Campaign
(JP 3-0) A series of related major operations aimed at achieving
strategic and operational objectives within a given time and space.
(ADRP 1-02) Same.
Operation
(JP 3-0) Major Operation A major operation is a series of tactical actions
(battles, engagements, strikes) conducted by combat forces of a single
or several Services, coordinated in time and place, to achieve strategic
or operational objectives in an operational area. (Note: Single Service
CDR or JFC)
(ADRP 3-0) For Army forces, an operation is a military action, consisting
of two of more related tactical actions, designed to achieve a strategic
objective, in whole or in part.
(ADRP 3-0) A tactical action is a battle or engagement employing
lethal and nonlethal actions designed for a specific purpose relative to
the enemy, the terrain, friendly forces, or other entity.
Operational Art (Joint)
(JP 3-0) The cognitive approach by commanders and staffs—supported by their
skill, knowledge, experience, creativity, and judgment—to develop strategies,
campaigns, and operations to organize and employ military forces by integrating
ends, ways, and means.
Through operational art, commanders link ends, ways, and means to achieve the
desired end state” (JP 5-0, III-1)
- Ends: What is the military end state that must be achieved, how is it related
to the strategic end state, and what objectives must be achieved to enable that
end state?
- Ways: What sequence of actions is most likely to achieve those objectives
and the end state?
- Means: What resources are required to accomplish that sequence of
actions within given or requested resources?
Operational Art (Army)
(ADRP 3-0) 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 aspects of operations and integrates ends,
ways, and means, while accounting for risk. Operational art is applicable
at all levels of war, not just to the operational level of war. (ADRP 3-0, 41)
Center of Gravity
(Joint Element of Operational Design AND Army Element of Operational Art)
(JP 3-0) The source of power that provides moral or physical strength,
freedom of action, or will to act.
(ADRP 3-0) Same.
Strategy
(JP 3-0) A prudent idea or set of ideas for employing the instruments of
national power in a synchronized and integrated fashion to achieve
theater, national, and/or multinational objectives.
(ADRP 3-0) None.
Decisive Point
(Joint Element of Operational Design AND Army Element of Operational Art)
(JP 3-0) A geographic place, specific key event, critical factor, or
function that, when acted upon, allows commanders to gain a marked
advantage over an adversary or contribute materially to achieving
success.
(ADRP 1-02) Same.
Different from Center of Gravity!!!!
Decision Point
(DoD) A point in space and time when the commander or staff
anticipates making a key decision concerning a specific course of
action.
Interior Lines vs. Exterior Lines
Interior Lines (ADRP 3-0) Lines on which a force operates when its
operations diverge from a central point.
Exterior Lines (ADRP 3-0) Lines on which a force operates when its
operations converge on the enemy.
Decisive Terrain vs. Key Terrain
Key Terrain
(ADRP 1-02) Any locality, or area, the seizure or retention of which
affords a marked advantage to either combatant.
Decisive Terrain
(ADRP 1-02) Decisive terrain, when, present, is key terrain whose
seizure and retention is mandatory for successful mission
accomplishment.
Combat Power- ADRP 3-0
The total means of destructive, constructive, and information capabilities
that a military unit or formation can apply at a given time.
Combat power has eight elements (Warfighting Functions +2):
1. Leadership
2. Information
3. Mission command
4. Movement and maneuver
5. Intelligence
6. Fires
7. Sustainment
8. Protection
Mission Command (Philosophy)(Army Only- ADRP 3-0)
The exercise of authority and direction by the commander using mission orders to
enable disciplined initiative within the commander’s intent to empower agile and
adaptive leaders in the conduct of unified land operations. Exercised by Army
commanders, it blends the art of command and the science of control while
integrating the warfighting functions to conduct the tasks of decisive action.
Mission command illuminates the Army leader’s responsibility to understand,
visualize, describe, direct, lead, and assess.
