The Command and Control (C2) section guide's purpose is to implement the commander’s will in pursuit of his unit’s objective. C2 is both a system and a process. The essential component for both is leadership. This chapter provides techniques and procedures used by Company level C2 and communication. It describes the troop leading procedures (TLP), communications in combat, and operation orders.
C2 refers to the process of directing, coordinating, and controlling a unit to accomplish a mission. C2 implements the commander’s will in pursuit of the unit’s objective. The two components of C2 are the commander and the S2 system. At a Company Level the C2 system consists of the personnel, information management, procedures, and equipment the Company Leader uses to carry out the operational process (plan, prepare, execute, and assess) within his Company.
1.0 LEADERSHIP
Leadership means influencing people by providing purpose, direction, and motivation to accomplish a mission. Leadership is the most vital component to C2.
Leadership: Influencing people to accomplish a mission by providing the following:
– PURPOSE: The reason to accomplish the mission.
– DIRECTION: The means to accomplish the mission.
– MOTIVATION: The will to accomplish the mission.
2.0 MISSION-ORENTED COMMAND AND CONTROL
Mission command is the conduct of military operations through decentralized execution based on mission orders for effective mission accomplishment. Successful mission command results from subordinate leaders at all echelons exercising disciplined initiative within the commander’s intent to accomplish missions. It requires an environment of trust and mutual understanding. Successful mission command rests on the following four elements:
– Commander’s Intent. The commander’s intent is a clear, concise statement of what the force must do and the conditions the force must meet to succeed with respect to the enemy, terrain, and desired end state.
– Subordinates’ Initiative. This is the assumption of responsibility for deciding and initiating independent actions when the concept of operations no longer applies or when an unanticipated opportunity leading to achieving the commander’s intent presents itself.
– Mission Orders. Mission orders are a technique for completing combat orders. They allow subordinates maximum freedom of planning and action in accomplishing missions. They leave the “how” of mission accomplishment to subordinates.
– Resource Allocation. Commanders allocate enough resources for subordinates to accomplish their missions. Resources include troops, material, and information.
3.0 MISSION COMMAND
Mission command concentrates on the objective of an operation, not on how to achieve it. It emphasizes timely decision-making. The detachment leader must understand the company commander’s intent and his clear responsibility to act within that intent to achieve the desired end state. With the company commander’s intent to provide unity of effort, mission command relies on decentralized execution and the leader’s initiative.
The company commander must create trust and mutual understanding between himself and his subordinates. This is more than just control. Commanders must encourage subordinates to exercise initiative. Mission command applies to all operations across the spectrum of conflict.
Mission command counters the uncertainty of war by reducing the amount of certainty needed to act. Commanders guide unity of effort through the commander’s intent, mission orders, and the Commander’s Critical Information Requirement (CCIR). Company commanders hold a “loose rein,” allowing subordinate leaders a respective freedom of action and requiring them to exercise subordinates’ initiative. Commanders make fewer decisions, but this allows them to focus on the most important ones. The command operates more on self-discipline than imposed discipline. 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. If a leader is new and has not reached the level of confidence or maturity of the commander, the commander may need to be more directive until that leader is ready.
Mission command tends to be decentralized, informal, and flexible. Orders and plans are as brief and simple as possible, relying on implicit communication—subordinates’ ability to coordinate and the human capacity to understand with minimal verbal information exchange. This can be a result of extended combat or training in which many actions and procedures have become standing operating procedure (SOP). By decentralizing decision-making authority, mission command increases tempo and improves the subordinates’ ability to act in fluid and disorderly situations. Moreover, relying on implicit communication makes mission command less vulnerable to disruption of communications than detailed command.
Mission command is appropriate for operations in the often politically-charged atmosphere and complex conditions of stability operations. Company commanders must explain not only the tasks assigned and their immediate purpose, but also prescribe an atmosphere to achieve and maintain throughout the AO. They must explain what to achieve and communicate the rationale for military action throughout their commands. Doing this allows element leaders and their troops to gain insight into what is expected of them, what constraints apply, and most important, why the mission is being undertaken.
