Principles of Mission Command, writing homework help

User Generated

tvey7frira

Writing

Description

Write an essay about the principles of Mission Command (pick 3) how you have/will/would have applied those principles in your leadership.

2 pages APA formatted

Unformatted Attachment Preview

PRINCIPLES OF MISSION COMMAND 2-1. The mission command philosophy helps commanders counter the uncertainty of operations by reducing the amount of certainty needed to act. Commanders understand that some decisions must be made quickly and are better made at the point of action. Mission command is based on mutual trust and a shared understanding and purpose between commanders, subordinates, staffs, and unified action partners. It requires every Soldier to be prepared to assume responsibility, maintain unity of effort, take prudent action, and act resourcefully within the commander’s intent. 2-2. Through leadership, commanders build teams. They develop and maintain mutual trust and a shared understanding throughout the force and with unified action partners. Commanders understand that subordinates and staffs require resources and a clear intent to guide their actions. They allow them the freedom of action to exercise disciplined initiative to adapt to changing situations. Because mission command decentralizes decision making authority and grants subordinates’ significant freedom of action, it demands more of commanders at all levels and requires rigorous training and education. 2-3. In exercising mission command, commanders are guided by six principles— Build cohesive teams through mutual Create shared understanding. Provide a clear commander’s intent. Exercise trust. disciplined initiative. Use mission orders. Accept prudent risk. BUILD COHESIVE TEAMS THROUGH MUTUAL TRUST 2-4. Mutual trust is shared confidence among commanders, subordinates, and partners. Effective commanders build cohesive teams in an environment of mutual trust. There are few shortcuts to gaining the trust of others. Developing trust takes time, and it must be earned. It is the result of upholding the Army values and exercising leadership, consistent with the Army leadership principles. 2-5. Trust is gained or lost through everyday actions more than grand or occasional gestures. Trust is based on personal qualities, such as professional competence, personal example, and integrity. Soldiers must see values in action before they become a basis for trust. Trust comes from successful shared experiences and training, usually gained incidental to operations but also deliberately developed by the commander. During shared experiences, the two-way communication and interaction between the commander, subordinates, and Soldiers reinforces trust. Soldiers expect to see the chain of command accomplishing the mission while taking care of their welfare and sharing hardships and danger. 17 May 2012 ADRP 6-0 2-1 Chapter 2 2-6. Trust must flow throughout the chain of command. To function effectively, commanders must trust their subordinates, and subordinates must trust their commanders. Subordinates are more willing to exercise initiative when they believe their commander trusts them. They will also be more willing to exercise initiative if they believe their higher commander will accept and support the outcome of their decisions. Likewise, commanders delegate greater authority to subordinates whose judgment they trust. 2-7. Commanders initiate team building, both inside and outside their organizations, as early as possible and maintain it throughout operations. Team building requires hard work, patience, time, and interpersonal skill from all leaders and team members. Commanders must trust and earn the trust of their unified action partners and key leaders within the operational area. Building trust with unified action partners and key leaders requires significant effort by commanders and staffs to overcome differences in cultures, mandates, and organizational capabilities. 2-8. Effective commanders build teams within their own organizations and with unified action partners through interpersonal relationships. Unified action partners are those military forces, governmental and nongovernmental organizations, and elements of the private sector that Army forces plan, coordinate, synchronize, and integrate with during the conduct of operations (ADRP 3-0). Uniting all the diverse capabilities necessary to achieve success in operations requires collaborative and cooperative efforts that focus those capabilities toward a common goal. Where military forces typically demand unity of command, a challenge for building teams with unified action partners is to forge unity of effort. Unity of effort is the 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). CREATE SHARED UNDERSTANDING 2-9. A critical challenge for commanders, staffs, and unified action partners is creating shared understanding of their operational environment, the operation’s purpose, problems, and approaches to solving them. Shared understanding and purpose form the basis for unity of effort and trust. Commanders and staffs actively build and maintain shared understanding within the force and with unified action partners by continual collaboration throughout the operations process (planning, preparation, execution, and assessment). They collaboratively frame the operational environment, frame problems, and visualize approaches to solving them. Red teams help commanders understand the alternative perspectives of unified action partners, adversaries, and others. 2-10. Collaboration is not merely coordination. Collaboration is two or more people or organizations working together towards a common goal. Through collaboration, commanders establish human connections to create a shared understanding. They use dialogue to build trust and facilitate information sharing. Effective commanders and staffs use collaboration and dialogue to create a shared understanding of the operational issues, concerns, and approaches to solving them. Commanders gain valuable insight and while also sharing their own vision and commander’s intent. 