Mission command has six fundamental principles:
1. Build cohesive teams through mutual trust.
2. Create shared understanding.
3. Provide a clear commander’s intent.
4. Exercise disciplined initiative.
5. Use mission orders.
6. Accept prudent risk.
Mission Command Warfighting Function (ADRP 3-0)
The mission command warfighting function is the related tasks and
systems that develop and integrate those activities enabling a
commander to balance the art of command and the science of control in
order to integrate the other warfighting functions.
Commanders, assisted by their staffs, integrate numerous processes
and activities within the headquarters and across the force as they
exercise mission command.
Commander’s Role in Mission Command (ADRP 3-0)
The art of command is the creative and skillful exercise of authority
through decisionmaking and leadership. As commanders exercise the
art of command, they perform the following tasks:
Drive the operations process through their activities of understanding,
visualizing, describing, directing, leading, and assessing operations.
Develop teams, both within their own organizations and with joint,
interagency, and multinational partners.
Inform and influence audiences, inside and outside their organizations
Staff’s Role in Mission Command (ADRP 3-0)
The commander leads the staff’s tasks under the science of control. The
science of control consists of systems and procedures to improve the
commander’s understanding and to support accomplishing missions.
The four primary staff tasks are:
1. Conduct the operations process: plan, prepare, execute, and
assess.
2. Conduct knowledge management and information management.
3. Conduct inform and influence activities.
4. Conduct cyber electromagnetic activities.
Operational Approach
(JP 5-0)
The operational approach is a description of the broad actions the force
must take to transform current conditions into those desired at end state
(JP 5-0).
(ADRP 3-0) Same.
Commanders use a common doctrinal language to visualize and
describe their operational approach. The operational approach provides
a framework that relates tactical tasks to the desired end state. It
provides a unifying purpose and focus to all operations.
Elements of Operational Design (Joint)
Joint force commanders and staffs consider elements of operational design. Elements of
operational design are individual tools that help the joint force commander and staffs visualize
and describe the broad operational approach.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
Termination
Military end state
Objective
Effects
Center of gravity
Decisive point
Lines of operations and lines of effort
Direct and indirect approach
Anticipation
Operational reach
Culmination
Arranging operations
Force and functions
Elements of Operational Art (Army)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
End state and conditions
Center of gravity*
Decisive points*
Lines of operations and lines of effort*
Operational reach*
Basing
Tempo
Phasing and transitions
Culmination*
Risk
*Common to elements of operational design
Army forces utilize Elements of Operational Design when acting as Joint Forces Headquarters.
Military End State (Joint Element of Op Design)
End State and Conditions (Army Element of Op Art)
(JP 5-0) Military end state is the set of required conditions that defines
achievement of all military objectives.
(ADRP 3-0) A set of desired future conditions the commander wants to
exist when an operation ends.
(ADRP 1-02) The set of required conditions that defines achievement of
the commander's objectives.
Termination
(Joint Element of Operational Design)
(JP 5-0) Termination criteria are developed first among the elements of operational design as
they enable the development of the military end state and objectives. Termination criteria
describe the standards that must be met before conclusion of a joint operation.
Commanders and their staffs must think through, in the early stages of planning, the conditions
that must exist in order to terminate military operations on terms favorable to the US and its
multinational partners.
(JP 3-0) Terminating joint operations links the CCDR’s functional or theater strategy to
achievement of national strategic objectives. Based on the President’s strategic objectives from
the desired national strategic end state, the supported CCDR can develop and propose
termination criteria—the specified conditions approved by the President or SecDef that
must be met before a joint operation can be concluded. These termination criteria help
define the desired military end state, which normally represents a period in time or set of
conditions beyond which the President does not require the military instrument of national power
as the primary means to achieve remaining national objectives.
Objective
(Joint Element of Operational Design)
An objective is a clearly defined, decisive, and attainable goal toward which every
military operation should be directed.
