2-71. A higher echelon commander can task organize a BCT by adding or subtracting smaller units and capabilities through the use of command and support relationships. Higher echelon commanders may augment BCTs with additional combat power for specific missions. Augmentation might include aviation, armor, infantry, field artillery, AMD, MP, CA, military information support elements, engineers, CBRN, and EOD. Some of this augmentation may come from other BCTs. Multifunctional and functional brigades, such as a field artillery brigade, a MEB, a CAB, an engineer brigade, and a sustainment brigade can support BCT operations. (See FM 3-96 for additional information on BCT operations.)

2-122. The operations process serves as an overarching model that commanders, staffs, and subordinate leaders use to integrate the warfighting functions across all domains and synchronize the force to accomplish missions. This includes integrating numerous processes such as the intelligence process, the military decision-making process, and targeting within the headquarters and with higher echelon, subordinate, supporting, supported, and adjacent units.

1-16. Commanders, staffs, and subordinate headquarters employ the operations process to organize efforts, integrate the warfighting functions across multiple domains, and synchronize forces to accomplish missions. This includes integrating numerous processes and activities such as information collection and targeting within the headquarters and with higher, subordinate, supporting, and supported units. The unit’s battle rhythm (see the discussion beginning in paragraph 1-82) helps to integrate and synchronize the various processes and activities that occur within the operations process.

4-175. Civil disturbance missions require unit training prior to employing crowd control tactics. This normally requires a mobile training team from the military police or trained law enforcement personnel. Even in an urgent situation, commanders need to drill their forces repeatedly until small unit leaders can execute maneuvers under extreme stress. Training should include all arms, emphasizing treatment and evacuation procedures, detention and movement of citizens, and use of authorized nonlethal systems.

Unified Command Plan – (DOD) The document, approved by the President, that sets forth basic guidance to all combatant commanders; establishes their missions, responsibilities, and force structure; delineates geographical areas of responsibility; and specifies functional responsibilities for designated combatant commanders. Also called UCP. (JP 1) Referenced in FM 3-53, ATP 3-27.5.

2-2. Commanders and their staffs apply operational art throughout all phases of the operations process. Army commanders use operational art, the principles of joint operations, and the elements of operational art to envision how to establish conditions that accomplish their missions and objectives. For Army forces, operational art is the pursuit of strategic objectives, in whole or in part, through the arrangement of tactical actions in time, space, and purpose. Operational art applies to all types and aspects of operations.

5-50. When extending influence beyond the traditional chain of command, leaders often have to influence without authority designated or implied by rank and position. Civilian and military leaders often find themselves in situations where they must task organize teams to accomplish missions. Leaders, especially commanders, engage and communicate via multiple means (face-to-face, print media, broadcast media, social media, and other emerging collaboration technologies) to influence the perceptions, attitudes, sentiments, and behaviors of key actors and agencies. Leaders should personally engage key players to ensure audiences receive messages as intended.

2-44. Commanders request the resources they need to perform stability tasks for their assigned AO. If the requirements exceed their organization’s capacity, they request additional or follow-on forces to provide additional resources. Commanders at all levels assess resources available against their missions to determine how best to ensure minimum-essential stability tasks are performed. (See ATP 3-07.5 for more information on stability tasks.)

3-6. The G-2/S-2 produces intelligence for the commander as part of a collaborative process. The commander drives the G-2/S-2's intelligence production effort by establishing intelligence and information requirements with clearly defined goals and criteria. Differing unit missions and operational environments dictate numerous and varied production requirements to the G-2/S-2 and staff.

1-49. Officers command units, establish policy, and manage resources while balancing risks and caring for their people and families. They integrate collective, leader, and Soldier training to accomplish the Army's missions. They serve at all levels, from leading tactical unit operations to leading change at strategic levels. Command makes officers responsible and accountable for everything their command does or fails to do.

