(c) Measures for the exercise of command. These include provision for communications, location of rendezvous, zone time to be used, and the location of the commander.
This classification corresponds to that used in the Order Form ([page 193]). Experience has indicated that such a classification facilitates the transmission of instructions to subordinate commanders.
If desired, the material which will be required to be incorporated in paragraph (1) of the Order Form (see [pages 190], [191], [219] and [221]) may be also assembled at this point.
The Preparation of Subsidiary Plans
As previously noted ([page 106]), certain subsidiary problems require the preparation of subsidiary plans to be included with the directive as annexes. In broad strategical estimates, the solution of such subsidiary problems involves a vast amount of mental effort; even in restricted estimates, these problems may require most intensive thought. It is therefore appropriate at this point to discuss, in some detail, the nature of these subsidiary problems.
During the solution of his basic problem and later, during the process of evolving his basic plan, the commander may become aware of the need for further action of a supporting nature with respect to his basic mission, distinct from that which he intends to assign as tasks to subordinate commanders. If the nature of this action involves perplexity, he will be confronted with new problems to be solved. When he recognizes that such problems exist and are to be solved by himself, this awareness is a recognition of the incentive.
For example, one of these problems may involve a battle in which the entire force will participate, or perhaps a sortie requiring coordination of the several subdivisions of his force. Others will be concerned with measures recognized as necessary for ensuring freedom of action.
These problems give rise to the subsidiary plans previously referred to ([page 106]). They are not necessarily subsidiary in importance; even the Battle Plan, the basis for the culmination of tactical effort, may result from the solution of a subsidiary problem. The word "subsidiary", as here used, merely indicates that the problem has its origin in the commander's own Decision.
When the incentive is thus recognized during the solution of the basic problem or during the second step, the commander solves these new problems, and includes their solutions as a part of the directives prepared for the carrying out of the basic plan. As will be seen later (Chapter VIII), there is a prescribed place for such solutions in the usual form in which directives are issued. Often, however, because of extent and bulk, these solutions are included with the directives as annexes.
The commander will desire to provide for all contingencies, but he can rarely, during the planning stage, see completely into the future, so as to foretell all pertinent events which may befall. During the unfolding of events, therefore, unforeseen subsidiary problems will probably arise. Whether visualized during planning, or encountered during the execution of the plan, these problems have the same relationship with the basic problem. Reference is later made (Chapter IX) to subsidiary problems which arise during the action.