text: FM 7-100.1________________________________________________________________________________
  doctrine. It requires the commander at each level of command to act flexibly,
  exercising his judgment as to what best meets and sustains the aim of his
  superior. The OPFOR believes that this approach provides an absolute ad-
  vantage particularly when operating against a sophisticated enemy equipped
  with advanced information technology. This view stems from the conviction
  that, if the means to exercise control from the top exists, then there is a dan-
  ger that it will be used to the extent that it stifles creativity and initiative.
  The OPFOR seeks to avoid this pitfall in its own C2 process, while recogniz-
  ing that even sophisticated opponents may fall prey to it. It realizes that sti-
  fled initiative and creativity can ultimately preclude such an opponent from
  acting decisively or quickly.
  PRINCIPLES OF COMMAND AND CONTROL
  2-3. The OPFOR specifically defines command and control at tactical and
  operational levels as the actions of commanders, command groups, and staffs
  of military headquarters to maintain continual combat readiness and combat
  efficiency of forces, to plan and prepare for combat operations, and to provide
  leadership and direction during the execution of assigned missions. The ob-
  jective of command is to accomplish the mission. The objective of control is to
  attain maximum combat effectiveness from all available resources. To obtain
  this objective, the OPFOR identifies several principles of command and control.
  CENTRALIZED PLANNING
  2-4. OPFOR military art is fundamentally based on a system of political con-
  trol and the presumption of loyalty among subordinates who have been pre-
  pared for high position in either the civil or military structure. Thus, military
  art and the principles of command within the military are closely related to
  those found in the political system. Indeed, the State views military capabil-
  ity as one of its four instruments of national power. Centralized planning
  characterizes the State and its various components, including the military.
  DECENTRALIZED EXECUTION
  2-5. The State accepts that decentralized execution is essential to controlling
  the tempo of operations. The OPFOR, therefore, is organized to provide ini-
  tiative within the bounds of the aim as stipulated in the planning process.
  The OPFOR accepts some risk in this approach, but mitigates that risk in the
  planning process by determining branches (accommodations made to the plan
  that require diversion from the central plan) and sequels (follow-on opera-
  tions in accordance with the plan). This approach depends on clearly stated
  aims and delineation of the limits of authority at the each level of command.
  It provides considerable flexibility to subordinates and is deemed essential by
  the State and the OPFOR for meeting the needs of the modern operational
  environment.
  DELIBERATE DECISION-MAKING PROCESS
  2-6. The OPFOR decision-making process consists of five phases: assess,
  orient, decide, act, and adapt. (See the section on Decision Making for more
  detail.)