Lesson Plan Administration Information · 2020-01-07 · LP-4 Slide 1, Concrete Experience LSA 1 Facilitator Note: Designed to promote discussion on COA sketches and narratives. Facilitator

Admin-1

Lesson Plan

Administration Information

Course Senior Leader Course-Leader Core Competencies (SLC-LCC)

Clearance Access Security Level: Unclassified

Requirements: There are no clearance or access requirements for the lesson.

Foreign Disclosure

Restrictions

FD1. This training product has been reviewed by the training developers in

coordination with the USASMA foreign disclosure officer. This training

product can be used to instruct international military students from all

approved countries without restrictions.

Safety

Brief emergency exit/evacuation procedures including wires/cords, floor

outlets, ramp/step, confined workspace, electronics, and beverages in the

classroom.

Risk Assessment

Level

Low

Environmental

Considerations

It is the responsibility of all Soldiers and DA civilians to protect the

environment from damage.

Admin-2

This Page Intentionally Left Blank

LP-1

US ARMY SERGEANTS MAJOR ACADEMY

Senior Leader Course

Leader Core Competencies

Lesson Plan for S310

The Rapid Decision and Synchronization Process (RDSP)

Lesson Author: Mr. Efren Ordaz Department Author: MSG Paul Caswell

1. SCOPE:

At the end of this lesson learners will have an understanding of how to quickly develop a flexible,

sound, and fully integrated and synchronized operations plan.

2. LEARNING OBJECTIVES:

This lesson supports SLC TLO 400-SLC-300.2, Analyze Mission Command, as listed in the

S300 advance sheet.

ELO: 400-SLC-310

Action: Conduct the RDSP.

Condition: As a learner and leader attending the SLC, using an organizational-level leadership

perspective in notional tactical and operational environments, given references, practical exercises and

classroom discussions.

Standard: The standards include:

Comparing the current situation to the order

Determining the type of decision required

Developing a course of action

Refining and validating the course of action (COA)

Implementing a (COA)

Learning Domain: Cognitive

Level of Learning: Apply

21st Century Soldier Competencies:

Adaptability and initiative.

Lifelong learner.

Teamwork and collaboration.

Communication and engagement.

Critical thinking and problem solving.

Characteristics of the Future Operational Environment:

This lesson provides leaders the ability incorporate lessons learned in order to accomplish the

organizational mission.

Linking Warfighting Challenges to Required Capabilities:

Develop Situational Understanding

Shape the Security Environment

Adapt the Institutional Army

Enhance Training

LP-2

Improve Soldier, Leader and Team Performance

Develop Agile and Adaptive Leaders

Ensure Interoperability and Operate in a Joint, Inter-organizational and Multinational

Environment

Conduct Joint Combined Arms Maneuver

Exercise Mission Command

Set the Theater, Sustain Operations, and Maintain Freedom of Movement

Develop Capable Formations

Deliver Fires

3. ISSUE MATERIAL:

a. Advance Issue: S310 Advance Sheet

b. During class: PE Handout

4. ASSIGNED STUDENT REQUIREMENTS:

a. Reading Requirement: Read FM 6-0, Commander and Staff Organization and Operations

(Chapter 14, pages 14-3 to 14-8).

FM 6-0

b. Reading Requirement: Scan the RDSP Smart Card.

RDSP Smart Card

c. For use during the PE:

2-159 IN OPORD

d. Classroom Discussion: Come to class prepared to discuss the following:

(1) Comparing the current situation to the order.

(2) Determining the type of decision required.

(3) Developing a course of action.

(4) Refining and validating the course of action (COA).

(5) Implementing a (COA).

5. FACILITATOR ADDITIONAL READING(S)/MATERIAL: None

LP-3

6. TRAINING AIDS, REFERENCES AND RESOURCES:

a. S310- The Rapid Decision and Synchronization Process (RDSP):

(1) Appendix A, Slides.

(2) Appendix B, Test(s) and Test Solution(s). None

(3) Appendix C, Practical Exercise(s) and Solution(s).

(4) Appendix D, Learner Handouts.

(a) S310-Advance sheet.