2-11. Establishing a culture of collaboration is difficult but necessary. Through collaboration and dialogue, participants share information and perspectives, question assumptions, and exchange ideas to help create and maintain shared understanding, resolve potential misunderstandings, and assess the progress of operations. Shared understanding takes time to establish. Successful commanders invest the time and effort to visit with Soldiers, subordinate leaders, and partners to understand their issues and concerns. Through such interaction, subordinates and partners gain insight into the commander’s leadership style and the issues and concerns of the commander. An excellent historical example of command based on trust and shared understanding is Grant’s orders to Sherman in 1864 (page 2-3). 2-2 ADRP 6-0 17 May 2012 The Mission Command Philosophy of Command Command Based on Mutual Trust and Shared Understanding— Grant’s Orders to Sherman, 1864 In a letter to MG William T. Sherman, dated 4 April 1864, LTG Ulysses S. Grant outlined his 1864 campaign plan. LTG Grant described MG Sherman’s role: “It is my design, if the enemy keep quiet and allow me to take the initiative in the Spring Campaign to work all parts of the Army together, and, somewhat, toward a common center. . . . You I propose to move against Johnston’s Army, to break it up and to get into the interior of the enemy’s country as far as you can, inflicting all the damage you can against their War resources. I do not propose to lay down for you a plan of Campaign, but simply to lay down the work it is desirable to have done and leave you free to execute in your own way. Submit to me however as early as you can your plan of operation.” MG Sherman responded to LTG Grant immediately in a letter dated 10 April 1864. He sent Grant, as requested, his specific plan of operations, demonstrating that he understood Grant’s intent: “ . . . Your two letters of April 4th are now before me . . . That we are now all to act in a Common plan, Converging on a Common Center, looks like Enlightened War. . . . I will not let side issues draw me off from your main plan in which I am to Knock Joe [Confederate GEN Joseph E.] Johnston, and do as much damage to the resources of the Enemy as possible. . . . I would ever bear in mind that Johnston is at all times to be kept so busy that he cannot in any event send any part of his command against you or [Union MG Nathaniel P.] Banks.” The Papers of Ulysses S. Grant, Volume 10: January 1–May 31, 1864, by Ulysses S. Grant, edited by John Y. Simon. Ulysses S. Grant Foundation. ©1982. Excerpt from pages 251 through 254, used by permission. PROVIDE A CLEAR COMMANDER’S INTENT 2-12. The commander’s intent is a clear and concise expression of the purpose of the operation and the desired military end state that supports mission command, provides focus to the staff, and helps subordinate and supporting commanders act to achieve the commander’s desired results without further orders, even when the operation does not unfold as planned (JP 3-0). The higher commander’s intent provides the basis for unity of effort throughout the larger force. Each commander’s intent nests within the higher commander’s intent. 2-13. Commanders articulate the overall reason for the operation so forces understand why it is being conducted. They use the commander’s intent to explain the broader purpose of the operation beyond that of the mission statement. Doing this allows subordinate commanders and Soldiers to gain insight into what is expected of them, what constraints apply, and most importantly, why the mission is being conducted. 2-14. The commander’s intent becomes the basis on which staffs and subordinate leaders develop plans and orders that transform thought into action. A well-crafted commander’s intent conveys a clear image of the operation’s purpose, key tasks, and the desired outcome. The commander’s intent provides a focus for subordinates to coordinate their separate efforts. Commanders personally prepare their commander’s intent. When possible, they deliver it in person. Face-to-face delivery ensures mutual understanding of what the commander wants by allowing immediate clarification of specific points. Individuals can then exercise disciplined initiative within the overarching guidance provided in the commander’s intent. The shorter the commander’s intent, the better it serves these purposes. Typically, the commander’s intent consists of three to five sentences. A clear commander’s intent that lower-level leaders can understand is key to maintaining unity of effort. Soldiers two echelons down must easily remember and clearly understand the commander’s intent. (See ADRP 5-0 for the format of the commander’s intent.) 17 May 2012 ADRP 6-0 2-3 Chapter 2 2-15. Successful commanders understand they cannot provide guidance or direction for all contingencies. Commanders formulate and communicate their commander’s intent to describe the boundaries within which subordinates may exercise disciplined initiative while maintaining unity of effort. Commanders collaborate and dialogue with subordinates to ensure they understand the commander’s intent. Subordinates aware of the commander’s intent are far more likely to exercise initiative in unexpected situations. Under mission command, subordinates are required to use their initiative to make decisions that further their higher commander’s intent. Subordinates use the commander’s intent, together with the mission statement and concept of the operation, to accomplish the mission. Empowered with trust, authority, and a shared understanding, they can develop the situation, adapt, and act decisively under fluid, dynamic conditions. EXERCISE DISCIPLINED INITIATIVE 2-16. Leaders and subordinates who exercise disciplined initiative create opportunity by taking action to develop the situation. Disciplined initiative is action in the absence of orders, when existing orders no longer fit the situation, or when unforeseen opportunities or threats arise. Commanders rely on subordinates to act. A subordinate’s disciplined initiative may be the starting point for seizing the tactical initiative. This willingness to act helps develop and maintain operational initiative used by forces to set or dictate the terms of action throughout an operation. 2-17. The commander’s intent defines the limits within which subordinates may exercise initiative. It gives subordinates the confidence to apply their judgment in ambiguous situations because they know the mission’s purpose, key tasks, and desired end state. They can take actions they think will best accomplish the mission. Subordinate leaders may need to act quickly to seize, retain, or exploit the initiative, even as they report the situation to their commanders. 