ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
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Executing 07 December 2020 ATP 5-0.2-1 151 Should any of the information requirements be nominated as a CCIR? What actions within my warfighting function does this change require? Will this COA require changing objectives or targets nominated by staff members? What other CP cells and elements does this action affect? What are potential enemy reactions? What are the possible friendly counteractions? Does this counteraction affect my warfighting function? Will it require changing my information requirements? Are any of my information requirements potential CCIRs? What actions within my warfighting function does this counteraction require? Will it require changing objectives or targets nominated by staff members? What other CP cells and elements does this counteraction affect? 4-48. Validation and refinement shows if the COA will solve the problem adequately. If it will not, the COS or chief of operations modifies it through additional analysis or develops a new COA. The COS or XO informs the commander of any changes made to the COA. STEP 5. IMPLEMENT 4-49. When a COA is acceptable, the COS or XO recommends implementation to the commander or implements it directly, if the commander has delegated that authority. Implementation normally requires a FRAGORD; in exceptional circumstances, it may require a new operation order. That order changes the concept of operations (in adjustment decisions), resynchronizes the warfighting functions, and disseminates changes to control measures. The staff uses warning orders (WARNORDs) to alert subordinates to a pending change. The staff also establishes sufficient time for the unit to implement the change without losing integration or being exposed to unnecessary tactical risk. 4-50. Commanders often issue orders to subordinates verbally in situations requiring quick reactions. At battalion and higher echelons, written FRAGORDs confirm verbal orders to synchronize, integrate, and notify all parts of the force. If time permits, leaders verify that subordinates understand critical tasks. Verification methods include the confirmation brief and backbrief. These are conducted both between commanders and within staff elements to ensure mutual understanding. 4-51. After analysis is complete, the current operations integration cell and CP cell chiefs update decision support templates (DSTs) and synchronization matrices. When time is available, the operations officer or chief of operations continues this analysis and completes combat power integration to the operation's end. Staff members begin the synchronization needed to implement the decision. This synchronization involves collaboration with other CP cells and subordinate staffs. Staff members determine how actions in their areas of expertise affect others. They coordinate those actions to eliminate undesired effects that might cause friction. The cells provide results of this synchronization to the current operations integration cell and the COP. MEETINGS 4-52. Meetings are gatherings to present and exchange information, solve problems, coordinate action, and/or obtain decisions. Meetings may involve members of the staff; the commander and staff; or the commander, subordinate commanders, staff, and unified action partners. Who attends which meeting depends on the purpose. 4-53. CP cells, staff sections, boards, working groups, and planning teams all conduct meetings. Modern command and control information systems, such as the command post of the future (CPOF), allow virtual participation of meeting members when face-to-face coordination is unnecessary or not practicable. For example, a division headquarters may conduct a protection working group meeting with members of the staff attending face-to-face while subordinate unit participation is via defense collaboration services.