JOURNAL

(Organization, staff subdivision, etc.)

From: .................................................
(date and hour)

To: ...................................................
(date and hour)

Place: ................................................

The heading of the journal is completed by inserting the designation of the organization and, where appropriate, the staff subdivision concerned, as well as the date and hour of beginning and closing the journal, and the place (or general area) where the commander is located.

Each entry includes, where appropriate, a time notation: for example, as to the occurrence of an incident; the receipt (TOR) or despatch (TOD) of a message; the receipt or issue of an order. The serial number assigned to the entry is recorded. The "time dated" is the date and hour of the incident, or, in the case of the message or order, the date and hour appearing thereon.

Entry of the nature of incidents or of the content of messages and orders, etc., is made under the heading "Incidents, Messages, Orders, etc."; for example:

In the case of a message or order, the source and the action addressee(s) are recorded in the columns marked "From" and "To (action)" respectively. The content of the despatch or order then follows. The amount of detail to be included depends upon the needs of the work sheet (see below) in its capacity as a basis for the running estimate of the situation. Further details can be ascertained, if needed, by reference to the journal file.

The action taken ("None" entered, if none is taken) is indicated briefly under that heading. In the case of the above entry as to the enemy bombing light forces, the "action taken" might, for example read:

A single journal may be maintained for the commander concerned; or, if so desired, separate journals may be kept, for their respective purposes, by the several principal officers of his staff.

The journal itself and its use are readily adaptable to informal methods of preparation and maintenance. The Journal Form may be prepared hastily, as needed or desired. Where appropriate, the Journal Form may be made up in quantity by printing, multigraphing, or other practicable methods.

Journal File. The file to support the journal is merely an assembly of the records (messages, records of oral orders, and the like) from which the journal is compiled. Each item of the file bears a serial number corresponding to that of its entry in the journal. An ordinary spike-file is frequently adequate for safe-keeping of these records while in use. When the journal is closed, the corresponding journal-file is filed with the journal, in accordance with standing instructions or in compliance with any particular disposition directed by the commander concerned or by higher authority.

Work Sheet. The usual form of the work sheet follows the form of the estimate of the situation. A single work sheet may be kept for the commander concerned, or, if so desired, separate work sheets may be maintained, for their respective purposes, by the several principal subdivisions of his staff. If a single work sheet is maintained, entries by the several staff subdivisions may be facilitated by dividing the work sheet among them, provided that the entire document can always be promptly assembled for use as needed.

The work sheet, while an important official document, is ordinarily informal in nature. The various headings, items, or titles (other than the main heading) are merely copied, ordinarily, from the usual Estimate Form. An example of a work sheet is as follows (see next page):

WORK SHEET

(For Running Estimate of the Situation)

..............................................................
(Organization, staff subdivision, etc.)

From: ........................................................
(Date and hour)

To: ..........................................................
(Date and hour, if pertinent)

Place: .......................................................

The remaining necessary headings and subheadings of the Estimate Form would be entered similarly, in due order, on succeeding pages.

The use of a voluminous work-sheet is facilitated by entering item headings in a narrow column at the left, and by cutting away unused space below the several headings in such column, so that all the headings (or the more important ones) can be seen at a glance. A person using the work-sheet can then readily find any page desired.

The main heading (top, first page) is filled out in the same manner as for the journal.

The other headings, for subdivisions of the work sheet, are ordinarily transcribed from the usual Estimate Form, according to the needs for the purpose of the particular work sheet. Such needs will vary with circumstances. As has also been noted, the Estimate Form, itself (Chapter VI), varies with the situation. For these reasons, the work-sheet form is necessarily flexible, and will rarely be prescribed in detail. Reproduction by printing, etc., will not be so frequent as in the case of more rigid forms. The work sheet is authenticated only if it is filed (see below), or if authentication is desired for other reasons. The work sheet is, in fact, as indicated by its name, merely a vehicle to facilitate the performance of important mental work.

When the work sheet has served its purpose, it is usually destroyed. It is not, ordinarily, a permanent record, since such purpose is served by the journal and its file. When a formal Estimate is made up from the work sheet, such Estimate may serve the purpose of an additional record. If no formal Estimate is made up for a given period and the commander desires the corresponding work sheet to be preserved for record, he may so direct.

Ordinarily, the work sheet is not destroyed or filed (and a new one started) at any specified time. The work sheet is kept current by marking out old entries no longer applicable; by inserting new entries; and by inserting fresh pages when old ones have been filled. The old pages, unless otherwise desired, may be destroyed.