Detailed command is ill-suited to the conditions of stability operations. Commanders using its techniques try to provide guidance or direction for all conceivable contingencies, which is impossible in dynamic and complex environments. Under detailed command, subordinates must refer to their headquarters when they encounter situations not covered by the commander’s guidance. Doing this increases the time required for decisions and delays acting. In addition, success in interagency operations often requires unity of effort, even when there is not unity of command. In such an environment, detailed command is impossible. In contrast to the detailed instructions required by detailed command, mission command calls for a clear commander’s intent. This commander’s intent provides subordinates guidelines within which to obtain unity of effort with agencies not under military command. Subordinates then act within those guidelines to contribute to achieving the desired end state.
NOTE: The Element Leader must understand the situation and the overall commander’s intent one and two levels higher than his own. However, he must know the real-time battlefield situation in detail for his immediate higher level (company).
4.0 PLANS AND ORDERS
Plans are the basis for any mission. To develop his plan (concept of the operation), the Element Leader summarizes how best to accomplish his mission within the scope of the commander’s intent. The Element Leader uses Troop Leading Procedures (TLP) to turn the concept into a fully developed plan and to prepare a concise, accurate operation order (OPORD). He assigns additional tasks (and outlines their purpose) for subordinate elements, allocates available resources, and establishes priorities to make the concept work. The following discussion covers important aspects of orders development and serves as an introduction to the discussions of the TLP. This section focuses on the mission statement and the commander’s intent, which provide the doctrinal foundation for the OPORD. It also includes a basic discussion of the three types of orders (warning orders (WARNOs), and OPORDs) used by the Commander. The Element Leader and his subordinates must a have a throughout understanding of the building blocks for everything else they do.
4.1 Mission Statement
The Element Leader uses the mission statement to summarize the upcoming operation. This brief paragraph (usually a single sentence) describes the type of operation, the unit’s tactical task, and purpose. It is written based on the five Ws:
• Who (unit)
• What (task[s])
• When (date-time group)
• Where (grid location or geographical reference for the AO or objective)
• Why (purpose).
The element leader must ensure that the mission is thoroughly understood by all leaders and troops one and two echelons down. The following considerations apply in development of the mission statement.
Operations Full spectrum operations are groupings of related activities in four broad categories: offense, defense, stability, and civil support.
Tasks Tactical tasks are specific activities performed by the unit while it is conducting a form of tactical operation or a choice of maneuver. The title of each task can also be used as an action verb in the unit’s mission statement to describe actions during the operation. Tasks should be definable, attainable, and measurable. Tactical tasks that require specific tactics, techniques, and procedures (TTP) for the unit are covered in detail throughout this manual.
Purpose A simple, clearly stated purpose tells subordinates the reason the detachment is conducting the mission.
Placement in OPORD
The leader has several options as to where in the OPORD he outlines his subordinates’ tasks and purpose. His main concern is that placement of the mission statement should assist subordinate leaders in understanding the task and purpose and each of the five W elements exactly.
The figure below shows an example of a mission statement the leader might include in his order:
• ODA-1136, C Co. 1st Btn, 1st SFG (Who performs the task?)
• Cordon & Seizure (What is the task?)
• The bridge at 0231 3214 (Where do they perform the task?)
• At 0400R FEB 2. (When do they perform the task?)
• To pass the Company main effort on OBJ ALPHA. (Why must they perform the task?)
