
problem.
Assumptions. Identify necessary assumptions made to bridge any gaps in factual data.
Solutions. Discuss the various options that can solve the problem.
Analysis. List the criteria by which the briefer will evaluate how to solve the problem (screening
and evaluation). Discuss relative advantages and disadvantages for each course of action.
Comparison. Show how the courses of action rate against the evaluation criteria.
Conclusion. Describe why the recommended solution is best.
3. Closing
• Ask for questions.
• Briefly recap main ideas and restate the recommendation.
• Request a decision.
Figure J-2. Decision briefing format
J-6. When the decisionmaker is familiar with the subject or problem, the briefing format often resembles
that of a decision paper: problem statement, essential background information, impacts, and recommended
solution. In addition to this format, briefers must be prepared to present assumptions, facts, alternative
solutions, reasons for recommendations, and any additional coordination required.
J-7. The briefer begins by stating,
“This is a decision briefing.” If no decision is provided upon
conclusion of the decision briefing, the briefer will ask for one. The briefer ensures all participants clearly
understand the decision and asks for clarification if necessary.
J-8. Recommendations presented during decision briefings should be clearly stated and precisely worded
to prevent ambiguity and to be easily translated into a decision statement. If the decision requires an
implementation document, briefers present that document at the time of the briefing for the decisionmaker
to sign. If the chief of staff or executive officer is absent, the briefer should inform the secretary of the
general staff or designated authority of the decision upon conclusion of the briefing.
MISSION BRIEFING
J-9. Mission briefings are informal briefings that occur during operations or training. Briefers may be
commanders, staffs, or special representatives. (See appendix B for a discussion of a mission briefing
within the military decisionmaking process.)
J-10. Mission briefings serve to convey critical mission information not provided in the plan or order to
individuals or smaller units. Mission briefings—
z
Issue or enforce an order.
z
Provide more detailed instructions or requirements.
z
Instill a general appreciation for the mission.
J-2
FM 5-0
26 March 2010
Military Briefings
z
Review key points for an operation.
z
Ensure participants know the mission objective, their contribution to the operation, problems
that may be confronted, and ways to overcome them.
J-11. The mission briefing format is determined by the nature and content of the information being
provided. The common approach for a mission briefing is to use the same format as the operation plan or
order being briefed. (See appendix E for types of plans and orders.)
STAFF BRIEFING
J-12. Staff briefings are used to inform the commander and staff of the current situation to coordinate and
synchronize efforts within the unit. The individual convening the staff briefing sets the briefing agenda.
Each staff element presents relevant information from their functional areas. Staff briefings facilitate
information exchange, announce decisions, issue directives, or provide guidance. The staff briefing format
may include characteristics of the information briefing, decision briefing, and mission briefing.
J-13. Staff briefings commonly include the commander; deputies or assistants; chiefs of staff or executive
officers; and coordinating, personal, and special staff officers. Representatives from major subordinate
commands may also be present. The chief of staff or executive officer often presides over the briefing. The
commander may take an active role during the briefing and normally concludes the briefing.
STEPS OF MILITARY BRIEFING
J-14. These four steps correspond to the operations process and lay the foundation for an effective
briefing:
z
Plan—analyze the situation and prepare a briefing outline.
z
Prepare—collect information and construct the briefing.
z
Execute—deliver the briefing.
z
Assess—follow up as required.
ANALYZE THE SITUATION AND PREPARE A BRIEFING OUTLINE
J-15. Upon receipt of the task to conduct a briefing, the briefer analyzes the situation and determines the—
z
Audience.
z
Purpose and type.
z
Subject.
z
Classification.
z
Physical facilities and support needed.
z
Preparation timeline and schedule.
J-16. Based on the analysis, the briefer assembles a briefing outline. The briefing outline is the plan for the
preparation, execution, and follow-up for the briefing. The briefer uses the timeline as a tool to manage
preparations for the briefing and refine the briefing as new information becomes available.
J-17. Briefers consider many factors during planning (see figure J-3), including—
z
Audience preferences for decision briefings, such as how the decisionmaker wants to see
information presented.
z
Time available.
z
Facilities and briefing aids available.
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FM 5-0
J-3
Appendix J
Analyze the Situation and Prepare a Briefing Outline
1.
Audience.
• What is the size and composition? Single Service or joint? Civilians? Foreign
nationals?
• Who are the ranking members and their official duty positions?
• How well do they know the subject?
• Are they generalists or specialists?
• What are their interests?
• What is the anticipated reaction?
2.
Purpose and Type.
• Is it an information briefing (to inform)?
• Is it a decision briefing (to obtain decision)?
• Is it a mission briefing (to review important details)?
• Is it a staff briefing (to exchange information)?
3.
Subject.
• What is the specific subject?
• What is the desired depth of coverage?
• How much time is allocated?
4.
Classification.
• What is the security classification?
• Do all attendees meet this classification?
5.
Physical Facilities and Support Needed.
• Where is the briefing to be presented?
• What support is needed?
6.
Preparation Timeline and Schedule.
• Prepare preliminary outline.
• Determine requirements for training aids, assistants, and recorders.
• Schedule rehearsals, facilities, and critiques.
• Arrange for final review by responsible authority.
Figure J-3. Considerations during planning
J-18. The briefer then estimates suspense times for each task and schedules the
preparation effort
accordingly. The briefer alerts support personnel and any assistants as soon as possible.