Effects
(Joint Element of Operational Design)
An effect is a physical and/or behavioral state of a system that results from an
action, a set of actions, or another effect. A desired effect can also be thought of
as a condition that can support achieving an associated objective, while an
undesired effect is a condition that can inhibit progress toward an objective.
Lines of Operation/Lines of Effort
(Joint Element of Operational Design AND Army Element of Operational Art)
Line of Operation (LOO)
(JP 5-0) A LOO defines the interior or exterior orientation of the force in relation to
the enemy or that connects actions on nodes and/or decisive points related in time
and space to an objective(s).
(ADRP 3-0) A line that defines the directional orientation of a force in time and
space in relation to the enemy and that links the force with its base of operations
and objectives. Lines of operations connect a series of decisive points that lead to
control of a geographic or force-oriented objective.
Line of Effort (LOE)
(JP 5-0/ADRP 3-0) Links multiple tasks and missions using the logic of purpose—
cause and effect—to focus efforts toward establishing operational and strategic
conditions.
Direct and Indirect Approach
(Joint Element of Operational Design)
The approach is the manner in which a commander contends with a COG.
A direct approach attacks the enemy’s COG or principal strength by applying
combat power directly against it.
An indirect approach attacks the enemy’s COG by applying combat power
against a series of decisive points that lead to the defeat of the COG while
avoiding enemy strength.
Anticipation
(Joint Element of Operational Design)
Anticipation is key to effective planning. JFCs must consider what might happen
and look for the signs that may bring the possible event to pass.
During execution, JFCs should remain alert for the unexpected and for
opportunities to exploit the situation.
Operational Reach
(Joint Element of Operational Design AND Army Element of Operational Art)
(JP 5-0) Operational reach is the distance and duration across which a joint force
can successfully employ military capabilities.
(ADRP 3-0) Same.
Operational reach is a tether; it is a function of intelligence, protection,
sustainment, endurance, and relative combat power. The limit of a unit’s
operational reach is its culminating point. It equalizes the natural tension between
endurance, momentum, and protection.
Commanders and staffs consider operational reach to ensure Army forces
accomplish their missions before culminating. Commanders continually strive to
extend operational reach. They assess friendly and enemy force status and civil
considerations, anticipate culmination, and plan operational pauses if necessary.
Culmination
(Joint Element of Operational Design AND Army Element of Operational Art)
(JP 5-0) Culmination is that point in time and/or space at which the operation can
no longer maintain momentum.
(ADRP 3-0) The culminating point is that point in time and space at which a force
no longer possesses the capability to continue its current form of operations.
While conducting offensive tasks, the culminating point occurs when the force
cannot continue the attack and must assume a defensive posture or execute an
operational pause.
Arranging Operations
(Joint Element of Operational Design)
Commanders must determine the best arrangement of joint force and component
operations to conduct the assigned tasks and joint force mission. This
arrangement often will be a combination of simultaneous and sequential
operations to reach the end state conditions with the least cost in personnel and
other resources.
Forces and Functions
(Joint Element of Operational Design)
Commanders and planners can design campaigns and operations that focus on
defeating either adversary forces, functions, or a combination of both.
Basing
(Army Element of Operational Art)
Army basing overseas typically falls into two general categories: permanent
(bases or installations) and nonpermanent (base camps).
A base is a locality from which operations are projected or supported
(JP 4-0)
A base camp is an evolving military facility that supports the military operations of
a deployed unit and provides the necessary support and services for sustained
operations. They are nonpermanent by design and designated as a base when
made permanent.
These bases and base camps deploy and employ land power simultaneously to
operational depth. They establish and maintain strategic reach for deploying forces
and ensure sufficient operational reach to extend operations in time and space.
Tempo
(Army Element of Operational Art)
Tempo is the relative speed and rhythm of military operations over time with
respect to the enemy.
It reflects the rate of military action.