Or broken into the five W format:
• Who? – ODA-1136, C Co. 1st Btn, 1st SFG
• What? – Cordon & Seizure
• Where? – The bridge at 0231 3214
• When? – At 0400R FEB 2
• Why? To pass the Company main effort on OBJ ALPHA
5.0 COMBAT ORDERS
Combat orders are the means by which the leader receives and transmits information from the earliest notification that an operation will occur through the final steps of execution. WARNOs, and OPORDs are absolutely critical to mission success. In a tactical situation, the leader and subordinate leaders work with combat orders on a daily basis, and they must have precise knowledge of the correct format for each type of order. At the same time, they must ensure that every service member in the element understands how to receive and respond to the various types of orders. The skills associated with orders are highly perishable. Therefore, the leader must take every opportunity to train his element in the use of combat orders with realistic practice.
6.0 WARNING ORDERS
Leaders alert their elements by using a WARNO during the planning for an operation. WARNOs also initiate the leader’s most valuable time management tool—the parallel planning process. The leader may issue a series of warning orders to his subordinate leaders to help them prepare for new missions. The directions and guidelines in the WARNO allow subordinates to begin their own planning and preparation activities
The content of WARNOs is based on two major variables: information available about the upcoming operation and special instructions. The information usually comes from the company commander. The leader wants his subordinates to take appropriate action, so he normally issues his WARNOs either as he receives additional orders from the company or as he completes his own analysis of the situation.
7.0 TROOP LEADING PROCEDURES
Troop Leading Procedures (TLP) are the universal issuance of technical leadership procedures that are used by combat leaders within the United States Armed Forces. Within the confines of the Task Force Reaper, variants of all troop leading procedures are coordinated in a joint-effort to ensure full operational capability. The Troop Leading Procedures begin when the leader receives the first indication of an upcoming mission. They continue throughout the operational process (plan, prepare, execute, and assess). The TLP comprises a sequence of actions that help leaders use available time effectively and efficiently to issue orders and execute tactical operations. TLP are not a hard and fast set of rules. Some actions may be performed simultaneously or in an order different than shown. They are a guide that must be applied consistent with the situation and the experience of the leader and his subordinate leaders. The tasks involved in some actions (such as initiate movement, issue the WARNO, and conduct reconnaissance) may recur several times during the process. The last action (activities associated with supervising and refining the plan) occurs continuously throughout TLP and execution of the operation. The following information concerning the TLP assumes that the leader will plan in a time-constrained environment. All steps should be done, even if done in abbreviated fashion. As such, the suggested techniques are oriented to help a leader quickly develop and issue a combat order.
Troop Leading Procedures:
1. Receive the mission.
2. Issue a warning order.
3. Make a tentative plan.
4. Initiate movement.
5. Conduct reconnaissance
6. Complete the plan
7. Issue the Operations Order.
8. Supervise and refine
Troop Leading Procedures also come in the form of BAMCIS:
1. Begin the Planning
2. Arrange Recon
3. Make Recon
4. Complete Planning
5. Issue Order
6. Supervise
Supervision is the most important step. It provides a structure for the unit to be able to understand and execute the mission of the leader. It is different from other instruction from higher authority in that it is given orally, instead of being issued as written orders. Officers and non-commissioned officers also use it informally to communicate relevant information prior to a non-combat movement (e.g. administrative travel/convoy, field exercise movements, weapon re-qualification, liberty, etc.)
RECEIVE THE MISSION
This step begins with the receipt of an initial WARNO from the company. It also may begin when the leader receives the commander’s OPORD, or it may result from a change in the overall situation. Receipt of mission initiates the planning and preparation process, so the leader can prepare an initial WARNO as quickly as possible. At this stage of the TLP, mission analysis should focus on determining the unit’s mission and the amount of available time. The Commander should gather as much intelligence as possible to develop the details of possible enemy courses of action (COA). The following can assist in this process:
– Understand the enemy’s mission. Will the enemy’s likely mission be based on his doctrine, knowledge of the situation, and capabilities? This may be difficult to determine if the enemy has no established order of battle. Enemy analysis must consider situational reports of enemy patterns. When does the enemy strike, and where? Where does the enemy get logistical support and fire support? What culture do they adhere to?
