text: Chapter 4
  through institutional training and education focusing on the individual, operational force training
  emphasizing team building, and self-development enhancing knowledge. Competence is reinforced through
  a continuous series of focused and progressively stressing drills and exercises and challenging certifications.
  4-7. Mutual trust. Central to creating a functional mission command climate is the need to build cohesive
  teams. Demonstrated competencies, dedicated leadership, and commitment to mission accomplishment are
  the cornerstones to building mutual trust. ADA commanders have a unique opportunity to build cohesive
  teams with joint and multinational partners. Commanders must have a fundamental understanding and
  appreciation for the unique community cultures of these partners to build cohesive multicultural AMD teams.
  4-8. Shared understanding. AMD C2 capabilities at the operational and tactical levels (Patriot C2, Air and
  Missiles Defense Planning and Control Systems (AMDPCS), forward area air defense (FAAD) C2/C-RAM
  C2, THAAD C2, AMDWS, and air defense systems integrator) provide information exchanges, automated
  processing aids, and warfighter/machine interfaces to achieve awareness. Lack of commonality and unique
  system interfaces complicate the achievement of this objective across all echelons of the ADA force. As such,
  a greater premium is placed on human cognition when it comes to transforming awareness and sometimes
  conflicting or ambiguous information into understanding.
  4-9. Commander’s intent. The ADA commander regularly synchronizes several warfighting functions
  across multiple joint, multinational, and Army organizations. It is impossible for the commander to specify
  the task, purpose, and end state for every possible contingency. It is with this backdrop that the commander
  must issue a clear intent that provides the necessary framework for subordinate and adjacent leaders to
  execute their short notice warfighting tasks and mission – maximum attrition as far forward as possible.
  4-10. Disciplined initiative. AMD functions, by their very nature, are complex. A thinking enemy with a
  wide range of capabilities, combined with a saturated joint or multinational operating environment, creates
  the conditions for demonstrated disciplined initiative. The key to operating in this environment is for
  subordinates to demonstrate understanding of the mission, the commander’s intent and end state, the AMD
  concept of operations (to include ROE), and the tasks and purposes of each subordinate unit within that
  concept of operations. This understanding arms subordinates with the ability to exercise disciplined initiative.
  4-11. Mission orders. The AMD environment is fast paced and always evolving. Effective use of mission
  orders to provide direction and guidance enables commanders to achieve mission accomplishment over a
  wide ranging, rapidly evolving, and three-dimensional operational environment. Properly constructed and
  disciplined orders allow commanders to direct change to the concept of the operation, when necessary.
  4-12. Risk acceptance. ADA commanders must know where they are facing risk and ensure these risks are
  understood at all echelons. Commanders, staffs, and subordinate leaders use the risk management process in
  developing plans and preparing for operations (see ATP 5-19 for more information). The risk management
  process allows commanders to determine the level of risk, supports their decisions as to how much risk to
  accept (prudent risk), and facilitates the identification of means to minimize the effects of the risk. It is most
  important to provide leadership with accurate risk information and for all to understand at what level the
  responsibility to accept risk resides.
  COMMAND OF ADA FORCES
  4-13. Command is the authority that a commander in the armed forces lawfully exercises over subordinates
  by virtue of rank or assignment (JP 1). Command includes the authority and responsibility for effectively
  using available resources and for planning the employment, organization, coordination, and control of forces
  for the accomplishment of missions. Direct leadership within a command decreases as the level of command
  increases.
  4-14. Command is more art than science. The art of command is the creative and skillful exercise of authority
  through timely decision making and leadership. As an art, command requires exercising judgment.