ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
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Chapter 2 12 ATP 5-0.2-1 07 December 2020 operational variables while examining the dynamic interaction and relationships among a myriad of other factors in an operational environment. 2-17. Some things to consider include, but are not limited to, the following: Guidance. Histories and cultures. Actors (such as persons, institutions, bureaucracies, organizations, groups, or communities that have relevant interests or influence). Actors' goals. Relationships among the actors. Operational variables. Elements of operational art. Tendencies: the likely pattern of relationships if we do not intervene (consider tendencies in light of specific relationships and in the aggregate). Potentials: the inherent ability or capacity for the growth or development of a specific interaction or relationship (consider potentials in light of specific relationships and in the aggregate). 2-18. Present findings as an answer to the question, "What is going on in the environment?" Use a graphic and a narrative to explain. Note. Framing the operational environment requires simplifying reality to identify and understand key relationships between actors and other variables. Lives and resources depend on the accuracy of this analysis. Keeping in mind the need to simplify, considering a greater number of actors' perspectives leads to more accurate results. Similarly, considering greater numbers of relationships leads to more accurate results. Given the operational environment's complexity, the more expertise considered, the better. For example, if governance, economic development, or reconciliation will at some point constitute lines of effort (LOEs), input from persons knowledgeable in politics, economics, and sectarian conflict will be helpful and lead to greater accuracy. STEP 2. DESIRED END STATE 2-19. The desired end state consists of those desired conditions that, if achieved, meet the objectives of policy, orders, guidance, and directives issued to the commander. A condition is a reflection of the existing state of the operational environment. Thus, a desired condition is a sought-after future state of the operational environment. 2-20. Since every operation focuses on a clearly defined, decisive, and attainable end state, success hinges on accurately describing these conditions. These conditions form the basis for decisions that ensure operations progress consistently toward the desired end state. 2-21. Time is a significant consideration when developing the desired end state. How time relates to the desired end state heavily influences not only the expectations of higher authorities but also how commanders use forces and capabilities to achieve desired conditions. Staffs exercise diligence throughout ADM to account for the time required to achieve the desired end state conditions. Staffs also qualify whether desired conditions are intended to be lasting or transient. This temporal dimension is essential to developing effective operational approaches. 2-22. Some things to consider include, but are not limited to, the following: Tangible and intangible conditions. Military and non-military conditions. Perceptions. Levels of comprehension. Cohesion among groups. Relationships between actors.