ISSUE A WARNING ORDER
After the leader determines the element's mission and gauges the time available for planning, preparation, and execution, he immediately issues an oral WARNO to his subordinates. In addition to telling his subordinates of the new mission, the WARNO also gives them the leader’s planning timeline. The leader relays all other instructions or information that he thinks will assist the detachment in preparing for the new mission. Such information includes information about the enemy, the nature of the overall plan, and specific instructions for preparation. Most importantly, by issuing the initial WARNO as quickly as possible, the leader enables his subordinates to begin their own planning and preparation while he begins to develop the detachment operation order. An example may include the elements rehearsing designated battle drills. This is called parallel planning.
MAKE A TENTATIVE PLAN AND EXECUTE
After receiving the company OPORD the detachment leader develops a tentative plan. The process of developing this plan in a time-constrained environment usually has six steps:
1. Receipt of the mission
2. Mission analysis
3. Course of Action development,
4. Course of Action analysis, 5. Course of Action selection 6. Issue the order.
This allows the leader to save time by focusing his analysis effort on areas that affect his plan. Typically, a leader will develop one Course of Action (COA). If more time is available, he may develop more than one, in which case he will need to compare these COAs and select the best one.
8.0 PRE-COMBAT CHECKLIST
• Weapons
• Ammunition
• Marking Tools (Colored Smoke, Lights)
• GPS/MicroDAGR/Rugged Tablets
• Entrenching Tools
• Tripods
• Flashlights
• IR Strobes
• Pen and Paper
• Maps
• OPORD
• Wire-Cutter
• Communication Cards
• 9-Line MEDEVAC Card
• Fuel Cans
• Zip Ties
• Graphics
• Routes
• OBJs (Objectives)
• LZs (Landing Zones)
• Load Plans
• Toolkit
• Radios and backup communication
• NVGs (Night Vision Goggles)
Leaders should conduct a confirmation brief after issuing the oral OPORD to ensure subordinates know the mission, the commander’s intent, the concept of the operation, and their assigned tasks. Confirmation briefs can be conducted face to face or by radio, depending on the situation. Face to face is the desired method, because all section and element leaders are together to resolve questions, and it ensures that each leader knows what the adjacent element is doing.
9.0 WARNING ORDER STEPS AND TEMPLATE
The Warning Order is a “heads up” to the Leader and his elements. And provides brief operational details usually following the standard OPORD Format. The steps for a WARNO is as follows:
• Receive the mission from command.
• Conduct mission analysis.
• After gathering necessary information create a 5-section OPORD.
• Mission paragraph is crucial (Who, what, where, when and why).
WARNING ORDER
1. SITUATION
a. Enemy Forces: Provide available information of composition, strength, capabilities and most probable course of action.
b. Friendly Forces: Give available information concerning the missions of next higher and other units.
c. Attachments: Give information concerning units that have been attached. (If known)
2. MISSION The mission paragraph contains a clear, concise statement of the task to be accomplished and the purpose for doing it. This mission statement will state WHO, WHAT (The task), WHEN (the critical time), WHERE (GRID), and WHY (the purpose the unit must achieve).
3. EXECUTION (IF AVAILABLE) The execution puts in the specific course of action. The purpose for the operation, key taskings and desired end state for the operation, and is generally written in three to five sentences max.
a. Concept of the Operation: Explains in general terms how the unit will accomplish the mission. The concept should describe the employment of maneuver elements. This is written in the form of specific purposes and task for each maneuver element. Starting with the main effort, and then each supporting effort.
