Mission Command

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Mission CommandMatch of the Day

• Sqn Ldr Rhys Cowsill

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SCOPE

• Origins.
• Use and Development 1806 to Cold War.
• Introduction to British Military Doctrine.
• Mechanics.
• Culture.
• Threats and Opportunities.

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MATCH OF THE DAY14th October 1806

• PRUSSIA
• (Professionals and hot favourites)
• vs
• FRANCE
• (Upstart peasants New Manager)
• At Jena and Auerstadt
• Kick-off 3.00pm

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NAPOLEON
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SCHARNHORST
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SCHARNHORST

• We fought bravely enough, but not cleverly
  enough.

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CARL von CLAUSEWITZ On War(published
posthumously 1832)
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CLAUSEWITZ LEGACY

• The Fog of War.
• The Friction of War.
• The importance of speed of decision making.

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Findings of Scharnhorsts Board of Inquiry

• The Prussian Army was run as a machine, with iron
  discipline, because the morale of the troops was
  low.
• Officers tried to counter chaos of battle by
  using mathematical principles.
• Nobody took action without orders.
• Highly centralised and process-dominated.
• It used Befehltaktik i.e. based on Orders.

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Findings of Scharnhorsts Board of Inquiry

• Napoleon was able to communicate very rapidly
  with his Marshals.
• He explained his intentions, as well as what he
  wanted them to do.
• He expected them to use their initiative.
• They did!
• The result was a very high tempo a very fast
  OODA loop.

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The OODA Loop
Observation
Orientation
Action
Decision
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Reforms to the Prussian Army

• The need for speed of decision making was
  recognised.
• Officers were trained and authorised to make
  real-time decisions at low level.
• Philosophy that it was better to act now with
  good intentions than to wait for the right
  order.
• Doing nothing was a greater sin than making the
  wrong decision.
• Orders from above could not possibly give the
  officer on the ground all the guidance he would
  need.

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Field Marshal Von Moltke
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Field Marshal Von Moltke

• Father of Auftragstaktik.
• Obedience is a principle, but the man stands
  above the principle.

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Auftragstaktik

• Senior commanders should not order more than was
  absolutely necessary but should ensure the goal
  was clear.
• In case of doubt, subordinate commanders should
  seize the initiative.

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MATCH OF THE DAY 2

• Franco Prussian War 1870
• Return (grudge) Match
• FRANCE
• vs
• PRUSSIA
• Kick-off 3.00pm

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MATCH OF THE DAY 3

• The Great War 1914
• GERMANY
• (ex Prussia)
• vs
• COMBINED SERVICES
• (France/BEF)

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Match Report

• Owing to muddy conditions and outstanding new
  goalkeeping device (machine guns), match
  stagnates and goes into extra time.
• OODA Loop goes from observation to action and
  back again.

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The OODA Loop
Observation
Orientation
Action
Decision
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Match Report

• Owing to muddy conditions and outstanding new
  goalkeeping device (machine guns), match
  stagnates and goes into extra time.
• OODA Loop goes from observation to action and
  back again.
• Auftragstaktik comes on as late substitute and
  almost wins the game.

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Between the Wars

• Germany develops an Army of 100,000 officers.
• Training centred on thinking obedience.
• Trust becomes central to military doctrine.
• Everyone expected to learn, and be able to do,
  the job 2 levels up.
• Proves very effective in coping with and using
  the chaos of the battlefield.

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British Army (the Victors!)

• Reverts to huntin shootin an fishin.
• Prefers to try to control the chaos of the
  battlefield.
• Designs a Master plan.
• Master plan specifies in great detail precisely
  what everyone has to do.
• Yet, orders are not considered absolute.
• Result is a lot of debating and delay
• very slow OODA Loop.

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The OODA Loop
Observation
Orientation
Action
Decision
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Royal Air Force
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Royal Air Force
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Royal Air Force

• Unusually, prepares to fight the NEXT war.
• Dowding designs integrated defence system for
  Battle of Britain (NEC?).
• Delegates responsibility for the fighting to
  Group Commanders.
• Allows for a very fast OODA Loop.

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The OODA Loop
Observation
Orientation
Action
Decision
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Royal Air Force

• Unusually, prepares to fight the NEXT war.
• Dowding designs integrated defence system for
  Battle of Britain (NEC?).
• Delegates responsibility for the fighting to
  Group Commanders.
• Allows for a very fast OODA Loop.
• This is the main reason for the defeat of the
  Luftwaffe.

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MATCH OF THE DAY 4

• Second World War 1939
• OLD FIRM GAME
• Venue Various
• Kick-off 3.00pm

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Match Report

• Germany has outstanding first half using
  Auftragstaktik from the off.
• Big wins away in Poland, Czechoslovakia, Holland,
  Belgium France etc. etc.
• Manager substitutes Befehltaktik for
  Auftragstaktik just after half time.
• Germany loses away in Russia (Stalingrad City).
• Loses to new Combined Services (US/UK).
• Loses at home trying to play 2 games at once.

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Cold War

• Static posturing.
• Everyone told what they had to do
  (Befehltaktik?).
• Not manoeuvre warfare.
• Little need for Auftragstaktik.
• But!! BAOR is seriously out-numbered and so

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Field Marshal Bagnall KCB GCB CVO MC

• 1986 Introduces principles of Auftragstaktik to
  UK Military doctrine and influences NATO
  doctrine.
• Doctrine becomes known as Mission Command.
• Great idea!
• but nobody knows about it.

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Mission Command

• Is designed to facilitate effective action under
  chaotic and confusing conditions.
• Is based on trust.
• Is intended to unify autonomy and alignment.
• The mechanics are as follows

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Mission Command

• The Commander
• Briefs his intent to 2 levels down.
• Explains the limitations, e.g. time, boundaries,
  must do, mustnt do.
• Allocates resources.
• States WHAT is to be achieved, not HOW it is to
  be achieved.
• Gives decision-making criteria.

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Mission Command

• The Subordinate Commander
• Understands my role in his plan 2 levels up.
• Devises his own plan to play his part in
  achieving the commanders intent.
• Asks for more resources if needed, but offers
  back resources not needed.
• Briefs his subordinates 2 levels down.
• and so forth

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The Culture Required for Effective Mission Command

• The Commander retains ultimate responsibility for
  decisions but
• He must genuinely empower his people.
• He must trust his subordinates.
• Everyone must act as a leader.
• A decision to act now in accordance with
  commanders intent, rather than to wait for
  orders, is imperative.

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Threats and Opportunities

• The greatest threat to the successful
  implementation of Mission Command is a belief
  that technology will allow command to be
  supplanted by control.
• The greatest challenge is to use Mission Command,
  not just in war, but in every-day episodes of
  leadership at all levels and to become proficient
  in its use.