Influence in MDMP

Assignment: Respond to at least 2 posts of your classmates, with at least 1 cited source each and a minimum of 150 words per response, for full participation credit. See Form 1009C-DL for specific requirements.

Courseof Action Development Discussion Board

Daniel W. Voelker

Course of action (COA) development is the third step in the MDMP. During this phase, planners utilize the commander’s intent, problem statement, other planning guidance, and other items produced during mission analysis to create possible courses of action for a mission (Department of the Army, 2016). Once planners have established the courses of action undergo scrutinizing and screening to determine if they are feasible, acceptable, suitable, distinguishable, and complete. The planners must also take in consideration what effects the course of action may have on a commander’s options at a higher echelon (Department of the Army, 2016). During the course of action development process, the staff will develop the initial concept of the operation. This will be done for each COA and will provide the how of the commander’s visualization and provide framework and summarization of how the warfighting functions will contribute to the COA (Department of the Army, 2016). Also established during COA development are the lines of effort. The lines of effort encompass what the objectives are for each subordinate unit within these lines of effort (Department of the Army, 2016). Course of action statements and sketch production occurs during this phase. The statements and sketches cover the who, what, when, where, and why of each subordinate unit within each COA (Department of the Army, 2016). The planners compile courses of action and all associated information in one brief for the commander to make a decision on which course(s) of action to follow. At this point, the commander chooses a COA, chooses to combines elements of more than one COA into a new one, or does not choose any (Department of the Army, 2016). If the commander does not choose any of the courses of action or decides to combine more than one COA, the planners will need to begin the CAO development phase again.

With COA development process presenting multiple problems with multiple solutions, brainstorming is useful process for generating and developing options for courses of action (Department of the Army, 2016). Brainstorming requires imagination, open-mindedness, and creativity (Department of the Army, 2016). These are all elements of critical and creative thinking. Critical and creative thinkers are able to search for hidden assumptions, are open minded, and gather and assess relevant information (L103RB). The ability to think outside the box will lend to creative ideas that will help develop the best possible courses of action for the commander to choose between. Finding creative and innovative solutions to problems is a key attribute for planners to have. As the Operations Sergeant Major, it would be imperative to foster an environment during the planning process that encourages open-minded, free thought in order to avoid stifling the innovation of ideas. As an Operations Sergeant Major, having the ability to set this environment, being able to correct course of the environment becomes too stifling, and being open-minded is paramount in establishing well thought-out courses of action.

References

Department of the Army. (2016). Commander and staff organization and operations. (FM 6-0). Retrieved from: https://armypubs.army.mil/ProductMaps/PubForm/Details.aspx?PUB_ID=104216

L103RB, Introduction to Critical Thinking and Problem Solving, Doctrinal Excerpts [L103RB], (2020) [PDF document]. Retrieved from Lecture Notes Online Website:

https://usasma.blackboard.com/bbcswebdav/courses/SMA_SMC-DL_PH1_2020_CL47_A/L103RB_Doctrinal_Excerpts

Bradley Merrill

COA Development

From the 20,000 foot view, development of courses of action (COA) involves seven elements. First, assess relative combat power of both friendly and enemy forces, second is generating options based off of commander’s guidance and intent as well as force ratios developing in the previous step. Array forces element continues to shape ratios needed for success, followed by developing a broad concept which begins to state how the COA accomplishes the mission. The fifth step is assigning headquarter elements and developing a task organization followed by the development of COA sketches and statements which flesh out each COA before the final step of conducting the actual COA briefing to the commander (Department of the Army, 2016).

The result of course of action development is providing a commander with a set of options to accomplish a mission based on their intent and guidance. While developing COAs planners must ensure they meet certain criteria including if they are feasible, acceptable, suitable, distinguishable from other COAs, and of course that each one is complete (Department of the Army, 2016). Operations sergeants major must assist planners in remaining on task during the process as well as encouraging critical and creative ideas from all members. When developing options it is critical planners account for combat power of both friendly and enemy forces, main and supporting efforts, sustainment and shaping operations. In modern operations one important aspect planners must account for is population centers and population effects both in urban areas and threats they possess in the event of refugee in and around key terrain (Department of the Army, 2019).

An operations sergeant major’s key role comes while the G-3 section is preparing COA statements and sketches for each COA developed earlier in the process. When combined, the sketch and statement must explain the who, what, where, when, and why (Department of the Army, 2016. p. 120). For COAs the who is of course the units involved, the what are the tasks those units are assigned and the why is the purpose of each task. The operations sergeant major must be prepared to not only play devil’s advocate, they must provide a critical eye on the developing products to ensure they cover all required areas. An effective operations sergeant major constantly asks questions during the COA process ensuring members clearly understands the commander’s intent and vision as well as assisting in the management of the staff through the entire process.

References

Department of the Army. (2016). Commander and staff organization and operations (FM 6-0).

https://usasma.blackboard.com/bbcswebdav/courses/SMA_SMC-DL_PH1_2020_CL47_A/O500%20Army%20Operations%20Readings/FM_6-0_CDR_and_Staff_C2_2016

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Department of the Army. (2019). Intelligence preparation of the battlefield (ATP 2-01.3).

https://usasma.blackboard.com/bbcswebdav/courses/SMA_SMC-DL_PH1_2020_CL47_A/O500%20Army%20Operations%20Readings/ATP_2-01.3_IPB_2019