protection warfighting function – The related tasks and systems that preserve the force so the commander can apply maximum combat power to accomplish the mission. (ADP 3-0) See also warfighting function.

4-25. During execution, assessment helps commanders visualize probable outcomes and determine whether they need to change the plan to accomplish the mission, take advantage of opportunities, or react to unexpected threats. Assessment includes both monitoring the situation and evaluating progress. Monitoring—the continuous observation of those conditions relevant to the current operation—allows commanders and staffs to improve their understanding of the situation. Evaluation—using indicators to measure change in the situation and judge progress—allows commanders to identify variances, their significance, and if a decision is required to alter the plan. (See chapter 5 for a detailed discussion on assessment.)

6-152. When deciding where to place the reserve, commanders decide whether to orient the reserve on its most likely mission or its most important mission. Commanders and staffs ensure the commander can effectively use the reserve when needed. Commanders ideally locate the reserve within the AO where it can employ the road network to rapidly displace in response to the greatest number of opportunities or contingencies. Commanders consider terrain, routes, enemy avenues of approach, and probable enemy penetrations when positioning the reserve. Commanders may initially position the reserve in a forward location to deceive the enemy and obscure subordinate unit boundaries, especially those of dissimilar units such as armored and dismounted infantry.

14-1. Planning and preparation accomplish nothing if the command does not execute effectively. Execution is putting a plan into action by applying combat power to accomplish the mission (ADRP 5-0). In execution, commanders, supported by their staffs, focus their efforts on translating decisions into actions. Inherent in execution is deciding whether to execute planned actions, such as changing phases or executing a branch plan. Execution also includes adjusting the plan based on changes in the situation and an assessment of the operation’s progress. (See ADRP 5-0 for fundamentals of execution).

2-247. The protection warfighting function is the related tasks and systems that preserve the force so the commander can apply maximum combat power to accomplish the mission (ADRP 3-0). The protection warfighting function includes the following tasks:

5-25. The protection warfighting function is the related tasks and systems that preserve the force so the commander can apply maximum combat power to accomplish the mission. Commanders incorporate protection when they understand and visualize threats and hazards in an operational environment. This allows them to synchronize and integrate all protection capabilities to safeguard bases, secure routes, and protect forces. Preserving the force includes protecting personnel (combatants and noncombatants) and physical assets of the United States, unified action partners, and host nations. The protection warfighting function enables the commander to maintain the force’s integrity and combat power. Protection determines the degree to which potential threats can disrupt operations to counter or mitigate those threats before they can act. However, protection is not a linear activity—planning, preparing, executing, and assessing protection is a continuous and enduring activity. Effective physical security measures, like any defensive measures, overlap and deploy in depth. Prioritization of protection capabilities are situationally dependent and resource-informed. Protection activities include developing and maintaining the protection prioritization list.

1-1. The protection warfighting function is the related tasks and systems that preserve the force so the commander can apply maximum combat power to accomplish the mission (ADP 3-0). Preserving the force includes protecting personnel (combatants and noncombatants) and physical assets of the United States, unified action partners, and host nations. Protection is not a linear activity—planning, preparing, executing, and assessing protection is a continuous and enduring activity. Commanders plan, prepare, execute, and assess protection capability requirements throughout operations to shape, operations to prevent, large-scale ground combat operations, and operations to consolidate gains. Protection efforts must consider and account for threats and hazards in all directions, at all times, and in all environments. The protection warfighting function enables the commander to maintain the force’s integrity and combat power.

1-36. Choices and the cost of those choices characterize all operations. Commanders decide if they can accomplish their mission based on current intelligence of the enemy situation and an assessment of the assets available (including time) and the means to coordinate and synchronize those assets. If those assets are not available, commanders choose to take additional time to plan, resource, and prepare for an operation, or they articulate where and how they will assume risk.

