9-73. The commander’s intent is a clear and concise expression of the purpose of the operation and the desired military end state that supports mission command, provides focus to the staff, and helps subordinate and supporting commanders act to achieve the commander’s desired results without further orders, even when the operation does not unfold as planned (JP 3-0). The initial commander’s intent describes the purpose of the operation, initial key tasks, and the desired end state (See ADRP 5-0 for more details on commander’s intent).

3-60. Negotiating and establishing agreements with HN resources is an important task of mission command for sustainment operations. Through negotiation and agreements, Army forces are able to reduce the military sustainment footprint and/or all military sustainment resources to focus on higher priority operations that may not be conducive to civilian support functions.

1-38. The commander’s intent is a clear and concise expression of the purpose of the operation and the desired military end state that supports mission command, provides focus to the staff, and helps subordinate and supporting commanders act to achieve the commander’s desired results without further orders, even when the operation does not unfold as planned (JP 3-0). During planning, the initial commander’s intent guides COA development. In execution, the commander’s intent guides initiative as subordinates make decisions and take action when unforeseen opportunities arise or when countering threats. Commanders develop their intent statement personally. It must be easy to remember and clearly understood by commanders and staffs two echelons lower in the chain of command. The more concise the commander’s intent, the easier it is to understand and recall.

1-45. The commander’s intent is a clear and concise expression of the purpose of the operation and the desired military end state that supports mission command, provides focus to the staff, and helps subordinate and supporting commanders act to achieve the commander’s desired results without further orders, even when the operation does not unfold as planned (JP 3-0). The higher echelon commander’s intent provides the basis for unity of effort throughout the force. Each commander’s intent nests within the commander’s intent two levels up. During planning, the initial commander’s intent drives course of action development. During execution, the commander’s intent establishes the limits within which a subordinate may exercise initiative.

global engagement manager – Provides automated tools and decision aids that enable commanders to exercise mission command of ballistic missile defense forces deployed within the combatant command area of responsibility. (ATP 3-27.5)

1-48. Command occurs at the location of the commander. Where the commander locates within the AO is an important consideration for effective mission command. No standard pattern or simple prescription exists for the proper location of a commander on the battlefield; different commanders lead differently. Commanders balance their time among the command post and staff, subordinate commanders, forces, and other organizations to make the greatest contribution to success. (See ADP 6-0 for discussions of command presence and location of the commander during operations.)

3-53. The staff task of “conduct knowledge management and information management” is essential to the mission command warfighting function and entails the continuous application of the knowledge management process of assess, design, develop, pilot, and implement activities designed to capture and distribute knowledge throughout the organization. The knowledge management process is used throughout the operations process to put the knowledge management plan into practice. Paragraphs 3-54 through 3-62 describe the activities involved in the conduct of knowledge and information management.

2-183. CPs provide locations from which commanders, assisted by their staffs, exercise mission command Commanders organize their mission command system into CPs based on mission requirements and the situation. Planning considerations for CP organization and employment can be categorized as—

2-265. +Commanders are responsible to recover their isolated personnel while working with unified action partners. Personnel recovery is integrated into every operation through the mission command operations process. Commanders organize, train, and equip their units’ capabilities based upon assessment of the operational and mission variables. Staffs assist their commanders in creating shared understanding by embedding personnel recovery in all plans and orders, including the development of personnel recovery guidance and isolated Soldier guidance. Units execute their METL tasks as the foundation to recover isolated personnel.

1-27. Tactically and technically competent commanders, subordinates, and teams are the basis of effective mission command. An organization’s ability to operate using mission command relates directly to the competence of its Soldiers. Commanders and subordinates achieve the level of competence to perform assigned tasks to standard through training, education, assignment experience, and professional development. Commanders continually assess the competence of their subordinates and their organizations. This assessment informs the degree of trust commanders have in their subordinates’ ability to execute mission orders in a decentralized fashion at acceptable levels of risk.

