Mission Command Concepts and Principles Essay

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Applying the Philosophy and Concepts of Mission Command in My Future Duty Assignments Following Graduation from the SMC

Mission command is defined as “the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations” (ADP Mission Command, 2012, p. 1). The philosophy of mission command is based on the idea that during operations, opportunities will arise and threats will emerge: in order to accomplish the mission, the mission commander must be able to respond effectively both to opportunities when they present themselves and to threats when they appear. This philosophy requires attention to detail, an ability to make good and right decisions “at the point of action,” and the integration of military functions and actions in order to effectively achieve a mission accomplished status (ADP Mission Command, 2012, p. 1). This paper will discuss how I will apply the philosophy and concepts of mission command in my future duty assignments following graduation from the SMC by using: the art of command as well as 1) mutual trust, 2) shared understanding, 3) purpose, 4) disciplined initiative, 5) mission orders, and 6) an acceptance of prudent risk to make effective decisions at the point of action with the end goal of accomplishing the mission always foremost in mind.

Mutual Trust

Mutual trust is one of the principles of Mission command that is essential fulfilling the mission. As Sharpe and Creviston (2013) point out, “trust is the glue that binds mission command.” To utilize trust, commanders have to know its parameters and dimensions among their soldiers: they have to know that trust is a two-way street, just as communication is a two-way street. Information comes from the navigation of this two-way flow, trust is built through the shared experience of that flow. A commander has to be able to trust his soldiers and units; and the soldiers and units have to be able to trust their commander. Trust is built by sensing that the two-way channels are open and not closed off in one direction or another.

Trust is also established day in and day out by simply doing what is expected of one no matter where one is in the chain of command. Hutchings (2018) notes that “ADRP 6.0 puts it best: ‘Trust is gained or lost through everyday actions more than grand or occasional gestures.’  This is also true in building a cohesive team. The best teams are formed by doing routine, mundane, daily tasks together.” When members of the team come together to acknowledge and do their respective duties, trust is effected: the mission commander must keep a watchful eye on his soldiers to make sure the daily jobs assigned to them are being accomplished and, likewise, the commander must be sure that he is doing his duties to them as well.

In my own future duty assignments following graduation from the SMC, I intend to develop mutual trust with my soldiers to make sure we are all on the same page, all capable of doing our jobs and completing our tasks, so that when the time comes for decisions to be made at the point of action, we are all ready and willing as one to believe in and trust one another.

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My goal, therefore, is to build trust by setting myself as an example to others of one who does his duty every day. I intend also to build trust by making it clear that I expect every soldier to accomplish his daily duties with alacrity and mindfulness as well.

Shared Understanding

Trust is based, moreover, on the concept of shared understanding—another important principle in mission command. Shared understanding depends on everyone in the chain of command knowing what he is supposed to do, how he is supposed to do it, and being able to do it. Shared understanding, for example, of how to maintain the operational environment and what the purpose of that maintenance is provides the unit with an effective orientation towards completion of a mission.

In my own future duty…

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…taking unnecessary risk and taking prudent risk, and as a commander one has to know the difference. In my own future duty assignments following graduation from the SMC, I intend to accept prudent risk but avoid gambling with outcomes when the cost of failure would exceed the prudent acceptance of risk with regards to a particular decision.

The Art of Command

The art of command is “the creative and skillful exercise of authority through timely decision-making and leadership” (ADP Mission Command, 2012, p. 5). Commanders must know how and when to make the right decisions and how and when to lead effectively. Requirements for the art of command are authority, leadership, and decision-making capabilities. The art of command feeds into the science of control, which is the study of how to effectively manage forces. In my own future duty assignments following graduation from the SMC, I intend to use the art of command to muster my own decision-making and leadership skills in a way that enables me to communicate, motivate, and lead my subordinates to mission accomplishment, adhering to the principles of mission command. The art of command unites the various concepts of mission command—from the need to build mutual trust to the importance of evaluating risk—and directs them towards appropriate usage.

Conclusion

By implementing the principles, concepts and philosophy of mission command—namely 1) mutual trust, 2) shared understanding, 3) purpose, 4) disciplined initiative, 5) mission orders, and 6) an acceptance of prudent risk to make effective decisions at the point of action with the end goal of mission accomplishment—I intend to accomplish my own future duty assignments. Inherent in the application of the philosophy of mission command is the idea of the art of command, which essentially unifies the main concepts of mission command so that each is aligned with the other. Without the exercise of authority and direction according in accordance with mission orders, no soldier, unit or commander can be effective in the goal of accomplishing the mission. Every leader and decision maker must be able to think and act based on….....

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