The document discusses tactical decision making and planning, outlining analytical and intuitive decision making models and an 8-step planning process. It also covers developing operations orders, with a focus on the 5 paragraph order format which includes the situation, mission, execution plan, support/logistics, and command/communications. Key aspects of crisis leadership like flexibility, innovation, and empowerment are also addressed.

1. Tactical Decision Making & Planning
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Prepared by Vincent Amoresano 21 May 2009

2. Learning Objectives
 Apply the Analytical and Intuitive Decision-Making
Models to determine an appropriate course of action
 Plan a moderately complex tactical operation using the
eight-step Tactical Planning Procedure
 Develop a 5 paragraph Operations Order that contains
all essential items required to control, coordinate and
support the tactical operation
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3. Key Points for Crisis
Leadership
Crisis often destroys communications
Crisis leaders must be technically
competent and understand their
subordinates
Parallel between combat and crisis
leadership
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4. Major Aspects of
Crisis Leadership
Flexibility
Innovation
Simplicity
Empowerment
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5. MURPHY’S LAW
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6. Planning and Decision Making are
basic ingredients of leadership. More
than anything else, the ability to make
sound, timely decisions separates the
leader from the non-leader. It is the
responsibility of leaders to make high-
quality decisions that are accepted and
executed in a timely manner.
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7. Decision Making Defined
Tactical decision making is the
ability to choose which solution or
course of action would have the
best probability to accomplish
mission success.
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8. The decision-making process can be
generalized in two categories:
1. Analytical decision-making approach
3. Intuitive decision-making approach
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9. Analytical Decision Making
The analytical decision-making approach is
used to analyze a situation or problem to
determine the best solution. The leader or
team apply a systematic process to insure
effective decisions and plans.
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10. Analytical Decision Making
(Benefits)
 Carefully taking a problem apart
 Collecting and testing the information required
for the problem or task
 Conducting a comparison of the solutions or
options
 Selecting an alternative, which should preferably
be the best solution
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11. Analytical Decision Making
(Challenges)
• Requires explicit instructions
• Requires detailed analysis
• Procedure based process
• Process oriented—can be separated
from reality
• Requires multiple options
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12. Analytical Decision Making Challenges
(continued)
• Comparison criteria are subject to
change
• Focuses on optimal solution
• Limited opportunity for creativity
• Consumes time
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13. Intuitive Decision Making
Intuitive decision making is a decision-
making process that relies on experience
to recognize key elements of a particular
problem to arrive at an appropriate
decision. The goal is to determine and
implement the first solution that could
result in success
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14. Intuitive Decision Making
(Benefits)
Time effective
Focuses on the first best solution
rather than the optimal solution
Can be updated and infused with
additional experience constantly.
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15. Intuitive Decision Making
(Challenges)
• Mismatched experience
• Obsolescence
• Distortion
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16. Decision-Making Approach Comparison
Comparative Analytical Intuitive
Criteria Decision Making Decision Making
Applications Well-defined problem Ill-defined problem
parameters parameters
Variability General applications Dynamic applications
Source of Control Systematic application of Situational factors
process
Thought Processes Systematic analysis and Creative and discriminating
comparative
Orientation Process oriented Goal oriented
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17. Decision-Making Approach Comparison
(continued)
Comparative Analytical Decision Intuitive Decision
Criteria Making Making
Foundations Clearly defined objectives Uncertainty
Knowledge Complete understanding of Incomplete understanding
Requirements problem
Information Complete, researched, and Incomplete and assessed
Requirements derived
Goals Predetermined Situation-based
Desired Outcome Focuses on single best Focuses on acceptable
solution solution
Theoretical Basis Classical models and Naturalistic (free) thinking
processes
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18. Definition of Planning
Planning is the process of determining
and deciding how to achieve an objective
or solve a problem. The plan is the guide
or map providing the direction,
resources, and activities necessary to
attain the desired goal or end.
