The Formulation of Tasks

The correct resolution of the Decision into the detailed operations required is further ensured by the visualization of these operations as tasks. Tasks so formulated (page 162), become a basis for the preparation of directives.

To prepare a plan as a basis for directives, or for use as such, the commander first finds it desirable to formulate and a.s.semble the various tasks. The tasks are formulated as a result of his study of (1) those operations which do not require to be broken down, and which may now be rewritten as tasks, and of (2) the component parts of the more extensive operations (See page 162, bottom).

Each of the tasks, as now listed, is tested for suitability, for feasibility, and for acceptability with respect to the consequences as to costs. In view of the fact that the operations have all been thoroughly tested, this process now becomes not a formal a.n.a.lysis but merely a check.

The Organization of Task Forces and Task Groups

The commander now cla.s.sifies the tasks on the basis of their suitability for accomplishment by appropriate task forces or subdivisions thereof, i.e., task groups. In so doing he endeavors to avoid forming any more cla.s.sifications than are necessary for the accomplishment of the full effort.

Note: In the remainder of this work, the term Task Group, except as may otherwise be indicated, will be understood in the inclusive sense of either "task force" or "task group".

Tasks are a.s.signed to task groups on the basis of such factors as the nature and geographical location of physical objectives, the existing disposition of the several units, their capabilities, and their freedom of action. The last-named may be the determinant, and, because of the importance of such considerations, tasks which would otherwise fall to one group might be a.s.signed to another. Features influencing a change might include lack of training of the personnel available in the first group, or the special qualifications of a particular commander, or a justified desire to adhere to a previously determined permanent task organization.

Logistics tasks, i.e., those requiring operations for placing logistics measures in effect, require the same careful consideration as do combat tasks. (See page 162).

Certain tasks apply to all of the task groups, or pertain to the general conduct of the common effort. Among such may be provision for security, for unity among the subdivisions, and for intelligence activities (page 160). In order to avoid repet.i.tion, these tasks are a.s.sembled in one group.

The commander a.n.a.lyzes the requirements of fighting strength for each task group. He then, from the means available to him, a.s.signs the necessary strength to each group, making adjustment between the theoretical requirements and the actual strength available.

He is familiar with the types of vessels and aircraft const.i.tuting his command, and with their military characteristics; with the capabilities and cooperative qualities of his commanders; with the degree of training of his various units; and with the geographical location of physical objectives. He recognizes that each task requires adequate strength for its accomplishment. Because these requirements have been thoroughly considered during the study of the effective apportionment of fighting strength, he is able to make adjustments as necessary.

The commander now fully organizes each cla.s.sification of tasks and its corresponding task group by naming the task group (or task force), by making notation of its composition and of the rank and name of its commander, and then by listing the tasks of each group. The princ.i.p.al task (or tasks) may be listed first, the other tasks following in the order of their importance. If preferred, the sequence of tasks may be chronological. Also, either major or minor tasks may be listed chronologically. (See pages 158 and 192).

If the chronological sequence of tasks is utilized, that fact, in order to avoid confusion, is clearly indicated.

Thus organized, the whole plan can be transferred almost bodily into the Order Form (Chapter VIII).

Application of the Fundamental Military Principle to the Determination of Objectives Embodied in Tasks

In formulating tasks for the several task groups, the commander has now visualized, for each such group, an objective (or objectives) for the subordinate to attain. In selecting these objectives, the commander has placed himself, mentally, in the subordinate's situation, visualizing the problem which the subordinate is to solve.

On this basis the commander has apportioned the strength needed for the attainment of the objectives a.s.signed to his subordinates. This procedure, of evident importance, is frequently one of considerable difficulty, because a higher commander, lacking detailed information of the situation which may confront a subordinate cannot always antic.i.p.ate all the obstacles to the latter's success.

In formulating tasks, and in apportioning strength, by the procedure already described, the commander has applied the Fundamental Military Principle. Now, to ensure the practical adjustment of means to ends (page 66), the commander reviews the process in the light of that Principle, so that he may be a.s.sured that he has selected a correct objective (or objectives) for each subordinate. By using the tests indicated in the Principle, the commander confirms the suitability of each objective so selected, satisfies himself of its feasibility of attainment, and a.s.sures himself that the costs involved will be acceptable. If these requirements cannot be so satisfied, necessary adjustments are in order.

These tests may frequently be of a routine nature, by reason of the previous painstaking tests of the several operations involved.

However, such final tests cannot be omitted without incurring the danger of selecting incorrect objectives for subordinates to attain.

The a.s.sembly of Measures for Freedom of Action

Having completed the cla.s.sification of his tasks, the commander next a.s.sembles the measures determined upon as necessary for ensuring adequate freedom of action.

When the subject matter is not too bulky, these measures are incorporated in their proper place in the basic plan. Otherwise, instructions as to these matters will be issued as annexes.

The various measures are a.s.sembled under the cla.s.sification shown below:

(a) Measures required for security, for cooperation, and for intelligence activities.

(b) Measures for logistics support. These cover provision for procurement and replenishment of supplies, disposition and replacement of ineffective personnel, satisfactory material maintenance, sanitation, battle casualties, and the like.

(c) Measures for the exercise of command. These include provision for communications, location of rendezvous, zone time to be used, and the location of the commander.

This cla.s.sification corresponds to that used in the Order Form (page 193). Experience has indicated that such a cla.s.sification facilitates the transmission of instructions to subordinate commanders.

If desired, the material which will be required to be incorporated in paragraph (1) of the Order Form (see pages 190, 191, 219 and 221) may be also a.s.sembled at this point.