COLLECT INFORMATION AND CONSTRUCT THE BRIEFING
J-19. The briefing construction varies with type and purpose. (See figure J-4.) The analysis of the briefing
determines the basis for this. Briefers follow these key steps to prepare a briefing:
z
Collect materials needed.
z
Prepare first draft.
z
Revise first draft and edit.
z
Plan use of visual aids.
z
Practice.
J-4
FM 5-0
26 March 2010
Military Briefings
Collect Information and Construct the Briefing
1. Collect materials needed.
• Use the Seven-Step Army Problem Solving Method.
• Research.
• Become familiar with the subject.
• Collect authoritative opinions and facts.
2. Prepare First Draft.
• Prepare draft outline.
• Include visual aids.
• Review with appropriate authority.
3. Revise First Draft and Edit.
• Verify facts, including those that are important and necessary.
• Include answers to anticipated questions.
• Refine materials.
4. Plan Use of Visual Aids.
• Check for simplicity and readability.
5. Practice.
• Rehearse (with assistants and visual aids).
• Refine.
• Isolate key points.
• Memorize outline.
• Develop transitions.
• Anticipate and prepare for possible questions.
Figure J-4. Considerations during preparation
DELIVER THE BRIEFING
J-20. The success of a briefing often depends on how well it is presented. A confident, relaxed, and
forceful delivery that is clearly enunciated helps convince the audience. Conciseness, objectivity, and
accuracy also characterize good delivery. The briefer should remain aware of the following:
z
The basic purpose is to present the subject as directed and ensure the audience understands it.
z
Brevity precludes a lengthy introduction or summary.
z
Conclusions and recommendations must flow logically from facts and assumptions.
J-21. Interruptions and questions may occur at any point. If and when they occur, briefers answer each
question before continuing or indicate that the question will be answered later in the briefing. When
briefers answer question later in the briefing, they make specific reference to the earlier question when they
introduce material. They anticipate possible questions and are prepared to answer them.
FOLLOW UP AS REQUIRED
J-22. When the briefing is over, the briefer must follow up as required. To ensure understanding, the
briefer prepares a memorandum for record (MFR). This MFR records the subject, date, time, and location
of the briefing as well as the ranks, names, and positions of audience members. The briefing’s content is
concisely recorded to help ensure understanding. The briefer records the decision. Recommendations and
their approval, disapproval, or approval with modification are recorded as well as instructions or directed
actions. Recommendations can include who is to take action. When a decision is involved and any
ambiguity exists about the commander’s intent, the briefer submits a draft of the MFR for correction before
preparing the final document. Lastly, the briefer informs proper authorities. The briefer distributes the final
MFR to staff sections and agencies required to act on the decisions or instructions, or whose plans or
operations may be affected.
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J-5
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Glossary
The glossary lists acronyms and terms with Army or joint definitions, and other
selected terms. Where Army and joint definitions are different, (Army) follows the
term. Terms for which FM 5-0 is the proponent manual (the authority) are marked
with an asterisk (*). The proponent manual for other terms is listed in parentheses
after the definition.
SECTION I - ACRONYMS
AAR
after action review
ACOS
assistant chief of staff
AO
area of operations
ARFOR
See ARFOR under terms.
CCIR
commander’s critical information requirement
COA
course of action
COS
chief of staff
CP
command post
CRM
composite risk management
DA
Department of the Army
DS
direct support
EEFI
essential element of friendly information
FM
field manual
FMI
field manual-interim
FRAGO
fragmentary order
G-1
assistant chief of staff, personnel
G-2
assistant chief of staff, intelligence
G-3
assistant chief of staff, operations
G-4
assistant chief of staff, logistics
G-5
assistant chief of staff, plans
G-6
assistant chief of staff, signal
±G-7
assistant chief of staff, inform and influence activities
G-8
assistant chief of staff, financial management
G-9
assistant chief of staff, civil affairs operations
GS
general support
INFOSYS
information systems
IPB
intelligence preparation of the battlefield
IR
information requirement
ISR
intelligence, surveillance, and reconnaissance
MCWP
Marine Corps warfighting publication
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Glossary-1
Glossary
MDMP
military decisionmaking process
METT-TC
See METT-TC under terms.
MFR
memorandum for record
MGRS
military grid reference system
MOE
measure of effectiveness
MOP
measure of performance
OPLAN
operation plan
OPORD
operation order
ORSA
operations research/systems analysis
PIR
priority information requirements
RDSP
rapid decisionmaking and synchronization process
RFI
request for information
S-1
personnel staff officer
S-2
intelligence staff officer
S-3
operations staff officer
S-4
logistics staff officer
S-5
plans staff officer
S-6
signal staff officer
±S-7
inform and influence activities staff officer
S-9
civil affairs operations staff officer
SOP
standard operating procedure
TLP
troop leading procedures
U.S.
