QUICK DECISION MAKING

The MAP can be used by commanders at all level of command for decision
making. The decision making process should be practiced until it is well understood
and becomes natural in all situations and problems. A quick MAP will normally be
conducted by a commander in the absence of any staff support, especially at the lower
tactical level.

Commanders at all levels will normally conduct the quick MAP in a linear,
step by step fashion as detailed in the annex, to ensure that the final plan is the best
that can be developed under a particular situation. Commanders may need to adapt
the quick MAP to suit the time restrictions and their particular requirements, however,
all steps should be addressed. Commanders with limited staff support may choose to
draw upon key staff members and higher HQ MAP products, if available, to assist in
their own MAP.

Any products from the deliberate MAP may be used if available but the quick
MAP can be used with or without the benefit of a previous, Higher HQ MAP or
battlespace and enemy analysis.

The quick MAP requires an immediate review of the problem and time
available, five steps are taken to make the best decision possible, given available
information and time. Many of the steps may be done mentally by the commander to
OUTPUTS
save time or will already be well known to the decision maker due to his intimate
Preliminary
involvement with the current Action
situation. Assessment
The process largelyofmirrors to that of the
deliberate MAP but considers ground and enemy in time available
detail rather than through the IPB
process undertaken by expert staff in the deliberate MAP. At a glance the quick MAP
is given at Figure 3 1.

Figure 3 1: The Quick MAP

MISSION ANALYSIS Purpose
INITIAL STEP - PRELIMINARY ACTION

Any action requiring a decision should initiate the quick MAP, such as the
- Detail ground factors
EVALUATION OF
receipt of a warning order, orders
FACTORS
or as a result of- Detail
a changed
enemysituation.
factors At this point
the individual must complete an initial assessment of the situation and problem. This
is especially so on the available time to conduct the MAP. It should also assess the
problem at hand and time for execution. This will- Advantage
set the framework
and of the problem
and how to deal with it. The commander
COURSE OF at this time would have got a picture of the
disadvantage
REVIEW

problem he is facing and has ACTION

done a mental appreciation of theand
- Likelihood situation.
effects

SELECTION OF THE Options

BEST COURSE
STEP 1 MISSION ANALYSIS

PLAN Implementation
 The first step of the MAP, Mission Analysis, is the principal decision making
tool that promotes the application of Directive Control. Mission Analysis is the
dynamic and continual process of review and re-evaluation of the operational
situation by the commander. It is the critical part of the decision making process for
extracting and deducing from the superiors orders, the tasks necessary to fulfil the
mission. It places in context what effects has to be achieved in the overall design for
operations and enables the commanders to assess his assigned mission and tasks, as
well as the purpose behind them. It is than the requirements of every subordinate
commanders to understand the overall intent of their superior in order to establish
what tasks, constraints and limitations exist. This is the fundamental to the
development of their own plan within the overall framework of the superiors plan.

Review of the Situation. Reviewing the situation involves updating the

individual with the current situation. The aim is to quickly review the key elements
needed for immediate planning. In an ongoing operation most of the main elements
would have already been known and only a brief description of changed situations are
being reviewed that will effect the overall plan. Importantly the individual should
update himself of situations and gaps in his knowledge, which could affect his
decision later. Some of the factors that are usually being reviewed are as follows:

a. Battlespace. Battlespace is the entire spectrum in which the operation

is conducted. At the lower tactical level the most important element of the
battlespace to be reviewed is ground and how it may afford opportunities for
fire and manoeuvre in relation to the enemy.

b. Enemy. Immediate knowledge of what the enemy intentions and his

ultimate mission is, paramount to a successful planning. His size, activity,
location, unit, tactics and critical time, and equipment are important elements
that should be reviewed.

c. Own Troops. The current location and state of own troops are
paramount to the commander. It will also include the superior commanders
intent and how he wants to counter any enemy reaction. It may be in the form
of displacing of troops or pre-employment of assets.

d. Timeline. Time is the utmost essential non-renewable resources able

to be exploited by the commander. The aim here is to use the available time
more effectively than the enemy and overwhelm his decision making. The
available time determines the level of detail to which the commander can plan.
The commander must use available time to act before the enemy does, in order
to seize and retain the initiative. Therefore, the timeline is one of the most
important early decisions taken by the commander. Time should also be
planned for, for subordinates to conduct their planning. The 1/3 (for principal
planners) and 2/3 (for subordinate planning) time planning is usually used.

