When, as in the example given previously (page 96), the commander receives a directive such as "Deny enemy base sites in the area ABCD by capturing X Island", he carries through his estimate of the situation in the usual manner. He notes, however, that the capture of X Island has been indicated as a predetermined course of action. He makes a proper survey of the factors of relative fighting strength. He considers all pertinent courses of action. He goes through this procedure in order to reach an understanding of all the elements of his problem. He wishes to understand the necessary background. He realizes the importance of a grasp of the considerations which have led higher authority to arrive at the predetermined course of action.
By carrying through the usual estimate procedure, including the analysis of all pertinent courses of action, he assists himself to arrive at a proper concept of the action to be taken to capture X island. In this way he establishes a sound basis for formulating a detailed plan (in the second step), for inaugurating planned action (in the third step), and for supervising this action (in the fourth step). He also establishes a basis for any constructive representations which he finds it advisable to make to higher authority (page 15).
In another example previously given (page 96), the higher commander indicates only the predetermined course of action (by a directive "Capture X Island") and omits the statement of the true underlying task. The subordinate, on discovering this fact, deduces the underlying task and carries through the estimate procedure, modified, as explained for the previous example. In addition to the merits as previously stated, this method has a further advantage. The deduction of the underlying task enables the commander to judge whether any advisable or necessary deviation or departure from the predetermined course of action (page 15) involves merely a variation from the letter of his instructions or, more important, from their spirit.
For instance, the directive, as in the case previously discussed, may have been "Capture X Island". The higher commander when issuing this order, may have stated his own general plan to be "This force will protect the base at A." The commander, on receipt of this directive, then deduces his true task. This is "Deny enemy bases in area ABCD" ("by capturing X Island"—a predetermined course of action), the purpose of the mission being "in order to protect the base at A".
Now it may be found that the enemy, unconcerned as to X Island, is moving to reinforce Y Island and to use it as a base to attack the base at A. The commander then properly decides to capture Y Island, instead of X Island. By his identification of the predetermined course of action as such, and by his correct deduction of the true underlying task, the commander has established a sound basis for the solution of his problem. He can now, with confidence, defer or abandon the capture of X Island, and can devote his efforts to the capture of Y Island. His confidence is justified because he knows his decision to be in accordance with the spirit of his instructions.
Naturally, if the higher commander directed, "This force will protect the base at A——", and added, later in his directive, "Deny enemy base sites in area ABCD by capturing X Island", the subordinate commander's deductions would have been made more easily.
The full play of the reasoning power is called for in the process of visualizing courses of action and of selecting the best. This process is the crux of the first step. Here the knowledge of the relationship between cause and effect is applied. Here, also, the commander is brought fully to realize that, to reach a sound decision, there is a requirement for a studied development of each stage by which the human mind passes from recognition of a necessity for action to the ultimate conviction as to the best course to pursue.
As essential background for the utilization of his intellectual powers in this process, the commander requires knowledge of the capabilities and limitations of the technique of his profession and of the weapons of his calling. To the necessary knowledge gained through his own experience, either in actual warfare or in peacetime exercises simulating this experience, he adds the equally essential familiarity with the science of war, and with the lessons to be drawn from historical instances of success and failure. In effect, it is here brought home to him that, on a fundamental basis of earnest thought, mental ability, character, knowledge, and experience, finally rests the soundness of decision (see page 219).
The Decision. The word "decision" has the primary meaning of a conclusion. A decision (conclusion) is essential as a starting point for further procedure. Sound decision is the essential preliminary to wise planning and effective action.
The range within which military decisions may fall extends from the instantaneous resolve to meet an emergency, to the conditional intentions of a distant future. Within this range will be found many decisions which the commander is necessarily called upon to reach during the four steps toward the attainment of an assigned objective.
