3-52. Combined arms is the synchronized and simultaneous application of arms to achieve an effect greater than if each element was used separately or sequentially. Combined arms integrates leadership, information, and each of the warfighting functions and joint capabilities through mission command. Used destructively, combined arms integrates different capabilities so that counteracting one makes the enemy vulnerable to another. Used constructively, combined arms uses all assets available to multiply the effectiveness and efficiency of Army capabilities used in stability or DSCA.

3-19. Commanders determine information requirements and set information priorities. They avoid requesting excessive amounts of information, which may reduce the staffs’ chances of finding what is actually important in a particular situation. The quest for information is time consuming; commanders who demand complete information place unreasonable burdens upon subordinates. Subordinates pressured to worry over every detail rarely have the desire to exercise initiative. At worst, excessive information demands corrupt the trust required for a mission command approach. Commanders describe the relevant information they need to inform decision making by establishing CCIRs.

3-16. To conduct sustainment in unified land operations, sustainment planners must fully understand the operations process—planning, preparing, executing, and continuously assessing the operation; operational art and mission command (see ADP 5-0, ADP 3-0, and ADP 6-0, respectively). Additionally, sustainment planners must understand the mechanics of joint operations and the necessary links that ensure strategic level support. (See JP 3.0, JP 4.0, and JP 5.0.)

3-62. Doctrine clearly distinguishes between descriptive and prescriptive information. Most doctrine is descriptive; it must be applied with judgment in the context of a particular situation. Unthinking adherence to every aspect of doctrine in inappropriate situations is not congruent with a mission command approach. There are some reasons that Army forces must apply some aspects of doctrine prescriptively—done without deviation. Prescriptive doctrine derives from the need to—

4-117. Reducing electronic signatures (leaving radio and digital systems off or in radio listening silence mode as much as possible) enhances OPSEC and survivability against adversary or enemy direction-finding capabilities. The proliferation of information technologies and dependence upon them for routine mission command functions creates vulnerabilities. Minimizing those vulnerabilities requires strict adherence to disciplined procedures appropriate for the corps AO. Restrictions on the use of personal electronic devices and social media should be a key consideration for OPSEC and reducing the electronic signatures of units.

8-29. Army leaders and staffs have always needed to determine mission-critical information, prioritize incoming reports, and process them quickly. The volume of information provided by current technology makes this ability critical. The answer lies in the agile, adaptable human mind. Sometimes a nontechnological approach can divert the flood of information into channels the leader and staff can manage. For example, understanding the commander’s intent and commander’s critical information requirements can free leaders from nonessential information overload. The Army concept of command and control is critical in conditions of information overload. Mission command delegates most decisions to lower echelons to free higher echelons for critical decisions only they can make. Army leaders should continue to resist the lure of centralized decision making although they have more information available to them.

4-3. During execution, the situation may change rapidly. Operations the commander envisioned in the plan may bear little resemblance to actual events in execution. Subordinate commanders need maximum latitude to take advantage of situations and meet the higher commander’s intent when the original order no longer applies. Effective execution requires leaders trained in independent decision making, aggressiveness, and risk taking in an environment of mission command.

2-173. When a commander does not employ the tactical CP, the staff assigned to it reinforces the main CP. Unit standard operating procedures should address the specifics for this, including procedures to quickly detach the tactical CP from the main CP. Some multifunctional support brigades and functional brigades and battalions are not resourced with a tactical CP by table of organization and equipment; however, based on the situation, commanders can form a tactical CP from the personnel and equipment authorized from the main CP to assist them with mission command.

2-76. The expeditionary CAB is a multifunctional unit that is designed to air assault maneuver forces; position personnel, supplies, and equipment; evacuate casualties; conduct personnel recovery; and provide mission command. When task-organized with an attack reconnaissance battalion or attack reconnaissance squadron, expeditionary CABs also provide accurate and timely information collection; provide reaction time and maneuver space; and destroy, defeat, disrupt, or delay enemy forces.

2-147. Only forces with proper legal and command authority can create offensive effects, including DCO response actions, in cyberspace or the EMS. The use of cyberspace capabilities requires detailed planning and submitting requests using the cyber effects request format. Corps, divisions, and BCT headquarters currently possess only limited capabilities to conduct cyberspace surveillance. They have no organic capabilities to conduct cyberspace reconnaissance or other offensive tasks. The majority of cyberspace tasks at the corps echelon and below focus on enabling friendly mission command and fires while protecting the DODIN. Adversaries and enemies continuously seek to gain advantage by penetrating friendly networks to disrupt operations. Army forces seek to protect the DODIN through performing defensively oriented tasks to ensure disciplined adherence to security protocols and limiting digital footprints to avoid detection. At all times, ground forces need to safeguard friendly systems with access to the network from capture and exploitation.

3-88. The sustainment brigade (special operations) (airborne) plans, integrates, and assesses the need for sustainment to ARSOF. The brigade is designed to serve as an early entry element to provide mission command of one combat sustainment support battalion in support of a conventional force subordinate to the joint special operations task force. The brigade synchronizes and manages sustainment and distribution operations; determines and anticipates sustainment requirements; plans, coordinates, and synchronizes both current and future sustainment operations for deployed ARSOF units.

