5-56. Reconnaissance is a mission undertaken to obtain, by visual observation or other detection methods, information about the activities and resources of an enemy or adversary, or to secure data concerning the meteorological, hydrographic, or geographic characteristics of a particular area (JP 2-0). Reconnaissance primarily relies on human beings rather than technical means. Reconnaissance is a focused collection effort. It is performed before, during, and after other operations to provide information used in the intelligence preparation of the battlefield process and by commanders in order to formulate, confirm, or modify a course of action.

2-84. Inadequate planning and preparation puts forces at risk, as does delaying action while waiting for perfect intelligence and synchronization. Reasonably estimating and intentionally accepting risk is fundamental to successful operations. Experienced commanders balance audacity and imagination against risk and uncertainty to strike in a manner, place, and time unexpected by enemy forces. This is the essence of surprise. Planning should identify risks to mission accomplishment. Part of developing an operational approach includes answering the question, “What is the chance of failure or unacceptable consequences in employing the operational approach?” Risks range from resource shortfalls to an approach that alienates a population. Identified risks are communicated to higher headquarters, and risk mitigation guidance is provided in the commander’s planning guidance.

2-69. There are three types of BCTs: armored, infantry, and Stryker. BCTs normally operate as part of a division. However, they can operate outside of a division headquarters structure directly for a corps or higher echelon commander. In this case, that higher headquarters assigns the BCT its mission, AO, and supporting elements. That higher echelon headquarters orchestrates the BCT’s actions with other elements of the larger force. Figure 2-5 shows the organization of an armored BCT.

9-1. The military decisionmaking process is an iterative planning methodology to understand the situation and mission, develop a course of action, and produce an operation plan or order (ADP 5-0). The military decisionmaking process (MDMP) helps leaders apply thoroughness, clarity, sound judgment, logic, and professional knowledge to understand situations, develop options to solve problems, and reach decisions. This process helps commanders, staffs, and others think critically and creatively while planning.

12-5. The rehearsal is a coordination event, not an analysis. It does not replace war-gaming. Commanders war-game during the military decisionmaking process (MDMP) to analyze different courses of action to determine the optimal one. Rehearsals practice that selected course of action. Commanders avoid making major changes to operation orders (OPORDs) during rehearsals. They make only those changes essential to mission success and risk mitigation.

3-32. The protection working group develops and refines the protection running estimate. The protection running estimate provides a picture to the command on how protection is comprehensive, integrated, layered, redundant, and enduring. It is developed from information (including the facts, assumptions, constraints, limitations, risks, and issues) pertaining to the protection mission and the scheme of protection. It includes the essential tasks from a higher order. Integrating process data and continuing activities (assets available, civil considerations, threat and hazard assessments, criticality assessments, vulnerability assessments, capability assessments, MOEs, MOPs, EEFI, protection priorities, risk decision points, supporting tasks) feed updates to the running estimate.

7-38. The reserve is that portion of a body of troops which is withheld from action at the beginning of an engagement, in order to be available for a decisive movement (ADRP 3-90). It is a commander’s principal means of influencing the action decisively once an operation is under way. A reserve is not committed to a particular course of action. It does not have a planned, subsequent mission. Its commitment solely depends on the flow of the battle. The commander establishes its planning priorities for likely contingencies. A reserve reinforces or maintains the attack’s momentum by—

2-29. The Army uses risk management to help maintain combat power while ensuring mission accomplishment during current and future operations. It is the Army process for helping organizations and individuals make informed decisions to reduce or offset risk. Risk management applies to operations and to nonoperational activities. Using this process increases operational effectiveness and the probability of mission accomplishment. The process applies to all types of operations, tasks, and activities and is incorporated by all staff elements through their running estimates. Staffs also provide recommendations for controls to mitigate risk within their areas of expertise during the entire operations process. The commander has overall responsibility for risk management and is the risk acceptance authority.

2-15. Isolate means to separate a force from its sources of support in order to reduce its effectiveness and increase its vulnerability to defeat. Isolation can encompass multiple domains and can have both physical and psychological effects detrimental to accomplishing a mission. Isolating a force in the electromagnetic spectrum exacerbates the effects of physical isolation by reducing its situational awareness. The ability of an isolated unit to perform its intended mission generally degrades over time, decreasing its ability to interfere with an opposing force’s course of action. When commanders isolate, they deny an enemy or adversary access to capabilities that enable an enemy unit to maneuver at will in time and space.

3-80. Because of these restrictions, commanders should ensure information and sensitive information are not only lawfully collected or acquired, but are also lawfully retained and disseminated. The DOD operates under the common Congressional mandate to ensure all agencies, including the DOD, share homeland security and homeland defense information and intelligence with the proper authorities to identify threats rapidly and effectively. The key is to understand authorities and the requirement to protect civil rights. Because information acquired during DSCA missions often refers to persons not affiliated with the DOD, commanders require their subordinates to segregate and label electronic and paper files generated during a DSCA mission. This facilitates efficient disposal of all information on persons and organizations not affiliated with the DOD when missions are completed.

2-32. Army personnel recovery is the military efforts taken to prepare for and execute the recovery and reintegration of isolated personnel (FM 3-50). Isolation occurs through enemy action, disorientation, or environmental conditions. The commander assigned an AO is responsible for recovering and returning isolated persons within that AO to friendly control. Large-scale combat operations require an analysis of the mission variable before triggering an immediate response. If immediate recovery is not undertaken or is not successful, the unit conducts detailed planning and executes deliberate recovery. Army forces support external supported recovery of joint task force components, interagency organizations, and multinational forces. (See FM 3-50 for additional information on Army personnel recovery and the operations process.)

