Sound Military Decision

by Naval War College

As to the statement of the action required to achieve this objective, the commander realizes that the pattern laid down by the Decision is merely a shape or general outline. The details will be introduced later. The Decision covers the general outline of the action contemplated for the entire force.

If, for example, only a part of the commander's force is to act, while the remainder is to remain inactive, the Decision will cover not only the kind of activity but also the extent of the inactivity. However, for convenience in stating the Decision, such inactivity may be inferred, rather than expressly stated, so long as the meaning is made clear. Thus, if the force, except for a raiding task group, is to remain inactive for the time being, the Decision may properly be "to raid enemy communications in the area —— with a task group consisting of ——", so long as the commander is satisfied that the implication is clear, under the circumstances, that the remainder of his force is to remain inactive.

The commander may properly include brief summarizing remarks as to the methods, broadly viewed, whereby he intends to take action. However, he introduces such detail only to the extent that he feels amplification is needed, either for his own benefit or for the assistance of others who may use his estimate.

Deductions or inferences which the commander wishes to note may, at this point, be included with the Decision as corollaries (see next page).

Where combinations of courses of action have been made in selecting the best course, the meaning can sometimes be improved at this point by modification of the previous wording.

When, as previously discussed ([page 151]), the commander has concluded that he cannot feasibly or acceptably adopt any course of action which will accomplish his task, contribute in any measure to its accomplishment, or even contribute in any degree to the accomplishment of the purpose of his mission, he records that fact in his Decision. His study of the problem will by this time, however, have given him the necessary data for a conclusion as to what his new mission should be. He therefore closes his basic estimate with a Decision, coupled with a purpose therefor, (see below), which will serve as a new mission, i.e., as an appropriate effect desired. This provides a basis for his solution of a subsidiary problem whose incentive is derived from this Decision.

Of course, if the commander has had time and opportunity to represent his situation on this basis to higher authority, and has received a new task therefrom, the new task, coupled with the purpose also indicated by higher authority, will provide the mission for the solution of a new basic problem.

The Purpose of the Decision. The purpose of the Decision is identical with the motivating task,—provided, of course, that the Decision, if carried out, will accomplish that task in full. When stated, the purpose is usually connected with the Decision by the words "in order to".

If the commander has concluded that he will take action by stages, the Decision may cover only the first stage. In all cases where the Decision will only partially accomplish the motivating task, appropriate words to link the Decision to its purpose may be such as "to assist in" or "preparatory to".

The statement of this purpose, in connection with the Decision, is frequently helpful and is sometimes necessary in making clear the exact relationship between the Decision and the motivating task. In the next planning step, where the detailed operations are determined, this purpose is an important guide because each detailed operation is expected to contribute to the accomplishment, not only of the Decision, but also of the motivating task.