(b) Practical Exercise Handout.

(5) Appendix E, Lesson Training Outline (TDC Generated, if needed).

(6) Appendix F, Facilitator Materials.

(c) Assessment Plan.

b. Video(s): Develop a COA

7. CONDUCT OF LESSON:

a. Lesson Timeline:

First hour

05 minutes CE (Slide 1) (LSA 1)

05 minutes P&P (LSA 2)

10 minutes GNI (Slides 5) (LSA 3)



10 minutes Break

Second hour




05 minutes Develop (LSA 9)

10 minutes Break

Third hour-Fourth hour (take breaks as needed) 2 hours Apply (Slides 10-11) (LSA 10)

b. Concrete Experience (5 minutes): LSA 1

LP-4

Slide 1, Concrete Experience LSA 1

Facilitator Note:

Designed to promote discussion on COA sketches

and narratives.

Facilitator Note: It is not necessary to cover all the questions during publish and process. Your

target audience’s experience will determine if you need to cover one or use all three questions.

c. Publish and Process (05 minutes): LSA 2

1. What are your observations of the picture?

2. What is your level of confidence dealing COAs?

3. Have you ever develop a course of action?

Facilitator Note: Learners must contribute to Publish and Process. Building off another

Learner’s remarks or being in agreement is not acceptable reflection.

d. Generalize New Information (GNI) (85 minutes): It is paramount that you share your

own personal and professional experiences with the students about this lesson while at

the same time inviting students to share theirs as well.

Facilitator Note: GNI is the facilitator’s responsibility.

Slide 2, Title Slide

LP-5

Slide 3, Lesson Scope

Slide 4, Lesson Scope

Transition into GNI discussion

LSA 3. The RDSP Concept (10 minutes)

Begin this LSA by asking the learners: what is the RSDP is used for?

Answers will vary, but the learners should offer acceptable answers along the lines of the doctrinal

definition.

Note: This is the first time learners are introduced to the RDSP and although in ALC the learners were

given a class on MDMP, the RDSP process is different in many aspects.

The GNI therefore, will be facilitator centric, while the Apply, will be learner centric.

Display Slide 5

LP-6

Slide 5, The RDSP

Facilitator Note: FM 6-0, Commander and Staff Organization

and Operations (Chapter 14, page 14-3).

Use the following notes to facilitate the GNI, you are still responsible for reading and mastering the

material in the required readings:

The rapid decisionmaking and synchronization process is a technique that commanders and staffs

commonly use during execution. While identified here with a specific name and method, the approach is

not new; its use in the Army is well established. Commanders and staffs develop this capability through

training and practice.

Ask the students to identify some of the considerations that apply when using this decisionmaking

method.

Rapid is often more important than process

Much of it may be mental rather than written

It should become a battle drill for the current operations integration cells, future operations cells,

or both

Ask the learners: what is the difference between the MDMP and the RDSP?

The military decisionmaking process (MDMP) seeks the optimal solution, the rapid decisionmaking and

synchronization process seeks a timely and effective solution within the commander’s intent, mission, and

concept of operations.

Using the rapid decision making and synchronization process lets leaders avoid the time-consuming

requirements of developing decision criteria and comparing courses of action (COAs).

The rapid decisionmaking and synchronization process facilitates continuously integrating and

synchronizing the warfighting functions to address ever-changing situations. It meets the following

criteria for making effective decisions during execution:

It is comprehensive, integrating all warfighting functions. It is not limited to any one warfighting

function

It ensures all actions support the decisive operation by relating them to the commander’s intent

and concept of operations

It allows rapid changes to the order or mission

It is continuous, allowing commanders to react immediately to opportunities and threats

LP-7

Ask the learners: what is one of the reasons commanders opt for using the RDSP?

Operational and mission variables continually change during execution. This often invalidates or weakens

COAs and decision criteria before leaders can make a decision. Under the rapid decisionmaking and

synchronization process, leaders combine their experience and intuition to quickly reach situational

understanding. Based on this, they develop and refine workable

COAs.