4-42. The scientific and technical intelligence (S&TI) community also performs MASINT collection and processing primarily to support research and development programs and signature development. Every S&TI center has some involvement in MASINT collection or production that reflects that center's overall mission (for example, NGIC has responsibility for armored vehicles and artillery). Service research and development centers, such as the Communications-Electronics Command Research, Development, and Engineering Center, the Army Research Laboratory, and the Night Vision and Electronic Systems Laboratory, are also involved in developing sensor systems for collecting and processing MASINT. Elements within the Army Space and Missile Defense Command also exploit satellite-collected data for the purpose of MASINT exploitation. In addition to supporting the S&TI mission, INSCOM units also execute limited ground-based operational collection to support the ASCCs and subordinate units.

5-37. Developing an assessment plan occurs concurrently within the steps of the MDMP. The resulting assessment plan should support the command’s battle rhythm. The frequency with which the assessment working group meets depends on the situation. Additionally, the assessment working group may present its findings and recommendations to the commander for decision. Subordinate commanders may participate and provide their assessments of operations and recommendations along with the staff. Commanders combine these assessments with their personal assessment, consider recommendations, and then direct changes to improve performance and better accomplish the mission.

6-157. A defending unit within the MBA uses a variety of tactics, techniques, and procedures to accomplish the mission. At one end of the area defensive continuum is a totally static defense oriented on terrain retention. This defense depends on the use of firepower from prepared, protected positions to concentrate combat power against attempted enemy breakthroughs and flanking movements to deny the enemy terrain. At the other end of the area defensive continuum is a dynamic defense focused on the enemy that routinely displaces defending forces from position to position. The defending commander uses mobile forces to cover gaps between defensive positions, reinforces those positions as necessary, and counterattacks to seal penetrations or block enemy attempts at flanking movements. Throughout the area defense continuum, the defending force repeatedly lures or drives the enemy into EAs for destruction in detail. The performance of most area defense falls somewhere between the two extremes.

4-26. A variance is a difference between the actual situation during an operation and the forecasted plan for the situation at that time or event. A variance can be categorized as an opportunity or threat as shown with the vertical lines in figure 4-2 on page 4-6. The first form of variance is an opportunity to accomplish the mission more effectively. Opportunities result from forecasted or unexpected success. When commanders recognize an opportunity, they alter the order to exploit it if the change achieves the end state more effectively or efficiently. The second form of variance is a threat to mission accomplishment or survival of the force. When recognizing a threat, the commander adjusts the order to eliminate the enemy advantage, restore the friendly advantage, and regain the initiative.

5-13. The staff analyzes relevant information collected through monitoring to evaluate the operation’s progress. Evaluating is using indicators to judge progress toward desired conditions and determining why the current degree of progress exists. Evaluation is at the heart of the assessment process where most of the analysis occurs. Evaluation helps commanders determine what is working and what is not working, and it helps them gain insights into how to better accomplish the mission.

3-116. Creating opportunities for development or using existing experience opportunities is a fourth way of creating a culture of development. An organizational culture develops based on shared values, beliefs, and learning. These cultural values, when consistent with the mission, affect an organization’s performance. Leaders foster a positive culture by providing a supportive command climate that values member involvement and learning. Likewise, the selections for and responsibilities of key positions of leadership will have implications for developing leaders far into the future. Integrating these efforts into a holistic program will establish lasting operating norms. Developing leaders to this level requires an investment of time and effort, but leaves a lasting legacy of trained and ready leaders for the Army of tomorrow.

2-56. Corps conduct offensive, defensive, and stability tasks through a series of coordinated and integrated division and separate brigade operations. These operations achieve positions of relative advantage across multiple domains in order to destroy or defeat an enemy and achieve the overall purpose of the operations. Commanders direct decisive action tasks to create and exploit positions of relative advantage by using the appropriate combination of defeat and stability mechanisms that best accomplish the mission. (See chapter 1 for a discussion of defeat and stability mechanisms.)

7-225. An encirclement can completely destroy the enemy. A corps or division commander may see possibilities for cutting off and encircling enemy elements during the exploitation of successful penetrations into the enemy’s rear. However, that commander must not initiate an encirclement prematurely or divert from more important missions. To encircle an enemy force, the pursuing force must overtake the retreating enemy and block the enemy’s escape. Strong forces should position themselves to block enemy breakthrough attempts. Air assault forces supported by attack helicopters, armed UASs, and joint fires can perform this mission. Once the enemy is encircled, the corps and division main and supporting efforts may become the reduction of the encircled forces.

3-10. The primary means for communicating direction include plans and orders. Mission orders (a technique for developing plans and orders) focus subordinates on what to do and why to do it without prescribing exactly how to do it. (See chapter 1 for more information on mission orders.) Other key tools for providing direction include execution matrices, the decision support template, and control measures. Control measures are directives to subordinate units that assign responsibilities, coordinate fires and maneuver, and control operations. Commanders establish control measures to aid cooperation among forces while minimizing restrictions on freedom of action as much as possible. (See paragraphs 3-40 to 3-45 for a detailed discussion of control measures.)