A separate page of the work sheet is ordinarily used for each item under which entries are to be made. This procedure applies not only to principal headings, but also to subordinate titles, according to the convenience of the user.

The procedure of devoting a separate page, initially, to each item of the form enables additional pages to be inserted, where needed. Manifestly, the amount of space needed for particular items of the form cannot always be foreseen. The entries, for example, under the "Summary of the Situation", in Section I-A of the Estimate Form, may require little space or a great deal, depending upon the occurrence of events and upon the period of time covered by the particular work sheet. The same considerations are applicable as to other items.

When a work sheet is used as the basis for rendering special reports (e.g., as to intelligence or operations), its form follows that used for such reports. It is, therefore, in essence, merely an outline-form, for entry of applicable data.

Procedure as to Entries. When a report, a plan, a dispatch, or other pertinent item is received, its applicable content may first be entered on the chart (or charts) maintained by the commander (or by his staff). Thereafter the usual procedure would be an entry in the journal, followed by a corresponding entry in the work sheet. The document so received and recorded would then be placed in the journal file. This procedure is subject to proper variation, as desired. Immediate entry of data on the chart enables the commander and staff to study the implications of the item, without waiting for completion of routine clerical work.

Outgoing messages, instructions, etc., after approval or signature by the commander, are handled by a similar routine. Where applicable, such routine involves appropriate entry on the chart, in the journal, and in the work sheet. The routine of entry is preferably based on a copy (or copies), in order to avoid delay in dispatch.

Staff Organization and Functioning. The commander may desire important documents to be handed to him at once, on receipt. He may, of course, call for them at any time. He naturally will not, however, permit any unnecessary delay to occur in the usual routine disposition of such items. The routine exists to assist him, and its arbitrary disruption, if he has properly defined the essential routine in the first instance, cannot but work to his disadvantage.

Few things are more disturbing to the functioning of a staff than undue eccentricity on the part of the commander or of senior members of the staff. For instance, a personal habit to be rigorously suppressed—a habit not infrequently in evidence, especially under strain of active operations—is that of absent-mindedly pocketing documents needed in the work under way. This subject might, but for limitations of space, be illustrated by numerous other examples whose homely character may not safely be permitted to detract from their considered importance to unity of effort.

Where circumstances permit, it is desirable that incoming and outgoing items be reproduced in quantity sufficient to supply separate copies for the commander and for the several interested members of his staff.

A competent staff brings to the commander's attention all the items necessary—but only those necessary—for his proper performance of his duties. Inordinate attention by the commander to unnecessary detail cannot but tend to distract his attention from his proper duties.

The importance of smooth and effective functioning of a staff emphasizes the need for an established, though flexible, procedure. Such procedure, if reasonably standardized, facilitates unity of action, not only within staffs, but also among the several commanders, and their staffs, throughout the chain of command.

The same fundamentals apply as to staff organization. If proper functioning of staffs is generally understood, and if staffs are correctly organized to perform their functions, the basis for their sound organization will become a matter of general understanding. Such organization, so understood, becomes a powerful influence in behalf of unity of effort.

Staff functions—i.e., characteristic activities of staffs—divide fundamentally into two classifications. These may be referred to, for convenience of terminology, as "general" and "special".

The latter have to do with the characteristic operations of the command, rather than of the commander; they therefore relate to such matters as routine administration and to the technical aspects of movement, of the use of weapons, and of supply, sanitation, and hospitalization. The administrative, technical, and supply staff, thus broadly considered, may be said to be concerned with special functions relating to the operations of the command.

By contrast, the functions of the commander, as such, have to do with the necessary supervision of these special functions and, more especially, with the important duty of planning for the future employment of the command. The supervisory and planning activities may, for purposes of differentiation from the specialties noted above, be properly described as general functions. They relate more particularly to the duties performed personally by the commander or, where such duties become too onerous for performance by one person, by specifically designated members of his staff.

In our naval service, the higher commanders are provided, where appropriate, with a chief of staff, who coordinates and supervises the work of the entire staff. Provision is also made, where the nature and amount of the work to be done calls for such assignment, for the detail of additional staff officers to perform the important general functions mentioned above. Appropriate provision is also made for staff officers to care for the special functions inherent in the character of the particular command.