Socialize this statement: The rapid decisionmaking and synchronization process is based on an existing

order and the commander’s priorities as expressed in the order. The most important of these control

measures are the commander’s intent, concept of operations, and commander’s critical information

requirements (CCIRs).

The Five steps consist of:

Compare the current situation to the order

Determine that a decision, and what type, is required

Develop a course of action

Refine and validate the course of action

Implement

After their collaboration display Slide 6

LSA 4. Compare the current situation to the order (15 Minutes)

Slide 6, Compare the Current Situation to the Order

Facilitator Note:

Facilitator: Now, I want discuss this slide. Commanders and staffs identify likely variances during

planning and identify options that will be present and actions that will be available when each variance

occurs. During execution, commanders and staffs monitor the situation to identify changes in

conditions. Then they ask if these changes affect the overall conduct of operations or their part in them

and if the changes are significant.

Ask: What are some of the conditions that can cause commanders to make changes to the current

operation?

Guide the learners to Table 14-2 in FM 6-0 for same examples of change indicators.

LP-8

Transition to the next slide:

When determining the type of decision is requires, what does the commander and staff consider?

When a variance is identified, the commander directs action while the chief of operations leads chiefs of

the current operations integration cell and selected functional cells in quickly comparing the current

situation to the expected situation.

After their answers, display Slide 7.

LSA 5. Determine the type of decision required (15 minutes)

Slide 7, Determine the Type of Decision Required

Facilitator Note:

Socialize to the learners that: For minor variances, the chief of operations works with other cell chiefs

to determine whether changes to control measures are needed. If so, they determine how those changes

affect other warfighting functions. They direct changes within their authority (execution decisions) and

notify the COS (XO) and the affected command post cells and staff elements.

Commanders intervene directly in cases that affect the overall direction of the unit. They describe the

situation, direct their subordinates to provide any additional information they need, and order either

implementation of planned responses or development of an order to redirect the force.

When the variance has a significant effect on the operation what must the commander and staff do?

The learner should tell you that a new course of action should be developed.

If the variance requires an adjustment decision, the designated integrating cell and affected

command post cell chiefs recommend implementation of a COA or obtain the commander’s

guidance for developing one. They use the following conditions to screen possible COAs:

Mission

Commander’s intent

Current dispositions and freedom of action

CCIRs

Limiting factors, such as supply constraints, boundaries, and combat strength

After the learner collaborate, show Slide 8.

LP-9

LSA 6. Develop a course of action (20 Minutes)

Slide 8, Develop a Course of Action

Facilitator Note:

Show the video on COA development. Tell

learners to take notes during the video on

what they consider key points about COA

development.

Ask the learners to discuss the major key point they identified.

After their collaboration show Slide 9.

LSA 7. Redefine and validate the course of action (15 minutes)

Slide 9, Refine and Validate the Course of Action

Facilitator Note:

Socialize this transitioning stamen: Once commanders describe the new COA, the current operations

integration cell conducts an analysis to validate its feasibility, suitability, and acceptability. If acceptable,

the COA is refined to resynchronize the warfighting functions enough to generate and apply the needed

combat power. Staffs with a future operations cell may assign that cell responsibility for developing the

details of the new COA and drafting a fragmentary order to implement it.

Ask: How is a new COA implemented?

LP-10

When a COA is acceptable, the COS (XO) recommends implementation to the commander or implements

it directly, if the commander has delegated that authority. Implementation normally requires a

FRAGORD; in exceptional circumstances, it may require a new operation order (OPORD).

Show Slide 9

LSA 8. Implement (10 minutes)

Slide 10, Implement

Facilitator Note:

Socialize the following statement to your learners: Commanders often issue orders to subordinates

verbally in situations requiring quick reactions. At battalion and higher echelons, written FRAGORDs

confirm verbal orders to ensure synchronization, integration, and notification of all parts of the force. If

time permits, leaders verify that subordinates understand critical tasks. Verification methods include the

confirmation brief and backbrief. These are conducted both between commanders and within staff

elements to ensure mutual understanding.