Analyse Higher Commanders Intent and Determine Own Mission. The

superior commanders intent provide subordinates the reason for the operation, the
effects to be created on the enemy, the desired outcome and the state of the force once
the operation is complete. Analysis of the superior commanders intent facilitates
directive control and ensures a subordinate understands the part his force is to play in
the operation.

The assigned mission should be readily determined from the orders. In a

changed situation where new orders have not being issued, the existing orders need to
be considered in light of the new situation, this is done by analysing the Commanders
intent 2 up in outline and 1 up in detail. E.g. a commander at battalion level with
analyse his commanders intent 2 up in outline Division Commanders intent and 1
up in detail Brigade Commanders intent.

Determine Tasks. Tasks are determined by identifying specified, implied and

essential tasks. Tasks to support the superior commanders intent will be specified in
the orders. Any implied tasks not specified in the orders must be identified to ensure
the range of supporting actions required to complete the mission are included or taken
into consideration when developing the COA. Those tasks considered essential to the
success of the mission will focus on the commanders planning and form the basis for
the final plan.

Identify Freedom of Action/Limitations. The commander identifies

limitations to the execution of the operation and clarifies the range of possibilities in
the achievement of the mission.

Identify Critical Facts and Assumptions. At this point the commander will
have identified what he does and doesnt know and possible ways of fulfilling his
information gaps. Valid assumptions must be made in the absence of facts to enable
planning. The continuing validity of these assumptions will directly affect the
integrity of the final plan.

a. Critical Facts. Are events that may have a considerable impact on

how a commander achieves his mission (e.g. for the conduct of a defensive op
he has very limited mines, therefore, counter-mobility must be relied on using
natural obstacles). These facts could be for tangible and intangible factors.

b. Development of Valid Assumptions. This allows planning to

continue in the absence of facts. The commander should not assume away a
problem, he shouldnt make assumptions on the ground, enemy or even
weather.

Confirm or Change Mission. Having completed the above actions the

commander is now in a position to either confirm the mission or alter it to suit the
changed situation. Changing an assigned mission is not to be undertaken lightly. The
commander must seek approval of the superior commander as soon as possible.
Ultimately, changing a mission will be dependant upon the relationship and the degree
of thrust and understanding between commanders. A second warning order should be
issued as soon as possible to facilitate planning by subordinates.
STEP 2 EVALUATION OF FACTORS

In evaluating the factors required for the subsequent step, this is basically the
development of the COA of own troops. In the quick MAP the ground and enemy is
analysed here from the situation developed from the superior commanders orders or
from the current situation of the operation.

Ground. Analysing the ground will require the commander to define the area
in which operations will be conducted and to determine how possible influences in
this area may effect his own operations and those of the enemy. Analysis of the
ground does not have to be a lengthy process. It may be well known by the
commander and should only be detailed as is necessary to plan and conduct the
operation.

Analysing the ground includes all aspects of the environment encompassed by

the area of operation (AO) and the area of interest (AI). The AO at lower tactical
levels may be the immediate ground by which it could be covered by small arms fire.
However, it is normally designated by the superior commander by assigning
boundaries, whilst the AI extends beyond these boundaries to include external
influences which may well impact upon our operations over time. At the lower
tactical level the most important element of the ground to be reviewed is the area by
which the enemy can afford his influence by fire or movement.