The important general functions referred to are those relating to intelligence duties, and to operations. Intelligence duties have to do with the collection of information as to the enemy and the theater of operations, the analysis of this information, its evaluation, its conversion into intelligence by the process of drawing conclusions, i.e., by interpretation, and, finally, its dissemination to the command or to other appropriate destinations (page 161). Intelligence estimates and plans have been discussed previously (Chapters VII and VIII).

Operations, in the sense in which the term is employed in this connection, relate to the strategical or tactical activities of the command, as distinguished from routine functions pertaining to such matters as administration and supply. Operations, therefore, as a term employed in contradistinction to intelligence activities, refer more especially to the performance of the commander's own force, while intelligence functions are oriented more particularly with respect to the activities of the enemy. Operation plans, which may include subsidiary intelligence plans, have been discussed previously (Chapters VII and VIII).

Further details in this connection are touched on hereafter with respect to rendition of reports and estimates.

Reports. The work-sheet facilitates the rendition, at any time, of such special reports as may be required by higher authority, or by the commander from his staff. The appropriate staff officer is prepared at all times to render a report, oral or written, informal or formal, brief or detailed, of the situation of the command and of other friendly forces, or of the situation with reference to the enemy.

No less important than rendition of reports to the commander and to higher authority is the duty of the staff, or of the commander if he lacks such staff assistance, to insure that subordinate commands receive pertinent information at the proper time. Cooperating friendly forces will also require such information. This need is sometimes met by the issue of periodical reports or bulletins. However, during the intervals between such reports, and at all times when such reports are lacking, it is a primary duty of the commander and staff to ensure that all concerned are informed as to the situation. The work sheet is a valuable aid for the performance of this duty.

Oral Estimates. When called for by higher authority, or by the commander from his staff, oral estimates of the situation can be rendered promptly and effectively by reference to the work sheet. Estimates called for by the commander are presented by the appropriate staff officers. Presentation is made to the commander or, if so directed, to the chief of staff, the latter being prepared to render, in turn, an estimate to the commander. Oral estimates desired by higher authority are made by the commander, or by the staff officer concerned, at the direction of his commander.

Partial estimates may be called for from time to time as to particular aspects of the situation.

In the larger staffs, the work is facilitated if each principal staff officer is prepared to present his appropriate portion of the estimate. In such case the intelligence officer deals with matters relating to the enemy; the operations officer deals with those relating to own forces, etc. The entire staff acts as a team in the presentation of a well-rounded estimate which will bring all pertinent matters to the attention of the commander so that he may arrive at a sound decision.

Should the commander call also for recommendations as to the decision or decisions to be made, the appropriate members of the staff will be prepared to submit their views. They will be prepared, as well, to answer at any time the calls of higher authority for information, for the conclusions of the commander, or for his recommendations. Should the commander have no staff for the performance of the foregoing functions, such detailed duties devolve upon him personally.

Certain further aspects of estimates of the situation, with reference to the circumstances obtaining during the supervision of the planned action, are noted under the discussion of written estimates, which follows.

Written Estimates. The foregoing remarks as to oral estimates are no less applicable to those submitted in written form, whether formal or informal, partial or full, brief or detailed. The nature of an estimate, as to these characteristics, will largely depend on the time element. A long and detailed estimate, often desirable when time is available, may be wholly impracticable when the press of events requires rapid decision. The written estimate, even if informal, partial, or brief, would frequently be out of place in situations where an oral estimate would be adequate or, if not adequate, would be all that could be accomplished under the circumstances of the case.

Special Remarks as to Entries

Entries on Charts. Entries on charts are made by the usual conventional signs and symbols. Colors are employed where appropriate. Information not yet confirmed is indicated as doubtful; e.g., by a question mark. Special remarks, comments, or other notations may also be entered, but in such a manner as not to obscure other data on the chart.

Where operations of land forces are involved, maps are prepared by the methods prescribed for own land forces. The higher naval staffs, or those of forces specially designated for such operations, may include army officers who will look after these matters; marine officers may also be assigned such duties.

Special charts or maps are those prepared for special purposes. A chart (or map) maintained to show the existing situation is known as a "situation chart" (or map). Charts (or maps) prepared for particular operations are known as "operations charts" (or maps).

Entries in Journals. Entries in journals, already referred to, are purely factual. Such entries may be complete copies of the content of incoming or outgoing orders or messages. Again, as already indicated (page 209), entries may consist of condensations of such matters. The oral instructions of the commander are also appropriate items for entry, when the matter is of sufficient importance. The journal may also make note of the movements of the commander, his staff officers, and other persons. Other pertinent happenings may also be made the subject of entry.