Tell the leaners that an important takeaway from this lesson is: This synchronization involves

collaboration with other command post cells and subordinate staffs. Staff members determine how

actions in their areas of expertise affect others. They coordinate those actions to eliminate undesired

effects that might cause friction. The cells provide results of this synchronization to the current operations

integration cell and the common operational picture.

e. Develop (05 minutes): LSA 9

Asks learners how they will use their newly acquired knowledge about the RDSP in their units?

f. Apply (2 hours): LSA 10

PE (DATE Scenario: Seattle DISCA OPORD).

LP-11

Slide 11-, PE Scenario

Facilitator Note: Divide class into three

groups. Allow learners to read the PE scenario. Issue

the PE handout. Informed them that they can

make use of the 2-159 IN OPORD located in

their references.

Transition to Question slide

Slide 12 Questions,

Facilitator Note: Clarify any questions the

learners may have.

8. ASSESSMENT: Refer to SLC-LCC S300 advance sheet for information on all assessments.

A-1






Appendix A

Slides

Slide Number Description/Title

1 Concrete Experience

2 Title Slide

3 Lesson Scope

4 The RDSP

5 Compare the Current Situation to the Order

6 Determine the Type of Decision Required

7 Develop a Course Of Action

8 Refine and Validate the Course of Action

9 Implement

10 PE Scenario

11 Questions

B-1






Appendix B

Test(s) and Test Solution(s)

Not applicable to this lesson.

C-1






Appendix C

Practical Exercise(s) and Solution(s)

Practical Exercise Sheet

Time: 2 hours

Title Refine and Validate a COA

Lesson

Number/Title

S310 Develop a Course of action

Security

Classification

U - Unclassified

Introduction As a Senior leader you must be able to use military RDSP to refine and

validate a new course of action

Motivator This practical exercise will help you present information to different

audiences on a structure briefing format.

Terminal

Learning

Objective

NOTE: Inform the learners of the following Enabling Learning Objective

requirements. learner] will:

Action: Develop a Course of Action.

Conditions: As a learner and leader attending the SLC-LCC, using

an organizational-level leadership perspective in

notional tactical and operational environments, given

references, practical exercises and classroom

discussions

Standards: 1. Comparing the current situation to the order.

2. Determining the type of decision required.

3. Developing a course of action.

4. Refining and validating the course of action (COA).

5. Implementing a (COA).

Safety

Requirements

Facilitators act as safety monitors during the conduct of all training. Ensure

learners 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.

C-2

Risk Assessment

Level

Low

Environmental

Considerations

NOTE: Facilitator should conduct a Risk Assessment to include

Environmental Considerations IAW FM 3-34.5, Environmental

Considerations {MCRP 4-11B}, and ensure learners are briefed on hazards

and control measures.

None

Evaluation The facilitator will conduct an assessment using by providing feedback at the

end of the PE.

Instructional Lead-

in

This PE requires you to apply the five steps of the RDSP

Resource

Requirements

Instructor Materials:

1. Easel with paper and/or white board

2. Computer and projector

3. PE Learner Handouts 1 (one per learner)

Learner Materials:

1. Pencils and/or pens

2. Personal notes

3. Advance sheet

Special

Instructions

None

Procedures a. Issue PE Handout

b. Break down your class into three groups

c. Answer any questions

Feedback

Requirements

NOTE: Immediate feedback should only be provided for safety reasons.

Delayed feedback allows the learner to determine his/her own mistakes, thus

enhancing transfer of learning.

Provide appropriate feedback on student performance to enhance the transfer

of learning. Use 1009S Rubric and provide remedial training as needed.

C-3






Appendix C

Practical Exercise Solution

____________________________________________________________________________

**For Instructor Use only**

In order to guide your learners during their PE and briefings of their new COA; here are some of the

expectations a commander would like to see in the COA according to the guidance he issued.

1. Provide an answer for the operation that calls for rebalancing the personnel issue with A/2-159 or

giving that mission to another subordinate unit.

2. They should get the Brigade’s Surgeon involved in the medical issue and provide a plan to

evacuate the affected personnel.

3. The BN’s PA should develop an implementation health awareness briefing for all the battalion to

follow IOT prevent other units from getting sick.

