ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
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Chapter 4 140 ATP 5-0.2-1 07 December 2020 4-16. The battle rhythm changes during execution as operations progress. For example, early in an operation a commander may require a daily plans update briefing. As the situation changes, the commander may only require a plans update every three days. Some factors that determine a unit's battle rhythm may include the staff's proficiency, higher headquarters' battle rhythm, and current mission. In developing the unit's battle rhythm, the chief COS or XO considers— Higher headquarters' battle rhythm and reporting requirements. Subordinate headquarters' battle rhythm requirements. The duration and intensity of the operation. Integrating cells' planning requirements. 4-17. An effective battle rhythm requires the COS's active management and the staff's meeting discipline. Battle rhythm is consistently adjusted based on the environment. The COS should establish a deliberate battle rhythm control process and structure that achieves and maintains effective decision support for the commander and shared understanding for the staff. The COS accomplishes this by— Establishing a battle rhythm management and change control process that requires the staff to justify event establishment (for example, purpose and authority, agenda, proposed membership, event location and timing, required product inputs and outputs) or modification. The COS can impose a "seven-minute drill" requirement on proponents of prospective cross-functional staff elements for this purpose. Documenting and routinely evaluating critical path information flows and identifying opportunities to streamline or eliminate unnecessary or redundant events and processes. Regularly checking battle rhythm events to ensure the staff's or command group's time is in support of the commander's decision cycle and staff shared understanding. Meeting chairpersons should research and understand techniques for effective meeting discipline, such as establishing a clear agenda that supports processing inputs in support of the commander's decision cycle and selectively limiting attendance to essential personnel. Placing accountability on staff leads for developing effective critical path information exchange flows with clear inputs and outputs for their respective functions and supporting cross-functional battle rhythm events. Maintaining awareness of critical staff positions that are in high demand for event participation. Additionally, staff leads should not automatically be assigned to participate in every cross-functional battle rhythm event. Instead, event membership should be based on who has the delegated authority to make decisions. For example, some high demand subject matter experts (such as the political advisor and staff judge advocate) are important members of events but will likely not be able to support multiple events at the same time. Providing discipline in battle rhythm execution necessary to maintain sufficient unscheduled time. Without a conscious effort to preserve valuable time for both the commander and staff to think and work, the battle rhythm can become overwhelming and counterproductive. Table 4-3 depicts a sample headquarter's battle rhythm.