text: _________________________________________________________________________________Chapter 2
  Assess
  2-130. The command group and staff develop estimates across the compo-
  nents of the combat system, including combat, combat support, C2, RISTA,
  and logistics forces. There are three separate purposes served by the assess-
  ment process, including
  • Develop situational awareness of forces and means at the disposal of
  the OPFOR and the enemy.
  • Determine possible enemy weaknesses.
  • Develop an understanding of OPFOR requirements.
  2-131. The assessment phase requires the staff elements responsible for the
  discrete components of the combat system to conduct analysis and synthesis.
  Typically the analysis includes
  • Mission. The commander must understand the senior commander’s
  concept of the campaign or operation and his own command’s role in it.
  • Time and Space. The OPFOR considers time a factor it can use to its
  advantage and prefers to exercise patience if that will achieve the goal.
  The OPFOR views time as an ally in developing a strategy of exhaust-
  ing the enemy in pursuit of the State’s goals.
  • Environment. In the assessment of the environment, the OPFOR
  includes terrain, population, and other physical dimensions of the
  battlespace.
  • Capabilities and Intentions. This is not limited to the immediate
  opponent, but includes all relevant regional and global actors.
  • Opportunities and Risks. In its decision making, the OPFOR at-
  tempts to identify both risks and opportunity posed by the environ-
  ment, time and space, or capabilities and intentions of other actors.
  Orient
  2-132. The orientation step or phase in the process enables the commander to
  direct preparatory steps prior to determining his aim or making his final de-
  cision. He first examines the mission given his unit and determines what
  tasks must be performed to accomplish this mission. This phase also includes
  activating RISTA assets to develop information requirements identified in
  the assessment of the situation. Typically, the orientation phase would in-
  clude preliminary instructions appropriate to the assessment of the situation.
  If the assessment phase reveals shortfalls or information requirements es-
  sential to reaching a final decision, orienting the command group, staff, and
  units enables the OPFOR to develop “pace” prior to final decision. This phase
  requires coordination with appropriate civilian authorities at the higher
  echelons, particularly in support of transition operations or adaptive operations.
  During the orientation phase, the commander and his staff develop several
  courses of action and compare them, attempting to refine the information re-
  quired for decision.
  Decide
  2-133. In the “decide” step, the commander determines his aim or decision
  and communicates his concept for execution. He includes his directions for