No. 15-06 - United States Army

Military Decisionmaking Process

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MILITARY DECISIONMAKING PROCESS

Foreword

Historically, a unit's success is directly related to the ability of the staff to execute the military decisionmaking process (MDMP). Given the increased complexity of today's operational environment and the vast array of mission command systems and processes, integration and synchronization of all activities associated with operations are increasingly difficult. Observations derived from deployed units, as well as from trainers at Combat Training Centers (CTCs) over the past decade, indicate a significant loss of unit ability to conduct a detailed MDMP. This lack of planning expertise results in de-synchronized operations, and could ultimately cost the lives of Soldiers. Both in actual operations and in training at the CTCs, planning time is often extremely limited. In these instances, units often omit steps of the MDMP. Most CTC trainers agree that when time is limited, completely omitting any step of the MDMP is not the solution and often degrades mission success. Combat operations in Iraq and Afghanistan resulted in the use of non-doctrinal story boards in the planning process. This practice lacks the fidelity necessary to provide the commander with decisionmaking information he needs, and can lead to a loss of synchronization during operations. The MDMP is a solid model for developing a solution to a problem. However, if the staff conducting the MDMP is unfamiliar with each of the steps, the process can become very complex, and errors committed early in the process become increasingly problematic as planning continues. The MDMP facilitates interaction among the commander, staff, and subordinate headquarters throughout the operations process. It provides a structure for the staff to work collectively and produce a coordinated plan. During planning, staff members monitor, track, and aggressively seek information important to their functional areas. They assess how this information affects course of action development and apply it to any recommendations they make.

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CENTER FOR ARMY LESSONS LEARNED

There are numerous key doctrinal manuals that address MDMP. This handbook is designed to consolidate much of this doctrine, combined with analysis of observations from recent deployments and CTC rotations, into a single source that is useful to junior leaders as they conduct the MDMP. More detailed study of the MDMP can be accomplished by studying the key doctrinal manuals listed in Chapter 13 of this handbook.

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MILITARY DECISIONMAKING PROCESS

Military Decisionmaking Process

Table of Contents

Introduction

1

Chapter 1. Army Design Methodology

3

Chapter 2. Military Decisionmaking Process

7

Chapter 3. Receipt of Mission

9

Chapter 4. Mission Analysis

11

Chapter 5. Course of Action Development

27

Chapter 6. Course of Action Analysis

39

Chapter 7. Course of Action Comparison

59

Chapter 8. Course of Action Approval

63

Chapter 9. Assessments

65

Chapter 10. Operations Order

71

Chapter 11. Rehearsals

83

Chapter 12. Terminology

97

Chapter 13. References

103

Center For Army Lessons Learned

Director Deputy Division Chief

COL Paul P. Reese Mr. George J. Mordica II

CALL Lead Analyst CALL Contributing Analyst Project Analyst

Mr. Jeff Baker

Mr. James Cameron

Mr. Mike Flynn Combined Arms Doctrine Directorate

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CENTER FOR ARMY LESSONS LEARNED

The Secretary of the Army has determined that the publication of this periodical is necessary in the transaction of the public business as required by law of the Department. Unless otherwise stated, whenever the masculine or feminine gender is used, both are intended. Note: Any publications (other than CALL publications) referenced in this product, such as ARs, FMs, and TMs, must be obtained through your pinpoint distribution system.

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