text: Operational Art and Science
  control should not exceed that commander’s capability to command effectively. The optimal number of
  subordinates is situation dependent. The more fluid and rapidly changing the situation, the fewer subordinate
  elements a commander can command and control effectively. Within this situation-dependent range, a greater
  number of subordinates allows greater flexibility, and this increases options and combinations. However, as
  the number increases, commanders, at some point, lose the ability to control all subordinate forces. At this
  point, the only way to reintroduce flexibility is to group elements into a smaller number of parts, creating
  another echelon of command. Establishing a field army headquarters to control multiple corps and divisions
  in large-scale combat operations is an example.
  ESTABLISH AN OPERATIONAL FRAMEWORK
  2-70. The operational framework provides an organizing construct for how commanders intend to organize
  their AO geographically (deep, close, rear, and support areas), by purpose (decisive, shaping, and sustaining
  operations), and by effort (main and supporting). When establishing their operational framework,
  commanders consider the physical, temporal, virtual, and cognitive factors that impact their AOs.
  Collectively, these considerations allow commanders and staffs to better account for the multi-domain
  capabilities of friendly and threat forces.
  Land Force Area of Operations
  2-71. Based on their visualization of an operation, the JFC may designate land and maritime AOs as
  described in Chapter 1. Depending on how the joint force is organized, the land AO may be assigned to a
  land component commander or divided into land AOs by Service commanders (for example ARFOR and
  Marine Corps).
  2-72. For land operations, an AO includes subordinate AOs assigned by Army commanders to their
  subordinate echelons. The Army commander or JFLCC is the supported commander within an AO designated
  by the JFC for land operations. In their areas of operations, commanders integrate and synchronize combat
  power. To facilitate this integration and synchronization, commanders designate targeting priorities, effects,
  and timing of fire and maneuver in their AO. Component commanders with assigned AOs designate
  subordinate AOs in which their subordinate forces operate. The use of unit boundaries delineates
  responsibilities of subordinate units, facilitates control, and enables freedom of action. Unit responsibilities
  in an assigned AO include—
  * Terrain management.
  * Information collection.
  * Civil-military operations.
  * Movement control.
  * Clearance of fires.
  * Security.
  * Personnel recovery.
  * Airspace control.
  * Minimum essential stability tasks.
  2-73. Commanders consider a unit’s area of influence when assigning it an AO. An area of influence is a
  geographical area wherein a commander is directly capable of influencing operations by maneuver or fire
  support systems normally under the commander’s command or control (JP 3-0). Understanding an area of
  influence helps commanders and staffs plan branches to the current operation in which the force uses
  capabilities outside the AO. An AO should not be substantially larger than the unit’s area of influence.
  Ideally, the area of influence would encompass the entire AO. An AO too large for a unit to effectively
  control increases risk, allowing sanctuaries for enemy forces and limiting joint flexibility.
  2-74. An area of interest is that area of concern to the commander, including the area of influence, areas
  adjacent thereto, and extending into enemy territory (JP 3-0). This area also includes areas occupied by enemy
  forces who could jeopardize the accomplishment of the mission. An area of interest for stability or defense
  support of civil authorities may be much larger than that area associated with the offense and defense. The