A SSESS D URING P LANNING : P ERFORM M ISSION A NALYSIS

A-2. Learn about the people, topography, economy, history, religion, and culture of the area of operations (AOs). Know every village, road, field, population group, tribal leader, and ancient grievance. Become the expert on these topics. If the precise destination is unknown, study the general area. Focus on the precise destination when it is determined. Ensure leaders and staffs use the Secret Internet Protocol Router Net- work (SIPRNET) to immerse themselves virtually in the AO into which the unit is deploying. Understand factors in adjacent AOs and the information environment that can influence AOs. These can be many, par- ticularly when insurgents draw on global grievances.

A-3. Read the map like a book. Study it every night before sleep and redraw it from memory every morn- ing. Do this until its patterns become second nature. Develop a mental model of the AO. Use it as a frame into which to fit every new piece of knowledge.

A-4. Study handover notes from predecessors. Better still, get in touch with personnel from the unit in theater and pick their brains. In an ideal world, intelligence officers and area experts provide briefings. This may not occur. Even if it does, there is no substitute for personal mastery.

A-5. Require each subordinate leader, including noncommissioned officers, to specialize on some aspect of the AO and brief the others.

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A-6. Mastery of the AO provides a foundation for analyzing the problem. Who are the insurgents? What drives them? What makes local leaders tick? An insurgency is basically a competition among many groups, each seeking to mobilize the populace in support of its agenda. Thus, COIN operations are always more than two sided.

A-7. Understand what motivates the people and how to mobilize them. Knowing why and how the insur- gents are getting followers is essential. This requires knowing the real enemy, not a cardboard cutout. In- surgents are adaptive, resourceful, and probably from the area. The local populace has known them since

they were young. U.S. forces are the outsiders. The worst opponents are not the psychopathic terrorists of the movies; rather, they are charismatic warriors who would excel in any armed force. Insurgents are not necessarily misled or naive. Much of their success may stem from bad government policies or security forces that alienate the local populace.

A-8. Work the problem collectively with subordinate leaders. Discuss ideas and explore possible solu- tions. Once leaders understand the situation, seek a consensus on how to address it. If this sounds unmili- tary, get over it. Such discussions help subordinates understand the commander’s intent. Once in theater, situations requiring immediate action will arise too quickly for orders. Subordinates will need to exercise subordinates’ initiative and act based on the commander’s intent informed by whatever knowledge they have developed. Corporals and privates will have to make quick decisions that may result in actions with strategic implications. Such circumstances require a shared situational understanding. They also require a command climate that encourages subordinates to assess the situation, act on it, and accept responsibility for their actions. Employing mission command is essential in this environment. (Mission command, subor- dinates’ initiative and commander’s intent are defined in the glossary. See FM 6-0, paragraphs 1-67 through 1-80, 2-83 through 2-92, and 4-26 through 4-31 for discussions of the principles involved.)

PREPARE

A-9. Preparation consists of activities by the unit before execution to improve its ability to conduct the operation, including, but not limited to, the following: plan refinement, rehearsals, reconnaissance, coordi- nation, inspection, and movement (FM 3-0). Compared with conventional operations, preparing for COIN operations requires greater emphasis on organizing for intelligence and for working with nonmilitary or- ganizations. These operations also require more emphasis on preparing small-unit leaders for increased re- sponsibility and maintaining flexibility.

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A-10. Intelligence and operations are always complementary, especially in COIN operations. COIN opera- tions are intelligence driven, and units often develop much of their own intelligence. Commanders must organize their assets to do that.

A-11. Each company may require an intelligence section, including analysts and an individual designated as the “S-2.” Platoon leaders may also have to designate individuals to perform intelligence and operations functions. A reconnaissance and surveillance element is also essential. Augmentation for these positions is normally not available, but companies still must perform the tasks. Put the smartest Soldiers and Marines in the intelligence section and the reconnaissance and surveillance element. This placement results in one less rifle squad, but an intelligence section pays for itself in lives and effort saved.

A-12. There are never enough linguists. Commanders consider with care where best to use them. Linguists are a battle-winning asset, but like any other scarce resource, commanders must allocate them carefully. During predeployment, the best use of linguists may be to train Soldiers and Marines in basic language skills.

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A-13. Almost everything in COIN is interagency. Everything from policing to intelligence to civil-military operations (CMO) to trash collection involves working with interagency and host-nation (HN) partners. These agencies are not under military control, but their success is essential to accomplishing the mission. Train Soldiers and Marines in conducting interagency operations. Get a briefing from the Department of State, aid agencies, and the local police or fire departments. Designate interagency subject matter experts in each subordinate element and train them. Look at the situation through the eyes of a civilian who knows nothing about the military. Many civilians find rifles, helmets, and body armor intimidating. Learn how not to scare them. Seek advice from those who come from that nation or culture. Most importantly, know that military operations create temporary breathing space. But to prevail, civilian agencies need long-term de- velopment and stabilization.