2-28. In addition to task-organizing, commanders establish priorities of support during planning and shift priorities during execution as the situation requires. A priority of support is a priority set by the commander to ensure a subordinate unit has support in accordance with its relative importance to accomplish the mission. Priorities of movement, fires, sustainment, and protection all illustrate priorities of support that commanders use to weight the decisive operation or the main effort if the operation is phased. The main effort is a designated subordinate unit whose mission at a given point in time is most critical to overall mission success (ADP 3-0). The main effort is weighted with the preponderance of combat power—the total means of destructive, constructive, and information capabilities that a military unit or formation can apply at a given time (ADP 3-0). Designating a main effort temporarily gives that unit priority of support. Commanders shift resources and priorities to the main effort as circumstances require. Commanders may shift the main effort several times during an operation. When executed, the unit conducting the decisive operation—the operation that directly accomplishes the mission—is always the main effort.

3-27. A confirmation brief is a brief subordinate leaders give to the higher commander immediately after the operation order is given to confirm understanding. It is their understanding of the higher commander’s intent, their specific tasks, and the relationship between their mission and the other units’ missions in the operation. The confirmation brief is a tool used to ensure subordinate leaders understand—

3-28. A rehearsal is a session in which the commander and staff or unit practices expected actions to improve performance during execution. Commanders use rehearsals to ensure staffs and subordinates understand the concept of operations and commander’s intent. Rehearsals also allow leaders to practice synchronizing operations at times and places critical to mission accomplishment. Effective rehearsals imprint a mental picture of the sequence of the operation’s key actions and improve mutual understanding among subordinate and supporting units and leaders. The extent of rehearsals depends on available time. In cases of short-notice requirements, detailed rehearsals may not be possible. In these instances, subordinate leaders backbrief their higher commander on how they intend to accomplish the mission. (See FM 6-0 for a discussion of the different types of rehearsals.) Leaders conduct rehearsals to—

7-128. A movement to contact is organized with a forward security force—either a covering force or an advance guard—and a main body. Based on the mission variables, a commander may increase the unit’s security by resourcing an offensive covering force and an advance guard for each column, as well as flank and rear security (normally a screen or guard).

15-9. Staff elements record relevant information in running estimates. Staff elements maintain a continuous assessment of current operations to determine if they are proceeding according to the commander’s intent, mission, and concept of operations. In their running estimates, staff elements use this new information and these updated facts and assumptions as the basis for evaluation.

6-182. The fixing force turns, blocks, and delays the attacking enemy force. The commander organizes it with the minimum combat power needed to accomplish its mission. It tries to shape the enemy penetration or contain the enemy’s advance. Typically, it has most of the countermobility assets of the defending unit. The fixing force may conduct defensive actions over considerable depth within the MBA. However, it must be prepared to stop and hold terrain on short notice to assist the striking force on its commitment. The operations of the fixing force establish the conditions for a decisive attack by the striking force at a favorable tactical location. The fixing force executes its portion of the battle essentially as a combination of an area defense and a delaying action. The actions of the fixing force are shaping operations.

4-35. Decision making during operations is continuous; it is not a discrete event. Commanders carefully balance priorities between current and future operations as part of controlling risk. They seek to accomplish the mission effectively while conserving resources for future operations. To maintain continuity of operations, commanders and staffs establish branches and sequels that facilitate future operations and reduce the risk inherent to transitions.

2-49. The concept of operations is a statement that directs the manner in which subordinate units cooperate to accomplish the mission and establishes the sequence of actions the force will use to achieve the end state (ADP 5-0). The concept of operations expands on the commander’s intent by describing how the commander wants the force to accomplish the mission. The concept of operations promotes general understanding by stating the task that directly accomplishes the mission and the units that will execute it. (See ADP 5-0 for additional information.)

1-98. Isolate is a tactical mission task that requires a unit to seal off—both physically and psychologically— an enemy from sources of support, deny the enemy freedom of movement, and prevent the isolated enemy force from having contact with other enemy forces (FM 3-90-1). When commanders isolate, they deny an enemy or adversary access to capabilities that enable an enemy unit to maneuver in time and space at will. Isolation that is both physical and virtual generates greater cognitive effects than one or the other by itself.

6-134. The defensive covering force’s mission may include shaping the location of the enemy’s penetration, identifying the enemy main effort, and attriting lead enemy echelons. Security tasks are similar for both the mobile and area defense. However, the corps commander normally retains control of the covering force to ensure unity of effort in shaping the enemy penetration during a mobile defense.

5-11. The U.S. Special Operations Command joint intelligence center provides complementary special operations-peculiar intelligence support to all theater special operations commands upon request of the theater of operations joint intelligence center. Specifically, its mission is to provide timely analysis, production, and dissemination of all-source intelligence relating to special operations and special operations core activities, to include—

9-41. Plans and orders are based on facts and assumptions. Commanders and staffs gather facts and develop assumptions as they build their plan. A fact is a statement of truth or a statement thought to be true at the time. Facts concerning the operational and mission variables serve as the basis for developing situational understanding, for continued planning, and when assessing progress during preparation and execution.

9-210. Liaison officers posted to higher headquarters and unified action partners’ headquarters allow commanders to have representation in their higher headquarters’ planning session. These officers assist in passing timely information to their parent headquarters and directly to the commander. Effective liaison officers have the commander’s full confidence and the necessary rank and experience for the mission. Commanders may elect to use a single individual or a liaison team. As representatives, liaison officers must—

1-44. The current operations integration cell is the focal point for the execution of operations. This involves assessing the current situation while regulating forces and warfighting functions in accordance with the mission, commander’s intent, and concept of operations.

5-12. Staff sections record relevant information in running estimates. Staff sections maintain a continuous assessment of current operations as a basis to determine if operations are proceeding according to the commander’s intent, mission, and concept of operations. In their running estimates, staff sections use this new information and these updated facts and assumptions as the basis for evaluation.

1-20. Artful tactics require commanders to accept risk when formulating and executing plans. Success during operations depends on a willingness to embrace risk as opportunity rather than treating it as something to avoid. The best COA may be the one with the greatest risk. Successful commanders balance the tension between protecting their force and accepting risks to accomplish their mission.

3-36. A support by fire position is the general position from which a unit performs the tactical mission task of support by fire. The purpose of a support by fire position is to increase the supported force’s freedom of maneuver by placing direct fires on an objective that a friendly force assaults. Commanders select support by fire positions so that the moving assault force does not mask its supporting fires. Support by fire positions are normally located on the flank of the assault force and elevated above the objective. Support by fire positions rarely apply to units larger than company size.

2-92. The military decision-making process is an iterative planning methodology to understand the situation and mission, develop a course of action, and produce an operation plan or order. It is an orderly, analytical process that integrates the activities of the commander, staff, and subordinate headquarters in the development of a plan or order. The MDMP helps leaders apply thoroughness, clarity, sound

2-44. The next priority is to protect the lives of Soldiers. Commanders determine how to protect the lives of Soldiers before considering how to conserve material resources. They use material resources generously to save lives. If there are different but equally effective ways to accomplish the mission, a commander considers ways which use fewer resources.

4-40. Defending forces do not have to kill every enemy soldier or destroy every combat system to accomplish their mission. They only have to eliminate the enemy force’s ability to synchronize a combined arms team or break the enemy’s capacity to fight. Those events signal a transition that affords defending commanders the opportunity to seize the initiative and transition to the offense.