United States
VTC
video-teleconference
WARNO
warning order
XO
executive officer
SECTION II - TERMS
ARFOR
The Army Service component headquarters for a joint task force or a joint and multinational force.
assessment
(Army) The continuous monitoring and evaluation of the current situation, particularly the enemy, and
progress of an operation. (FM 3-0)
assumption
(joint) A supposition on the current situation or a presupposition on the future course of events, either
or both assumed to be true in the absence of positive proof, necessary to enable the commander in the
process of planning to complete an estimate of the situation and make a decision on the course of
action. (JP 1-02)
avenue of approach
(joint) An air or ground route of an attacking force of a given size leading to its objective or to key
terrain in its path. (JP 2-01.3)
Glossary-2
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Glossary
*backbrief
A briefing by subordinates to the commander to review how subordinates intend to accomplish their
mission.
battle rhythm
(joint) A deliberate daily cycle of command, staff, and unit activities intended to synchronize current
and future operations. (JP 3-33)
±*be-prepared mission
A mission assigned to a unit that might be executed.
*board
(Army) A grouping of predetermined staff representatives with delegated decision authority for a
particular purpose or function.
branch
(joint) The contingency options built into the base plan. A branch is used for changing the mission,
orientation, or direction of movement of a force to aid success of the operation based on anticipated
events, opportunities, or disruptions caused by enemy actions and reactions. (JP 5-0)
campaign plan
(joint) A joint operation plan for a series of related major operations aimed at achieving strategic or
operational objectives within a given time and space. (JP 5-0)
civil considerations
The influence of manmade infrastructure, civilian institutions, and attitudes and activities of the
civilian leaders, populations, and organizations within an AO on the conduct of military operations.
(FM 6-0)
*collaborative planning
Commanders, subordinate commanders, staffs, and other partners sharing information, knowledge,
perceptions, ideas, and concepts regardless of physical location throughout the planning process.
combat power
(Army) The total means of destructive, constructive, and information capabilities that a military
unit/formation can apply at a given time. Army forces generate combat power by converting potential
into effective action. (FM 3-0)
±*command group
The commander and selected staff members who assist the commander in controlling operations away
from a command post.
*command post
(Army) A unit headquarters where the commander and staff perform their activities.
*command post cell
A grouping of personnel and equipment organized by warfighting function or by planning horizon to
facilitate the exercise of mission command.
commander’s intent
(Army) A clear, concise statement of what the force must do and the conditions the force must
establish with respect to the enemy, terrain, and civil considerations that represent the desired end
state. (FM 3-0)
commander’s visualization
The mental process of developing situational understanding, determining a desired end state, and
envisioning the broad sequence of events by which the force will achieve that end state. (FM 3-0)
concealment
(joint) Protection from observation and surveillance. (JP 1-02)
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Glossary-3
Glossary
concept of operations
(Army) A statement that directs the manner in which subordinate units cooperate to accomplish the
mission and establishes the sequence of actions the force will use to achieve the end state. It is
normally expressed in terms of decisive, shaping, and sustaining operations. (FM 3-0)
*constraint
(Army) A restriction placed on the command by a higher command. A constraint dictates an action or
inaction, thus restricting the freedom of action of a subordinate commander. (joint) A requirement
placed on the command by a higher command that dictates an action, thus restricting freedom of
action. (JP 5-0)
control measure
A means of regulating forces or warfighting functions. (FM 3-0)
cover
(Army) Protection from the effects of fires. (FM 6-0)
decision point
(joint) A point in space and time when the commander or staff anticipates making a key decision
concerning a specific course of action. (JP 5-0)
*decision support matrix
A written record of a war-gamed course of action that describes decision points and associated actions
at those decision points.
decision support template
(joint) A combined intelligence and operations graphic based on the results of wargaming. The
decision support template depicts decision points, timelines associated with movement of forces and
the flow of the operation, and other key items of information required to execute a specific friendly
course of action. (JP 2-01.3)
decisive point
(joint) A geographic place, specific key event, critical factor, or function that, when acted upon, allows
commanders to gain a marked advantage over an adversary or contribute materially to achieving
success. (JP 3-0)
*design
A methodology for applying critical and creative thinking to understand, visualize, and describe
complex, ill-structured problems and develop approaches to solve them.
±*early-entry command post
A lead element of a headquarters designed to control operations until the remaining portions of the
headquarters are deployed and operational.
*essential task
(Army) A specified or implied task that must be executed to accomplish the mission.
*evaluating
Using criteria to judge progress toward desired conditions and determining why the current degree of
progress exists.
exceptional information
Information that would have answered one of the commander’s critical information requirements if the
requirement for it had been foreseen and stated as one of the commander’s critical information
requirements. (FM 6-0)
execution
Putting a plan into action by applying combat power to accomplish the mission and using situational
understanding to assess progress and make execution and adjustment decisions. (FM 3-0)
*execution matrix
A visual and sequential representation of the critical tasks and responsible organizations by time.
Glossary-4
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Glossary
field of fire
The area which a weapon or a group of weapons may cover effectively with fire from a given position.
(JP 1-02)
fragmentary order
(joint) An abbreviated form of an operation order issued as needed after an operation order to change
or modify that order or to execute a branch or sequel to that order. (JP 5-0)
full spectrum operations
Army forces combine offensive, defensive, and stability or civil support operations simultaneously as
part of an interdependent joint force to seize, retain, and exploit the initiative, accepting prudent risk to
create opportunities to achieve decisive results. They employ synchronized action—lethal and
nonlethal—proportional to the mission and informed by a thorough understanding of all variables of
the operational environment. Mission command that conveys intent and an appreciation of all aspects
of the situation guides the adaptive use of Army forces. (FM 3-0)
*implied task
(Army) A task that must be performed to accomplish a specified task or mission but is not stated in the
higher headquarters’ order.
