Tactical Science
Nine Principles of War
COURSE:
Tactical Science Course
TIME:
2 Hours
INSTRUCTOR(S):
Subject matter experts with demonstrated
knowledge and insight in the subject matter capable
of establishing rapport and teaching a lay audience.
METHODS OF INSTRUCTION:
PowerPoint presentation, lecture, group
participation - question & answer, discuss
operational experiences.
MATERIALS:
Laptop computer, projector, screen or white wall,
handout materials, tables & chairs in sufficient
number, suitable room for given class size.
REFERENCES:
Capital “W” War: A Case for Strategic Principles
of War, Perspectives on Warfighting, Number Six –
Dr. Joe Strange, Marine Corps War College, 1998
Effects of Sleep Deprivation on Fire Fighters and
EMS Responders, International Fire Chiefs
Association, Final Report - June 2007, Diane L.
Elliot, MD, FACP, FACSM and Kerry S. Kuehl,
MD, DrPH.
Sharping the Warriors Edge - The Psychology and
Science of Training by Bruce K. Siddle, 2001 (basis
for Simon game exercise).
Sound Doctrine by Charles ―Sid‖ Heal, 2000.
The Art of War by Sun Tzu, translated by Lionel
Giles.
The Foundations of the Science of War, J. F. C.
Fuller, (Fort Leavenworth, Kans.: US Army
Command and General Staff College Press, 1993).
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Lesson Plan—Nine Principles of War
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INSTRUCTIONAL GOAL:
Explain how these principles are applied in the
function of planning and decision making during
tactical or disaster operations. Also to provide
insight on how these nine principles apply not only
in a tactical sense, but how they can be applied in
daily operations.
PERFORMANCE OBJECTIVES:
At the conclusion of this block of instruction, the
student will be able to:
A.
Understand and describe the Nine Principles
of War.
B.
Explain each principle independently.
C.
Understand the significance of being
flexible and to think ―outside the box‖ while
applying these principles.
D.
Understand why all persons involved in a
tactical or disaster operation should have
some knowledge of these nine principles so
that poor planning and improper decision
making can be avoided.
E.
Explain the importance of using these
principles as a standard format for any
operation can avoid miscommunication and
tactical errors.
AUTHOR:
Kevin J. De Deaux, Santa Ana Police Department,
Corporal
DATE:
September 22, 2010
REVIEWED BY:
Charles ―Sid‖ Heal, Los Angeles Sheriff’s
Department, Commander (ret.)
DATE REVIEWED:
October 4, 2010
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Lesson Plan—Nine Principles of War
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Tactical Science
Nine Principles of War
I. INTRODUCTION
A. Instructor introduction
B. Describe the class goal and performance objectives.
C. Explain that a true understanding and application of the Nine Principles of War is
the responsibility of all persons involved in a tactical/disaster operation. If this is
accomplished, indecision and failure of an operation can be avoided.
II. INTRODUCE THE FOCUS OF THE CLASS
A. Nine Principles of War
1. Definition
a. They provide general guidance for conducting an operation.
1) They are present in every tactical situation whether we recognize them
or not.
2) Equivalent of learning the alphabet for reading or the multiplication
tables for mathematics.
b. If any principle is ignored or not properly applied it could affect the
outcome of the operation.
1) Tactically
2) Strategically
2. Nascent form can be traced as far back as Sun Tzu’s The Art of War, circa
500 B.C.
3. Specifically mentioned in Carl von Clausewitz’s Principles of War in the
early 19th century but was not translated into English until about 1942.
4. British Major General J.F.C. Fuller 1912
a. Nine interacting and related factors.
b. Each factor is important but not all are equally important at the same time.
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Lesson Plan—Nine Principles of War
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5. U.S. Army publication 1921
a. Cornerstone of Army operations.
b. Remains a central theme for understanding operational factors at all
echelons.
III. MOOSEMUSS
A.
Maneuver
1. Movement of personnel and support to gain a tactical advantage.
a. Requires flexibility and mobility
1) Because tactical operations are always dynamic, flexibility is
necessary to accommodate new circumstances and adapt plans
accordingly.
2) Mobility is required to provide prompt actions and reactions.
2. Only with flexibility and mobility can opportunities be exploited.
a. Flexibility in thought and mind
b. Think ―outside the box.‖ Ingenuity and innovation are often critical
factors for success.
B. Objective
1. Often called the ―master‖ or ―controlling‖ principle because it
is the basis from which all plans are formed.
a. Actions contribute to the goals of the command.
b. This principle must be precisely defined and have clearly described
objectives.
2. Without a clear objective plans cannot be focused and personnel will be
unclear as to precisely what is expected.