The course of action, or the combination of courses, as finally selected by the commander upon the termination of the first step, represents his conclusion as to his outlined plan for the attainment of his assigned objective. This conclusion will indicate, specifically or inferentially, his general objective, as selected by himself, and—in proper detail—the action required for its attainment. (See pages 88 and 95). The conclusion is thus his Decision, which provides the general plan, or the basis therefor, from which he will, in the second step, develop a detailed plan of operations for his force.
Illustration of the foregoing process may profitably be initiated with respect to the highest echelon involved in the case of a State. The primary national objective of organized government (Chapter I, page 7) is the ensurance of envisaged prosperity and of essential security for the social system which is the fundamental basis of the community. This aim, as embodied in basic policy (see pages 8 and 9), is the objective visualized by the people of the State, or by its policy-forming elements, in the capacity of an organized government.
For the maintenance of the condition represented in this policy, or for the creation of such a condition not already existing, an appropriate task of the State, as the political embodiment of the national will, might be to maintain or establish friendly (at least, not hostile) governments and social systems in those key localities of the world whence, otherwise, effective threats may arise.
The national mission (the mission of the State) then becomes:—
(Task) To maintain or establish friendly (at least, not hostile) governments and social systems In those key localities of the world whence, otherwise, effective threats may arise,
(Purpose) in order to ensure envisaged prosperity and essential security for the social system which is the fundamental basis of the community.
A national estimate of the situation, by the highest authority of the State, to determine the effect to be attained for the accomplishment of the foregoing mission, takes account of the possibilities of accomplishment through psychological, political, economic, or military pressure, or by combinations thereof. As a result of this accounting, the State adopts a national Decision which indicates the best way of accomplishing its mission.
To carry out this Decision, each of the primary subdivisions of the State's organization is assigned a specific task or tasks, whose total effect is designed to achieve the result embodied in the national Decision. The task of each such primary subdivision is linked to a purpose which is the attainment of the objective indicated in the national Decision.
In like manner, each organization of the national armed forces is governed in its action by a task assigned to it as a result of a Decision made by the proper authority on the next higher echelon. Each commander is thus provided with a mission which consists of an assigned task and of a purpose as indicated by the general objective decided upon by his immediate superior.
The second step, that of resolving the required action into detailed military operations, may now be undertaken unless the Decision reached in the first step is intended for future reference only. During the second step the commander, if he carries the procedure through to its logical end, visualizes his proposed operations as tasks, in order to ensure their proper formulation. He may, if it is his intent to issue a directive or directives for the execution of his plan of operation, or a part thereof, arrange his procedure so as to facilitate the third step.
The common characteristic of problems of the second step is that they deal with matters pertaining to the support of the action decided upon in the first step, and that they are properly problems for the commander who made that Decision, and not for his subordinates, to solve. Such problems are appropriately termed subsidiary problems. Their full solution involves subsidiary estimates, subsidiary decisions, and, not infrequently, distinct subsidiary plans and subsidiary directives.
Each detailed operation derived, during the second step, from the outlined plan of operations (as embodied in the basic Decision) is determined upon the basis of an estimate procedure essentially similar to the basic estimate. There is thus a series of subsidiary estimates for this purpose. Such estimates tend to be abbreviated and informal, since the necessary data, and often much of the consideration as to the subsidiary courses of action, may be available from the basic estimate.
Unless the detailed operations are of such a character as to require development into subsidiary plans as a basis for subsidiary directives, such operations are merely embodied, in the form of tasks or otherwise as may be appropriate, in the basic plan. In the excepted cases, where subsidiary plans, in detailed form, are necessary or desirable, such a plan may be the result of a more formal and specialized subsidiary estimate.
Chapter VII is devoted to a discussion of the second step.
The problem involved in the first step has been conveniently termed the basic problem because it is directly concerned with the attainment of the assigned objective (page 81). The solution of the basic problem in the first step, and of its corollary in the second step, completes the planning stage.