4. SERVICE AND SUPPORT (IF KNOWN) Address service support in the areas shown below as needed to clarify the service support concept.
a. Transportation: Location of main supply route (MSR) and alternate supply routes (ASR). Location of supply points (RSP). Instructions on use and priorities of routes.
b. Medical Evacuation and Hospitalization: Location of Casualty Collection Point (CCP) and Medical Elements. Evacuation plan from point of injury to battalion. Marking of casualties.
c. Personnel: Plan for re-enforcement on late arrival or re-insertion.
d. Enemy Equipment Instructions on use and destruction of OPFOR or IND equipment.
5. COMMAND AND SIGNAL. (IF KNOWN)
a. Location of higher echelon unit commander and Command Post (CP).
b. Location of key personnel and Command Post (CP) during each phase of the operation.
c. Succession of Command (if different from SOP).
d. Signal Operating Instructions (SOI). e. Methods of communications in priority.
f. Special Instructions to Communication Personnel, if any.
WARNING ORDER EXAMPLE (VERBAL)
WARNING ORDER
1. SITUATION
a. Enemy Forces: Provide available information of composition, strength, capabilities and most probable course of action.
b. Friendly Forces: Give available information concerning the missions of next higher and other units.
c. Attachments: Give information concerning units that have been attached. (If known)
2. MISSION The mission paragraph contains a clear, concise statement of the task to be accomplished and the purpose for doing it. This mission statement will state WHO, WHAT (The task), WHEN (the critical time), WHERE (GRID), and WHY (the purpose the unit must achieve).
3. EXECUTION (IF AVAILABLE) While 1st 2nd, and 3rd Platoons are commencing assault on OBJ Bravo, 4th Platoon will maneuver north of the OBJ to secure the MSR in case of OPFOR Mechanized re-enforcements. The desired end state is full a full controlled and cleared OBJ Bravo.
a. Concept of the Operation: 1. 1st, 2nd & 3rd Platoons will work as the main effort and will move in convoy formations until Omega 4 (destination callsign). Upon arrival they will change to Mounted Operations tactics and commence assault on OBJ Bravo. 1st Platoon being left element, 2nd Platoon being forward element and 3rd Platoon being right element. Deploy tactics as necessary during assault. In case of OPFOR PID (Positive Identification) from our Contact Point, 1st will split up to hold the phase line and 2nd and 3rd will continue assault.
2. 4th Platoon will maneuver around Omega 4 and set up perimeter on MSR Delta, it will hold until orders of rally with main effort is given.
4. SERVICE AND SUPPORT (IF KNOWN) Address service support in the areas shown below as needed to clarify the service support concept.
a. Transportation: MSR is marked as MSR Foxtrot and is the road between Baqqat and Saffan. No ASR marked. RSP are marked on your maps as RSP Alpha (Grid 2342 1231) and RSP Bravo (Grid 234 2141). 1st and 2nd Platoons will deploy RSP Alpha and 3rd and 4th Platoons will deploy RSP Bravo.
b. Medical Evacuation and Hospitalization: CCP is marked on CTAB and on TL issued maps. Medevacs are done from CCP and elements can dispatch rotations to CCP if required.
c. Personnel: Bravo Company and HMA-155 will re-enforce all personnel on designated LZs or CCP.
d. Enemy Equipment OPFOR and IND equipment will be dismantled by planned demolitions of required.
5. COMMAND AND SIGNAL. (IF KNOWN)
a. 4th Platoon moves 1000 meters behind rear main effort element. CP is set at GRID 2341 4212 (CP).
b. 4th Platoon maneuvers to OBJ Bravo immediately after captured my main effort.
c. No Change (if different from SOP).
d. No Change (SOI).
e. Command Frequency 50.0 have priority on FRAGOs.
f. No Change.
10.0 OPERATION ORDER TEMPLATE
An Operation Order follow a strict template which Leaders use to brief his personnel correctly. This is to ensure that all his personnel have received the same exact order. Leaders create their own OPORD which is built from his Commander’s OPORD. OPORD on an Element level does not have to be written, however on higher echelon they must be. Leaders build their OPORD from the Commander’s Intent.