Defining the Effects of Ground. This involves determining the effects of the
ground and weather. Ground analysis should follow the acronym O, C, O, K, A:

a. Observation and Fields of Fire. Determines the ability to see and

effectively engage the enemy by fire.

b. Concealment and Cover. Determines areas, which offer protection

from observation and enemy fire and identify possible routes, assembly areas
and FUPs. In other words, conceal from sight and cover from fire.

c. Obstacles. Identifies any natural and manmade features, which may

impede or channel movement. Terrain can be graded as offering unrestricted,
restricted or very restricted movement to tactical formations.

d. Key Terrain and Vital Ground. Key terrain is ground, which affords a
marked advantage. Vital ground has an impact on the operation.

e. Avenues of Approach. Identifies the routes either force may take to its
objective or to key or vital terrain. This will in turn identify potential battle
positions, which cover such approaches.

The above effects should be considered taking into consideration the effects of
weather, particularly for the potential to increase the effects of obstacles.
 Analysis of the Enemy. Analysis of the enemy provides the commander with
an assessment of the enemys capabilities. In addition it will identify enemy
vulnerabilities, which may be exploited. These vulnerabilities should feature along
with our mission and tasks as the basis of development of our own COA.

Evaluate the Enemy. Much may have already been known about the
enemys doctrine and equipment from previous contacts. In planning for a new
operation it may be necessary to assume the enemys broad capabilities based on
information from higher HQ or a worse case scenario. In any case, it should not be
assumed that the enemy will conform to a doctrinal template but rather will fight to
achieve is objectives using initiative and deceptions.

Own Troops. This evaluation of own troop capabilities as well as assigned

troops to the unit concern. This will include flanking units and also administration
consideration. This is usually given by the superior commander and the information
can be obtained either from the warning order or even operational plan. These are
than deduced to counter enemy likely action. This assessment will give an idea to the
commander the vulnerabilities and strengths of either forces and fit his commanders
requirements where it is most needed. Eventually the commander will come up with
a conclusion of how much forces he will require to counter the enemy action or
vulnerabilities.

Civilians. This is another important aspect that has been left out in the
military decision making. However this factor should only be considered where
applicable. The evaluation of how this factor may assist or even be a hindrance or
threat should be considered. This aspect is usually considered in respect of displaced
persons, refugees and deserters. In the offensive operation they may be a hindrance to
traffic flow as well as the possibility of enemy infiltrators amongst the refugees. In
the defensive operation, the battlespace may be areas where civilian population exists.
Plans must be made with specific civilian authorities for the use of facilities (ports,
railways, airports, power supply, etc), protection of displaced persons and refugees
and civil-military cooperation, be it with non-government organisation or government
organisation.

Time and Space. Time and space is analysed so that the commander will
know exactly how much time he has to complete the mission. This is analysed in
detail including methodology data that will affect the entire mission. Detail
calculation of distance on its effect on time is particularly important to be taken into
consideration when analysing this factor.

Assessment of Troops to Tasks. This is to analysed the troops available to

complete the tasks at hand. It should be gauged at every step of the operation. This
result will determine how much troop including combat support requirement is
required to undertake the tasks given.

STEP 3 COURSE OF ACTION

 During this step the development of own COA and the enemy is conducted.
While developing the enemy COA there is a tendency to direct the enemys action to
what we want him to do. This will have to be done in the best possible way that
would not undermine the enemys capabilities.

Determine Enemy COA. Determining enemy possible COAs is best done

from the enemy commanders perspective and consists of the following:

a. Identify Enemy Likely Mission, Objectives, Intent and Endstate.

Make assumptions if these aspects are unknown.

b. Identify a Range of Enemy COA. The range of viable COA that the
enemy may adopt to achieve his mission must be identified. Test these COA
as being suitable, feasible and acceptable.

c. Prioritise the Enemy COA. The enemy COA are considered in terms
of likelihood and effect. This will identify a most likely and most dangerous
COA, although it must be remembered that the enemy may adopt any
variation within these.

d. Determine the Enemy Centre of Gravity. The COG is that aspect

that provides his strength or freedom of action. Any vulnerabilities that may
undermine his COG must be identified. At the lower tactical level, the COG
may be something as obvious as the enemy squad heavy weapon, and
vulnerability may be an inability to cover more than one approach.