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19. 8 Step Planning/Decision-Making
Process
1. Identify the problem or objective
3. Gather information (facts/assumptions)
5. Develop courses of action (solutions)
7. Analyze and compare courses of action
(Alternatives/solutions)
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20. 1. Make a decision; select the best course
of action
3. Make a plan
5. Implement a plan
7. Evaluate, follow-up, and change as
necessary
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21. TACTICAL PLANNING/DECISION MAKING MODEL
Receipt of Mission
Mission Analysis Warning
Order
Course of Action
Development
Warning Staff
Commander's Course of Action Analysis Order Estimates
Estimates
Course of Action Warning
Selection Order
Issue Operations Order
Rehearsal
Execution & Assessment
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22. Application of the Tactical Planning Procedures
1. Receive the Mission
The order of these steps
does not change 2. Issue a Warning Order
3. Make a Tentative Plan
4. Initiate Movement
Steps 4-7 are 5. Reconnoiter
interchangeable.
6. Complete the Plan
7. Issue the Complete Order
Step 8 occurs throughout
the process. 8. Supervise
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23. Step 1: Receive the Mission
Analyze the mission:
 What is the MISSION? (specified and implied tasks)
(who, what, where, when and why)
 What is known about the ENEMY, THREAT,
EMERGENCY, SITUATION, ETC?
 What is the impact of TERRAIN and WEATHER?
 What PERSONNEL and EQUIPMENT are available?
 How much TIME is available?
 What are the CIVILIAN considerations?
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24. Step 1: Receive the Mission (cont’d)
Time Analysis (1/3 – 2/3 Rule)
• Leader uses no more than 1/3 of available time for
planning and issuing the Operations Order.
• Subordinates get 2/3 of available time to plan and
prepare for operation (arrive at designated location
and ready to deploy).
• Use backwards planning to schedule preparation
time.
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25. Step 2: Issue a Warning Order
• Issue immediately after mission analysis
• Do not sacrifice time to gain more info
• At a minimum Warning Order should include:
– Mission or nature of the operation
– Who is participating in the operation
– Time of operation
– Time and place for issuance of Operations
Order
This enables the squads and other subordinate units
to begin the parallel planning process
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26. Step 3: Make a Tentative Plan
Consider:
MISSION? (specified and implied tasks)
ENEMY, THREAT, EMERGENCY,
SITUATION, ETC
TERRAIN and WEATHER
PERSONNEL and EQUIPMENT
TIME (refine time if necessary)
CIVIL CONSIDERATIONS (safety, traffic, etc.)
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27. Step 4: Start Necessary Movement
• May occur at any point in the Tactical
Planning Process
• Includes movement to positions closer to the
objective, initial inspections, equipment, etc.
• If the reconnaissance reveals a change in the
situation, the plan must be adjusted
accordingly.
The steps do not have to be accomplished in order
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28. Step 5: Conduct Reconnaissance
• Reconnaissance is used to confirm terrain
and/or enemy analysis and tactical options
• Situation and time available dictate the type
and detail of reconnaissance
– Map, terrain model, aerial photo, ground
• Plan and conduct a leader’s reconnaissance for
every mission.
• Consider risk of detection.
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29. Step 6: Complete the Plan
 Develop Operations Order
• Tentative plan
• Reconnaissance
• Additional guidance
 Review plan
• Satisfy Commander’s mission and intent
 Alter tentative plan?
• Reconnaissance
• Changes to current situation
 Use five paragraph format
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30. Step 7: Issue the Complete Order
• Issue orally or written
• Issue while observing the situational/objective
area if possible
• Supplements to Operations Orders:
– Terrain models
– Sand Table
– Map boards/Overlays
– Sketches
• All subordinates MUST understand the plan
– Use briefbacks
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31. Step 8: Supervise - Rehearsals
• Must be habitual during training in order to
effectively employ units tactically.
• Clarifies Commander’s intent.
• Reinforces scheme of maneuver.
• Ensures understanding and instills confidence
in participants.
• Provides feedback and exposes problems in the
plan.