4-186. When conducting DSCA tasks, Army leaders apply the mission command approach (explained in ADP 6-0). This means they are guided by the following principles:

2-70. A BCT has organic capabilities across the warfighting function (mission command, movement and maneuver, intelligence, fires, sustainment, and protection warfighting functions). These capabilities are scalable to meet mission requirements. These organic capabilities include maneuver, field artillery, intelligence, signal, engineer, CBRN, and sustainment capabilities.

1-29. Commanders organize their CPs by functional and integrating cells. Functional cells group personnel and equipment by warfighting function (minus mission command). Integrating cells group personnel and equipment by planning horizon. Not all staff sections permanently reside in one of the functional or integrating cells. The G-6 (S-6) signal and G-9 (S-9) civil affairs sections are examples. These staff sections do, however, provide representation to different CP cells as required, and they coordinate their activities in the various meetings established in the unit’s battle rhythm. (See figure 1-1.)

2-35. Often, Army headquarters receive augmentation teams to assist with mission command. Commanders integrate these teams and detachments into their command posts. For example, divisions commonly receive a civil affairs battalion when deployed. A civil affairs planning team within that battalion augments the civil affairs staff section and plans cell in the division headquarters. In other instances, commanders may request staff augmentation. Augmentation teams include, but are not limited to—

2-63. Commanders realize that they might not always be where the critical action is occurring. This probability reinforces the necessity of training subordinates to operate using the mission command approach. Commanders can then rely on subordinates to restore or exploit the situation without their presence or personal intervention.

3-52. Within large echelon support areas, controlling commanders may designate base clusters for mutual protection and mission command. Within a support area, a designated unit such as a BCT or maneuver enhancement brigade provides area security, terrain management, movement control, mobility support, clearance of fires, and required tactical combat forces. Operational area security operations focus on the protected force, base, base camp, route, or area. This allows sustainment units to focus on their primary function. Sustainment commanders and planners must constantly coordinate with supported operational staffs to synchronize sustainment operations to include all activities of the base camp life cycle and the basing strategy. See ATP 3-37.10 for more information on base camps.

4-92. Ultimately, the doctrinal solution to operating in degraded environments is mission command. Even under severely degraded conditions, Army forces continue to make decisions and act in the absence of orders, when existing orders no longer fit the situation, or when unforeseen opportunities arise.

2-105. Commanders conceptualize capabilities in terms of combat power. Combat power has eight elements: leadership, information, mission command, movement and maneuver, intelligence, fires, sustainment, and protection. The Army collectively describes the last six elements as the warfighting functions—a group of tasks and systems united by a common purpose that commanders use to accomplish missions and training objectives (ADRP 3-0). Commanders apply combat power through the warfighting functions using leadership and information as shown in figure 2-6 on page 2-22.

1-28. Within CPs, commanders cross-functionally organize their staffs into CP cells and staff sections to assist them in the exercise of mission command. A command post cell is a grouping of personnel and equipment organized by warfighting function or by planning horizon to facilitate the exercise of mission command. Staff sections are groupings of staff members by areas of expertise under a coordinating, special, or personal staff officer. Elements are groupings of staff members subordinate to specific staff sections. Staff sections and elements of staff sections are the building blocks for CP cells. (See chapter 2 for a detailed discussion on the duties and responsibilities of staffs.)

commander’s intent – (DOD) A clear and concise expression of the purpose of the operation and the desired military end state that supports mission command, provides focus to the staff, and helps subordinate and supporting commanders act to achieve the commander’s desired results without further orders, even when the operation does not unfold as planned . (JP 3-0) Referenced in ADP 3-0, ADP 3-05, ADP 5-0, ADP 6-0, ADP 3-28, FM 3-07, FM 3-09, FM 3-13, FM 3-96, FM 6-0, FM 3-99, ATP 3-01.81, ATP 3-09.42, ATP 3-13.1, ATP 3-21.10, ATP 3-21.20, ATP 3-57.60, ATP 3-92, ATP 3-96.1, ATP 4-94.