*indicator
(Army) In the context of assessment, an item of information that provides insight into a measure of
effectiveness or measure of performance.
information requirements
(Army) All information elements the commander and staff require to successfully conduct operations;
that is, all elements necessary to address the factors of METT-TC. (FM 6-0)
key terrain
(joint) Any locality, or area, the seizure or retention of which affords a marked advantage to either
combatant. (JP 2-01.3)
leadership
The process of influencing people by providing purpose, direction, and motivation, while operating to
accomplish the mission and improving the organization. (FM 6-22)
±*main command post
A facility containing the majority of the staff designed to control current operations, conduct detailed
analysis, and plan future operations.
main effort
The designated subordinate unit whose mission at a given point in time is most critical to overall
mission success. It is usually weighted with the preponderance of combat power. (FM 3-0)
measure of effectiveness
(joint) A criterion used to assess changes in system behavior, capability, or operational environment
that is tied to measuring the attainment of an end state, achievement of an objective, or creation of an
effect. (JP 3-0)
measure of performance
(joint) A criterion used to assess friendly actions that is tied to measuring task accomplishment.
(JP 3-0)
METT-TC
A memory aid used in two contexts: 1. In the context of information management, the major subject
categories into which relevant information is grouped for military operations: mission, enemy, terrain
and weather, troops and support available, time available, civil considerations. (FM 6-0) 2. In the con-
text of tactics, major variables considered during mission analysis (mission variables). (FM 3-90)
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Glossary-5
Glossary
*military decisionmaking process
An iterative planning methodology that integrates the activities of the commander, staff, subordinate
headquarters, and other partners to understand the situation and mission; develop and compare courses
of action; decide on a course of action that best accomplishes the mission; and produce an operation
plan or order for execution.
mission
(joint) The task, together with the purpose, that clearly indicates the action to be taken and the reason
therefore. (JP 1-02)
±mission command
The exercise of authority and direction by the commander using mission orders to enable disciplined
initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of full
spectrum operations. It is commander-led and blends the art of command and the science of control to
integrate the warfighting functions to accomplish the mission. (FM 3-0)
±mission command networks and systems
The coordinated application of personnel, networks, procedures, equipment and facilities, knowledge
management, and information management systems essential for the commander to conduct
operations. (FM 3-0)
*mission narrative
The expression of the operational approach for a specified mission.
mission orders
A technique for developing orders that emphasizes to subordinates the results to be attained, not how
they are to achieve them. It provides maximum freedom of action in determining how to best
accomplish assigned missions. (FM 3-0)
mission statement
(joint) A short sentence or paragraph that describes the organization’s essential task (or tasks) and
purpose—a clear statement of the action to be taken and the reason for doing so. The mission statement
contains the elements of who, what, when, where, and why, but seldom specifies how. (JP 5-0)
*monitoring
(Army) Continuous observation of those conditions relevant to the current operation.
*nested concepts
A planning technique to achieve unity of purpose whereby each succeeding echelon’s concept of
operations is aligned by purpose with the higher echelons’ concept of operations.
objective
(Army) A location on the ground used to orient operations, phase operations, facilitate changes of
direction, and provide for unity of effort. (FM 3-90)
observation
The condition of weather and terrain that permits a force to see the friendly, enemy, and neutral
personnel and systems, and key aspects of the environment. (FM 6-0)
obstacle
Any obstruction designed or employed to disrupt, fix, turn, or block the movement of an opposing
force, and to impose additional losses in personnel, time, and equipment on the opposing force.
Obstacles can exist naturally or can be man-made, or can be a combination of both. (JP 3-15)
±*on-order mission
A mission to be executed at an unspecified time.
operation order
(joint) A directive issued by a commander to subordinate commanders for the purpose of effecting the
coordinated execution of an operation. (JP 5-0)
Glossary-6
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Glossary
operation plan
(joint) Any plan for the conduct of military operations prepared in response to actual and potential
contingencies. (JP 5-0)
operational approach
A broad conceptualization of the general actions that will produce the conditions that define the
desired end state.
operational art
(joint) The application of creative imagination by commanders and staffs—supported by their skill,
knowledge, and experience—to design strategies, campaigns, and major operations and organize and
employ military forces. Operational art integrates ends, ways, and means across the levels of war.
(JP 3-0)
operational environment
(joint) A composite of the conditions, circumstances, and influences that affect the employment of
capabilities and bear on the decisions of the commander. (JP 3-0)
operational initiative
The setting or dictating the terms of action throughout an operation. (FM 3-0)
operational limitation
(joint) An action required or prohibited by higher authority, such as a constraint or a restraint, and
other restrictions that limit the commander’s freedom of action, such as diplomatic agreements, rules
of engagement, political and economic conditions in affected countries, and host nation issues. (JP 5-0)
operations process
The major mission command activities performed during operations: planning, preparing, executing,
and continuously assessing the operation. The commander drives the operations process through
leadership. (FM 3-0)
order
(joint) A communication, written, oral, or by signal, which conveys instructions from a superior to a
subordinate. (JP 1-02)
*parallel planning
Two or more echelons planning for the same operation nearly simultaneously.
