Sound Military Decision Part 6

(1) A grasp of the salient features of the situation, favorable and unfavorable, including the perplexity inherent therein,

(2) A recognition of the incentive to solution of the problem, i.e., a realization of the desire or need for attaining a certain effect, an objective (page 36) which will be the maintenance or creation of a favorable military situation, and

(3) An appreciation of this objective in its relations.h.i.+p to the next further result to be accomplished by its attainment.

An understanding of relative fighting strength involves consideration of the means available and opposed, as influenced by the characteristics of the theater of operations. With this understanding there is provided a sound basis for the determination, later, of the feasibility of courses of action and of their acceptability with respect to consequences as to costs.

In the premises, the ability to understand the nature of a military problem is dependent on the knowledge, experience, character, and professional judgment of the commander. These qualities enable him to grasp the significance of the salient features of the situation. The same personal characteristics are instrumental in the recognition of the incentive. a.n.a.lysis indicates that an incentive may arise (1) by reason of a directive issued by higher authority, or (2) from the fact that a decision already reached by the commander has introduced further problems, or (3) because of the demands of the situation.

However, the primary consideration in understanding the nature of the problem is the appreciation of the objective from which the problem originates, i.e., the just estimation or accurate evaluation of this objective. Such consideration is primary because appreciation of this objective involves, as necessary concomitants, a grasp of the salient features of the existing situation (to be maintained or changed) and a recognition of the incentive.

Correct appreciation of this objective, in its relations.h.i.+p to the further effect to be produced, is thus the princ.i.p.al consideration in reaching an understanding of the appropriate effect desired. It is, to repeat, through an understanding of this factor and of the factors of relative fighting strength that the commander establishes the basis for the solution of his problem. (See Section I of Chapter VI, page 118).

The Solution of a Military Problem. When the commander has thus obtained an understanding of the basis of his problem, the actual procedure of solution is undertaken through the consideration of the factors involved in their influence on the various plans for the attainment of the appropriate effect desired, as thus established. The best plan, selected and embodied in outline in the decision, can then be further developed, if necessary, into a general plan for the commander's force and, finally, into a detailed plan, as the solution of the problem. (See page 22.)

The Major Components of a Military Problem. Each plan considered by the commander will involve (page 21) two major considerations: namely--an effect to be produced and the action required to produce it; or, in military terms, a correct military objective (or objectives) and effective operations for its attainment. The selection of correct military objectives and the determination of effective operations for their attainment are therefore the two major components of a military problem, because they are the princ.i.p.al considerations on which depends the soundness of military decision. To meet these requirements is a prime function of command, one which demands professional judgment of the highest order.

The major components of a military problem are of course intimately connected, because a purposeful action, accomplished, is equivalent to an objective, attained. Furthermore, the attainment of an objective involves the accomplishment of effective operations.

Because of the importance of the subject, the relations.h.i.+p between these two major components deserves very careful a.n.a.lysis. As has been observed (page 30), the action to be taken depends, in the first instance, on the effect to be produced. Therefore, the objective is, as compared to the action to attain it, the paramount matter.

Moreover, there is necessarily included, in the procedure of selecting a correct objective, a consideration as to whether the action to that end will be feasible and as to whether the consequences involved will be acceptable on the basis of the costs which will be exacted. If, then, the objective has been correctly selected in any situation, this procedure will have included, as a necessary incidental, the determination also, in the proper detail, of the operations required for its attainment.

Of the two major components involved in the selection of the best plan, the primary relates, therefore, to correct objectives.

Accordingly, this consideration is most aptly expressed in terms of the "selection" of objectives. The "determination" of necessary operations is a proper expression of the procedure therein involved, because this procedure, though also involving a major component of the problem is dependent on the primary consideration of objectives.

A valid guide for practical use during the process of solving military problems will therefore provide a basis, primarily, for the selection of correct objectives. However, the procedure for such selection, though requiring consideration of the action involved in attaining objectives, will seldom call for a complete a.n.a.lysis of such operations. Therefore, it is also desirable, for the solution of military problems, to provide a valid guide for the determination of effective operations, in detail. This guide may be used on occasions when, the correct objective having been selected, the only remaining problem is to work out the detailed operations involved.

The Fundamental Military Principle, developed in the preceding chapter, has been formulated to fulfill the requirements described in the preceding paragraph. Through the exhaustive a.n.a.lysis of the elements involved, there has been provided, in the form of a single fundamental principle, a valid guide for the selection of correct military objectives and for the due determination of effective operations for their attainment.

In the present chapter, the abstract application of the Principle is discussed in terms of fundamental considerations. Section II of the chapter deals with the selection of objectives; this subject, in more specific terms, is later expanded in Chapter VI. Section III of the present chapter deals with the determination of operations; this subject, in more specific terms, is expanded in Chapter VII. The present chapter affords a treatment applicable to military problems of any nature. Later expansion is applicable, more especially, to naval problems.