An effective operational design varies tempo throughout an operation to increase
endurance while maintaining appropriate speed and momentum. There is more to
tempo than speed. While speed can be important, commanders mitigate speed
with endurance.
Phasing and Transitions
(Army Element of Operational Art)
Phase: A phase is a planning and execution tool used to divide an operation in duration or
activity. A change in phase usually involves a change of mission, task organization, or rules of
engagement. Phasing helps in planning and controlling and may be indicated by time, distance,
terrain, or an event.
Phasing can extend operational reach. Only when the force lacks the capability to accomplish
the mission in a single action do commanders phase the operation. Each phase should strive
to—
 Focus effort.
 Concentrate combat power in time and space at a decisive point.
 Accomplish its objectives deliberately and logically.
Transitions mark a change of focus between phases or between the ongoing operation and
execution of a branch or sequel. The force is vulnerable during transitions, and commanders
establish clear conditions for their execution.
Risk
(Army Element of Operational Art)
(DOD) Probability and severity of loss linked to hazards.
(ADP 6-0) Prudent Risk – A deliberate exposure to potential injury or loss when
the commander judges the outcome in terms of mission accomplishment as worth
the cost.
(JP 5-0) What is the chance of failure or unacceptable consequences in
performing that sequence of actions? (Risk)”
(ADRP 3-0) Risk, uncertainty, and chance are inherent in all military operations. When
commanders accept risk, they create opportunities to seize, retain, and exploit the initiative and
achieve decisive results. The willingness to incur risk is often the key to exposing enemy
weaknesses that the enemy considers beyond friendly reach. Understanding risk requires
assessments coupled with boldness and imagination. Successful commanders assess and
mitigate risk continuously throughout the operations process.
Area of Interest vs Area of Influence vs Area of Operations
Area of Interest – (DOD) That area of concern to the commander, including the
area of influence, areas adjacent thereto, and extending into enemy territory. This
area also includes areas occupied by enemy forces who could jeopardize the
accomplishment of the mission.
Area of Influence – (DOD) A geographical area wherein a commander is directly
capable of influencing operations by maneuver or fire support systems normally
under the commander's command or control.
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.
Unified Land Operations
(ADP 3-0) Unified land operations describes how the Army seizes,
retains, and exploits the initiative to gain and maintain a position of
relative advantage in sustained land operations through simultaneous
offensive, defensive, and stability operations in order to prevent or deter
conflict, prevail in war, and create the conditions for favorable conflict
resolution.
Tenants of Unified Land Operations (ADRP 3-0)
The tenets of unified land operations describe the Army’s approach to
generating and applying combat power in campaigns and major
operations.
Army operations are characterized by six tenets:
1. Flexibility.
2. Integration.
3. Lethality.
4. Adaptability.
5. Depth.
6. Synchronization.
Operational Variables (PMESII-PT)
(ADP 3-0) Operational variables consist of:








Political,
Military
Economic
Social
Information
Infrastructure
Physical environment
Time
Mission Variables (METT-TC)
Mission variables consist of:






Mission
Enemy
Terrain and weather
Troops and support available
Time available
Civil considerations
Army’s Core Competencies (ADP 3-0)
1. Combined Arms Maneuver
2. Wide Area Security
The Army’s two core competencies provide the means for balancing the
application of Army warfighting functions within the tactical actions and
tasks inherent in offensive, defensive, and stability operations. It is the
integrated application of these two core competencies that enables
Army forces to defeat or destroy an enemy, seize or occupy key terrain,
protect or secure critical assets and populations, and prevent the enemy
from gaining a position of advantage.
Decisive Action
(ADRP 3-0)
The continuous, simultaneous combinations of offensive, defensive, and
stability or defense support of civil authorities tasks (DSCA).
Offensive Tasks
Movement to Contact
Attack
Exploit
Pursuit
Defensive Tasks
Mobile Defense
Area Defense
Retrograde
Stability Tasks
DSCA Tasks
Civil Security
Spt. Domestic Disasters
Civil Control
Spt. CBRNE Incidents
Essential Services
Spt. Civil Law Enf.
