COMBAT ORDERS

PURPOSETo help prepare and develop your spirit of warrior ethos-standing ready to deploy, engage, and destroy the enemy-you will learn that one of the warrior leaders critical roles is receiving and issuing combat orders. Warriors must fight, survive, and win on the battlefield. You will have to shoot, move, communicate, secure, and sustain, and do it quickly. To accomplish this, you will receive and issue combat orders almost constantly. The way you receive, interpret, and issue these orders can determine whether you and your fellow warriors survive or die. These orders must be simple, direct, complete, and timely. You must be consistent and thorough; because the way your Soldiers execute--based on the orders you give--will have a definite impact on the success or failure of your missions and contribute to the warrior ethos.

TERMINAL LEARNING OBJECTIVE (TLO)

Action: Implement a Squad Level Combat Order. Conditions: In a classroom environment, culminating in a situational training exercise, and given a platoon operation order in a simulated combat condition.

Standards: Implement a squad level combat order by- Conducting troop-leading procedures. Ensuring the conduct of precombat checks. Identifying three types of combat orders: - Operation order (OPORD) - Warning order (WARNO) - Fragmentary order (FRAGO) Interpreting the commander's intent of a combat order.

IAW FM 3-21.8

Safety Requirements Instructors act as safety monitors during the conduct of all training. Ensure students observe safe practices at all times. If conducting the practical exercise outside, take precautions dependent on the weather. Training area should be generally flat and free from debris. Risk Assessment Level Low Environmental Considerations NOTE: It is the responsibility of all Soldiers and DA civilians to protect the environment from damage. None Evaluation: During this training you will complete two Practical Exercises

REFERENCES: FM 3-21.8 FM 5-0

TROOP LEADING PROCEDURES

AGENDA

Decision making TLP eight steps

RECEIVE THE MISSION ISSUE THE WARNING ORDER MAKE A TENTATIVE PLAN INITIATE MOVEMENT CONDUCT RECONNAISSANCE COMPLETE PLAN ISSUE THE COMPLETE PLAN SUPERVISE AND ASSESS

Conclusion

DECISION MAKING

Army leaders usually follow one of two decision making processes. Leaders at company level and below follow the troop leading procedures (TLP). The TLP are designed to help solve tactical problems. Leaders at battalion-level and above use the military decision making process (MDMP). For further discussion on the MDMP see FM 5-0 (Staff Organizations and Operations). Both TLP and MDMP are established, proven methods of problem solving and decision making. They save time and achieve parallel decision making and planning.

TLP EIGHT STEPS

RECEIVE THE MISSION ISSUE THE WARNING ORDER MAKE A TENTATIVE PLAN INITIATE MOVEMENT CONDUCT RECONNAISSANCE COMPLETE PLAN ISSUE THE COMPLETE PLAN SUPERVISE AND ASSESS

RECEIVE THE MISSIONThe leader must understand the order and most importantly the commanders intent. Analyze the order to determine what tasks must be accomplished whether they are specified in the order or implied by the mission. Also determine what resources, including time, are available to prepare and execute the mission. Receive the mission to be completed from command, whether it be a new mission or a change to a mission in progress. Leader must analyze the mission based on the factors of the Mission, Enemy, Terrain, Troops available, and Time available and Civil Consideration (METT-TC). For the factor of time, the leader should use less than 1/3 of the time to the beginning of the mission to plan and issue the order so that his subordinates have 2/3 of that time to prepare (1/3 - 2/3 Rule).

ISSUE THE WARNING ORDERProvide a brief order outlining upcoming events to prepare subordinates for movement. This order provides initial instructions to allow preparation to begin as soon as possible (i.e. draw ammunition, rations, water, supplies. etc.). The warning order has no specific format. The leader must let his subordinates know that they are about to receive an order based on the order received from higher. Tell the subordinates what the expected mission is and any implementing and planning instructions they need to begin their preparations.Include a timeline in the warning order that covers all critical events (including OPORD issue time) prior to mission execution.

MAKE A TENTATIVE PLANThe leader develops an estimate of the situation to form the basis of a tentative plan. The military decision making process involved uses five steps: mission analysis, situation / course of action development, analysis of possible courses of action, comparison of each course of action, and the decision or tentative plan. Based on information supplied in the order that was received and the leaders analysis of that order along with the units current situation using METT-TC, the leader must first clearly determine his units mission. The unit mission simply answers the five Ws: Who, What, Where, When, and Why. Then the leader determines the concept or How his unit will accomplish the mission.