OPERATION ORDER
Task Organization - Must accurately reflect which element have received which taskings. And which elements which are being deployed in this Operation.
1. SITUATION
a. Enemy Forces: Provide available information of composition, strength, capabilities and most probable course of action.
b. Friendly Forces: Give available information concerning the missions of next higher and other units.
c. Attachments: Give information concerning units that have been attached.
2. MISSION The mission paragraph contains a clear, concise statement of the task to be accomplished and the purpose for doing it. This mission statement will state WHO, WHAT (The task), WHEN (the critical time), WHERE (GRID), and WHY (the purpose the unit must achieve).
3. EXECUTION The execution puts in the specific course of action. The purpose for the operation, key taskings and desired end state for the operation, and is generally written in three to five sentences max.
a. Concept of the Operation: Explains in general terms how the unit will accomplish the mission. The concept should describe the employment of maneuver elements. This is written in the form of specific purposes and task for each maneuver element. Starting with the main effort, and then each supporting effort.
4. SERVICE AND SUPPORT Address service support in the areas shown below as needed to clarify the service support concept.
a. Transportation: Location of main supply route (MSR) and alternate supply route (ASR). Location of supply points (RSP). Instructions on use and priorities of routes.
b. Medical Evacuation and Hospitalization: Location of Casualty Collection Point (CCP) and Medical Elements. Evacuation plan from point of injury to battalion. Marking of casualties.
c. Personnel: Plan for re-enforcement on late arrival or re-insertion.
d. Enemy Equipment: Instructions on use and destruction of OPFOR or IND equipment.
5. COMMAND AND SIGNAL.
a. Location of higher echelon unit commander and Command Post (CP).
b. Location of key personnel and Command Post (CP) during each phase of the operation.
c. Succession of Command (if different from SOP).
d. Signal Operating Instructions (SOI).
e. Methods of communications in priority.
f. Special Instructions to Communication Personnel
11.0 FRAGMENTARY ORDER TEMPLATE
Fragmentary Order are changes to a consisting OPORD. This can be done prior to an operation or during an operation. They are done with changed to the whole order is executed by the elements supervisor.
FRAGMENTARY ORDER
1. SITUATION
a. Enemy Forces: Include recent enemy activities or capabilities critical to maneuver.
b. Friendly Forces
c. Attachments and Detachment.
Clarify or highlight changes in the task organization that occur during the different phases of the operation.
2. MISSION List the new mission for the Detachment.
3. EXECUTION
Intent (Optional)
a. Concept of Operation (Mandatory)
b. Tasks to subordinate units. (Mandatory)
c. Coordinating instructions. (Mandatory).
Include the statement, “Current overlay remains in effect) mark changes to control measures on overlay or issue a new overlay.
ACKNOWLEDGE: (Mandatory)
WARNO & OPORD STANDARDS.
Conditions: Given preliminary notice of an order or action that is to follow and a requirement to develop and issue a warning order (WARNO) to subordinates.
Standards: Developed a warning order or and issued it to subordinate leaders within the time allotted. The other was issued so all subordinate leaders understood their mission and any coordinating instructions. Warning order In OPORD format.
Performance Steps: As mentioned above in examples.
Evaluation Preparation:
Setup: At the test site, provide a Company level warning order, the warning order will be given orally to the trainee. The trainee will then be given 10 minutes to prepare his ElementWarning Order.
Brief: The Trainee will extract from the Company Warning Order all information that pertains to his Element. He will have 10 minutes to prepare the Element Warning Order. The Trainee will present an oral warning order.
Performance Measures:
1. Stated the words WARNING ORDER
2. Used standard military terminology.
3. Issue the warning order in five-paragraph field in order format.
4. Gave all available information
Evaluation Guidance:
Score the trainee GO if all performance measures are passed. Score the trainee NO GO if any performance measure is failed. If the trainee fails any performance measures, show what was done wrong and how to do it correctly.