The third step consists of the formulation, and—if appropriate—the issue, of the directives which convey to the subordinate the will and intent of the commander. From the mental standpoint, the third step begins when the commander forms the intent of immediately promulgating his directives for the execution of the planned action. Whether or not the third step is partially combined with the second, its problem is a separate one. Its complete solution inaugurates the action planned in the second step.
The third step is discussed and developed in Chapter VIII.
The fourth step, which calls for mental effort in the solution of the problem of supervising the action, requires a constant, close observation of the unfolding of the original situation. The procedure employed is customarily termed The Running Estimate of the Situation. Only an alert commander can invariably determine whether the situation is unfolding along the lines desired by him, as promulgated in the directives of the third step. In effect, the commander, after action is begun, considers the changing situation as a variable in the problem presented for his solution by the original (basic) situation. With the march of events, he is, therefore, constantly critical to detect whether variations from the original situation are in accordance with his design or whether these variations have introduced new incentives which demand modification or alteration of his plan, or its complete abandonment.
The fourth step is discussed and developed in Chapter IX.
When all of the elements of the entire procedure of the four steps are present, they take, from the viewpoint of the same commander throughout, the following form:
(1) First step: The commander, confronted with a strategical situation (page 83), makes a strategical estimate and comes to a strategical Decision. The problem, the estimate, and the Decision are basic.
(2) Second step: The commander now is confronted with a particular problem, one proceeding from his basic problem and involving the details of a plan of execution to carry out the Decision reached in the first step; this problem consists, itself, of numerous other problems of detail, which require solution by the commander himself. The basic Decision has embodied an outlined plan, strategical in nature, for an operation to accomplish the motivating task of the first step. This plan requires resolution into the detailed operations necessary for its full accomplishment.
Each such detailed operation, as part of the outlined plan embodied in the strategical Decision, calls for a proper estimate. Though usually not formal in nature, more especially if the necessary data can be found in the basic estimate, such estimates are fundamentally the same as for the basic problem. The assembly of such detailed operations results in the formulation of a basic plan.
At this point, additional problems may present themselves, these being frequently tactical in nature. Such, for example, may be sortie plans, approach plans, and Battle Plans. Other specialized plans (training, intelligence, logistics, etc.) may be needed. The data essential for the solution of such problems are more detailed than for the usual strategical basic problem. In some instances, such subsidiary plans may be developed directly from the basic Decision by procedures distinctive of the second step. In other instances, solution may require an additional subsidiary estimate, along the lines typical of the first step. These subsidiary estimates lead to subsidiary decisions, which in turn require to be resolved into the necessary detailed operations.
(3) Third step: In the third step, the directives, if the basic problem was strategical in nature, will be of a strategical character. However, if subsidiary tactical problems were also involved, tactical directives will frequently be included. Logistics directives and other specialized instructions may also be a feature.
(4) Fourth step: The supervision of the planned action, in the fourth step, may involve a new strategical problem, perhaps several. In such event each new basic problem will initiate a new series of problems, with corresponding directives, as described above. Changes in strategical plans may be called for. If no strategical changes are involved, there may nevertheless be introduced one or more new tactical or logistics problems, with corresponding changes in the subsequent procedure. The fourth step may, however, merely involve changes in supporting plans (tactical, logistics, etc.), with resultant changes in the directives involved. Finally, the fourth step may involve changes, for clarification, in the directives formulated in the third step.
Variations in the foregoing procedure are frequent. The most usual is perhaps the case where the commander, receiving a tactical (instead of a strategical) mission, solves such a tactical problem as a basic problem in the first step; resolves his Decision into detailed tactical operations in the second step; issues a tactical directive or directives in the third step; and supervises his planned tactical action in the fourth step.
Phraseology as to "Course of Action", "Operation", and "Task". It is important to avoid the possibility of becoming confused because each of the terms "a course of action", "an operation", and "a task", is correctly visualized as "an act or a series of acts". In the first step, the selected course of action (see page 104) indicates the "act or series of acts" decided upon as representing, in general terms, an effort for attainment of a specified objective and is therefore stated as a comprehensive method of attaining that objective. The Decision thus adopts this course of action as a general plan of operations, or as a basis therefor.