4. The biggest problem I see is the tribal leaders’ reluctance to allow the units from doing their

assigned tasks; the staff should recommend contacting the State’s LNOs to take the lead in

negotiating a solution that would allow the unit access to the tribal ground IOT to provide

assistance to the residents.

5. Asking the brigade to provide support in standing an additional emergency treatment facility.

6. Finally, the Posse Comitatus Act violations, calls for 15-6 investigations and they should get the

legal personnel involved. Maybe the battalion failed to provide proper training on the laws that

must be followed by title 10 Soldiers when taking part on DSCA operations.

Keep in mind that this is a decision making process exercise and each group will generate different

ideas.

This Instructor handout serves as a feedback tool and is not the only expected answer.

D-1






Appendix D

Learner Handouts)

___________________________________________________________________________

This appendix contains the items listed in this table--

Title/Synopsis Page(s)

S310-Advance Sheet AS-1 and 2

Practical Exercise Handout H-1 and 2

AS-1






Advance Sheet

1. SCOPE:

At the end of this lesson learners will have an understanding of how to quickly develop a flexible,

sound, and fully integrated and synchronized operations plan.

2. LEARNING OBJECTIVES:

This lesson supports SLC-LCC Course TLO 400-SLC-300.2, Analyze Mission Command, as

listed in the S300 advance sheet.

ELO: 400-SLC-310

Action: Conduct the RSDP.

Condition: As a learner and leader attending the SLC-LCC, using an organizational-level leadership

perspective in notional tactical and operational environments, given references, practical exercises and

classroom discussions.

Standard: The standards include:

Comparing the current situation to the order

Determining the type of decision required

Developing a course of action

Refining and validating the course of action (COA)

Implementing a (COA)

Learning Domain: Cognitive

Level of Learning: Apply

21st Century Soldier Competencies:

Adaptability and initiative

Lifelong learner

Teamwork and collaboration

Communication and engagement

Critical thinking and problem solving

Characteristics of the Future Operational Environment:

This lesson provides leaders the ability incorporate lessons learned in order to accomplish the

organizational mission.

Linking Warfighting Challenges to Required Capabilities:

Develop Situational Understanding

Shape the Security Environment

Adapt the Institutional Army

Enhance Training

AS-2

Improve Soldier, Leader and Team Performance

Develop Agile and Adaptive Leaders

Ensure Interoperability and Operate in a Joint, Inter-organizational and Multinational

Environment

Conduct Joint Combined Arms Maneuver

Exercise Mission Command

Set the Theater, Sustain Operations, and Maintain Freedom of Movement

Develop Capable Formations

Deliver Fires

3. ASSIGNED STUDENT REQUIREMENTS:

a. Reading Requirement – FM 6-0, Commander and Staff Organization and Operations (Chapter

14, pages 14-3 to 14-8).

FM 6-0

b. Reading Requirement: Scan the RDSP Smart Card

RDSP Smart Card

c. For use during PE

2-159 IN OPORD

d. Classroom Discussion: Come to class prepared to discuss the following:

1. Comparing the current situation to the order.

2. Determining the type of decision required.

3. Developing a course of action.

4. Refining and validating the course of action (COA).

5. Implementing a (COA).

4. ASSESMENT:

Refer to SLC-LCC S300 advance sheet for all information on all assessments.

H-1




Lesson S310: RDSP

Practical Exercise Handout

Mission. 2-159 IN conducts road movement along ASR BANE to AO SCOBEE NLT 271900(U) NOV18

in order to provide defense support to civil authorities responding to the MOUNT RAINIER eruption.

O/O, 2-159 IN provides assistance to local, state, tribal, and federal agencies supporting MOUNT

RAINIER rescue, recovery, and disaster mitigation efforts in AO SCOBEE.