1-91. Army Bands promote the Army and our national interests, enable commanders to shape the environment to accomplish their mission, and set the conditions that lead to trust and confidence in America's Army and its readiness to conduct operations in peacetime, conflict, and war.

3-28. A joint special operations air component is not always the most suitable command structure for Army special operations aviation units. The operational environment and mission analysis may find that efficiencies are created when these units are placed under the operational control of a joint special operations task force or special operations task force.

16-3. Two types of after action reviews exist: formal and informal. Commanders generally conduct formal action reviews after completing a mission. Normally, only informal after action reviews are possible during the conduct of operations.

3-2. Integration of fires begins during mission analysis, supported by continuously updated estimates, and incorporates post-execution assessment. Commanders at all levels are responsible for the effective integration of fires. The scheme of fires, part of the concept of the operation developed during the military decision-making process, specifies how the commander wants to shape the OE in support of his requirements and objectives.

3-84. Generating intelligence is a continuous task, driven by unit commanders. It begins before mission receipt and provides the knowledge required for the conduct of operations. Information is obtained through intelligence reach, data mining, academic studies, open-source intelligence, and other information sources. The information and intelligence obtained are refined for use in assessments, the intelligence preparation of the battlefield (IPB) process, and mission analysis.

1-49. Changes to task organization, mission, and priorities are part of the operations process. Commanders, advised by their staffs, determine the optimal formation and organization for a specific mission, and they continuously assess risk. If the situation warrants, commanders make appropriate changes and allocate resources to minimize risk through these changes. Every change has opportunities and risks. Commanders balance the two to achieve their purpose.

3-38. The Army’s command and control doctrine supports its operations doctrine. Command and control is the exercise of authority and direction by a properly designated commander over assigned and attached forces in the accomplishment of the mission (JP 1). Command and control is fundamental to the art and science of warfare. No single specialized military function, either by itself or combined with others, has a purpose without it. Through command and control, commanders provide purpose and direction to integrate all military activities towards a common goal—mission accomplishment.

1-167. A supporting effort is a designated subordinate unit with a mission that supports the success of the main effort (ADRP 3-0). +Commanders resource supporting efforts with the minimum assets necessary to accomplish the mission. Forces often realize success of the main effort through success of supporting efforts.

6-53. Defending subordinate divisions and BCTs occupy their defensive positions and begin preparation as soon as practical after receiving the mission. Commanders establish a forward security area before subordinate divisions and BCTs begin occupying their defensive positions.

1-30. The most effective leaders adapt their approach to the mission, the organization, and the situation. A division commander addressing brigade commanders before conducting large-scale combat operations leads and communicates differently than a drill sergeant training new recruits in basic training. Constant change affects peacetime and combat operations. Personnel change out. Timelines move. Anticipated resources do not materialize. Adversaries do what was least expected. Weather keeps CAS assets grounded. Commanders, leaders, and staffs plan for possible changes and continually monitor progress to engage as needed. Leaders account for the important factors affecting the dynamics of leadership. Three consistent factors are—

6-197. A delay operation can occur when a commander does not have enough friendly forces to attack or defend. It may also occur, based on a unit’s mission, in conjunction with a higher echelon commander’s intent. The decision to conduct a delay may not be based on the unit’s combat power, but because of other reasons. For example, during the performance of security tasks, a commander may conduct a delay as a shaping operation to draw an enemy into an area where the attacking enemy force is vulnerable to a counterattack. Another example is when a commander directs a delay as an economy of force measure to allow the commander to mass combat power and conduct offensive actions elsewhere.

4-35. An operational approach conceptualizes the commander’s visualization for establishing the conditions that define a desired end state. Commanders who conduct operations among a population accept military interaction with the local population as part of the mission. In those operations, the most effective operational approach achieves decisive results through combinations of stability and defeat mechanisms. While the stability mechanisms leverage the constructive capabilities inherent to combat power, the defeat mechanisms allow commanders to focus the coercive capabilities of U.S. forces to provide security, public order, and safety for the local population.