e. Identify Critical Events. Critical events describe where and when the
enemy will take important actions or decisions during each COA.
Identification of these will determine AI that will require cover by friendly
observation and possibly fire to disrupt the enemy and deny him freedom of
action.

f. Determine the Decisive Event(s) for the Operation. DEs are

important events that will achieve the commander's intent and also undermine
the enemy COG at the commander's level. This requires a merging of the
essential tasks from mission analysis and the enemy analysis thus far. DEs are
useful in providing a focus for own COA development. At the lower tactical
level a DE may be neutralisation of the enemy fire support position or
destruction of the enemy in the engagement area (EA).

Determine Own COA. Here the commanders aim is to develop options to

achieve the mission. The number of COA that are developed and the level of detail in
each COA is time dependant. It is important to think creatively and to incorporate
surprise and initiative in the COA. The involvement of subordinates in COA
development will speed up this step and resolve potential friction. The elements of
COA are:
a. Create COA Concepts. This is done by visualising schemes of
manoeuvre that achieve the Decisive Event with varying order and emphasis.
 It may be useful to sketch various COA on an overlay as the concept comes to
mind, allocating broad forces to achieve the mission.

b. Test the COA. The COA concepts are tested as being suitable,
feasible and acceptable. Those that do not meet these test requirements are
discarded or modified.

c. Fully Develop the COA. If time permits, the COA should be fully
developed to include a scheme of manoeuvre (groupings, mission and tasks for
subordinates), a main effort, timings and supporting activities. Each COA
should be in actual fact a mini plan on its own.

STEP 4 SELECTION OF THE BEST COURSE

This step involves the commander deciding on the best COA. This involves:

a. Conduct a Quick Wargame. This step requires the conduct of a quick

wargame of only the decisive events of each COA as a mental exercise. The
quick wargame method is detailed at paragraph 723.

b. Compare COA. This step will flow on naturally from COA analysis
and should be based on valid comparison criteria.

c. Select the Best COA. This should be obvious from the comparison
but ultimately may be a merging of the best aspects of COA considered.

It also involves deciding on the most likely COA that the enemy would under
take in order to achieve his mission. This should not be taken lightly and no
compromise on the enemy capabilities while selecting his likely COA.

STEP 5 - PLAN

Decision and execution involves the commander implementing the plan. This
involves:

a. Developing and Issue the Plan. Write and deliver the orders for the
operation or retain the plan for future reference or development as required.
Other COA previously considered but rejected may be developed into
contingency plans.

b. Execute and Monitor the Plan. The plan is executed and monitored
to quickly identify changes requiring and amendment to orders. Contingency
plans should be reviewed and updated as time permits.

Mission. The plan begins with the identification of the mission. The mission
is the required result of the problem. The mission must be within the bounds of
immediate planning. The Mission is articulated as a Mission Statement.
 In some cases the mission will not be given as a mission statement. In those
instances, the Mission Statement can derive from the task allotted by the superior
commander, supported by limitations and intent from the execution general outline
and coordinating instructions, paragraphs of the orders.

Format of Mission Statement. The elements of a mission statement are

WHO, WHAT, WHERE, WHEN and WHY. Combined these elements define the
overall task and purpose. For example, 7 Bde (WHO) is to capture (WHAT) the
crossing point over SUNGAI LINGGI (WHERE) by 160800H Jul 07 (WHEN) in
order to facilitate the advance of 3 Div to Obj TIGER (WHY).

Subsequently the plan consists of the following subheadings:

a. Execution.

b. Detail tasks.

c. Coordinating instructions.

d. Command and signal.

SUMMARY

The quick MAP is based upon the deliberate MAP. This is because the
process of decision making essentially unchanged regardless of the level. This is not
to suggest that individual decision making need be a lengthy and involved activity.
The circumstances at the tactical level will often require a commander to analyse,
decide and act quickly. The quick MAP must therefore be adapted to meet the time
restriction and particular requirements of the commander. An understanding of the
process and practice in its adapting its application to the situation at hand will
facilitate timely decision making and action.