±persistent conflict
The protracted confrontation among state, nonstate, and individual actors that are increasingly willing
to use violence to achieve their political and ideological ends. (FM 3-0)
phase
(Army) A planning and execution tool used to divide an operation in duration or activity. A change in
phase usually involves a change of mission, task organization, or rules of engagement. Phasing helps in
planning and controlling and may be indicated by time, distance, terrain, or an event. (FM 3-0)
±*P-hour (airborne operations)
In airborne operations, the specific hour on D-day at which a parachute assault commences with the
exit of the first Soldier from an aircraft over a designated drop zone.
planning
The process by which commanders (and the staff, if available) translate the commander’s visualization
into a specific course of action for preparation and execution, focusing on the expected results.
(FM 3-0)
*planning horizon
A point in time commanders use to focus the organization’s planning efforts to shape future events.
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Glossary-7
Glossary
preparation
Activities performed by units to improve their ability to execute an operation. Preparation includes, but
is not limited to, plan refinement; rehearsals; intelligence, surveillance, and reconnaissance;
coordination; inspections; and movement. (FM 3-0)
*priority of support
A priority set by the commander to ensure a subordinate unit has support in accordance with its
relative importance to accomplish the mission.
*rehearsal
A session in which a staff or unit practices expected actions to improve performance during execution.
restraint
(joint) Requirement placed on the command by a higher command that prohibits an action, thus
restricting freedom of action. (JP 5-0)
*running estimate
The continuous assessment of the current situation used to determine if the current operation is
proceeding according to the commander’s intent and if planned future operations are supportable.
sequel
(joint) A major operation that follows the current major operation. In a single major operation, a sequel
is the next phase. Plans for a sequel are based on the possible outcomes (success, stalemate, or defeat)
associated with the current operation. (JP 5-0)
situational understanding
The product of applying analysis and judgment to relevant information to determine the relationships
among the mission variables to facilitate decisionmaking. (FM 3-0)
*specified task
(Army) A task specifically assigned to a unit by its higher headquarters.
*staff section
A grouping of staff members by area of expertise under a coordinating, special, or personal staff
officer.
supporting plan
(joint) An operation plan prepared by a supporting commander, a subordinate commander, or an
agency to satisfy the requests or requirements of the supported commander’s plan. (JP 5-0)
*synchronization matrix
A tool the staff uses to record the results of war-gaming and helps them synchronize a course of action
across time, space, and purpose in relationship to potential enemy and civil actions.
±*tactical command post
A facility containing a tailored portion of a unit headquarters designed to control portions of an
operation for a limited time.
task
A clearly defined and measurable activity accomplished by individuals and organizations. (FM 7-0)
task organization
(Army) A temporary grouping of forces designed to accomplish a particular mission. (FM 3-0)
task-organizing
(Army) The act of designing an operating force, support staff, or logistic package of specific size and
composition to meet a unique task or mission. Characteristics to examine when task-organizing the
force include, but are not limited to: training, experience, equipage, sustainability, operating
environment, enemy threat, and mobility. For Army forces, it includes allocating available assets to
subordinate commanders and establishing their command and support relationships. (FM 3-0)
Glossary-8
FM 5-0, C1
18 March 2011
Glossary
*terrain management
The process of allocating terrain by establishing areas of operation, designating assembly areas, and
specifying locations for units and activities to deconflict activities that might interfere with each other.
*troop leading procedures
A dynamic process used by small-unit leaders to analyze a mission, develop a plan, and prepare for an
operation.
troop movement
The movement of troops from one place to another by any available means. (FM 3-90)
understanding
Knowledge that has been synthesized and had judgment applied to it in a specific situation to
comprehend the situation’s inner relationships. (FM 6-0)
unity of effort
(joint) Coordination and cooperation toward common objectives, even if the participants are not
necessarily part of the same command or organization—the product of successful unified action. (JP 1)
variance
A difference between the actual situation during an operation and what the plan forecasted the situation
would be at that time or event. (FM 6-0)
warning order
(joint) A preliminary notice of an order or action that is to follow. (JP 3-33)
*working group
(Army) A grouping of predetermined staff representatives who meet to provide analysis, coordinate,
and provide recommendations for a particular purpose or function.
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FM 5-0, C1
Glossary-9
References
Field manuals and selected joint publications are listed by new number followed by
old number.
REQUIRED PUBLICATIONS
These documents must be available to intended users of this publication.
FM 1-02 (101-5-1). Operational Terms and Graphics. 21 September 2004.
JP 1-02. Department of Defense Dictionary of Military and Associated Terms. 12 April 2001.
RELATED PUBLICATIONS
These documents contain relevant supplemental information.
JOINT AND DEPARTMENT OF DEFENSE PUBLICATIONS
Most joint publications are available online: <http://www.dtic.mil/doctrine/new_pubs/jointpub.htm.>
JP 1. Doctrine for the Armed Forces of the United States. 02 May 2007.
JP 2-01.3. Joint Intelligence Preparation of the Operational Environment. 16 June 2009.
JP 3-0. Joint Operations. 17 September 2006.
JP 3-02. Amphibious Operations. 10 August 2009.
JP 3-08. Interagency, Intergovernmental Organization, and Nongovernmental Organization
Coordination During Joint Operations. 17 March 2006.
JP 3-15. Barriers, Obstacles, and Mine Warfare for Joint Operations. 26 April 2007.
JP 3-28. Civil Support. 14 September 2007.
JP 3-31. Command and Control for Joint Land Operations. 23 March 2004.
JP 3-33. Joint Task Force Headquarters. 16 February 2007.
JP 5-0. Joint Operation Planning. 26 December 2006.