Support Governance
Other Support
Economic and Infrastructure Dev.
Combined Arms Manuever (ADP 3-0)
Combined arms maneuver is the application of the elements of combat
power in unified action to defeat enemy ground forces; to seize, occupy,
and defend land areas; and to achieve physical, temporal, and
psychological advantages over the enemy to seize and exploit the
initiative.
Wide Area Security (ADP 3-0)
Wide area security is the application of the elements of combat power in
unified action to protect populations, forces, infrastructure, and activities;
to deny the enemy positions of advantage; and to consolidate gains in
order to retain the initiative.
Army Operational Frameworks (ADP 3-0)
Deep-Close-Rear: framework that describe the operation in time and
space
Decisive-Shaping-Sustaining: framework to articulate the operation in
terms of purpose.
Main and Supporting Efforts: framework to designate the shifting
prioritization of resources.
Warfighting Functions (ADP 3-0)
1. Mission Command
2. Movement and Maneuver
3. Intel
4. Fires
5. Sustainment
6. Protection
Unified Action (ADRP 3-0)
(JP 1; ADRP 3-0)
The synchronization, coordination, and/or integration of the activities of
governmental and nongovernmental entities with military operations to
achieve unity of effort.
Operations Process (ADRP 3-0)
The operations process is a commander-led activity, informed by the
mission command approach to planning, preparing, executing, and
assessing military operations.




Plan
Prepare
Execute
Assess
Army Design Methodology (ADRP 3-0)
The Army design methodology is a methodology for applying critical and
creative thinking to understand, visualize, and describe unfamiliar
problems and approaches to solving them.
The Army design methodology is iterative and collaborative.
Defeat Mechanisms (ADRP 3-0)
A method through which friendly forces accomplish their mission against enemy
opposition.
Destroy: Apply lethal combat power on an enemy capability so that it can no
longer perform any function.
Dislocate: Employing forces to obtain significant positional advantage, rendering
the enemy’s dispositions less valuable, perhaps even irrelevant.
Disintegrate: disrupt the enemy’s command and control system, degrading its
ability to conduct operations. This action leads to a rapid collapse of the enemy’s
capabilities or will to fight.
Isolate: deny an enemy or adversary access to capabilities that enable the
exercise of coercion, influence, potential advantage, and freedom of action.
Stability Mechanisms (ADRP 3-0)
The primary method through which friendly forces affect civilians in order to attain
conditions that support establishing a lasting, stable peace.
Compel: To use, or threaten to use, lethal force to establish control and
dominance, effect behavioral change, or enforce compliance with mandates,
agreements, or civil authority.
Control: Involves imposing civil order.
Influence: To alter the opinions, attitudes, and ultimately behavior of foreign
friendly, neutral, adversary, and enemy populations through inform and influence
activities, presence, and conduct.
Support: To establish, reinforce, or set the conditions necessary for the
instruments of national power to function effectively.
Principles of Joint Operations (JP 3-0)
(Principles of War +3)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Objective
Offensive
Mass
Maneuver
Economy of force
Unity of command
Security
Surprise
Simplicity
Restraint
Perseverance
Legitimacy
First nine are Principles of War
(MOOSE-MUSS)
Offensive (Principle of War/Joint Operations)
Seize, retain, and exploit the initiative.
Objective (Principle of War/Joint Operations)
Direct every military operation toward a clearly defined, decisive, and achievable
goal.
Mass (Principle of War/Joint Operations)
Concentrate the effects of combat power at the most advantageous place and
time to produce decisive results.
Maneuver (Principle of War/Joint Operations)
Place the enemy in a position of disadvantage through the flexible application of
combat power.
Economy of Force (Principle of War/Joint Operations)
Expend minimum essential combat power on secondary efforts in order to
allocate the maximum possible combat power on primary efforts.