5-30. The enemy will seek to render U.S. combat power ineffective by systemic and continual attacks in multiple domains and the information environment before and during combat operations. This includes attacks on U.S. sustainment activities and mission command networks in addition to traditional attacks on maneuver forces. The enemy will attempt to isolate and contain friendly maneuver formations and force them into engagements that do not bear on the decisive point. The destruction of high-visibility or unique systems employed by U.S. forces offers exponential value in terms of enemy goals. These actions are not always linked to military objectives. They often seek to maximize effects in the information and psychological arenas to achieve political objectives.

2-36. The CSBs serve as the Army’s primary theater support and contingency contract administration services contracting headquarters. The brigade executes theater support contracting actions and contract administration of external support contracts, for example LOGCAP in support of Army forces. The CSB commander also serves as the primary contracting support advisor to the ASCC. CSBs provide mission command over a number of contracting battalions and contracting teams as determined during the mission planning process. See ATP 4-92 for additional information.

2-57. Command presence is the influence commanders have on those around them through their personal demeanor, appearance, and conduct. It requires contact with others, both physically and through voice command and control systems. Commanders use their presence to gather and share information and assess operations through personal interaction with subordinates. Establishing command presence makes the commander’s knowledge and experience available to subordinates and provides encouragement. It allows commanders to assess intangibles like morale, and provide direct feedback on subordinate performance. Commanders employing the mission command approach ask questions without second-guessing their subordinate’s performance unless absolutely necessary. Skilled commanders communicate tactical and technical knowledge that goes beyond plans and procedures. Command presence establishes a background for all plans and procedures so that subordinates can understand how and when to adapt them to achieve the commander’s intent. Commanders can establish command presence in a variety of ways, including—

7-56. Corps and division orders for the offense include the minimum control measures required to coordinate the operation. Control measures describe and illustrate the plan, maintain separation of forces, concentrate the effort, provide subordinates freedom of action, assist the commander in the mission command of forces, and add flexibility to the maneuver plan. At a minimum, control measures prescribe a line of departure (LD), a time of attack, and the objective. In addition, commanders could assign AOs and an axis of advance, routes, PLs, checkpoints, and FSCMs. They optimally allow subordinates the maximum freedom of action consistent with necessary synchronization.

2-174. Depending on the situation, including the threat, size of the support area, and number of units within the support and consolidation areas, division and corps commanders may form a support area command post (SACP) to assist in controlling operations. The SACP enables division and corps commanders to exercise mission command over disparate functionally focused elements operating within the support and consolidation areas that may exceed the effective span of control of the MEB or division and corps main CPs.

2-102. Corps and division headquarters have organic space support elements (SSEs) to plan, prepare, execute, and assess planning; integrate and coordinate space capabilities; and support commanders in the exercise of mission command through space operations. The primary function of the SSE is to synchronize space activities throughout the operations process.

2-274. BCTs with enabling capabilities conduct CTC rotations with a focus on decisive action, force-on-force exercises, and live fire against a regional peer threat. Functional and multifunctional brigades, divisions, corps, and theater armies use mission command training program exercises to train the operations process and mission command. They train on large-scale combat operations with unified action partners under realistic conditions that reflect the challenges of unified action in a multi-domain environment. Given the dynamic and lethal nature of large-scale land warfare, division and corps headquarters require proficiency in the operations process and mission command to orchestrate the high-tempo operations required to create, recognize, and exploit windows of opportunity. Deployment, field craft, continuous reconnaissance in depth, targeting, synchronization of fires and movement, airspace control, combined arms breaching and gap crossing, CP displacement, security, and sustainment are all essential tasks that require continuous, repetitive training for proficiency.

1-47. Units must man, equip, and organize command posts to control operations for extended periods. Effective CP personnel use information systems and equipment to support 24-hour operations while they continuously communicate with all subordinate, higher, and adjacent units. Commanders arrange CP personnel and equipment to facilitate internal coordination, information sharing, and rapid decisionmaking. They also ensure that they have procedures to execute the operations process within the headquarters to enhance how they exercise mission command. Commanders use the battle rhythm, SOPs, and meetings to assist them with effective CP operations.

7-51. Corps and division commanders assign subordinate commanders responsibility for AOs constituting the corps or division consolidation areas, respectively. Those subordinate commanders clear their AOs of stay behind forces and bypassed enemy units to ensure friendly freedom of action in those areas as their parent corps or division continues to advance. Initially these division and BCT commanders primarily perform attacks and area security tasks as they clear their AOs of enemy ground forces. These units should be combined arms organizations specifically task-organized for the consolidation of gains requirements in their AOs. These units begin performing selective stability tasks once they establish area security within the consolidation area. Consolidation areas reduce the area security and mission command burden in the support area because they allow the division or corps commanders to decrease the size of the MEB AO.