ARMY PUBLICATIONS
Most Army doctrinal publications are available online:
<https://akocomm.us.army.mil/usapa/doctrine/Active_FM.html >. Army regulations are produced only
in electronic media. Most are available online: < http://www.army.mil/usapa/index.html >.
±AR 25-55. The Department of the Army Freedom of Information Act Program. 1 November 1997.
AR 380-5. Department of the Army Information Security Program. 31 October 2000.
AR 380-10. Foreign Disclosure and Contacts with Foreign Representatives. 22 July 2005.
FM 2-0. Intelligence. 17 May 2004.
FM 2-01.3. Intelligence Preparation of the Battlefield/Battlespace. 15 October 2009.
±FM 3-0. Operations. 27 February 2008 (including Change 1).
FM 3-05.401. Civil Affairs Tactics, Techniques, and Procedures. 5 July 2007.
FM 3-07. Stability Operations. 6 October 2008.
FM 3-24. Counterinsurgency. 15 December 2006.
FM 3-37. Protection. 30 September 2009.
FM 3-52 (FM 100-103). Army Airspace Command and Control in a Combat Zone. 1 August 2002.
FM 3-60 (FM 6-20-10). The Targeting Process. 26 November 2010.
18 March 2011
FM 5-0, C1
References-1
References
FM 3-90. Tactics. 4 July 2001.
FM 5-19. Composite Risk Management. 21 August 2006.
FM 6-0. Mission Command: Command and Control of Army Forces. 11 August 2003.
FM 6-01.1. Knowledge Management Section. 29 August 2008.
FM 6-22 (FM 22-100). Army Leadership. 12 October 2006.
FM 7-0. Training for Full Spectrum Operations. 12 December 2008.
FM 7-15. The Army Universal Task List. 27 February 2009.
±TC 2-01 (FMI 2-01). Intelligence, Surveillance, and Reconnaissance Synchronization.
22 September 2010.
OTHER PUBLICATIONS
MCWP 5-1. Marine Corps Planning Process. 5 January 2000.
RECOMMENDED PUBLICATIONS
This bibliography is a tool for Army leaders to help them increase their knowledge of the exercise of
mission command. Reading what others have written provides a foundation that leaders can use to
assess situations and make appropriate decisions. The books and articles that follow are not the only
good ones on these subjects. The field is vast and rich. They are, however, some of the more useful
readings for Soldiers.
WAR AND THE NATURE OF OPERATIONS
Ames, Roger T., trans. Sun-tzu: The Art of Warfare. New York: Ballantine Books, a division of
Random House, Inc., 1993.
Arreguín-Toft, Ivan. How the Weak Win Wars: A Theory of Asymmetric Conflict. Cambridge:
Cambridge University Press, 2005.
Biddle, Stephen. Military Power: Explaining Victory and Defeat in Modern Battle. Princeton:
Princeton University Press, 2004.
Corbett, Julian. Some Principles of Maritime Strategy. Annapolis, MD: Naval Institute Press, 1988.
Joint Doctrine Note 1/09. The Significance of Culture to the Military. Shrivenham, England: The
Development, Concepts and Doctrine Centre, 2009.
Kalyvas, Stathis N. The Logic of Violence in Civil War. Cambridge, MA: Cambridge University Press,
2006.
Kilcullen, David. The Accidental Guerrilla: Fighting Small Wars in the Midst of a Big One. Oxford:
Oxford University Press, 2009.
Lawrence, T. E. Seven Pillars of Wisdom: a Triumph. London: Penguin Books, 1983.
Liddell Hart, Sir Basil. Thoughts on War. London: Faber & Faber, 1944.
Mao, Tse-tung. Selected Military Writings of Mao Tse-tung. Beijing: Foreign Language Press, 1967.
McFeely, Mary Drake, William S. McFeely, and Richard B. Russell, eds. Ulysses S. Grant: Memoirs
and Selected Letters: Personal Memoirs of U.S. Grant/Selected Letters 1839-1865. New
York: Library of America, 1990.
Naveh, Shimon. In Pursuit of Military Excellence: The Evolution of Operational Theory. London:
Routledge, 1997.
Slim, Field Marshal Viscount. Defeat into Victory: Battling Japan in Burma and India, 1942-1945.
London: Macmillan-PaperMac, 1986.
Spiller, Roger J. Sharp Corners: Urban Operations at Century’s End. Fort Leavenworth, KS: U.S.
Army Command and General Staff College Press, 2000.
von Clausewitz, Carl. On War. Michael Howard and Peter Paret, eds. and trans. New York: Alfred A.
Knopf, 1993.
References-2
FM 5-0, C1
18 March 2011
References
COMMAND
Allard, Kenneth. Command, Control, and the Common Defense, rev. ed. Washington, DC: National
Defense University Press, 1996.
Coakley, Thomas. Command and Control for War and Peace. Washington, DC: National Defense
University Press, 1992.
Cohen, Eliot A. and John Gooch. Military Misfortunes: The Anatomy of Failure in War. New York:
Anchor, 1991.
Fuller, J. F. C. Generalship: Its Diseases and Their Cure. Harrisburg, PA: Military Service Publishing
Co., 1936.
Heifetz, Ronald A. Leadership Without Easy Answers. Cambridge, MA: Harvard University Press,
1994.
McCann, Carol and Ross Pigeau, eds. The Human in Command: Exploring the Modern Military
Experience. New York: Kluwer Academic Press, 2000.