Unity of Command (Principle of War/Joint Operations)
Ensure unity of effort under one responsible commander for every objective.
Security (Principle of War/Joint Operations)
Prevent the enemy from acquiring unexpected advantage.
Surprise (Principle of War/Joint Operations)
Strike at a time or place or in a manner for which the enemy is unprepared.
Simplicity (Principle of War/Joint Operations)
Increase the probability that plans and operations will be executed as intended
by preparing clear, uncomplicated plans and concise orders.
Restraint (Principle of Joint Operations)
Limit collateral damage and prevent the unnecessary use of force.
Perseverance (Principle of Joint Operations)
Ensure the commitment necessary to attain the national strategic end state.
Legitimacy (Principle of Joint Operations)
Maintain legal and moral authority in the conduct of operations.
Legitimacy (Principle of Joint Operations)
Maintain legal and moral authority in the conduct of operations.
Commander’s Role in Planning Process (ADRP 5-0)
Commander’s Visualization (ADRP 5-0)
Commander's visualization—the mental process of developing situational
understanding, determining a desired end state, and envisioning an operational
approach by which the force will achieve that end state
Joint 6-Phase Model
Shape (Phase 0). Activities performed to dissuade or deter potential adversaries and to
assure or solidify relationships with friends and allies.
Deter (Phase I). Deter undesirable adversary action by demonstrating the capabilities
and resolve of the joint force. Includes activities to prepare forces and set conditions for
deployment and employment of forces in the event that deterrence is not successful.
Seize Initiative (Phase II). JFCs seek to seize the initiative through the application of
appropriate joint force capabilities.
Dominate (Phase III). Focuses on breaking the enemy’s will for organized resistance
or, in noncombat situations, control of the operational environment.
Stabilize (Phase IV). Joint force may be required to perform limited local governance,
integrating the efforts of other agency participants until legitimate local entities are
functioning.
Enable Civil Authority (Phase V). Joint force enables the viability of the civil authority
and its provision of essential services to the largest number of people in the region.
MOPs vs MOEs (Assessments)
Effective assessment requires criteria for evaluating the degree of success in
accomplishing the mission.
Criteria can be expressed as measures of effectiveness (MOEs) and measures of
performance (MOPs).
A MOE is a criterion used to assess changes in system behavior, capability, or
operational environment that is tied to measuring the attainment of an end state, an
objective, or the creation of an effect. It measures the relevance of actions being
performed. (Are we doing things right?)
A MOP is a criterion used to assess friendly actions that is tied to measuring task
accomplishment. (Are we doing the right things?)
Developing the Operational Approach (JP 5-0)
Operational Design (Joint)
(JP 5-0) The conception and construction of the framework that
underpins a campaign or major operation plan and its subsequent
execution.
Army Design Methodology
(ADRP 5-0) A methodology for applying critical and creative thinking to
understand, visualize, and describe problems and approaches to solving
them.
Army design methodology entails framing an operational environment, framing a problem, and
developing an operational approach to solve the problem. Based on their understanding and
learning gained during Army design methodology, commanders issue planning guidance, to
include an operational approach, to guide more detailed planning using the MDMP.
Key concepts that underline the Army design methodology include—
1. Critical and creative thinking.
2. Collaboration and dialogue.
3. Framing.
4. Narrative construction.
5. Visual modeling.
Framing the Operational Environment
(First Step of Army Design Methodology)
(ADRP 5-0) In framing an operational environment, the planning team
focuses on defining, analyzing, and synthesizing the characteristics of
the operational and mission variables. An operational environmental
frame consists of two parts— the current state of the operational
environment and the desired end state of the operational environment.
A desired end state consists of those desired conditions that, if achieved, meet the objectives of
policy, orders, guidance, and directives issued by higher authorities. A condition is a reflection of
the existing state of the operational environment. Thus, a desired condition is a sought-after
future state of the operational environment.
