Action With Risk
As part of the art of command, the first part of MCDP 1 Warfighting recommends––selecting a promising course of action with an acceptable degree of risk. No method can teach you this. You can only learn it by actually making military decisions in free play field exercises, war games, map exercises, etc., and later by critiquing decisions or seeing their results.
This is why these activities should not take a substantial portion of your time.
Acting Quickly and Violently
The second part of the excerpt from MCDP 1 refers to action ––acting quickly, faster than your enemy, and violently. This is what your plan does.
It turns your decision into quick, violent action. But this is more than just planning. It is a habit or better yet––a discipline. You must train and discipline yourself to decide quickly, then act quickly and violently in every tactical situation you face. There is a natural tendency to do the opposite—sit around considering this or that or wait for orders, hoping to see if something turns up. You must discipline yourself to act fast and hit the enemy violently, taking advantage of the fact that the enemy is probably sitting around trying to decide what to do and when to do it. By acting quickly, decisively, and violently, you impose your will on him, which is what combat is all about.
Here are some points you should keep in mind as you make decisions and plans:
• Keep it simple.
• Be practical.
• Do not expect certainty.
• Accept risk.
• Always remember speed.
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MCI Course 8204 2-14 Study Unit 2, Lesson 1
Combat Decision Making,
Continued
Keep It Simple Delicate, complicated plans are unsuitable for combat. Simple plans are much more effective. However, a simple plan does not mean a “dumb” plan, such as charging into enemy gunfire. A simple, smart plan is your goal.
Your plan should be simple enough to be understood and executed by your Marines, yet smart enough so that it does not fall apart the moment something goes wrong in combat. And remember that something always goes wrong in combat.
Be Practical Do not try to make your unit do something it cannot. Do not count on fire support you are unlikely to get. Do not expect a miracle.
Do Not Expect Certainty
War is always an uncertain business. It is no more certain for the enemy than it is for you. As a leader, you are expected to have the moral courage to make decisions in the face of uncertainty.
Accept Risk If you try to cover all the bases, you will be weak everywhere and will fail.
You must decide what efforts you will count on to win and put everything you have into it. That means accepting risk elsewhere. Your attempt to go for a win involves risk and sometimes failure. If you fail, pick yourself up, estimate the situation, and try again.
Always
Remember Speed
Speed wins more fights and battles than anything else. That means speed in estimating, speed in deciding, and speed in executing. Above all, war is time-competitive––the side that is consistently faster usually wins. The worst kind of leadership is the kind that always makes a good decision and has an excellent plan too late.
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MCI Course 8204 2-15 Study Unit 2, Lesson 1
Combat Decision Making,
ContinuedConclusion These points can help you, but they cannot tell you how to make good decisions and plans. Again, decision making and planning are part of the art of command, which you will develop by making military decisions and plans over and over. MCDP 1 states:
…A military decision is not merely a mathematical computation. Decision-making requires both the intuitive skill to recognize and analyze the essence of a given problem and the creative ability to deliver a practical solution. This ability is the product of experience, education, intelligence, boldness, perception, and character.
Remember, you cannot develop the ability to think by using memory devices and checklists alone. You must do it through practice. You must repeatedly place subordinates in tactical scenarios and have them estimate their
situations, make decisions, and justify their thinking. Then you can critique their thought processes. Through experience in map and sand table exercises, terrain walks, and field exercises, your subordinates will learn what things to look for in similar situations. In these ways, your subordinates learn to develop military judgment. Methods and techniques are only starting points.
They cannot replace practice and experience in tactical decision-making exercises.
MCI Course 8204 2-16 Study Unit 2, Lesson 1 Exercise
Lesson 1 Exercise
Estimated
Study Time
10 minutes
Directions Complete items 1 through 3 by performing the action required. Check your answers against those listed at the end of this lesson.
Item 1 In which of the six troop leading procedures is the warning order issued?
a. Complete the plan.
b. Begin the plan.
c. Issue the order.
d. Arrange for reconnaissance.
Item 2 The acronym METT-T stands for mission; enemy; terrain and weather; troops and fire support available; ________________; space; and logistics.
a. tactical resupply b. time
c. topographical intelligence d. table of organization
Item 3 As you make decisions and plans, which of the following points should you keep in mind?
a. Expect certainty.
b. Trade speed for stealth.
c. Do not accept risk.
d. Keep it simple.
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MCI Course 8204 2-17 Study Unit 2, Lesson 1 Exercise
Lesson 1 Exercise,
Continued
Answers The table below provides the answers to the exercise items. If you have any questions, refer to the reference page listed for each item.
Item Number Answer Reference
1 b 2-4
2 b 2-6
3 d 2-13
MCI Course 8204 2-18 Study Unit 2, Lesson 1 Exercise
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MCI Course 8204 2-19 Study Unit 2, Lesson 2