text: Chapter 2
  Unit Ministry Team
  2-138. The battalion unit ministry team provides two required capabilities to the command. First, religious
  support and pastoral ministry for assigned or attached Service members, authorized civilians, patients, and
  casualties. Second, they advise on religion, morals, and morale within units, and ethical decision making of
  the command. The unit ministry team also supports and advises subordinate commanders and COSC units,
  as required.
  External Coordination
  2-139. The MMB must coordinate externally with the MEDBDE (SPT)/MEDCOM (DS) and in early entry
  operations when a senior medical command headquarters is not present, with the sustainment brigade staff
  and other supported units to accomplish the medical mission. This coordination is conducted mainly through
  command surgeon channels for synchronization of the medical plan and external coordination with the
  combat aviation brigade for MEDEVAC. Coordinates and synchronizes the planning and execution of AHS
  actions.
  2-140. In the performance of their AHS mission, the MMB staff may be required to coordinate with medical
  personnel/organizations of the other Services. For example, the USAF staff provides aeromedical liaison
  teams to facilitate AE aboard USAF resources. The MMB may be required to coordinate directly with
  CONUS for support services under control of Department of the Army (DA), DOD, and Secretary of Defense.
  These include depots, arsenals, data banks, plants, research laboratories, and factories associated with the
  United States Army Medical Research and Materiel Command.
  SECTION III — MEDICAL COMMANDER, COMMAND SURGEON, AND LINE
  COMMANDER
  2-141. The medical commander exercises command and control (authority and direction) over the
  subordinate medical resources.
  MEDICAL COMMANDER
  2-142. As discussed in Army doctrine on unified land operations, the medical commander is the focus of
  command and control and uses two processes in the decision-making process. The commander uses an
  analytic approach to evaluate information and data systematically, proposes courses of action, and determines
  which course of action will provide the optimal results. The commander also makes decisions intuitively.
  For the medical commander, the intuitive decision-making process is guided by professional judgment gained
  from experience, knowledge, education, intelligence, and intuition. Experienced staff members use their
  intuitive ability to recognize the key elements and implications of a particular problem or situation, reject the
  impractical, and select an adequate solution.
  2-143. The leader-developed medical professional has been trained in critical thinking, assessing situations,
  determining requirements for follow-on services, and decisive decision-making skills since the beginning of
  leader’s professional career. These are essential and critical skills which have been taught, nurtured, and
  cultivated throughout commander’s professional medical education and training. The medical commander’s
  experience base cannot be viewed from a purely military perspective of when the commander entered the
  Army, but must be viewed holistically to encompass all of the training, education, and experience this leader
  received. The military and leader development training, education, and experience coupled with proven
  critical thinking skills and ability to take decisive action make this officer the most qualified commander to
  determine how medical assets will be employed in support of the operational commander and to successfully
  accomplish Title 10 responsibilities for the care of assigned Soldiers.
  2-144. The construct of mission command provides for centralized planning and decentralized execution
  and is driven by mission orders. Successful mission command demands that subordinate leaders at all
  echelons exercise disciplined initiative, aggressive action, and to independently accomplish the mission
  within the commander’s intent. Mission command gives the subordinate leaders at all echelons the greatest
  possible freedom of action. While command and control restrains higher-level commanders from
  micromanaging subordinates, it does not remove them from the fight. Rather, mission command frees these