Concept of Operations. 2-159 IN will accomplish the following by conducting a road march despite

challenging weather conditions to AO SCOBEE. Upon arrival, 2-159 IN will establish a battalion

cantonment area vicinity AA WYVERN. From this central location, companies will conduct DSCA

operations based on functional task rather than operational area. A/2-159 IN (SE) will focus on assisting

in rescue / recovery operations vicinity ORTING. B/2-159 IN (SE) will be tasked with providing

construction support to EN battalions at AAs ROC and HEXAPUMA. C/2-159 IN (ME) will initially

assist in erecting the medical facility at AA WYVERN, then shift to assisting in volcanic mitigation tasks

across AO SCOBEE. HHC/2-159 IN will maintain life support facilities for federal personnel assisting

state and local government within AO SCOBEE. Line companies will provide a duty platoon on a

rotational basis to assist in short notice taskings which may arise based on mission analysis conducted

with civil authorities. Throughout this operation, units will remain cognizant of MOUNT RAINIER’s

volcanic warning status, develop and maintain evacuation plans, and regularly conduct rehearsals in order

to prevent casualties from possible lava flows.

Tasks to Subordinate Units.

(1) C/2-159 IN

(a) Conduct road movement along ASR BANE to AO SCOBEE in order to assist local, state,

tribal, and federal agencies with disaster mitigation and relief efforts.

(b) Assist TF ASTRID in establishing an emergency medical facility at AA WYVERN in

order to facilitate the rapid treatment of victims in the aftermath of a MOUNT RAINIER

eruption.

(c) O/O, conduct volcanic mitigation activities in order to ameliorate the effect of a MOUNT

RAINER eruption on the civilian population of AO SCOBEE.

(d) BPT support 3-76 EN personnel conducting infrastructure assessment and repair

operations within AO SCOBEE in order to facilitate the disaster mitigation / recovery

process.

H-2

A/2-159 IN

(a) Conduct road movement along ASR BANE to AO SCOBEE in order to assist local, state,

tribal, and federal agencies with disaster mitigation and relief efforts.

(b) Provide manpower support to TF CHARON personnel in order to facilitate the rapid

identification and removal of civilian casualties from ORTING.

(c) BPT provide ground evacuation to TF CHARON and ASTRID personnel to safe areas in

the event of volcanic activity coupled with adverse weather conditions.

SITREP:

There has been a change in conditions that affects two of the BN’s subordinate units and will prevent

them from accomplishing their assigned tasks. What action is required from your staff?

This is what has happened in the past 24 hours:

The commander of C/2-159 IN, reports that tribal leaders are refusing to let his unit enter the reservation

grounds, their tribal leaders claims that their people believe the Army is there to cause them harm as in

the past. They are willing to defend their ground by all means necessary.

3-76 EN reports that they believe several building in the Indian Reservation are putting the residents at

risk, but they are being stop from entering their grounds.

The mayor of the town has asked the commander of C/2-159 IN that they would need at least one more

emergency medical facility to treat the number of victims being reported.

The Commander of A/2-159 reports the 35 percent of his unit has suffered from a stomach virus and does

not have enough personnel to accomplish their assigned tasks.

Element of A/2-159 have committed several Posse Comitatus Act Violations.

BN commander’s guidance

I want you to analyze the situation and to consider modifying our concept of operations to enable the

affected units to accomplish the tasks they were assigned.

I want you to give me some options on the legal aspect of dealing with the tribal community.

I am particularly concerned with the violations of the Posse Comitatus Act, let me know what we can do

to prevent this from happening again.

Give me an operational approach to solving the personal shortages incurred by A/2-159, what do we need

to do to get them healthy and how do we augment the company to continue their mission.

Develop some options and requirements to establish another emergency treatment facility.

Continue to refer to the OPORD 2018-73 (OPERATION SUMMONER REPOSE) –2-159IN for planning

purposes.

I do not need a COA Sketch, only the COA Narrative.

E-1






Appendix E

Lesson Training Outline

Not applicable for this lesson.

F-1






Appendix F Instructor Materials

_____________________________________________________________________

This appendix contains the items listed in this table--

Title/Synopsis Page(s)

S310-IM-Assessment Plan IM-1

IM-1






Appendix F

Assessment Plan

Refer to the SLC-LCC 300 advance sheet for information on all assessments.

Documents

Lesson Plan Administration Information · 2020-01-07 · LP-4 Slide 1, Concrete Experience LSA 1 Facilitator Note: Designed to promote discussion on COA sketches and narratives. Facilitator