Reports. The work-sheet facilitates the rendition, at any time, of such special reports as may be required by higher authority, or by the commander from his staff. The appropriate staff officer is prepared at all times to render a report, oral or written, informal or formal, brief or detailed, of the situation of the command and of other friendly forces, or of the situation with reference to the enemy.

No less important than rendition of reports to the commander and to higher authority is the duty of the staff, or of the commander if he lacks such staff a.s.sistance, to insure that subordinate commands receive pertinent information at the proper time. Cooperating friendly forces will also require such information. This need is sometimes met by the issue of periodical reports or bulletins. However, during the intervals between such reports, and at all times when such reports are lacking, it is a primary duty of the commander and staff to ensure that all concerned are informed as to the situation. The work sheet is a valuable aid for the performance of this duty.

Oral Estimates. When called for by higher authority, or by the commander from his staff, oral estimates of the situation can be rendered promptly and effectively by reference to the work sheet.

Estimates called for by the commander are presented by the appropriate staff officers. Presentation is made to the commander or, if so directed, to the chief of staff, the latter being prepared to render, in turn, an estimate to the commander. Oral estimates desired by higher authority are made by the commander, or by the staff officer concerned, at the direction of his commander.

Partial estimates may be called for from time to time as to particular aspects of the situation.

In the larger staffs, the work is facilitated if each princ.i.p.al staff officer is prepared to present his appropriate portion of the estimate. In such case the intelligence officer deals with matters relating to the enemy; the operations officer deals with those relating to own forces, etc. The entire staff acts as a team in the presentation of a well-rounded estimate which will bring all pertinent matters to the attention of the commander so that he may arrive at a sound decision.

Should the commander call also for recommendations as to the decision or decisions to be made, the appropriate members of the staff will be prepared to submit their views. They will be prepared, as well, to answer at any time the calls of higher authority for information, for the conclusions of the commander, or for his recommendations. Should the commander have no staff for the performance of the foregoing functions, such detailed duties devolve upon him personally.

Certain further aspects of estimates of the situation, with reference to the circ.u.mstances obtaining during the supervision of the planned action, are noted under the discussion of written estimates, which follows.

Written Estimates. The foregoing remarks as to oral estimates are no less applicable to those submitted in written form, whether formal or informal, partial or full, brief or detailed. The nature of an estimate, as to these characteristics, will largely depend on the time element. A long and detailed estimate, often desirable when time is available, may be wholly impracticable when the press of events requires rapid decision. The written estimate, even if informal, partial, or brief, would frequently be out of place in situations where an oral estimate would be adequate or, if not adequate, would be all that could be accomplished under the circ.u.mstances of the case.

Special Remarks as to Entries

Entries on Charts. Entries on charts are made by the usual conventional signs and symbols. Colors are employed where appropriate.

Information not yet confirmed is indicated as doubtful; e.g., by a question mark. Special remarks, comments, or other notations may also be entered, but in such a manner as not to obscure other data on the chart.

Where operations of land forces are involved, maps are prepared by the methods prescribed for own land forces. The higher naval staffs, or those of forces specially designated for such operations, may include army officers who will look after these matters; marine officers may also be a.s.signed such duties.

Special charts or maps are those prepared for special purposes. A chart (or map) maintained to show the existing situation is known as a "situation chart" (or map). Charts (or maps) prepared for particular operations are known as "operations charts" (or maps).

Entries in Journals. Entries in journals, already referred to, are purely factual. Such entries may be complete copies of the content of incoming or outgoing orders or messages. Again, as already indicated (page 209), entries may consist of condensations of such matters. The oral instructions of the commander are also appropriate items for entry, when the matter is of sufficient importance. The journal may also make note of the movements of the commander, his staff officers, and other persons. Other pertinent happenings may also be made the subject of entry.

Entries in Work Sheets. Entries in the work sheet, since it is the basis for estimates of the situation, are both factual and otherwise.

All matters entered in the journal are normally appropriate for notation in the work sheet. Information not yet confirmed is indicated as doubtful. The work sheet is also the proper place for notation of matters of conjecture (noted as such) and for other like items related to estimates of the situation. The various considerations influencing the commander and staff, with respect to current operations, are proper entries in the work sheet. Its informal character affords wide lat.i.tude as to entries which may be considered worthy of record in this manner. The underlying consideration is that anything may and should be entered which will be of value in preparing estimates or rendering the special reports for which the work sheet is to provide the basis.

A succinct running account of the situation is kept posted to date under the appropriate heading of the work sheet.

Entry is also made of the incentive which motivates the solution of the problem presented by the situation. Notation is made as to whether the incentive arises from a task imposed by higher authority or is derived by the commander from other sources (see page 200). In either case, the work sheet is the proper place for the entry of such facts and of the reasons which have led the commander to regard this incentive as motivating his actions in the situation existing at the time.

Information of the enemy, after receipt from the various collecting agencies (radio, observers, subordinate forces, etc.), is subject to the usual procedures of a.n.a.lysis, evaluation, interpretation, and dissemination (page 214). a.n.a.lysis determines the source and the circ.u.mstances which led to the dispatch of the message. Evaluation determines its degree of reliability. Interpretation calls for drawing conclusions. The resulting intelligence is then disseminated to those concerned, either within the command or elsewhere.