In the second step, the required action is developed to place it upon a practical, workable basis as a detailed plan to be executed. The "act or series of acts" represented by the selected "course of action" has now become a detailed "act or series of acts". As such, it is now susceptible of being assigned, in whole or in part, to subordinate commanders as "tasks". The cycle within that particular echelon is completed when the tasks are thus assigned. The commander has thereby charged his immediate subordinates with the commission of specific "acts or series of acts".
Each such subordinate commander necessarily decides on the best method of accomplishing his assigned task, i.e., on the course of action (act or series of acts) which will best accomplish the effort required of him. The procedure (for each commander on that echelon) thus begins anew until an echelon is reached where the character of the required action has already been determined as a matter of routine (see page 84).
The natural mental processes (see page 19) are employed in all of the four steps. The processes, in each step, require modification to an extent dependent upon the factors to be evaluated.
A form has been adopted for the application of the mental processes in the first step. This form, long known to the military profession as The outline of The Estimate of The Situation (see Appendix), sets forth in a logical manner and order the several considerations likely to influence the selection of correct military objectives in problems of wide, as well as of lesser, scope. The use of this form is conducive to uniformity of reasoning. It centers the attention upon essentials, in order to ensure that no material factor bearing on the solution of the problem is overlooked. It guides thought along a specific path and, through the influence of suggestion, deliberately increases the expenditure of mental effort.
The procedure indicated in the form contributes to the Decision reached as a result of an Estimate of the Situation, only to the extent that it provides an outline for, and encouragement of, systematic analysis and reasoning.
To prove successful in stimulating rather than stifling creative thought, flexibility is a characteristic of any form capable of application in such dissimilar circumstances as may be presented by the varying scope of military problems. The Estimate Form is such a flexible guide. If a commander, in solving a problem, feels the need of greater flexibility, he may, of course, modify or adapt the form to his particular needs. In so doing, however, he bears in mind that departure from orderly processes of reasoning, on which the form is based, tends, through possible neglect of fundamental considerations, to lead to the omission of essential features of the analysis.
On the other hand, a rigid following of the form may frequently cause much repetition. This may be avoided, unless desired for emphasis or other appropriate reasons, by reference back to preceding portions of the estimate. It is also to be noted, however, that the Estimate Form is adapted to a progressive procedure. Very frequently the earlier consideration of some aspect of the problem can later be expanded both in scope and in proper detail by reason of additional information which has become available during the intervening stages of the procedure.
The distinction between certain strategical and tactical problems (page 83) may introduce variations in the handling of the Estimate Form, and may affect the weight to be given the various factors. The use of the Estimate Form, as described in Chapter VI, applies in full to problems which embrace the complete scope of broad strategical concepts. It is suitable also for problems of limited scope, for which certain modifications or abbreviations are required. When applied to problems of a detailed tactical nature, the emphasis on the factors of fighting strength is somewhat different from that for strategical problems. For certain subsidiary problems (page 106), the Form may be closely applicable or may require considerable adaptation. In no case is it difficult to modify the Form to suit the requirements of the problem.
An estimate of a relatively broad strategical situation may normally be reduced to writing, because time is usually available. On the other hand, an estimate of a localized tactical situation frequently requires almost instantaneous decision. Except in the preparation of plans to meet contingencies, such an estimate can rarely be given the elaborate form frequent in estimates of situations which are broadly strategical in nature. When such tactical plans are prepared well in advance of the event, the commander bases the estimate upon various assumptions as to the circumstances of a probable situation.
The written solution of tactical situations under various assumptions is a valuable feature of training to this end.
