ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
Page 29 of 440
Planning 07 December 2020 ATP 5-0.2-1 13 Guidance from higher headquarters. Time available. Duration of desired end state. 2-23. Present findings as an answer to the question, "What do we want the environment to look like?" Use a graphic and a narrative to explain. STEP 3. PROBLEM FRAME 2-24. The problem frame extends beyond analyzing the interactions and relationships in the operational environment. It identifies areas of tension and competition as well as opportunities and challenges that commanders must address to transform current conditions to achieve the desired end state. Tension is the resistance or friction among and between actors. The commander and staff identify tension by analyzing the relevant actors' tendencies, objectives, and potentials within the context of the operational environment. 2-25. The commander and staff challenge their hypotheses and models to identify motivations and agendas among the relevant actors and identify factors that influence these motivations and agendas. The commander and staff evaluate tendencies, potentials, trends, and tensions that influence the interactions among social, cultural, and ideological forces. 2-26. In the problem frame, analysis identifies positive, neutral, and negative implications of tensions in the operational environment given the differences between existing and desired conditions. When commanders and staffs take action within the operational environment, they may exacerbate latent tensions. Commanders exploit tensions to drive change; this exploitation is vital to transforming existing conditions. If left unchecked, tensions may undermine transformation. Because tensions arise from differences in perceptions, goals, and capabilities among relevant actors, they are inherently problematic and can both foster and impede transformation. By deciding how to address these tensions, the commander identifies the problem that the design will ultimately solve. 2-27. Some things to consider include, but are not limited to, the following: Root causes. Tendencies. Potentials. Areas of tension and competition within the environment. Tensions that are positive, neutral, or negative relative to a desired end state. Tensions that can be exploited to drive change. Tensions that must be mitigated. 2-28. Present findings as an answer to the question, "Where, conceptually, in the environment should we act to achieve our desired end state?" This creates a problem statement and graphic. 2-29. The problem statement reflects differences between current and desired conditions. Judgement is important! The problem statement describes where, conceptually, and in the current environment, the organization should act to achieve a more desirable state. 2-30. The problem statement is presented as a declarative sentence—not as a problem question—and remains conceptual, since the details are developed in the MDMP. STEP 4. OPERATIONAL APPROACH 2-31. An operational approach enables commanders to begin visualizing and describing possible combinations of actions to reach the desired end state given the tensions identified in the environmental and problem frames. Courses of action are developed during detailed planning, the operational approach provides the logic that underpins the unique combinations of tasks required to achieve the desired end state. 2-32. One method to depict the operational approach is using LOEs to provide a graphic that articulates links among tasks, objectives, conditions, and the desired end state. A design portrays an operational approach in a manner that best communicates its vision and structure. Ultimately, the commander determines the optimal method to articulate the operational approach.