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32. Step 8: Supervise - Inspections
Pre-Operational Inspections
 Weapons and ammo: test fire
 Uniforms and equipment
 Mission Essential Equipment
 Personnel understanding of mission and their
specific responsibilities
 Communications: radios, frequencies,
batteries, pyrotechnics, etc.
 Rations and water
 Vehicles and fuel
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33. The Process
Tactical Planning Decision Situation
Procedures Making Process Visualization
1. Receive and Analyze Mission Analysis
the Mission • Mission
• Enemy “See the Terrain”
• Terrain (and Weather)
2. Issue a Warning Order • Personnel/Equipment
• Time Available
3. Make a Tentative Plan
Develop Courses of Action
Analyze Courses of Action “See the Threat”
4. Initiate Movement
Compare Courses of Action
5. Conduct Reconnaissance
6. Complete the Plan Select BEST Course of Action
“See Yourself”
• Refinement of plan
7. Issue the Order • Integration of operational
support and logistics
8. Supervise & Refine
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34. TACTICAL PLANNING CHALLENGES
 Determine specified, implied, and essential tasks
 Manage available time
 Delegate during planning and preparation
 Analyze courses of action and make decisions
 Brief WARNING ORDER and OPERATIONS
ORDER
 Conduct rehearsals and inspections
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35. Operations Order Format
Task Organization (if necessary) – internal
attachments, detachments, ad-hoc teams
Paragraph 1. Situation
Paragraph 2. Mission
Paragraph 3. Execution
Paragraph 4. Support/Logistics
Paragraph 5. Command and Communications
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36. Operations Order Format (cont’d)
1. Situation
 Situation – crime, emergency situation,
problem, etc.
 Intelligence – all information available on the
activity (or facts and assumptions), terrain,
weather, visibility, hazards, obstacles, etc.
 External Units Involved – tactical, support,
reinforcing, attachments, detachments, higher
headquarters; units on right, left, etc.
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37. Operations Order Format (cont’d)
2. Mission
 Clear, concise statement of what you want to
achieve.
 State the essential task or tasks to be
accomplished by the entire unit, to include on-
order missions. The who, what, when, where,
and why for unit.
 Clearly define the unit’s objective.
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38. Operations Order Format (cont’d)
3. Execution
 Concept of operation – summary of overall
course of action
 Movement instructions
 Specific tasks to elements or individuals
• Maneuver
• Support
 Coordination instructions/activities – timelines,
effective times, control measures, required
contact with other units.
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39. Operations Order Format (cont’d)
4. Support/Logistics
 Specific instructions for logistical needs
– General
– Material and Services
• Supply
• Transportation
• Services
• Maintenance
• Medical
– Personnel
– Miscellaneous
 Spell out any changes in policy or standard procedures
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40. Operations Order Format (cont’d)
5. Command and Communications
 Establishes chain of command
 Establishes radio/telephone operating procedures
 Establishes special signals and codes
 Establishes additional reporting or administrative
requirements
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41. Operations Order: A Basic Outline
Task Organization (if necessary) 4. Support/Logistics
1. Situation – General
– Situation Background – Material and Services
– Intelligence • Supply
– Operational Information • Transportation
– External Units • Services
2. Mission • Maintenance
3. Execution • Medical
– Concept of the Operation • Personnel
• Movement – Miscellaneous
• Maneuver 5. Command & Communications
• Support – Command
– Tasks to Maneuver Units – Communications
– Tasks to Support Units – Signals/Codes
– Coordinating Instructions
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42. Elements of Good Plan
Establishes objective: provides for
accomplishment of task
It is based upon facts and valid
assumptions: all pertinent data has
been considered
Provides for optimum effective use
of existing resources
Provides organizational structure
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43. 1. Provides for required additional
resources
2. It is effectively communicated to,
and understood by every worker
involved in executing the plan
3. Provides for decentralization:
delegation of authority
4. Provides for direct control:
coordination between units
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44. 2. It is simple: it reduces all elements
to the simplest form
3. It is flexible: there is room for
adjustment
4. It provides for control
5. It is coordinated
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45. PRACTICAL
EXERCISE
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46. Questions???
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