Entries in Work Sheets. Entries in the work sheet, since it is the basis for estimates of the situation, are both factual and otherwise. All matters entered in the journal are normally appropriate for notation in the work sheet. Information not yet confirmed is indicated as doubtful. The work sheet is also the proper place for notation of matters of conjecture (noted as such) and for other like items related to estimates of the situation. The various considerations influencing the commander and staff, with respect to current operations, are proper entries in the work sheet. Its informal character affords wide latitude as to entries which may be considered worthy of record in this manner. The underlying consideration is that anything may and should be entered which will be of value in preparing estimates or rendering the special reports for which the work sheet is to provide the basis.

A succinct running account of the situation is kept posted to date under the appropriate heading of the work sheet.

Entry is also made of the incentive which motivates the solution of the problem presented by the situation. Notation is made as to whether the incentive arises from a task imposed by higher authority or is derived by the commander from other sources (see page 200). In either case, the work sheet is the proper place for the entry of such facts and of the reasons which have led the commander to regard this incentive as motivating his actions in the situation existing at the time.

Information of the enemy, after receipt from the various collecting agencies (radio, observers, subordinate forces, etc.), is subject to the usual procedures of analysis, evaluation, interpretation, and dissemination (page 214). Analysis determines the source and the circumstances which led to the dispatch of the message. Evaluation determines its degree of reliability. Interpretation calls for drawing conclusions. The resulting intelligence is then disseminated to those concerned, either within the command or elsewhere.

Since information of the enemy does not become intelligence until converted thereinto by the process of drawing conclusions, this important procedure is recorded briefly in the work sheet. Such record makes available, for inclusion in estimates or in reports, the reasons which have formed the basis for such conclusions.

Information of friendly forces, with any deductions drawn therefrom, is similarly entered in the appropriate portions of the work sheet.

The facts and conclusions as to fighting strength of own and enemy forces are important entries. The summary of fighting strength includes proper conclusions as to the relative fighting strength of the opposing forces, own and enemy's.

The work sheet is also the proper document for other entries pertinent to estimates of the situation: e.g., the determination of own courses of action, the examination into enemy capabilities, and the selection of own best course of action. The commander's decisions, as rendered from time to time, are also entered for purposes of temporary record.

Summary

The work sheet, therefore, if properly utilized, contains the Running Estimate of the Situation, and is supported by the journal and the journal file. By the use of the Running Estimate and its supporting documents, the commander is enabled to keep himself apprised of the developments of the situation. On this basis he is able to detect the necessity for any changes in his plan and to arrive promptly at decisions in accordance with such needs. These decisions become the basis for new or modified plans and directives, to cause the action of his command to conform to changes in the situation.

Where the full procedure described in this Chapter is unnecessary or impracticable, a suitable modification without fundamental change will be found applicable. The mental process, even if no records are kept in writing, applies to the supervision of the planned action in every situation.

CONCLUSIONToC

Mental power, which includes the ability to arrive at sound solutions of military problems, is a recognized essential component of fighting strength because (page 18) it is the source of professional judgment.

The procedure most likely to ensure sound solutions is the studied employment of a natural mental process, differing in no fundamental respect from that effectively utilized in all other human activities. The basic mental procedure remains unchanged, irrespective of the nature of the problem,—be it simple or complex, its solution instantaneous or slow. The procedure is especially adapted to the needs of the profession of arms through the use of the Fundamental Military Principle. By outlining the essential elements involved, this Principle, a valid guide for the solution of military problems, covers the full scope of the application of mental power as a recognized component of fighting strength.

It is more especially during the swift-moving action of the tactical engagement that moral capacity to command, and mental ability to solve military problems, experience the maximum pressure of events. It is then, also, that the responsibility of the commander creates an added demand for intelligent application of mental power because of the vital issues which may hinge upon his decisions. That this pressure be successfully sustained, and this responsibility effectively discharged, is the goal of any system of mental training in the profession of arms (page 114).

On a fundamental basis of earnest thought, mental ability, character, knowledge, and experience, finally rests the soundness of decision.

OUTLINE FORM OF AN OPERATION PLAN

Image of form

TASK ORGANIZATION.

(Signature)
Rank,
Title of Command.

ANNEXES.

TABULAR FORMSToC

TABULAR FORM OF
THE ESTIMATE OF THE SITUATION