This arrangement of the subject matter has been adopted for two reasons. First, discussion of fundamental considerations, thus taken up at the present point, immediately follows the formulation of the principle (in Chapter III). Furthermore, a fundamental treatment, prior to Chapters VI and VII, permits maximum brevity in the discussion, therein. The commander, having mastered the fundamentals dealt with here, can later follow the detailed procedure with minimum distraction due to reference to the preceding discussion.

Essential Elements Involved. As previously stated, the problems of war differ from those of other human activities with respect, only (page 35), to the specialized character of the factors that enter.

The final outcome is dependent (page 8) on ability to isolate, occupy, or otherwise control the territory of the enemy. The sea, though it supplements the resources of land areas, is dest.i.tute of many essential requirements of man, and affords no basis, alone, for the secure development of human activities. Land is the natural habitat of man. The sea provides routes of communication between land areas. The air affords routes of communication over both land and sea.

These facts inject into military operations certain factors peculiar to movement of military forces by land, sea, and air (page 60). There are also involved the specialized demands of a technique for the imposition of and the resistance to physical violence. In addition there appear those factors related to the psychology of human reactions to armed conflict.

In any situation involving opposing armed forces, the problem, as in any human activity (page 30), is, from the standpoint of each opponent, a matter of maintaining existing conditions or of bringing about a change. The method employed, if the action is to be effective, will follow lines calculated to shape the ensuing progressive changes in circ.u.mstances toward the attainment of the end in view. The action to be taken will be ineffective if it does not support the calculated line of endeavor, i.e., if it is not suitable or adequate forcibly to shape the course of events either toward the creation of a desired new and more favorable situation, or the maintenance of the original conditions.

The a.n.a.lysis of the princ.i.p.al components of a military problem--i.e., the military objectives and the military operations appropriate to the effort for their attainment--therefore requires a study of such objectives and operations in terms, respectively, of a favorable military situation (page 37) and of a favorably progressing military operation (page 38). As has been observed, the salient features of such a situation or operation are, from the abstract viewpoint, identical, as are also the factors which determine the character of such features (page 39). As a covering word for such features and factors, alike, the term "elements" appears especially suitable, inasmuch as it properly comprises the const.i.tuent parts of any subject, as well as the factors which may pertain thereto.

Accordingly, the a.n.a.lysis, following, of the procedure for selection of correct military objectives is made in terms of the essential elements of a favorable military situation. For like reasons, the a.n.a.lysis of the procedure for determining the character of the detailed operations required is made in terms of the essential elements of a favorably progressing military operation. (For these elements, see the salient features and the factors cited in the Fundamental Military Principle, page 41.)

II. SELECTION OF CORRECT MILITARY OBJECTIVES

Nature of Military Objectives. In the previous discussion (page 36), the military objective has been defined as the end toward which action is being, or is to be, directed. As such it has been noted as an objective in mind. The tangible focus of effort, the physical objective toward which the action is directed, has been observed to be an objective in s.p.a.ce. The physical objective is always an object, be it only a geographical point, while the objective, being a mental concept, is a situation to be created or maintained.

The term "objective" requires circ.u.mspection, not only in the manner of its expression (see page 53), but in its use. The latter is true because the purport of the objective under consideration will vary with the viewpoint of the echelon concerned. For instance, the proper visualization of an objective, as an "effect desired" (page 19), calls for a correct answer to the question, "Who desires this effect to be produced?" (See page 4).

A variety of viewpoints is thus a natural characteristic of the chain of command (pages 11-13), whose functioning creates what may be called a "chain of objectives".

Necessary exceptions aside, the commander expects to receive, from his immediate superior, an a.s.signed objective, which that superior thus enjoins the commander to attain. The commander, in turn, through the use of the natural mental processes already explained, decides on an objective, for the general effort of his own force, to attain the objective a.s.signed by his immediate superior.

As a subordinate, a commander to whom an objective has been a.s.signed is responsible to his immediate superior for its attainment. The commander may, however, also occupy the position of an immediate superior to one or more commanders on the next lower echelon. In such capacity, he may a.s.sign objectives to these immediate subordinates. By attaining such an a.s.signed objective, each of these subordinates thus contributes to the success of the complete effort planned by his immediate superior, to the extent represented by his own a.s.signed share of the effort.

A commander can scarcely expect to receive in full the intelligent support of his subordinate commanders, unless he makes clear to them the character of his own planned effort. It is customary, therefore, when a.s.signing an objective to a subordinate, also to inform him of the purpose which its attainment is intended to further. Stated differently, a commander, when imposing upon an immediate subordinate an effect which he is to produce, informs him, at the same time, of the nature of the military result which he, the immediate superior, has determined to bring about.

This is the part of wisdom, not merely of choice. It acquaints the immediate subordinate with the objective of the immediate superior and thus enables the former to comprehend wherein the attainment of his own a.s.signed objective is expected to contribute to the attainment of the effect desired by his superior.

Since the attainment of the a.s.signed objectives will represent the consummation of the general plan of the immediate superior, the purpose of each of these a.s.signments is to a.s.sist in the attainment of the objective announced, for his entire force, by the immediate superior (see also page 12).

