ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
Page 53 of 440
Planning 07 December 2020 ATP 5-0.2-1 37 various COAs. A commander's direct involvement in COA development greatly aids in producing comprehensive and flexible COAs within the time available. 2-111. As an example, a commander may know with reasonable certainty that an enemy force is positioned on the outskirts of a town. The commander may not be certain of the exact size of the enemy force, all the resources available to the enemy force, or actions the enemy may take over time. Such unknowns are a reality in an ambiguous operational environment. However, by focusing on the known information, such as the position of the enemy at a point in time, staffs can develop COAs that provide maximum flexibility for the commander. Known information can also apply to friendly actions, such as an established time for crossing a line of departure or transition to a subsequent phase of an operation. As additional information on the enemy, as well as friendly forces, becomes available, COAs should allow for variances in timelines and resources. Staffs identify risks associated with both friendly and enemy actions; who is accepting the risks; and what resources to allocate against risks. 2-112. To provide a commander with additional time before making a decision, COA development should also identify DPs, the authority responsible for making the decision, and what measures to take. Capture this information in a decision support template (DST) and DSM (see table 2-16 on page 49 for an example). Good COAs provide commanders with options based on anticipated and unanticipated changes in the situation. Staffs should highlight options that may be critical to mission success, identify when options may no longer be viable, and work to keep options open as long as possible. In all cases, staffs provide commanders with options that are flexible, while clearly identifying risks associated with each option. Staffs also assess how each option may affect the options of commanders at higher echelons. 2-113. The unpredictable and uncertain nature of an operational environment should not result in paralysis or hesitancy in military operations. By focusing COA development around known information, staffs can develop COAs that provide maximum flexibility and are viable options in the execution of military operations. 2-114. A COA does not substitute for an OPORD, which provides the necessary details to conduct operations. In a worst-case scenario, a COA is something that subordinate units could use to execute the mission. Table 2-6 on page 38 details the steps and substeps of COA development. A common pneumonic to remember these steps is "AGARAP." Technique. For problems that are unfamiliar or ambiguous, ADM assists commanders and staff to better understand the nature of the problem and affords them a level of comfort necessary to effectively advance through COA development. Commanders and staffs that are comfortable with ambiguity will often find the ADM provides flexibility in developing COAs that contain multiple options for dealing with changing circumstances.