4-20. Mission command is the Army’s approach to command and control that empowers subordinate decision making and decentralized execution appropriate to the situation (ADP 6-0). The purpose of mission command is to firmly inculcate within the Army the most effective means to account for the fog and friction of war, unleash the initiative of subordinates, and encourage rapid and effective decisions at the appropriate levels in the execution of leadership and command. Commanders are responsible for establishing this philosophy within their commands as well as training and educating their subordinates according to its principles.

5-11. Mission command is essential in the land environment. It allows for more rapid decision-making at the lowest levels and best accounts for the fog, friction, and complexity of the land environment, maximizing combat power over time. Mission command is essential to execute the Army’s operational concept of unified land operations. The force cannot seize, retain, and exploit the initiative effectively without the disciplined initiative of subordinates.

3-43. Mission command, as the Army’s approach to command and control, relies on people, rather than technology or systems, to enable effective unified land operations. Mission command requires shared understanding of the commander’s (or civilian authority’s) intent. It also entails building mutual trust and cohesion within Army organizations and with JIM (joint, interagency, multiagency), and civilian partners, to include assessment of, and accepting prudent risk, by exercising disciplined initiative, and frequent coordination with all participants. The command and control warfighting function requires the establishment of extensive command, control, and communications networks to achieve and maintain unity of effort, often requiring large numbers of liaison personnel attached to civilian agencies and between federal military and National Guard forces. (See ADP 6-0 for doctrine on the exercise of command and control.)

mission command – (DOD) The conduct of military operations through decentralized execution based upon mission-type orders. (JP 3-31) Referenced in FM 3-01, ATP 3-06.1. (Army) The Army’s approach to command and control that empowers subordinate decision making and decentralized execution appropriate to the situation. (ADP 6-0) See also commander’s intent, mission orders.

4-3. Commanders exercising mission command direct and lead throughout the operations process. Commanders’ actions during preparation, operations to shape and operations to prevent, may include—

2-116. The mission command warfighting function is the related tasks and systems that develop and integrate those activities enabling a commander to balance the art of command and the science of control in order to integrate the other warfighting functions (ADRP 3-0). The mission command warfighting function integrates the other warfighting functions (movement and maneuver, intelligence, fires, sustainment, and protection) into a coherent whole. By itself, the mission command warfighting function will not secure an objective, move a friendly force, or restore an essential service to a population. Instead, it provides purpose and direction to the other warfighting functions.

1-85. Through mission command, commanders integrate and synchronize operations. Commanders understand that they do not operate independently but as part of a larger force united by a common operational purpose. They integrate and synchronize their actions with the rest of the force to achieve the overall objective of the operation. +Commanders create and sustain situational understanding through collaborative dialogue within their organization and with unified action partners to facilitate unity of effort. They provide a clear commander’s intent and use mission orders to assign tasks, allocate resources, and issue broad guidance. (See ADRP 6-0 for doctrine on mission command).

3-40. The mission command approach to command and control is based on the Army’s view that war is inherently chaotic and uncertain. No plan can account for every possibility, and most plans must change rapidly during execution to account for changes in the situation. No single person is ever sufficiently informed to make every important decision, nor can a single person keep up with the number of decisions that need to be made during combat. Enemy forces may behave differently than expected, a route may become impassable, or units could consume supplies at unexpected rates. Friction and unforeseeable combinations of variables impose uncertainty in all operations and demand an approach that does not attempt to impose perfect order, but rather accepts uncertainty and makes allowances for unpredictability.

1-15. The mission command approach to command and control is based on the Army’s view that war is inherently chaotic and uncertain. No plan can account for every possibility, and most plans must change rapidly during execution to account for changes in the situation. No single person is ever sufficiently informed to make every important decision, nor can a single person keep up with the number of decisions that need to be made during combat. Subordinate leaders often have a better understanding of what is happening during a battle, and are more likely to respond effectively to threats and fleeting opportunities if allowed to make decisions and act based on changing situations and unforeseen events not addressed in the initial plan in order to achieve their commander’s intent. Enemy forces may behave differently than expected, a route may become impassable, or units could consume supplies at unexpected rates. Friction and unforeseeable combinations of variables impose uncertainty in all operations and require an approach to command and control that does not attempt to impose perfect order, but rather accepts uncertainty and makes allowances for unpredictability.