C. Offense
1. Offensive action is necessary to achieve decisive results and attain final
success.
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2. Dictates the nature, scope, and tempo of operations.
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3. It is essential to maintain the freedom of action necessary for success through
exploiting vulnerabilities.
4. Must be flexible so and have the willingness to react to rapidly changing
situations and unexpected developments.
5. Defense is not a principle.
a. Even the best defense will not be decisive. The best that can be hoped for
is a stalemate.
b. A commander who relies entirely on defense dooms the organizational
response to reactionary and to seek the initiative.
D. Simplicity
1. Prepare clear, uncomplicated plans along with clear and concise orders to
ensure thorough understanding.
a. A simple direct plan will usually succeed.
b. Occam’s Razor — ―The simplest solution is usually the right one.‖
2. Do not ―over-think‖ the operation.
a. Critical functions and activities in an operation can be simple, but a simple
thing can be exceedingly difficult. Difficulty and simplicity are separate
and distinct concepts.
1) K.I.S.S. method (Keep It Simple Stupid)
2) Even the best laid plans cannot be implemented if they cannot be
understood.
3. Multi-agency operations
a. This principle is paramount in its application.
b. Even disparate equipment, procedures and perspectives can be reconciled
when simplicity allows a thorough understanding.
E. Economy of Force
1. This principle requires skillful and prudent of use of available forces with a
minimum of power at other than the decisive time and place.
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a. No part of the force should ever be left without purpose.
1) Since no commander has unlimited resources, some conservation will
always be necessary.
2) Time is often a major factor in economy of force since even when all
the resources and personnel are available they degrade over time. This
is especially so with people who become tired, hungry and impatient.
b. Economy of force is necessary to sustain operations since 100% readiness
is not sustainable. Even when sufficient forces are available, time will
diminish their capabilities and replenishment, reinforcements and
replacements must be considered.
2. Some risk may be taken to achieve superiority at a decisive time and place.
a. Risks must always be evaluated to ensure that they are reasonable and
necessary.
b. While attempts to reduce risks are essential, it is impossible to completely
eliminate it.
F. Mass
1. The concentration of superior power at the point and time of decision.
a.
Mass is the corollary of economy of force.
b.
Mass the effects of combat power to overwhelm the threat.
c.
Mass power in time and space to achieve both destructive and
constructive results.
d.
Overwhelm your adversary’s entire defensive system before they can
react effectively.
e.
Combination of various elements and tactics is critical to affect your
adversary’s coherence.
2. Mass is essential for decisive results but is not infinitely sustainable.
G. Unity of Command
1. In any tactical situation, there is a point at which a final decision must be
made.
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a. That decision must be made by a single authority!
b. Unity of command is necessary to enable the necessary unity of effort to
create synergy.
1) Unity of command refers to a single supervisor for every member of
the organization.
2) Unity of effort refers to a single focus for every member of an
organization even though they may be performing different roles with
different chains of command.
2. Multiple organizations involved in an operation can result in:
a. Competing and conflicting interests. This means that priorities must be
established and that compromises are nearly always necessary.
b. Friction. While some friction is inevitable, it must be reduced to the
maximum practical extent.
1) Friction can result from many different sources, many are not readily
apparent.
2) The use of common procedures, terminology and equipment will
diminish friction.
H. Surprise
1. Surprise is achieved by ―striking‖ an opponent who is not prepared or does
not anticipate in which manner you are going to approach.
a. In the simplest terms, anything that can be done to force an adversary to
contemplate the consequences of his actions becomes a force multiplier in
its own right.
1) Force multipliers can be tangible, such as superior firepower or
numerically superior forces
2) Likewise, force multipliers can be intangible, such as esprit de corps,
better training and better rested.
b. Tempo—the speed or rhythm of an activity
c. Direction or location of main effort—The lack of knowledge by an
opponent of where and when an assault will be made requires a
maintenance of vigilance that creates a competing interest.
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d. Timing—it is not necessary to achieve total surprise, only that an
adversary is sufficiently surprised to prevent effective countermeasures.
2. Surprise can attain results beyond all proportion of the efforts to attain it.
a. It is essential that your opponent is not aware until it is too late for them to
react to your action.
3. Security
a. Security is essential to the preservation of power.
1) Plans known are plans defeated!
2) Protect and preserve your offensive power.
b. Security enhances freedom of action by reducing:
1) Friendly vulnerability to hostile acts.
2) Influence or surprise from your opponent.
c. Having knowledge and understanding of sensitive and potentially
controversial aspects of plans and activities can greatly assist in preventing
inadvertent disclosure.
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