3-72. Brigades deploying in support of operations to shape work closely with theater army and country team staffs through their higher echelon headquarters. Commanders ensure that readiness priorities align with their missions and that they are both realistic and relevant. (See TC 3-05.3 for useful references for the execution of tactics, techniques and procedures for security cooperation activities.)

area of operations – (DOD) An operational area defined by the joint force commander for land and maritime forces that should be large enough to accomplish their missions and protect their forces. Also called AO. (JP 3-0) Referenced in ADP 1-01, ADP 3-0, ADP 3-19, ADP 3-90, FM 3-0, FM 3-07, FM 3-24, FM 3-52, FM 3-90-1, FM 3-96, FM 4-0, FM 4-40, FM 6-05, ATP 1-06.3, ATP 2-01.3, ATP 3-01.16, ATP 3-01.64, ATP 3-01.85, ATP 3-09.34, ATP 3-20.15, ATP 3-21.10, ATP 3-20.15, ATP 3-21.20, ATP 3-52.2, ATP 3-53.2, ATP 3-55.6, ATP 3-60.2, ATP 3-94.2, ATP 4-02.2, ATP 4-02.55, ATP 4-94, ATP 6-02.2.

3-26. During battle drill or standard operating procedures rehearsals, commanders and staffs should rehearse battle drills they are likely to use. Within the fires warfighting function, this should include the processing of missions to create effects from the sensor to the delivery system. These should include technical rehearsals that test the ability of the unit to use their primary, alternate, contingency, and emergency means of communication to command and control assets within the fires warfighting function.

1-4. Combat power includes all capabilities provided by unified action partners that are integrated and synchronized with the commander’s objectives to achieve a unity of effort in sustained operations. Warfighting functions are the physical means that tactical commanders use to execute operations and accomplish missions. The purpose of warfighting functions is to provide an intellectual organization for common critical capabilities available to commanders and staffs at all echelons and levels of warfare. Protection closely relates to endurance and momentum. It also contributes to the commander’s ability to extend operations in time and space.

3-52. Commanders rely on others to execute their intent. Turning intent into reality takes the combined efforts of teams from both inside and outside their organizations. Commanders build effective teams through professional development and training. During combat, they organize their forces to accomplish their missions based on their concept of operations. They assign responsibilities, establish or delegate appropriate command or support relationships, and establish coordinating instructions. Sound organization provides for unity of effort, centralized planning, and decentralized execution. Unity of effort is necessary for effectiveness and efficiency. Centralized planning is essential for controlling and coordinating the efforts of friendly forces. Simplicity and clarity are critical when organizing Army forces with multinational forces and other unified action partners.

1-77. Command and control are interrelated. Command resides with commanders and includes the authority and responsibility for effectively using available resources and for planning the employment of, organizing, directing, coordinating, and controlling military forces for the accomplishment of missions. It also includes responsibility for the health, welfare, morale, and discipline of assigned personnel. Command emphasizes a commander’s lawful assignment of authority and the responsibility that accompanies that authority.

5-2. Special operations missions are both intelligence-driven and intelligence-dependent. Intelligence products developed for these units must be detailed, accurate, relevant, predictive, and timely. These intelligence products enable commanders to identify and assess potential courses of action; plan operations; properly direct their forces; employ ethical, effective, and efficient tactics and techniques; and implement protection. For example, infiltrating into a hostile environment to conduct a noncombatant evacuation operation in a dense urban environment requires precise information about structures, elements of infrastructures, the surrounding populations and the location(s) of persons to be evacuated. National- and theater-level intelligence products are often required at a lower echelon than is normally associated with support to conventional operations. Special operations missions may also require near-real-time dissemination of intelligence directly to the lowest echelon—the force conducting actions on the objective.

1-31. An Army leader influences others to accomplish missions. A leader has the opportunity to lead when assigned responsibility, assuming a role, or being an informal leader within a team. Leaders motivate people both inside and outside the chain of command toward action or to change their thinking when appropriate. Formally or informally, regardless of position or rank, all Army members can find themselves in situations to lead and influence others. Leaders who adapt their actions based on the dynamics of a situation achieve the best possible outcomes. Leaders take into account the level of their experience or skill, and their authority.

2-12. Commanders gauge unit readiness for domestic operations by assessing proficiency in three warfighting functions: command and control, sustainment, and protection. Although these warfighting functions are non-exclusive, they are the most relevant to DSCA for determining readiness with no specificity to priority due to differences in missions or conditions.

3-91. The sustainment principle continuity is paramount for ensuring endurance. Sustainment commanders must ensure the continuous link between strategic to tactical levels are maintained and free flowing. Commanders must be able to track sustainment in near real time and quickly make decisions resulting from changes to missions or operations.