1-70. The mission command approach to command and control requires active participation by personnel of all ranks and duty positions. Subordinate officers, noncommissioned officers, and Soldiers all have important roles in the exercise of mission command. During operations, subordinates are delegated authority, typically through orders and standard operating procedures, to make decisions within their commander’s intent. Commanders expect subordinates to exercise this authority to further the commander’s intent when changes in the situation render orders irrelevant, or when communications are lost with higher echelon headquarters.

1-71. Because mission command decentralizes decision-making authority and grants subordinates significant freedom of action, it demands more of subordinates at all levels. Commanders must train and educate subordinates so they demonstrate good judgment when exercising initiative. Subordinates must be competent in their respective fields, and they must be confident they will have the commander’s support to make and implement decisions. They must embrace opportunities to assume responsibility for achieving the commander’s intent.

2-106. Effective mission command requires well-developed subordinates capable of decentralized execution of missions and tasks. Training must create common, repetitive, shared experiences that build trust and allow commands to acquire competence in shared understanding. Trained teams are able to communicate explicitly and implicitly, conduct decentralized operations, and achieve unity of effort in uncertain situations.

2-118. A mission command approach makes it easier for commanders to make timely decisions that exploit opportunities because they spend less time focused on subordinates’ tasks. Effective commanders—

5-1. Commanders who exercise mission command decide, direct, lead, access, and provide leadership to organizations and Soldiers during execution. As operations develop and progress, the commander interprets information that flows from systems for indicators and warnings that signal the need for the execution or adjustment of decisions. Commanders may direct and redirect the way that combat power is applied or preserved, and they may adjust the tempo of operations through synchronization. The continuous and enduring character of protection makes the continuity of protection capabilities essential during execution. Commanders implement control measures and allocate resources that are sufficient to ensure protection continuity and restoration.

1-20. The mission command philosophy helps to set the conditions for developing teams. Creating a shared understanding is the first step and most important in developing a team. It gives the team a unifying purpose. The leader sets the tone; in a team-focused climate, members understand how they contribute to the overall success of the organization. Knowing the ‘why’ drives each action taken. Developing an overall sense of team and building an effective high quality team are two separate actions that should be parts of the overall leader development program. The goal of team building is to improve the quality of the team and how it works together to accomplish the mission.

5-4. Commanders apply leadership through mission command. Leadership is a multiplying and unifying element of combat power. The Army defines leadership as the activity of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization (ADP 6-22). An Army commander, by virtue of assumed role or assigned responsibility, inspires and influences people to accomplish organizational goals. (See ADP 6-22 for a detailed discussion of Army leadership.)

3-39. An effective mission command system anticipates and answers a commander’s information requirements. Commanders carefully allocate collection resources to obtain data and information for critical tasks. They set priorities for collection by establishing the CCIRs. Commanders widely distribute their CCIRs and revise them as the situation changes. Information is continuously collected. It may be delivered on a routine schedule or as requested. An information-push system pushes information from the source to the user as it becomes available or according to a schedule (such as through routine reports). An information-pull system supplies information as requested. Commanders and staffs determine how to use and integrate both types of systems.

1-69. Enabling HR mission command nodes by establishing, operating, and maintaining connectivity to HR data and voice communications nodes is required for HR operations. HR mission command nodes are required to enable HR personnel access to HR systems and should provide access across all commands and echelons.

2-40. Under the mission command approach, delegated authority is proportional to the extent of commanders’ trust in the abilities of their subordinates. Commanders delegate authority and set the level of their personal involvement in delegated tasks based on their assessment of the competence and experience of their subordinates. Ideally, once commanders delegate authority, they supervise to the minimum level required to ensure subordinates’ and mission success.

3-6. One of mission command’s strengths is that it provides a measure of self-regulation during the conduct of operations. Under mission command, control tends to be decentralized and flexible whenever possible in the context of operations. Orders and plans rely on subordinates’ abilities to coordinate among themselves to create shared understanding and synchronize operations. By delegating decision-making authority to facilitate decentralized execution, mission command increases tempo by improving a subordinate’s ability to act in rapidly changing situations. As a result, the mission command approach to command and control is inherently less vulnerable to disrupted communications.