INITIATE MOVEMENTThe unit may need to start movement while leaders are still planning or reconnoitering. Therefore, a delegated leader may bring the unit forward at any point during the troopleading procedure. If the mission requires movement or repositioning of any element, this movement should begin as early as possible to make best use of the time available.

RECONNAISSANCEReconnaissance at company-level and below is generally conducted either on the ground or on a map. The leader should include key personnel on his reconnaissance. He should focus his reconnaissance on primary unit positions, alternate locations, critical routes, and possible threat locations and routes.There is nothing more effective than actual eyes-on reconnaissance to confirm routes and time critical movements. Nevertheless, if there isnt enough time, leaders must at least conduct a map reconnaissance.

COMPLETE THE PLANMake necessary changes to the plan and prepare order. Leaders should review the mission to ensure that their plan is in compliance with the commander's intent.

Leaders organize the information needed for their order in a standard coherent form. This may be the format designated in the unit SOP or the standard five-paragraph operations order format below:1. 2. 3. 4. 5. Situation Mission Execution (Concept of the Operation) Service Support Command and Signal

ISSUE THE COMPLETE ORDERProvide a five paragraph Operations Order (OPORD) outlining the mission and how it will be completed. Subordinates should know who, what, when, where, and why of the mission so they understand their own tasks and how they fit into the entire mission. Leaders issue their order either on the ground they plan on operating, which is preferred, or with a map of the area of operations. They make sure all key subordinates are present to receive the order.If the order is issued verbally, leaders must present it clearly and deliberately enough to allow key subordinates time to write the important points down. Once the order is issued, leaders should use brief-back techniques to make sure the subordinate leaders understand the tasks and priorities assigned to them.

SUPERVISE AND ASSESSThe most important step but often the most overlooked is supervision.

This means closing the loop to insure your subordinates understand the mission and are prepared to execute the mission through the use of conduct Pre Combat Inspections (PCI). Soldiers and their first line leaders conduct Pre Combat Checks (PCC). Commanders and other leaders conduct PCIs to insure the mission is understood and subordinate elements are prepared to conduct the mission theyve been assigned.Finally, leaders at all levels conduct rehearsals to give everyone involved a thorough understanding of their tasks, how these tasks meet the commanders intent, and how they fit into the overall concept of the operation. Rehearsals also allow the leader to identify and examine actions or tasks that may require more coordination or preparation prior to execution of the plan.

CONCLUSIONPlanning, Rehearsals, and Inspections: Sergeants Business? You Bet! There it is! The pre-combat triad of planning, rehearsing, and inspecting is Sergeants business at the platoon level. As an NCO, your parallel mission in life is to train your platoon leader for higher command. If you dont offer the platoon leader the benefit of your experience and training, the platoon leader has to learn in a vacuum. This leaves the Platoon Leader alone usually by this time mentally exhausted to plan for the operation. In combat that error will cost lives, perhaps your own.

Practical Exercise 1

Implement a squad level combat order by-Conducting troop-leading procedures. Ensuring the conduct of precombat checks. Identifying three types of combat orders: - Operation order (OPORD), - Warning order (WARNO), and - Fragmentary order (FRAGO). Interpreting the commander's intent of a combat order. IAW FM 3-21.8

PRACTICLE EXCERSICE

PE-2, Platoon Warning OrderOur mission is to attack the town of Corona at 1830. The enemy has some good positions in the buildings. There may also be enemy tanks in the town. Draw six grenades and one AT-4 for each man. Each squad will carry 10 blocks of C4, 10 non-electric blasting caps, 10 fuse lighters, 100 feet of detonating cord, and 15 feet of fuse. The platoon sergeant will tell you where and when you can pick it up. Let me know by 1330 if you have any problems with radios or weapons. Meet me back here at 1405. At that time, we will move up to the ridge overlooking the town, where I will give the complete order.

SPE-2, Solution to PE-2Four minimum essential elements in a warning order and any special instructions: The mission: Attack town of Corona. Who is participating in the operations: Squad as part of the platoon. Time of the operation: 1830. Time and place for issuance of the complete order: 1515. Any special instructions: The equipment that each man will carry; Sgt Evans team tasks concerning demolition, PVT Smiths task to carry rope and grappling hook.