text: Mission Command
  a RDSP following completion of their MDMP as they execute operations within the BCT’s MDMP planning
  cycle, in addition to the Cavalry squadron’s continuously transitioning between reconnaissance and security
  operations. The RDSP does not take the place of the MDMP; however, the RDSP supplements the MDMP
  when time is limited and the staff is unable to conduct the full MDMP. The RDSP includes the following
  five steps:
  * Step 1. Compare the current situation to the order.
  * Step 2. Make the determination that a decision is required and determine the type.
  * Step 3. Develop a course of action.
  * Step 4. Refine and validate the course of action.
  * Step 5. Issue and implement the order.
  Anticipate Events and Adapt to Changing Circumstances
  3-85. Cavalry squadrons are the eyes and ears of the BCT. The BCT commander, the squadron commander
  and staffs must assist the BCT commander in understanding, visualizing, and describing the area of
  operations and the tactical situation. The squadron’s primary purpose is to answer the BCT commander’s
  PIRs (see figure 3-5, page 3-20).
  3-86. Outputs of the IPB, such as the enemy situational templates, the event template, and the BCT and
  squadron commanders’ CCIRs are critically important to assisting the BCT in anticipating events and
  adapting to changing situations. As commanders articulate, assess, and refine their information requirements,
  the BCT and squadron staffs further refine the commanders’ information requirements into specific
  information collection plans.
  3-87. As described previously in this chapter, PIRs are intelligence requirements that drive decision points.
  (Refer to FM 1-02.1 and ADP 3-90 for additional information.) For example, the BCT commander could
  establish PIRs concerning enemy capabilities and disposition as well as PIRs concerning civil considerations
  in conjunction with a series of FFIRs about the BCT.
  3-88. The BCT commander requires information about the enemy to make informed decisions, such as—
  * When will enemy artillery be in range of our main body?
  * Where is the enemy main body?
  * Where are civilians on the battlefield?
  3-89. The BCT commander requires information about FFIRs (the things we know about ourselves) to make
  informed decisions, such as—
  * Completion and status of defensive preparations.
  * Loss of communications with the Cavalry squadron.
  * Loss of key weapons system.
  * Significant maintenance issues.
  3-90. The Cavalry squadron staff further refines the BCT commander’s PIRs into discrete groups and
  indicators. Indicators, in intelligence usage, are items of information that reflects the intention or capability
  of an enemy and/or adversary to adopt or reject a course of action (JP 2-0). Indicators are collected within
  NAIs or TAIs. In the below example, the BCT commander needs to know, “will the enemy attack within the
  next 72 hours?” After developing PIRs into groups and indicators, the staff and troop commanders then assign
  specific information requirements (SIRs) to facilitate tasking by matching requirements to asset capability.
  The staff and troop commanders develop SIRs for each information collection asset based on capabilities of
  the asset and the expected threat activity (see figure 3-5, page 3-20). SIRs provide specific information about
  specific threat activity (or lack thereof) at specific locations. Cavalry units should have access to all
  information requirements at the lowest level to enable them to timely and accurately report to the commander,
  which assists the commander in developing his or her situational understanding. After doing an analysis of
  probable firing positions given the terrain, the groups’ indicators, and SIRs for their respective area of
  operations could include the following: