ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
Page 165 of 440
Executing 07 December 2020 ATP 5-0.2-1 149 Can be addressed within the commander's intent and concept of operations (if so, determine what execution decision is needed). Requires changing the concept of operations substantially (if so, determine what adjustment decision or new approach best suits the circumstances). 4-38. For minor variances, the chief of operations works with other cell chiefs to determine whether changes to control measures are needed. If so, they determine how those changes affect other warfighting functions. They direct changes within their authority (execution decisions) and notify the COS or XO and the affected CP cells and staff elements. 4-39. Commanders intervene directly in cases that affect the overall direction of the unit. They describe the situation, direct their subordinates to provide any additional information they need, and order either implementation of planned responses or development of an order to redirect the force. STEP 3. DEVELOP A COA 4-40. If a variance requires an adjustment decision, the designated integrating cell and affected CP cell chiefs recommend implementation of a COA or obtain the commander's guidance for developing one. They use the following conditions to screen possible COAs: Mission. Commander's intent. Current dispositions and freedom of action. CCIRs. Limiting factors, such as supply constraints, boundaries, and combat strength. COA considerations include, but are not limited to, those shown in table 4-7 on page 150. 4-41. New options must conform to the commander's intent but may alter the concept of operations and CCIRs. If CCIRs change, the commander must approve those changes. Staff leaders identify areas within their fields of expertise that may be affected by proposed changes to the order or mission. 4-42. The commander is as likely as anyone else to detect the need for change and to sketch out options. Whether the commander, COS, XO, or chief of operations does this, the future operations cell is often directed to further develop the concept and draft the order. The chief of operations and the current operations integration cell normally lead this effort, especially if the response is needed promptly or the situation is not complex. The commander, COS, or XO is usually the decision-making authority, depending on the commander's delegation of authority. 4-43. Commanders may delegate authority for execution decisions to their deputies, COSs, XOs, or their operations officers. They retain personal responsibility for all decisions and normally retain the authority for approving adjustment decisions. 4-44. When reallocating resources or priorities, commanders assign only minimum essential assets to SOs. They use all other assets to weight the DO. This applies when allocating resources for the overall operation or within a warfighting function. 4-45. Commanders normally direct the future operations cell or the current operations integration cell to prepare a FRAGORD setting conditions for executing a new COA. When lacking time to perform the MDMP, or quick action is desirable, commanders make an immediate adjustment decision in the form of a focused COA. Developing the focused COA often follows mental war-gaming by commanders until they reach an acceptable COA. If time is available, commanders may direct the plans cell to develop a new COA using the MDMP, and the considerations for planning become operative.