Lieutenant Colonel George A. Custer executed poor mission command during the Battle of Little Bighorn by failing to create a shared understanding of the operational environment and exercise disciplined initiative. Custer was the commander of a battalion in the Battle of Little Bighorn during the Indian Wars1. Little Bighorn was the location of a nomadic village of Lakota Sioux, Northern Cheyenne, and Arapaho tribes2. Custer approached the unified Indian village with his force of nearly 650 men from the east and south to act as a hammer. Following Custer’s advance, additional infantry and cavalry approached from the north to act as a blocking force or anvil in support of Custer's movements2.
Ulysses S. Grant, 1861-1863 The paper conducts a chronological examination of the impact operational education and experience had towards the rise of U.S. Grant as an operational commander, focusing on involvement during the initial two years of the American Civil War in the Western (Mississippi) Theater. The origins of Union Strategy, and Grant's evolution as an operational commander, is seen through operational experiences in early Civil War battles at Belmont, Forts Henry and Donelson, Shiloh, and Vicksburg. Discussion cites the complementary nature of a firm moral foundation towards credibility as an operational leader and commander, highlighting experience as a key in the commander's education in balancing the operational factors of time,
Air Forces, initially seen as something other than an essential part of the operation. General Franks and General Mikolashek needed competence in their subordinate commander General Hagenbeck to give him the leverage he needed to make command decisions. Therefore, the military forces must devise a new plan without veering from the commander's intent. This new plan consisted of massive air strikes to support U.S. Army forces in the valley. Having a shared understanding as defined in ADP 6-0 (2019) paragraph 1-38, commanders and staffs actively create shared understanding throughout operations (planning, preparation, execution, and assessment).
position, however, the strain between the ranks compounded. In his book Company Commander, historian Charles B. MacDonald described his experience as a newly commissioned captain to a combat-experienced regiment during the Battle of the Bulge. Early in the campaign, after his first engagement as the company’s commander, MacDonald recalled, “I wondered what the men of my headquarters group thought of me as a company commander now? Had I been a complete failure?
SNC delivered a clear and accurate five paragraph order minimizing the use of filler words and briefing the order with a confident and authoritative tone. SNC rendered particular attention to the Size and Activity portions of the Enemy Situation. SNC’s initial plan was unclear and included phrases such as “most likely”. SNC overcame the deficiencies of his initial plan and issued specific tasks to subordinates. SNC effectively lead from the front and developed creative solutions to problems as points of friction arose.
Mission orders are utilized by commanders to delineate the end state of a mission through broad guidance. It is not used to direct subordinates on how to achieve the objectives. War is not a static phenomenon, but is rather dynamic. Plans need flexibility to allow subordinate commanders the adaptability necessary to adjust as the enemy reacts.
Accessing Operation Anaconda Case Study Using Mission Command Principles Operation Anaconda was a very pivotal moment in the conflict in Afghanistan and how the American Military structured itself. In learning lessons about the importance of using mission command principles when conducting large-scale operations, the American Military made significant changes to the way they conduct large-scale operations. The operation has several elements that are both good and bad for every Soldier to learn from and understand. While Commanders and Soldiers should be able to adapt to any situation, command elements are essential to the success of a mission because the Commanders intent cannot be to vague or so detailed that the mission cannot be performed,
Operation Anaconda: Analytical Paper of Principles of Mission Command According to APD 6-0: Mission Command (2019), the definition of mission command is “The Army’s approach to command and control that empowers subordinate decision making and decentralized execution appropriate to the situation.” (p.Glossary 3) This approach by the Army is used on a daily basis at various times during countless operations and missions. One of the operations where mission command was used was Operation Anaconda.
By definition, “mission command is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations,” according to ADRP 5-0. Mission command is about knowing when to change the task to fit the purpose. This paper is intended to analyze the mission command of one side of the battle, focusing on the commander’s role in the operations process. The Battle of Bunker Hill was the most important battle of the American Revolution because of Colonel Prescott’s superior command and control.
The CJCS also outlines and writes the National Military Strategy provided to Combatant Commanders as military context and translation of the National Defense
Commanders, staff, and partners need that cohesion in operation environment to resolve challenges. Working with multiple organizations such as foreign forces need coordination and synchronizing for collaboration. U.S. Commanders understands that the Afghan forces was not prepared or did not have the proper training to accomplish the mission, so they adapt to that condition and called in for air support. Commander’s Intent Commander’s intent is a clear message to what he/she wants to accomplish and what the end state would look like that still aligns with the operation’s goal. While developing the Anaconda battle plan, General Frank was briefed on the impending plan, he thought the strategy did not have enough coordination between the joint operation.
During Operation Anaconda’s harsh combat environment, the subordinate’s commanders and leaders were able to rely on their expertise and situational awareness to allow them to make the necessary orders on the battlefield. The mission command idea is based upon principals including competence, mutual trust, shared understanding, commanders intent, mission orders, disciplined initiative, and risk acceptance. Operation Anaconda showcased the significance of applying mission command principles in complex and challenging environments. Although the initial battle plan faced setbacks, the ability to adapt, integrate joint assets and improve allowed coalition forces to achieve their objectives.
Clear concise policy guidelines on the use of military force need to formulated. Our national interests will clash with the national interests of other countries or groups; we must be committed to following through with defending our policies, or we further loose our national
The life of a soldier is something most civilians could not truly understand. To have to put your life completely in another man’s hands, whether it be you commander or squadmate, takes great discipline and courage. Every day a soldier is in active duty, he is depending on those around him to do their job: any slip up, and he could end up dead, wounded, or captured. Danger lurks around every corner, so a soldier must be on his toes; both to save his life and the lives of others. A soldier must learn to follow orders to the letter or else he risks endangering his comrades.
These aspects of equipment and record keeping also affect the functional planning of the U.S. Army. Using a wartime scenario, a Commanding Officer needs to know precisely the amount of equipment on hand, including weapons and ammunition, in order to properly plan an operation. Proper planning, in this sense, ensures that the operation is conducted sufficiently and no lives are
