ATP-4-90 Brigade Support Battalion Download
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June 18, 2020 ATP 4-90 2-1 Chapter 2 Mission Command Mission command is the Army’s approach to command and control that enables unified land operations. Mission command and C2 are different and distinct aspects of how commanders exercise direction control over subordinate units to achieve desired objectives. BSB commanders understand the differences in the two and how to exercise both for the most effective outcomes. This chapter provides overviews of the Army’s mission command philosophy which is applicable at all levels of command in the BSB. MISSION COMMAND Mission command is the Army’s approach to C2 that empowers subordinate decision making and decentralized execution appropriate to the situation. All types of war, including large-scale combat operations, are inherently chaotic and uncertain. The BSB commanders and staff understand that plans change frequently and rapidly, it is difficult to account for every possible scenario. No single person, not even the commander, is sufficiently informed to keep up with the number of critical decision required to keep pace with combat. Subordinate commanders and leaders often have greater understanding of the situation and are, therefore, better suited to make decision to achieve the original intent. Commanders empower subordinate leaders to decide and act accordingly. This approach allows commanders to capitalize on subordinate initiative and decision making when the situation when the situation changes, or elements of current orders are overcome by events and no longer relevant to the desired end state. BSB commanders foster an environment of mutual trust and disciplined initiative. The conditions in which the BSB operates and the span of control, especially the number of widely dispersed FSCs, make such an environment imperative. BSB commanders should not attempt to impose perfect order but instead adopt the approach that places trust in subordinates’ initiative and accepts uncertainty and unpredictability. Overly detailed directives to subordinates can hinder achievement of the desired end state when subordinates spend more time adhering to the plan than focusing on the outcome, particularly when the situation changes. This is counterproductive. Commanders provide adequate information and authority for subordinates to operate. Subordinates have the audacity and courage to make decisions without waiting for the BSB commander to issue orders. The BSB commander, staff, and company commanders require open, candid communication. BSB commanders recognize well-intended, disciplined effort of company commanders and junior leaders. The BSB commander allows for and accepts honest mistakes during training. Positive counseling, coaching, and mentorship allow the BSB commander to correct behavior in a manner that instills both knowledge and confidence on the part of subordinates. This cultivates competence, confidence, and courage subordinates need to perform in the dangerous and unpredictable environments encountered during large-scale combat operations. The mission command approach to C2 applies to all ranks and duty positions in the BSB. Subordinate leaders, particularly staff officers and non-commissioned officers, play important roles in mission accomplishment. All have specific tasks and may often operate independently. Subordinate leaders understand the higher headquarters’ mission, commander’s intent, guidelines, and authority. When faced with uncertain circumstances and in absence of orders, these junior leaders employ initiative and act decisively to accomplish critical tasks.