Framing the Problem
(Second Step of Army Design Methodology)
(ADRP 5-0)
Problem framing involves identifying and understanding those issues
that impede progress toward the desired end state.
The planning team frames the problem to ensure that they are solving the right problem, instead
of solving the symptoms of the problem. Framing the problem involves understanding and
isolating the root causes of conflict. The planning team closely examines the symptoms, the
underlying tensions, and the root causes of conflict. Tension is the resistance or friction among
and between actors.
A technique for framing the problem begins with two basic questions:
 What is the difference between the current state and the desired state of the
operational environment?
 What is preventing US forces from reaching the desired end state?
Develop an Operational Approach
(Third Step of Army Design Methodology)
(ADRP 5-0) A description of the broad actions the force must take to
transform current conditions into those desired at end state.
The operational approach serves as the main idea that informs detailed planning and guides the
force through preparation and execution.
The planning team uses the elements of operational art to help think through the operational
environment and visualize and describe the operational approach. As the planning team
considers various approaches, it evaluates the types of defeat or stability mechanisms that may
lead to conditions that define the desired end state. Thus, the operational approach enables
commanders to begin visualizing and describing possible combinations of actions to reach the
desired end state, given the tensions identified in the operational environment and problem
frames.
Reframing an Operational Approach
(Army Design Methodology)
(ADRP 5-0)
Reframing involves revisiting earlier hypotheses, conclusions, and
decisions that underpin the current operational approach. Reframing
can lead to a new problem statement and operational approach,
resulting in an entirely new plan.
The understanding developed through Army design methodology continues through
preparation and execution in the form of continuous assessment. Assessment, to include
updated running estimates, helps commanders measure the overall effectiveness of
employing forces and capabilities to ensure that the operational approach remains
feasible and acceptable within the context of the higher commander’s intent and concept
of operations. If the current operational approach fails to meet these criteria, or if aspects
of the operational environment or problem change significantly, the commander may
decide to reframe.
Critical and Creative Thinking
(Key Concept of Army Design Methodology)
(ADRP 5-0)
Critical thinking is purposeful and reflective judgment about what to
believe or what to do in response to observations, experience, verbal or
written expressions, or arguments.
Creative thinking involves creating something new or original. Creative
thinking leads to new insights, novel approaches, fresh perspectives,
and new ways of understanding and conceiving things.
Collaboration and Dialogue
(Key Concept of Army Design Methodology)
(ADRP 5-0)
Collaboration is two or more people or organizations working together
toward common goals by sharing knowledge and building consensus.
Dialogue is a way to collaborate that involves the candid exchange of
ideas or opinions among participants and that encourages frank
discussions in areas of disagreement.
Throughout the operations process, commanders encourage continuous
collaboration and dialogue among the staff and with unified action partners.
Collaboration and dialogue aids in developing shared understanding throughout
the force and with unified action partners.
Framing
(Key Concept of Army Design Methodology)
(ADRP 5-0)
Framing is the act of building mental models to help individuals
understand situations and respond to events.
Framing involves selecting, organizing, interpreting, and making sense of an operational
environment and a problem by establishing context.
The Army design methodology involves deliberately framing an operational environment
and problem through dialogue and critical and creative thinking by a group.
Framing facilitates constructing hypotheses, or modeling, that focuses on the part of an
operational environment or problem under consideration. Framing provides a perspective
from which commanders and staffs can understand and act on a problem. Narrative
construction and visual modeling facilitate framing.
Narrative Construction
(Key Concept of Army Design Methodology)
(ADRP 5-0)
Narrative construction—the conscious bounding of events and artifacts
in time and space—is central to framing.
To narrate is to engage in the production of a story–an explanation of an event or phenomenon
by proposing a question or questions in relation to the artifacts themselves. These questions
may include—
 What is the meaning of what I see?
 Where does the story begin and end?