During the second step, i.e., the resolution of the action, as embodied in the Decision, into the detailed operations required, the method considered most helpful is to arrange the procedure on the basis of the salient features of a military operation (page 39 and Section III of Chapter IV). This procedure facilitates not only the determination of the necessary operations, but also the later formulation of directives.
The second step, like the first, makes use of the estimate procedure. This is inevitable, in view of the fact that the mental processes are identical (page 106) for the solution of the problem of both steps.
The application of the estimate procedure to the second step may be tested, aside from the logic of the theory involved, by careful analysis of examples. For instance, if the basic Decision was to determine the location of enemy forces in the area ABCD, this becomes the basis for a plan embodying the best method of determining the location of such enemy forces (an operation, or a series of operations). One method of procedure (course of action) to achieve this objective may be to search the area by aircraft; another may involve a search by cruisers; another by destroyers; another by submarines; etc. The operation or operations finally determined upon may be any one of these, or a combination of two or more of them, perhaps of all of them. The fundamental procedure leading to this conclusion is identical with that of the basic estimate.
There are a number of possible variations of the fundamental mental processes applicable to the second step, according to the facility and the preference of the commander. Practice seems to develop such facility (see also page 94) that entire plans, each properly integrated with respect to physical objectives, relative positions, apportionment of fighting strength, and freedom of action, may be visualized separately from each other.
At the other extreme, the elementary procedure is to utilize these salient features of such a plan, successively, to suggest detailed operations. The features after the first are then used either to adapt or to complete the operations suggested by preceding features, or to suggest new operations. This elementary procedure, being the simpler and more methodical of the two, is the one explained hereafter (Chapter VII).
However, there are various possibilities as to procedures intermediate between these extremes. One such procedure would visualize operations primarily on the basis of correct physical objectives, adapting and completing such operations by reference to the other features; the procedure would then utilize relative positions, etc., to suggest additional operations, which in turn may be similarly adapted or completed. The commander is of course at liberty to use the procedure best suited to his own working methods and to the particular situation; naturally, he bears full responsibility for any errors due to a faulty choice of procedure.
From the standpoint of the exercise of mental power in the solution of military problems, the second step may be taken to include the assembly of the commander's conclusions in the form of directives. The third step begins, however (page 107), when the commander forms the intent of immediately promulgating such directives.
The third step makes use of the Order Form. In our naval service, this form is applicable, with certain modifications, to all written directives pertaining to operations other than routine. The subject matter is presented in a logical sequence which experience has shown to be effective. The Order Form assists in the solution of the problem by providing a comprehensive vehicle with which all echelons are familiar.
In the fourth step, i.e., the supervision of the planned action, the prime essential is the maintenance by the commander of a Running Estimate (page 107). For this purpose there is a definite technique of which the Estimate Form provides the basis, and by means of which the solution of this important problem is aided.
The foregoing considerations indicate that planned attainment of a military objective requires the application of mental effort in four distinct steps.
The sequence of the four steps necessarily is fixed because of the consequential relationship among the problems typical of the several steps. The mission, in the first step, furnishes the nature of the appropriate effect desired. Until modified or revoked by higher authority, it clearly remains the governing influence throughout the entire range of mental effort which, in conjunction with the moral and physical effort, is calculated to result finally in the attainment of the assigned objective.
The procedure involved, being natural and universal, is fundamentally the same even in those tactical situations where the commander performs all of the steps in almost instantaneous succession. The Estimate Form, as presented herein, is adaptable to military problems of any nature. The systematic approach represented in the Form is subject to adaptation by the competent commander—provided that the essentials are preserved—in any manner appropriate to his personal preference and to the nature of his particular problem.
The essentials of the military Estimate of the Situation, as a specialized use of the natural mental processes, are inherent in the proper application of the Fundamental Military Principle (see page 82). The Estimate Form merely provides a more detailed guide for the use of the Principle. Facility in the use of the Principle will enable the competent commander, once he has formed a proper understanding of the basis for solution of a problem, to solve the problem correctly without reference to the Estimate Form. Reference to the Form may be necessary in problems of broad scope, in order to ensure a complete survey of factors of fighting strength. Time, in such cases, is usually available for purposes of a detailed study. Subject to this exception, the Principle, alone, may be used effectively as a basis for sound military decision,—a fact of particular significance where time (page 22) is an element of immediate concern.
