text: Multidomain Operations and Intelligence
  Table 2-12. Operational and intelligence considerations for operational approach (continued)
  Operational approach Operational and intelligence considerations (not all-inclusive)
  • Stability mechanisms:
  ▪Compel refers to using, or threatening to use, lethal force to establish control
  and dominance, affect behavioral change, or enforce compliance with
  mandates, agreements, or civil authority.
  Stability mechanisms ▪Control involves imposing civil order.
  A stability mechanism is the primary method through ▪Influence refers to altering the opinions, attitudes, and ultimately the behavior
  which friendly forces affect civilians in order to attain of foreign, friendly, neutral, and threat audiences through messages,
  conditions that support establishing a lasting, stable presence, and actions.
  peace (ADP 3-0). As with defeat mechanisms, ▪Support establishes, reinforces, or sets the conditions necessary for the
  combinations of stability mechanisms produce instruments of national power to function effectively.
  complementary and reinforcing effects that accomplish • Conducting pre-mission analysis of the operational environment in conjunction
  the mission more effectively than single mechanisms. with cultural intelligence and civil information.
  • Performing intelligence preparation of the operational environment.
  • Using measures of performance and effectiveness to assess operations.
  • Considering the instruments of national power.
  • Considering the operational variables and civil considerations.
  • Leaders considering risk across the domains. Accepting risk in one domain may
  Risk create opportunities in other domains.
  Commanders accept risk on their own terms to create
  • G-2/S-2s recommending risk assumptions to friendly forces based on threat forces.
  opportunities and apply judgment to manage those
  • Commanders determining how to impose risk on enemy forces.
  hazards they do not control. Risk is an inherent part of
  • Presenting multiple dilemmas and increasing the number and severity of
  every operation and cannot be avoided. Commanders
  hazards with which enemy forces must contend.
  analyze risk in collaboration with subordinates to assist in
  • Providing commanders data to assess risk. Intelligence is necessary to assess
  determining the risk level and type and how to mitigate
  and assume risk.
  the risk. When considering how much risk to accept with a
  • Continuous situation development.
  course of action, commanders consider risk to the force
  • Providing intelligence support to protection.
  against the probability of mission success during current
  and future operations. They assess options in terms of • Considering human and information factors that govern how friendly and enemy
  weighting the main effort, economy of force, and physical forces and other relevant actors assess costs and benefits and calculate risk.
  loss based on what they have been tasked to do. • Waiting for near-perfect intelligence and synchronization. This may increase risk
  or close a window of opportunity.
  ADP Army doctrine publication FM field manual
  STRATEGIC FRAMEWORK
  2-94. The strategic framework accounts for factors in the strategic environment and the connection of
  strategic capabilities to operational- and tactical-level operations. It includes the strategic support area, joint
  security area, extended deep area, and assigned operational area.
  2-95. The strategic framework has importance in terms of joint operations and Army operational-level
  operations. For most Army operations, understanding the Army operational framework in the context of the
  strategic framework, is important. (See figure 2-10 on page 2-34). (See FM 3-0, JP 3-0, and JP 3-10.)
  OPERATIONAL FRAMEWORK
  2-96. An operational framework is a cognitive tool used to assist commanders and staffs in clearly
  visualizing and describing the application of combat power in time, space, purpose, and resources in the
  concept of operations (ADP 1-01). Commanders build their operational framework on their assessment of
  the OE, including all domains and dimensions. They may create new models to fit the circumstances, but
  they generally apply a combination of common models according to doctrine. The three models commonly
  used to build an operational framework are—
  ⚫ Assigned areas.
  ⚫ Deep, close, and rear operations.
  ⚫ Main effort, supporting effort, and reserve.
  Note. Commanders may use any operational framework model they find useful, but they must
  remain synchronized with their higher-echelon headquarters’ operational framework. (FM 3-0
  provides a detailed discussion on each model.)