 What happened, is happening, and why?
Commanders, staffs, and unified action partners construct a narrative to help understand and
explain the operational environment, the problem, and the solutions. Not only is the narrative
useful in communicating to others, the act of constructing the narrative itself is a key learning
event for the command.
Visual Modeling (Sketch)
(Key Concept of Army Design Methodology)
(ADRP 5-0)
Army design methodology relies heavily on forming and presenting
ideas in both narrative and visual (graphic) form.
A visual model, based on logical inference from evidence, helps creative
thought to develop into understanding.
Seeing something drawn graphically helps individuals think through
challenging problems, especially when examining abstract concepts.
Organic
(Command Relationship)
(ADRP 5-0)
Organic forces are those assigned to and forming an essential part of a
military organization. Organic parts of a unit are those listed in its table
of organization for the Army, Air Force, and Marine Corps, and are
assigned to the administrative organizations of the operating forces for
the Navy (JP 1-02).
Joint command relationships do not include organic because a
joint force commander is not responsible for the organizational
structure of units. That is a Service responsibility.
Assign
(Command Relationship)
(ADRP 5-0/JP 3-0)
Assign is to place units or personnel in an organization where such
placement is relatively permanent, and/or where such organization
controls and administers the units or personnel for the primary function,
or greater portion of the functions, of the unit or personnel.
Unless specifically stated, this relationship includes ADCON.
Attach
(Command Relationship)
(ADRP 5-0/JP 3-0)
Attach is the placement of units or personnel in an organization where
such placement is relatively temporary.
A unit that is temporarily placed into an organization is attached.
Operational Control (OPCON)
(Command Relationship)
(ADRP 5-0/JP 3-0)
Operational control is a command authority that may be exercised by commanders
at any echelon at or below the level of combatant command. Operational control is
inherent in combatant command (command authority) and may be delegated
within the command.
Operational control normally provides full authority to organize commands and
forces and to employ those forces as the commander in operational control
considers necessary to accomplish assigned missions; it does not, in and of itself,
include authoritative direction for logistics or matters of administration, discipline,
internal organization, or unit training (JP 3-0)
Tactical Control (TACON)
(Command Relationship)
(ADRP 5-0/JP 3-0)
Tactical control is a command authority over assigned or attached
forces or commands, or military capability or forces made available for
tasking, that is limited to the detailed direction and control of movements
or maneuvers within the operational area necessary to accomplish
missions or tasks assigned. Tactical control is inherent in operational
control.
Tactical control allows commanders below combatant command level to
apply force and direct the tactical use of logistic assets, but it does not
provide authority to change organizational structure or direct
administrative and logistical support.
Administrative Control (ADCON)
(Command Relationship)
(ADRP 5-0/JP 1)
When commanders establish command relationships, they determine if the
command relationship includes ADCON.
Administrative control is the direction or exercise of authority over subordinate or
other organizations in respect to administration and support, including organization
of Service forces, control of resources and equipment, personnel management,
unit logistics, individual and unit training, readiness, mobilization, demobilization,
discipline, and other matters not included in the operational missions of the
subordinate or other organizations (JP 1).
ADCON of an Army unit must remain in Army channels. It cannot be transferred to
a unit of another Service.
For OPCON and TACON, parent units retain ADCON.
Support Relationships
(ADRP 5-0) Army support relationships are not command authorities and are more
specific than joint support relationships. Commanders establish support
relationships when subordination of one unit to another is inappropriate.
Direct support is a support relationship requiring a force to support another specific
force and authorizing it to answer directly to the supported force’s request for assistance.
General support is that support which is given to the supported force as a whole and
not to any particular subdivision thereof.
Reinforcing is a support relationship requiring a force to support another supporting unit.
Only like units (for example, artillery to artillery) can be given a reinforcing mission
General support-reinforcing is a support relationship assigned to a unit to support the
force as a whole and to reinforce another similar-type unit.