Snyder, Frank M. Command and Control: The Literature and Commentaries. Washington, DC:
National Defense University Press, 1993.
van Creveld, Martin. Command in War. Cambridge, MA: Harvard University Press, 1987.
DECISIONMAKING
Gilovich, Thomas, Dale Griffin and Daniel Kahneman, eds. Heuristics and Biases: The Psychology of
Intuitive Judgment. New York: Cambridge University Press, 2002.
Greenfield, Kent Roberts, ed. Command Decisions. Washington, DC: Center of Military History, 2000.
Hart, Paul ‘t, Eric K. Stern, and Bengt Sundelius, eds. Beyond Groupthink: Political Group Dynamics
and Foreign Policy-making. Ann Arbor, MI: University of Michigan, 1997.
Janis, Irving L. and Leon Mann. Decision Making: A Psychological Analysis of Conflict, Choice, and
Commitment. New York: The Free Press, a division of Macmillan Publishing Company, 1977.
Kahneman, Daniel and Amos Tversky. “Part I: Introduction-Judgment Under Uncertainty: Heuristics
and Biases.” In Judgment Under Uncertainty: Heuristics and Biases, edited by Daniel
Kahneman, Paul Slovic, and Amos Tversky. New York: Cambridge University Press, 1982.
Klein, Gary. Sources of Power: How People Make Decisions. Cambridge, MA: The MIT Press, 1998.
Leedom, Dr. Dennis K., James Murphy, Bill Killam, and Dr. Leonard Adelman. Final Report:
Cognitive Engineering of the Human-Computer Interface for ABCS. Andover, MA: Dynamics
Research Corporation, 1998.
Neustadt, Richard E. and Ernest R. May. Thinking in Time: The Uses of History for Decision Makers.
New York: Free Press, 1986.
Simon, Herbert A. Administrative Behavior: A Study of Decision-Making Processes in Administrative
Organization. New York: Free Press, 1997.
__________. The Sciences of the Artificial, 3d ed. Cambridge, MA: The MIT Press, 1996.
Turner, Marlene E. and Anthony R. Pratkanis. “Twenty-Five Years of Groupthink Theory and
Research: Lessons from the Evaluation of a Theory.” Organizational Behavior and Human
Decision Processes 73 (February-March 1998): 105-115.
PLANNING AND PROBLEM SOLVING
Dörner, Dietrich. The Logic of Failure: Why Things Go Wrong and What We Can Do to Make Them
Right. New York: Metropolitan Books, 1996.
Gole, Henry G. The Road to Rainbow: Army Planning for Global War, 1934-1940. Annapolis, MD:
Naval Institute Press, 2003.
Kirkpatrick, Charles E. An Unknown Future and a Doubtful Present: Writing the Victory Plan of 1941.
Washington, DC: Center of Military History, 1990.
18 March 2011
FM 5-0, C1
References-3
References
Mintzberg, Henry. The Rise and Fall of Strategic Planning: Reconceiving Roles for Planning, Plans,
Planners. New York: Free Press, 1994.
Rein, Martin and Donald A. Schön. “Frame-Reflective Policy Discourse.” In Social Sciences and
Modern States: National Experiences and Theoretical Crossroads, edited by Peter Wagner,
Carol H. Weiss, Björn Wittrock, and Hellmut Wollmans. New York: Cambridge University
Press, 1991.
Rittel, Horst W. J. “On the Planning Crisis: Systems Analysis of the ‘First and Second Generations’.”
Bedriftsøkonomen 8 (1972): 390-396.
Rittel, Horst W. J. and Melvin M. Weber. “Dilemmas in a General Theory of Planning.” Policy
Sciences 4 (1973): 155-169.
DESIGN
Banach, Stefan J. “Educating by Design: Preparing Leaders for a Complex World.” Military Review
(March-April 2009): 96-104.
Banach, Stefan J. and Alex Ryan. “The Art of Design: A Design Methodology.” Military Review
(March-April 2009): 105-115.
Berger, Warren. Glimmer: How Design Can Transform Your Life, and Maybe Even the World. New
York: Penguin Press, 2009.
Brown, Tim. Change by Design: How Design Thinking Transforms Organizations and Inspires
Innovation. New York: Harper Business, 2009.
Checkland, Peter and John Poulter. Learning for Action: A Short Definitive Account of Soft Systems
Methodology and Its Use for Practitioner, Teachers and Students. Hoboken, NJ: Wiley, 2006.
Cross, Nigel. “Forty Years of Design Research.” Design Research Quarterly (January 2007): 3-5.
Denning, Stephen. The Leader’s Guide to Storytelling: Mastering the Art and Discipline of Business
Narrative. San Francisco: Jossey-Bass, a Wiley imprint, 2005.
Dodge, Jennifer, Sonia M. Ospina, and Erica Gabrielle Foldy. “Integrating Rigor and Relevance in
Public Administration Scholarship: The Contribution of Narrative Inquiry.” Public
Administration Review (May/June 2005): 286-300.
Jones, J. Christopher. Design Methods: Seeds of Human Futures. New York: Wiley-Interscience, 1970.
Kem, Jack D. Design: Tools of the Trade. Fort Leavenworth, KS: U.S. Army Command and General
Staff College, U.S. Army Combined Arms Center, 2009.