Since information of the enemy does not become intelligence until converted thereinto by the process of drawing conclusions, this important procedure is recorded briefly in the work sheet. Such record makes available, for inclusion in estimates or in reports, the reasons which have formed the basis for such conclusions.

Information of friendly forces, with any deductions drawn therefrom, is similarly entered in the appropriate portions of the work sheet.

The facts and conclusions as to fighting strength of own and enemy forces are important entries. The summary of fighting strength includes proper conclusions as to the relative fighting strength of the opposing forces, own and enemy's.

The work sheet is also the proper doc.u.ment for other entries pertinent to estimates of the situation: e.g., the determination of own courses of action, the examination into enemy capabilities, and the selection of own best course of action. The commander's decisions, as rendered from time to time, are also entered for purposes of temporary record.

Summary

The work sheet, therefore, if properly utilized, contains the Running Estimate of the Situation, and is supported by the journal and the journal file. By the use of the Running Estimate and its supporting doc.u.ments, the commander is enabled to keep himself apprised of the developments of the situation. On this basis he is able to detect the necessity for any changes in his plan and to arrive promptly at decisions in accordance with such needs. These decisions become the basis for new or modified plans and directives, to cause the action of his command to conform to changes in the situation.

Where the full procedure described in this Chapter is unnecessary or impracticable, a suitable modification without fundamental change will be found applicable. The mental process, even if no records are kept in writing, applies to the supervision of the planned action in every situation.

CONCLUSION

The discussion of "Sound Military Decision" now closes with a brief review of the application of mental power to the solution of military problems.

Mental power, which includes the ability to arrive at sound solutions of military problems, is a recognized essential component of fighting strength because (page 18) it is the source of professional judgment.

The procedure most likely to ensure sound solutions is the studied employment of a natural mental process, differing in no fundamental respect from that effectively utilized in all other human activities.

The basic mental procedure remains unchanged, irrespective of the nature of the problem,--be it simple or complex, its solution instantaneous or slow. The procedure is especially adapted to the needs of the profession of arms through the use of the Fundamental Military Principle. By outlining the essential elements involved, this Principle, a valid guide for the solution of military problems, covers the full scope of the application of mental power as a recognized component of fighting strength.

It is more especially during the swift-moving action of the tactical engagement that moral capacity to command, and mental ability to solve military problems, experience the maximum pressure of events. It is then, also, that the responsibility of the commander creates an added demand for intelligent application of mental power because of the vital issues which may hinge upon his decisions. That this pressure be successfully sustained, and this responsibility effectively discharged, is the goal of any system of mental training in the profession of arms (page 114).

On a fundamental basis of earnest thought, mental ability, character, knowledge, and experience, finally rests the soundness of decision.

OUTLINE FORM OF AN OPERATION PLAN

t.i.tLES OF THE SUPERIOR ECHELONS, File Notations t.i.tLE OF THE FORCE, SECRET (or CONFIDENTIAL) NAME OF SHIP, Flagship.

Operation Plan PLACE OF ISSUE, No. ---- Date and hour of issue.

TASK ORGANIZATION.

(a) Task Force t.i.tle, Rank and name of its commander. Composition of Task Force.

(b) (Similarly enumerate other Task Forces after appropriate letter (b), (c), etc.)

1. Information. Information of enemy and own forces affecting the Plan and needed by subordinate commanders. If no further information is available, the statement "No further information" is inserted. Distinction is made between matters of conjecture and of fact. If desired, indicate the tasks and general objectives of higher echelons and of coordinate forces of the commander's echelon, and of other forces of the command, not listed in the Task Organization. If desired, include general measures prescribed by the immediate superior for cooperation and security.

a.s.sumptions. Statement of the a.s.sumptions upon which the Plan is based. a.s.sumptions are things taken for granted as the basis for action.

2. The general plan for the whole force actually under the command of the officer issuing the Plan, and, if desired, the methods of executing it, and its purpose. If additional matter is needed to convey clearly the will and intent of the commander, such matter may be added.

3. (a) t.i.tle of Task Force (a), followed by a statement of the princ.i.p.al task, other tasks, and detailed instructions for the particular Task Force. Tasks may be stated, if preferred, in chronological order. Include directions as to cooperation, security, and intelligence activities.

(b) t.i.tle of Task Force (b), followed by a subparagraph of similar substance and arrangements as in (a) above.

(x) Instructions that apply to all Task Forces or that pertain to the general conduct of the operation, including, if desired, coordinating instructions applying to more than one task force. Include, particularly, measures for cooperation, security, and intelligence activities. Include statement of the time and/or manner in which the Operation Plan is to be placed in effect.

4. Broad instructions concerning logistics measures necessary to the operation, or reference to Logistics Annex, if one has been prepared in connection with the operation.

5. Measures necessary to the exercise of command, such as plan of communications, zone time to be used, rendezvous, and location of Commander during operation.