text: Mission Command
  * Commanders drive the operations process.
  * Commanders and staffs actively collaborate to plan, prepare, execute, and assess operations.
  * Commanders and staffs build and maintain situational understanding.
  * Commanders and staffs apply critical and creative thinking.
  COMMANDERS DRIVE THE OPERATIONS PROCESS
  3-18. The commander is the central figure in the operations process. While the staff performs essential
  functions that amplify the effectiveness of operations, the commander is ultimately responsible for
  accomplishing assigned missions.
  3-19. Commanders encourage disciplined initiative through a clear commander’s intent while providing
  enough direction to integrate and synchronize the force at the decisive place and time during reconnaissance
  and security operations. Early dissemination of intent is important as Cavalry operations precede main body
  movement and the conduct of decisive operations. The commander relies upon subordinates to respond
  quickly to mission-type orders and to execute disciplined initiative. Figure 3-3, page 3-15 provides a
  graphical depiction of how the commander’s primary tasks are aligned with elements of reconnaissance and
  security planning. To this end, the commander performs six primary tasks. (Refer to ADP 5-0 for additional
  information.) These tasks are to—
  * Understand.
  * Visualize.
  * Describe.
  * Direct.
  * Lead.
  * Assess.
  Understand
  3-20. Understanding is fundamental to the commander’s ability to establish a situation’s context. Moreover,
  understanding is essential to effective decision-making during planning and execution. Analysis provides the
  information used to develop understanding and frame the tactical problem in the context of the operational
  environment. In addition, detailed planning assists commanders in developing their initial understanding of
  the operational environment and the tactical challenges further. To develop better understandings of
  operational environments, as well as the specific characteristics of mission variables of METT-TC (I),
  commanders circulate within their areas of operations and collaborate and consult with subordinate
  commanders, Soldiers, and key staff officers (such as the BCT S-3 outlined in chapter 1). Using their own
  training, experience, education, and inputs from others (including running estimates from the staff and unified
  action partners), commanders improve their understandings of operational environments and specific tactical
  problems throughout the operations process.
  3-21. Reconnaissance and security operations, as part of the BCT’s information collection efforts, are
  indispensable to building and improving the commander’s understanding of the situation. As commanders
  refine their understanding, they must quickly formulate the CCIRs, keep them current, determine where to
  place key personnel, and arrange for liaison teams to contribute further to improving the commander’s
  understanding. In short, greater understanding of the situation enables commanders to make better decisions
  throughout the conduct of operations.
  Visualize
  3-22. As commanders begin to understand their operational environment and the tactical problem, they
  visualize potential solutions and their desired end state. A commander’s visualization is the mental process
  of developing situational understanding, determining a desired end state, and envisioning an operational
  approach by which the force will achieve that end state (ADP 6-0). The process of commander’s visualization
  applies to both the BCT’s primary mission (its decisive operation) as well as the collective visualization of
  reconnaissance and security operations that influence the BCT’s decisive operations.