From the viewpoint of the subordinate, the objective thus a.s.signed by the immediate superior becomes the appropriate effect desired, essential to the determination of the accomplishment which the former is to effect by his own effort. On occasion, also, the full scope of the appropriate effect desired may require consideration of the objectives of higher echelons in the chain of command, so far as such objectives may be known or deduced.

The responsibility of the immediate superior, in the matter of ensuring that his immediate subordinates understand the purpose of their a.s.signed objectives, is in no respect less than that which falls upon these subordinates in the execution of their own a.s.signments. By failing to provide subordinate commanders, through whatever methods, with a knowledge not only of the details of his plan but of the general objective which their integrated effort is calculated to attain, the superior may actually subject his undertaking to the risk of failure.

The decision as to the general plan (page 44) for the attainment of his a.s.signed objective provides the commander with an objective which he himself has originated. With the plan for the attainment of his general objective clearly fixed in mind, the commander may now proceed to the selection of one or more objectives of a specific nature, the integrated attainment of which will ensure the attainment of his a.s.signed objective. The instructions which he may then give, severally, to his immediate subordinates in a detailed plan of operations, thus indicate to the latter their a.s.signed objectives.

(See also page 22.)

The source of the incentive (page 44) has an intimate connection with the a.s.signed objective. Furthermore, whatever the origin of the incentive, the ability to select correct objectives is an essential element in the mental equipment of the commander.

For example, if the incentive arises by reason of a directive received from higher authority, such directive will presumably a.s.sign an objective, specific or inferred. The commander to whom such an objective is a.s.signed is responsible for a correct understanding of all the implications involved, including the relations.h.i.+p between the a.s.signed objective and the general objective of the next higher commander, which represents the purpose of the a.s.signed objective. On occasion it will also be necessary for the commander to consider the relations.h.i.+ps involved with the further objectives of the higher command (page 49). Again, without any suggestion of cavilling at orders received, the commander may also find occasion to examine, with care, the implications of his a.s.signed objective, because of his responsibility for taking correct action in the premises (page 15).

If the incentive arises from a decision previously made by the commander, it follows that such decision will have embodied an objective, selected by the commander himself.

If the incentive arises because of the demands of the situation, the commander is responsible for recognition of the necessity for action and for the correct selection of an appropriate objective, to be adopted by him as a basis for his own action as if it were a.s.signed by higher authority.

An a.s.signed objective having been established with respect to the basis for his problem, the commander is always responsible for the correct selection of an objective to serve as the end in view for the general, integrated action of his subordinate commanders.

Once such an objective has been selected, the commander is further responsible for selecting, on the basis provided thereby, correct objectives to be a.s.signed to his subordinate commanders.

For various practical reasons, therefore, the responsibility of the commander requires of him the ability to select correct objectives. On the basis of cla.s.sification with respect to the authority making the selection, a.n.a.lysis will demonstrate the existence of two types of objectives.

These two types of objectives are (see page 30 as to effects and further effects), namely, (1) the a.s.signed objective (page 48) ordinarily indicated by higher authority, exceptionally determined by the commander for himself, and (2) the objective typically selected by the commander, himself, as the end in view for the integrated effort of his subordinates. It will be noted that in the latter category there will fall, not only the general objective referred to immediately above, but numerous other objectives for whose attainment provision may be needed during the actual prosecution of the effort or in antic.i.p.ation thereof.

Procedure for Selection of Correct Military Objectives. The Fundamental Military Principle (page 41), properly applied, is the basis for the selection of any or all of such objectives. The procedure involves the direct application of the corollary Principle of the Correct Military Objective.

According to this principle, the selection of a correct military objective depends on due consideration of the salient features noted, i.e., correct physical objectives, advantageous relative positions, proper apportionment of fighting strength, and provision for adequate freedom of action. These features, discussed in greater detail hereafter (in this chapter), are determined by factors cited in the Principle (pages 41-42).

The first factor being the appropriate effect desired, a correct military objective is selected, in the first instance, by reference to the requirement of suitability as to this factor. This appropriate effect desired may be indicated by the higher command (page 44), or may be determined by the commander himself as hereinafter explained (page 52).

When the appropriate effect desired has been established, the next consideration is, "What physical objective (or objectives) can be found, action with relation to which will, if successful, attain this effect?"

For example, if the appropriate effect desired were the "reduction of enemy battles.h.i.+p strength" in a certain area, then an enemy battles.h.i.+p appearing therein would manifestly be a correct physical objective. A suitable action with relation thereto would be "to destroy the enemy battles.h.i.+p", in which case the objective involved in the action would be "the destruction of the enemy battles.h.i.+p".

Any lesser accomplishment, such as infliction of damage on the enemy battles.h.i.+p, or its repulse, or its diversion elsewhere, would also be suitable to the appropriate effect desired, though not in the same degree. Each such visualized accomplishment, suitable to the appropriate effect desired, may properly be considered as a tentatively selected objective.

An objective having been tentatively selected on the basis of the appropriate effect desired, its final selection will naturally depend, as indicated in the Principle, on the feasibility of the effort involved in the attainment of each such objective, and on the acceptability of the consequences as to costs.