That this procedure may be successfully and repeatedly applied in the fast-moving events of the decisive tactical engagement is, more particularly, the goal of mental preparation for the exercise of command.
The type of problem distinctive of the first step, now to be discussed, is a basic problem. It is the most likely type when an organized chain of command is in effective operation, the incentive for solution being derived from a directive issued by higher authority (Chapter V).
The problem of the first step is described by the question, "What objective should I select, and what action (in outline) should I take for its attainment, in order to achieve the objective assigned to me by higher authority?"
The procedure for solution of the type of problem distinctive of the first step is that already indicated as applicable to all military problems, i.e., a specialized employment of the natural mental processes (Chapter II) through the application of the Fundamental Military Principle. The studied application of the Principle is assisted through the Estimate Form which provides a more detailed guide.
The fundamentals of the Estimate Form have already been discussed (Chapter V). Except for emphasis, or to afford a basis for further detailed discussion, the basic matters previously dealt with are not repeated in the present chapter. It is therefore advisable, before studying the details applicable to the first step, to make an adequate review of the pertinent portions of the preceding chapter. With the necessary background thus provided, the Estimate Form can be followed with a minimum of distraction caused by reference to related subjects.
For special emphasis, it is repeated here (see also page 110) that the Estimate Form is a flexible guide. The commander is of course at liberty to vary the procedure according to his particular needs and the nature of his problem; however, he will bear in mind that errors of commission or of omission arising by reason of departure from the essential features of the procedure may disrupt orderly reasoning.
The Estimate Form is divided into sections and sub-sections, each of which presents a subject for consideration. The Form follows, sequentially, the salient features of the natural mental process described in Chapter II. It will be seen, from an examination of the section headings listed below, that Section I has to do with establishing the basis for solution of the problem; Sections II, III, and IV relate to the actual process of solution through consideration of various courses of action; while Section V states the conclusion reached.
I. Establishment of the Basis for Solution of the Problem.
II. Determination of Suitable, Feasible, and Acceptable Courses of Action.
III. Examination into the Capabilities of the Enemy.
IV. Selection of the Best Course of Action.
V. The Decision.
A tabular form inserted in the Appendix lists the foregoing headings and their principal subdivisions within the Estimate Form. For convenience, the appended Form also includes page references to the discussion in this chapter.
As noted in the Fundamental Military Principle, each objective, prior to its selection, and each operation, prior to its adoption, requires examination from the standpoint of suitability, feasibility, and acceptability. Suitability involves the factor of the appropriate effect desired; feasibility involves the factors of the means available and opposed, as influenced by the characteristics of the theater; and acceptability involves the factor of the consequences as to costs.
In order to establish a sound basis for the solution of a military problem, one which will permit the tests for suitability, feasibility, and acceptability (see pages 98-102) to be intelligently applied, it is necessary that the factors involved be studied.
The appropriate effect desired, the first factor listed, is the goal toward which the commander is working. He is enabled to form an understanding of this essential aspect of his problem through (1) a grasp of the salient features of the situation, (2) a recognition of the incentive to solution, and (3) an appreciation of the assigned objective. He expresses this understanding by (4) formulating the mission.
The sequence in which the commander takes up these considerations is a matter for his own choice. Usually, directives from higher authority (see Chapter VIII as to the Order Form) give him, first, information as to the situation; thereafter, such directives assign him a task (or tasks) involving one or more assigned objectives. For this reason, the sequence so indicated is the one utilized here.
