text: Chapter 3
  Immediate Reorganization
  3-28. Immediate reorganization is the rapid and usually temporary restoration of attrited units to minimum
  levels of effectiveness. Normally, the commander implements immediate reorganization in the combat
  position or as close to that site as possible to meet near-term needs. Immediate reorganization consists of
  cross-leveling personnel and equipment, matching weapon systems to crews, or forming composite units
  (joining two or more attrited units to form a single-mission capable unit).
  Deliberate Reorganization
  3-29. Deliberate reorganization is conducted when more time and resources are available. It usually occurs
  farther away from hostile activity than immediate reorganization. Deliberate reorganization procedures are
  similar to those for immediate organization; however, some replacement resources may not be available. In
  this case, equipment repair can become intensive making more extensive cross-leveling possible.
  REGENERATION
  3-30. Regeneration is the intentional restoration of unit’s combat power and is considerably more resource
  intensive than reorganization. It is also time intensive and normally requires days to weeks to execute.
  Regeneration is an extraordinary action and requires large-scale replacement personnel, equipment, and
  supplies. It may involve reestablishing or replacing the chain of command and conducting mission-essential
  training to get the regenerated unit to a required readiness standard. Because of the intensive nature of
  regeneration, it occurs at a designated regeneration site after the unit disengages from combat operations.
  The regeneration site is normally situated in a relatively secure location away from the battlefield, but still
  most conducive to regenerate combat power under the constraints of time and geography.
  3-31. The Individual Replacement System and the Small Team Replacement System (4-9 Soldiers) is used
  during replacement operations to resource both reorganization and regeneration. Commanders may elect to
  regenerate a unit after assessing it as combat ineffective. It is unique in two specific ways. First, it is the only
  form of reconstitution that does not occur in contact with the enemy. Second, it requires establishing a
  regeneration task force to oversee the rebuilding of the regenerated unit’s command structure and manage
  resources as the regenerated unit’s command, staff, and tactical competencies are restored. The command of
  a unit receiving reinforcements or reorganizing retains autonomy, but a regenerated organization requires
  readiness validation before returning to mission. If units are severely degraded that they may not be
  regenerated, then personnel and equipment are reassigned as part of the replacement system and the unit’s
  heraldry is returned to the strategic support area for rebuilding as a part of the force generation process, or
  permanently retired.
  SUSTAINABLE READINESS OVERVIEW
  3-32. The Army must sustainably generate ready and responsive forces over time to enable their projection
  and employment as an essential part of joint and combined forces necessary for the effective execution of
  unified land operations. The Army uses sustainable readiness to inform, synchronize, and integrate force
  generation tasks and processes at strategic, operational, and tactical levels across the near-, mid-, and
  long-term. Sustainable readiness does this by providing the Army a common set of processes, models, and
  mindset that seek to maximize opportunities to build and maintain decisive action readiness at all times.
  Sustainable readiness operates on the understanding that a modern military force necessitates the integration
  of force generation elements and readiness attributes across key DOD and Army-wide processes down to the
  unit-level to sustainably build and maintain force readiness.
  3-33. Sustainable readiness encompasses the planning, preparing, execution, and assessment of the Army’s
  force generation process. Sustainable readiness informs the Army’s resource decisions to maximize both
  mission and response readiness of the total Army force to meet known, emergent, and contingent
  requirements for the Army forces. The execution goal of the sustainable readiness process is to meet the
  readiness objectives agreed to by the Army’s senior leadership. These readiness objectives are developed
  during sustainable readiness planning and preparing phases and are informed by the readiness requirements
  placed upon the force as well as the resources available. Sustainable readiness must focus on increasing and
  maintaining unit personnel, supply, readiness, and training rating, maximizing the use of available resources.