ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
Page 74 of 440
Chapter 2 58 ATP 5-0.2-1 07 December 2020 Completed COAs, including graphics. Means to post or display enemy and friendly unit symbols and other organizations. Step 4.3. Execution 2-177. During war-game execution, the commander and staff try to foresee actions, reactions, and counteractions of all actors, including civilians. Staff members analyze each selected event and identify tasks that the unit, one echelon below, must accomplish using assets two echelons below the staff's echelon. Identifying strengths and weaknesses of each COA allows staffs to adjust COAs as necessary. An effective war game results in the commander and staff refining, identifying, analyzing, developing, and determining several effects. 2-178. A war game focuses on actors rather than tools used. Staff members who participate in war gaming should be the same individuals that developed the COAs. If available, red team members (trained and educated organizational members that provide an independent analytical capability) can provide valuable alternative points of view and challenging facts and assumptions throughout the planning process. 2-179. The commander and staff examine many areas during a war game. These include, but are not limited to— All friendly capabilities. All enemy capabilities and critical civil considerations that impact operations. Global media responses to proposed actions. Movement considerations. Closure rates. Lengths of columns. Formation depths. Ranges and capabilities of weapon systems. Desired effects of fires. Templated enemy forces outside of the AO. Branches and sequels. 2-180. The commander and staff consider how to create conditions for success, protect the force, and shape the operational environment. Experience, historical data, SOPs, and doctrinal literature provide much of the necessary information. During a war game, staff officers propose appropriate control measures. 2-181. Staffs continually assess risks to friendly forces. When assessing risks of weapons of mass destruction to friendly forces, planners view the target that the force presents through the eyes of an enemy target analyst. Planners consider ways to reduce vulnerability and determine an appropriate level of mission-oriented protective posture consistent with mission accomplishment. 2-182. Staffs identify required assets of the warfighting functions to support the concept of operations, including those needed to synchronize sustaining operations. If requirements exceed available assets, staffs recommend priorities based on the situation, commander's intent, and planning guidance. To maintain flexibility, the commander may decide to create a reserve to maintain assets for unforeseen tasks or opportunities. 2-183. With the staff gathered around a visual representation of the COA and fully prepared to discuss it, the leader sets the tone for the war game and ensures the staff is prepared. The leader (or designated representative) orients staff members to the visual representation and explains the rules of the war game: Remain objective. Do not allow personalities or a sense of "what the commander wants" to influence the analysis. Avoid drawing premature conclusions and gathering facts to support such conclusions. Avoid defending a COA simply because you personally developed it. Record advantages and disadvantages of each COA accurately as they emerge. Continually assess feasibility, acceptability, completeness, distinguishability, and suitability of each COA. If a COA fails any of these tests, reject it.