text: FM 7-100.1________________________________________________________________________________
  sustaining the aim. Typically, sustaining the aim involves assigning re-
  sources and developing parameters for execution that define the limits of
  subordinates’ discretion. In communicating his thinking, the commander al-
  ways includes branches and sequels that he is able to anticipate. In establishing
  the aim, he remains focused on the mission that he was assigned, but does so
  in the context of the systems warfare approach to combat and how he may best
  achieve the ends envisioned in his mission. He attempts to reach a choice that
  enables the OPFOR to operate successfully by defeating an opponent through
  disaggregating one or more components of the enemy combat system. Conse-
  quently, the OPFOR is not very interested in classic calculations of correlation of
  military forces, but more in finding a way to produce disproportionate effects.
  2-134. When the commander has selected a base course of action with appro-
  priate branches and sequels, he provides this decision to his staff for further
  planning and for dissemination of the finalized missions to the troops. The
  decision includes the concept, missions for major subordinates, the organiza-
  tion of forces, and the organization of the AOR. The components of the deci-
  sion are the following:
  2-135. Objective (Subordinate Unit Missions). The commander deter-
  mines the objective of the operation and the missions to be assigned to con-
  stituent and dedicated forces. This part of the decision defines the priorities
  for supporting and affiliated forces.
  2-136. Opportunity. The commander describes how the unit will achieve
  the necessary window of opportunity to execute the plan. This includes meas-
  ures for protecting the force from standoff attack as well as creating or taking
  advantage of an enemy vulnerability.
  2-137. Method (Concept of Operations). The commander describes by
  what means to accomplish the task or mission. He organizes the battlefield
  and his forces. He lays out the method by which the OSC will support the
  theater or national IW campaign.
  2-138. End State. The commander describes his vision for how the operation
  ends on OPFOR terms. He also describes how this operation sets the stage
  for follow-on operations.
  Act
  2-139. On the basis of the available data and the recommendations from the
  staff, the commander makes a decision. The decision may be one of the rec-
  ommended courses of action, a combination of two or more recommendations,
  or a new solution. The commander can also keep the more promising non-
  selected variants as contingency plans.
  2-140. Commanders avoid using stereotyped patterns that would make en-
  emy templating and targeting easier. To aid in deception, they may create
  courses of action that appear on the surface as established fighting methods
  but are actually something else.
  Adapt
  2-141. Operational-level decision making is highly flexible. This flexibility
  comes from mission-type orders from the General Staff (or SHC or theater