The Preparation of Subsidiary Plans

As previously noted (page 106), certain subsidiary problems require the preparation of subsidiary plans to be included with the directive as annexes. In broad strategical estimates, the solution of such subsidiary problems involves a vast amount of mental effort; even in restricted estimates, these problems may require most intensive thought. It is therefore appropriate at this point to discuss, in some detail, the nature of these subsidiary problems.

During the solution of his basic problem and later, during the process of evolving his basic plan, the commander may become aware of the need for further action of a supporting nature with respect to his basic mission, distinct from that which he intends to a.s.sign as tasks to subordinate commanders. If the nature of this action involves perplexity, he will be confronted with new problems to be solved. When he recognizes that such problems exist and are to be solved by himself, this awareness is a recognition of the incentive.

For example, one of these problems may involve a battle in which the entire force will partic.i.p.ate, or perhaps a sortie requiring coordination of the several subdivisions of his force. Others will be concerned with measures recognized as necessary for ensuring freedom of action.

These problems give rise to the subsidiary plans previously referred to (page 106). They are not necessarily subsidiary in importance; even the Battle Plan, the basis for the culmination of tactical effort, may result from the solution of a subsidiary problem. The word "subsidiary", as here used, merely indicates that the problem has its origin in the commander's own Decision.

When the incentive is thus recognized during the solution of the basic problem or during the second step, the commander solves these new problems, and includes their solutions as a part of the directives prepared for the carrying out of the basic plan. As will be seen later (Chapter VIII), there is a prescribed place for such solutions in the usual form in which directives are issued. Often, however, because of extent and bulk, these solutions are included with the directives as annexes.

The commander will desire to provide for all contingencies, but he can rarely, during the planning stage, see completely into the future, so as to foretell all pertinent events which may befall. During the unfolding of events, therefore, unforeseen subsidiary problems will probably arise. Whether visualized during planning, or encountered during the execution of the plan, these problems have the same relationship with the basic problem. Reference is later made (Chapter IX) to subsidiary problems which arise during the action.

Subsidiary problems, according to their nature in each case, may be solved by the procedure distinctive of the first step or by that distinctive of the second. In many instances either may be applicable, the choice being a matter of convenience.

Battle Plans, for example, can demonstrably be formulated by the use of either procedure. Thus, a Decision "to destroy the enemy in a daylight fleet engagement" may be used as the basis for an Estimate of the Situation, by the procedure distinctive of the first step, in order to reach a decision as to the plan, in outline, for the contemplated engagement. However, the same result can also be attained through the procedure distinctive of the second step, with the basic Decision as the point of departure.

A solution also can be reached by a method which is, in effect, intermediate between the procedures of the first and second steps. For example, the basic (broad strategical) Decision noted above can be taken, in a detailed tactical Estimate, as the only suitable, feasible, and acceptable course of action. Then, in Section IV of the Estimate, a study of the more detailed operations involved can be developed into an outlined plan for the battle. Thus, a single course of action, expanded to include the outlined plan so developed, can then be adopted as the decision and can in turn be expanded by second-step methods into a detailed tactical plan.

On the grounds of simplicity, the procedure distinctive of the second step is preferable, when it is applicable to the particular problem.

Therefore, when a subsidiary plan is to be developed directly from a basic Decision, this is frequently the better procedure. This comment is applicable not only to battle plans but also to other subsidiary plans such as sortie plans, entrance plans, and logistics plans. The commander may find it necessary, however, to expand the study of fighting strength made in Section I-B of the basic estimate, in order to obtain the detailed data needed for formulating the subsidiary plan.

In spite of the relative simplicity of the second-step method, cases occur where the procedure of the first step is nevertheless preferable. For example, a basic Decision making provision for a major campaign, divided into stages of some scope, may involve, as part of one of these stages, an operation to capture an island. Such an operation may itself require a considerable effort on the part of the whole force; yet the operation may be so specialized or localized, or both, with reference to the entire effort contemplated in the basic Decision, that the solution of this subsidiary problem can best be accomplished through the procedure distinctive of the first step.

The commander will therefore necessarily be the judge, in each case, as to the particular procedure to be adopted.

There are wide variations in the requirements of the Estimate Form, when used for the solution of subsidiary problems. This is natural because these problems vary widely in nature. They include, on the one hand, problems dealing directly with the conflict of armed forces, for which the Form is especially designed. On the other hand, these problems include those dealing with the factors related to freedom of action. To be suitable for this purpose, the Form requires modification in varying degrees. Certain examples are included in the latter part of this chapter (page 176 and following).

The application of the procedure of the first step to the solution of such subsidiary problems requires provision for deriving, in each case, a (subsidiary) mission appropriate to the problem. Of the two elements of the mission, the (subsidiary) purpose is first determined, because the (subsidiary) task will necessarily be suitable to the (subsidiary) purpose. These elements of the (subsidiary) mission may be obtained from one or more of the operations into which the basic Decision has been resolved. They may also be obtained from a preceding subsidiary problem, already solved.

In ill.u.s.tration of the preceding, discussion is first centered on a strategical problem of usual type, involving a subsidiary tactical problem calling for the detailed employment of weapons in a naval engagement. Other ill.u.s.trations will deal with subsidiary problems relating to particular aspects of freedom of action.

In the first example it is supposed that the commander has already solved a basic problem of broad strategical scope, and has arrived at a Decision which contemplates an engagement. A further logical act of planning is now to develop a Battle Plan. Such development involves the solution of a subsidiary problem. In this case the commander is supposed to have found it desirable to solve this subsidiary problem by the procedure distinctive of the first step.

In this problem, the situation summarized is an imaginary one. It may eventuate either through the natural future developments of the situation existing at the time of the solution of the basic problem, or it may confront the commander during the execution of the plans derived from the Decision of that (basic) problem. The Battle Plan finally to be formulated will be for use under the conditions a.s.sumed in this situation.