2-18. Encouraging disciplined initiative frees commanders to focus on higher-level tasks and decisions. Using disciplined initiative, subordinates strive to solve many unanticipated problems. Leaders and Soldiers do not need to be told exactly how to accomplish missions. They perform the necessary coordination and take appropriate action when existing orders no longer fit the situation. 2-19. Commanders and subordinates are obligated to follow lawful orders. Commanders deviate from orders only when they are unlawful, risk the lives of Soldiers, or when orders no longer fit the situation. Subordinates inform their superiors as soon as possible when they have deviated from orders. Adhering to applicable laws and regulations when exercising disciplined initiative builds credibility and legitimacy. Straying beyond legal boundaries undermines trust and jeopardizes tactical, operational, and strategic success; this must be avoided. USE MISSION ORDERS 2-20. Commanders use mission orders to assign tasks, allocate resources, and issue broad guidance. Mission orders are directives that emphasize to subordinates the results to be attained, not how they are to achieve them (ADP 6-0). They provide subordinates the maximum freedom of action in determining how to best accomplish missions. Mission orders seek to maximize individual initiative, while relying on lateral coordination between units and vertical coordination up and down the chain of command. The effectiveness of this technique has stood the test of time. In 1939, FM 100-5 explained mission orders succinctly: An order should not trespass upon the province of a subordinate. It should contain everything that the subordinate must know to carry out his mission, but nothing more. . . . Above all, it must be adapted to the circumstances under which it will be received and executed. FM 100-5 (1939) 2-21. The mission orders technique does not mean commanders do not supervise subordinates in execution. Commanders provide direction and guidance required to focus the activities on the achievement of the main objective, set priorities, allocate resources, and influence the situation. However, they do not micromanage. They intervene during execution only to direct changes as necessary to the concept of operations. 2-4 ADRP 6-0 17 May 2012 2-22. Mission orders follow the five-paragraph operation order format (described in ATTP 5-0.1). Under mission command, orders and plans are as brief and simple as possible. Mission orders state the task organization, commander’s intent and concept of operations, mission, tasks to subordinate units, and minimum essential coordinating instructions. Tasks to subordinate units include all the standard elements (who, what, when, where, and why), with particular emphasis on the purpose (why). The tasks, along with the commander’s intent, guide subordinates’ initiative. Effective mission orders limit the number tasks explicitly assigned to subordinates. They provide just enough detail to coordinate the activities of the force. They seldom detail exactly how subordinates must perform their tasks—unless the nature of the operation requires precise synchronization. 2-23. When delegating authority to subordinates in mission orders, commanders set the conditions for success, in part, by allocating subordinates the resources they need to accomplish assigned tasks. Examples of resources are people, units, supplies and services, equipment, networks, information, and time. Commanders allocate resources through task organization and establishing priority of support in mission orders. ACCEPT PRUDENT RISK 2-24. Commanders accept prudent risk when making decisions because uncertainty exists in all military operations. Prudent risk is a deliberate exposure to potential injury or loss when the commander judges the outcome in terms of mission accomplishment as worth the cost (ADP 6-0). Opportunities come with risks. The willingness to accept prudent risk is often the key to exposing enemy weaknesses. 2-25. Commanders focus on creating opportunities rather than simply preventing defeat—even when preventing defeat appears safer. Reasonably estimating and intentionally accepting risk are not gambling. Gambling, in contrast to prudent risk taking, is staking the success of an entire action on a single event without considering the hazard to the force should the event not unfold as envisioned. Therefore, commanders avoid taking gambles. Commanders carefully determine risks, analyze and minimize as many hazards as possible, and then take prudent risks to exploit opportunities. 2-26. Commanders avoid inadequate planning and preparation. Successful commanders use risk assessment and risk management to help determine what level of risk exists and how to mitigate it. Additionally, they collaborate and dialogue with subordinates when deciding how much risk to accept and how to minimize the effects of that risk. Commanders also avoid delaying action while waiting for perfect intelligence and synchronization. Experienced commanders balance audacity and imagination with risk and uncertainty. They strike at a time and place and in a manner wholly unexpected by the enemy. They seize, retain, and exploit the initiative to achieve decisive results while accepting prudent risk.
Purchase answer to see full attachment
User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Explanation & Answer

Attached.

Principles of Mission Command – Outline
Thesis Statement: Building a cohesive team by mutual trust, creating a shared understanding
and accepting a prudent risk are my principles of mission command.
I.
II.
III.

Building a cohesive team
Developing a shared understanding in the organization
Accepting prudent risks


Running head: PRINCIPLES OF MISSION COMMAND

Principles of Mission Command
Name
Institution

1

PRINCIPLES OF MISSION COMMAND

2

Principles of Mission Command
The three principles of command I will apply in my leadership are building a cohesive
team by mutual trust, creating a shared understanding and accepting a prudent risk. Building a
cohesive team through a mutual trust will be the basis of my leadership. As a leader, I will create
a work setting that is a reflection of a cohesive team characterized by trust. In spite of the...


Anonymous
Really useful study material!

Studypool
4.7
Trustpilot
4.5
Sitejabber
4.4

Related Tags