(1) Summary of the Situation. Before the commander can decide whether he wishes to maintain the existing situation or to change it, he requires a mental picture of its salient features. On beginning the Estimate, the available information is therefore briefly summarized. The picture presented here will show in broad outline (page 79) the opposing forces as disposed in localities which constitute relative positions with reference to each other. Details are reserved for Section I-B of the Estimate.
The appropriate data are noted on the chart, and study of the chart goes hand in hand with the development of the Estimate.
The summary of the situation may include statements as to present activities of own and enemy forces. It may recite significant occurrences. It does not attempt to compare or to deduce; such processes are deferred until Section I-B. The commander extracts, from the information furnished by higher authority, such data as are pertinent to his own problem. He includes these data in his own summary, supplementing them by information from other sources, to the extent deemed advisable. In the exercise of judgment as to the content of his summary, the commander is influenced by the fact that the summary is the point of departure for visualizing the appropriate effect desired.
(2) Recognition of the Incentive. In basic problems (the type now under discussion, see page 117), the commander finds his incentive in directives received from higher authority. Under the procedure of the Estimate, a notation of that fact, with a citation of the directive(s), is all that is required to indicate that the commander has formed a proper recognition of his incentive.
(3) Appreciation of the Assigned Objective. A correct understanding of the nature and of the involvements of the assigned objective is, naturally, an essential to the establishment of the basis for the solution of a problem of the first step.
At this stage of the Estimate the commander cannot, however, expect always to reach a final conclusion as to this matter. He will have opportunity for further consideration, later, in Section II. It will be realized that, after intervening portions of the Estimate have been worked out, the commander will be in a position to examine the assigned objective again, and to make a more thorough analysis.
In a basic problem, the commander is assigned his objective by higher authority, usually in the form of an assigned task. Although, as stated on page 84, such task may be expressed by one of various methods, a properly conceived task always indicates, either specifically or inferentially, an objective (or objectives).
Whatever method of expression may have been employed by higher authority, the commander will facilitate his appreciation of the assigned objective if he now sets down his assigned task, scrutinizes it carefully, and then makes note of the objective which is either specifically or inferentially indicated by that task. (See pages 52-54).
The commander's basis for solving the problem is not complete, however, with merely a statement of his own objective. Full visualization of the effect desired is not obtained until the commander appreciates not only the result which he, himself, is required to accomplish, but also the next further result which is expected to eventuate as, at least in part, an effect of his accomplishment. His goal, as an "effect desired", includes not only the effect desired of him by higher authority, but also the effect which his immediate superior desires to be accomplished by that superior's entire force.
Occasionally, full appreciation of the commander's objective will require, also, consideration of the further effects desired by yet higher successive echelons.
The natural requirement is that the goal be so clearly defined as to obviate any material doubt as to the implications involved in the commander's assigned objective. When the goal has been thus defined, there results a linking of effect and further effect, of objective and further objective,—in short, of task and purpose,—the importance of which has previously been emphasized (page 48).
In making notation of this further objective for the solution of problems typical of the first step, the commander normally sets down the general plan of his immediate superior for the employment of the latter's entire force. When the linking of objective to objective, echelon by echelon, has involved no complication, the immediate superior's general plan will be a sufficient indication of the purpose for which the commander is to carry out his task.
(4) Formulation of the Mission.
The linking of the commander's assigned task to the general plan of his immediate superior permits the commander to formulate his mission (page 87). His assigned task becomes the task of his mission; his superior's general plan becomes the purpose of his mission. In this manner he crystallizes into a clear statement the part of the common effort which he is to carry out, indicating the assigned objective he is himself to attain, as well as the further objective to whose attainment his effort is to contribute.
In establishing the basis for solution of his problem with respect to suitability, the commander may have considered his assigned objective before studying his situation. If so, he may now desire to modify his earlier statement of that objective, before incorporating it in the formulation of his mission, to the end that a more clear-cut and concise expression may be obtained.
The relationship (restated from page 87 for emphasis) is expressed in the following;