Lawson, Bryan. How Designers Think: The Design Process Demystified. Boston: Architectural Press,
1997.
Ospina, Sonia M. and Jennifer Dodge. “It’s About Time: Catching Method Up to Meaning—The
Usefulness of Narrative Inquiry in Public Administration Research.” Public Administration
Review (March 2005): 143-157.
Schön, Donald A. The Reflective Practitioner: How Professionals Think in Action. New York: Basic
Books, 1983.
Schwarz, Roger, Anne Davidson, Peg Carlson, and Sue McKinney. The Skilled Facilitator Fieldbook:
Tips, Tools, and Tested Methods for Consultants, Facilitators, Managers, Trainers, and
Coaches. San Francisco: Jossey-Bass, 2005.
CRITICAL THINKING
Archer, Margaret, Roy Bhaskar, Andrew Collier, Tony Lawson, and Alan Norrie, eds. Critical
Realism: Essential Readings. New York: Routledge, 1998.
Checkland, Peter. Systems Thinking, Systems Practice. New York: J. Wiley, 1981.
Gharajedaghi, Jamshid. Systems Thinking: Managing Chaos and Complexity: A Platform for
Designing Business Architecture. Boston: Butterworth-Heinemann, 1999.
Paul, Richard and Linda Elder. Critical Thinking: Tools for Taking Charge of Your Learning and Your
Life. Upper Saddle River, NJ: Prentice Hall, 2001.
References-4
FM 5-0, C1
18 March 2011
References
Plato. Theaetetus, translated by Robin A. H. Waterfield. New York: Viking Penguin, 1987.
Vasquez, John A. “The Post-Positivist Debate: Reconstructing Scientific Enquiry and International
Relations Theory After Enlightenment’s Fall.” In International Relations Theory Today,
edited by Ken Booth and Steve Smith. University Park, PA: The Pennsylvania University
Press, 1995.
White, Hayden. The Content of the Form: Narrative Discourse and Historical Representation.
Baltimore, MD: Johns Hopkins University Press, 1987.
__________. Tropics of Discourse: Essays in Cultural Criticism. Baltimore, MD: Johns Hopkins
University Press, 1978.
COMPLEXITY
Axelrod, Robert and Michael D. Cohen. Harnessing Complexity: Organizational Implications of a
Scientific Frontier. New York: Free Press, 1999.
Bar-Yam, Yaneer. Making Things Work: Solving Complex Problems in a Complex World. Cambridge,
MA: Knowledge Press, 2004.
Beyerchen, Alan. “Clausewitz, Nonlinearity and the Unpredictability of War.” International Security
(Winter 1992): 59-90.
DeLanda, Manuel. A New Philosophy of Society: Assemblage Theory and Social Complexity. New
York: Continuum, 2006.
Holland, John H. Hidden Order: How Adaptation Builds Complexity. Reading, MA: Addison-Wesley
Publishing Co., 1995.
Waldrop, M. Mitchell. Complexity: The Emerging Science at the Edge of Order and Chaos. New
York: Simon and Schuster, 1992.
LEARNING ORGANIZATIONS
Hatch, Mary Jo. Organization Theory: Modern, Symbolic, and Postmodern Perspectives. New York:
Oxford University Press, 1997.
Schön, Donald A. Educating the Reflective Practitioner: Toward a New Design for Teaching and
Learning in the Professions. San Francisco: Jossey-Bass, 1987.
Senge, Peter M. The Fifth Discipline: The Art and Practice of the Learning Organization. New York:
Currency Books, published by Doubleday, a division of Random House, 1990.
Weick, Karl E. Making Sense of the Organization. Malden, MA: Blackwell Publishing, 2001.
__________. Sensemaking in Organizations. Thousand Oaks, CA: Sage Publications, 1995.
ASSESSMENT
Fiss, Peer C. and Paul M. Hirsch. “The Discourse of Globalization: Framing and Sensemaking of an
Emerging Concept.” American Sociological Review (February 2005): 29-52.
Jullien, Francois. A Treatise on Efficacy: Between Western and Chinese Thinking, translated by Janet
Lloyd. Honolulu: University of Hawai’i Press, 2004.
Kuhn, Thomas S. The Structure of Scientific Revolutions, 3d ed. Chicago: University of Chicago Press,
1996.
Pearl, Judea. “Epilogue: The Art and Science of Cause and Effect.” In Causality: Models, Reasoning,
and Inference. New York: Cambridge University Press, 2000.
Quade, E. S., ed. Analysis for Military Decisions. Chicago: Rand McNally, 1964.
Salmon, Wesley C. Causality and Explanation. New York: Oxford University Press, 1998.
Wendt, Alexander. Social Theory of International Politics: New York: Cambridge University Press,
1999.
26 March 2010
FM 5-0
References-5
References
SOURCES USED
This source is quoted in this publication.
Eisenhower, Dwight D. “Remarks at the National Defense Executive Reserve Conference,”
14 November 1957, edited by John T. Woolley and Gerhard Peters, The American Presidency
Project [online]. Santa Barbara, CA. Available from World Wide Web:
<http://www.presidency.ucsb.edu/ws/?pid=10951 > (accessed 26 February 2010).
PRESCRIBED FORMS
None
REFERENCED FORMS
DA forms are available on the APD website: <www.apd.army.mil >.
DA Form 2028. Recommended Changes to Publications and Blank Forms.
References-6
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