text: Mission Command
  80-percent combat power, with minimal loss of civilian structures, no loss of civilian life, and all enemy
  forces are unable to reach bridge Y.”
  MISSION ORDERS
  4-12. When COL Perkins issued his order for the reconnaissance in force,he directed Task Force 1-64Armor
  Regiment to attack up Highway 8 all the way to the Baghdad Airport to collect information about the
  composition and disposition of the Iraqi forces that were defending the city. He provided clear intent,
  objectives, and graphics and allowed LTC Schwartz to execute. The directive was unambiguous: maintain
  momentum, handover targets to trailing armored vehicles, and avoid becoming tied down into a pitched
  battle. The directive also maximized individual initiative.
  4-13. In conjunction with graphical control measures, mission orders provide clear doctrinal language
  familiar to all. Whether assigning doctrinal tasks, allocating resources, or issuing broad guidance, mission
  orders tell subordinates what results to attain, without articulating exactly how to achieve such results.
  Without mission orders, there exists too much room for ambiguity, misinterpretation of discussions, and
  desynchronization of an operation,especially one with multiple unified action partners.
  EXERCISE DISCIPLINED INITIATIVE
  4-14. Commanders at all levels had confidence that their subordinates could do the job with minimal
  direction because of the experience level of the unit,shared understanding,and mutual trust. This prevented
  the column from bogging down at several points during the operation. When enemy disabled SSG Diaz’s
  tank,for example,LTCSchwartz and COL Perkins knew the crew had done whatever they could to save the
  tank and accepted its destruction and abandonment.
  4-15. Leaders must continue to develop and encourage initiative in their subordinates. During assessments,
  or counseling and professional development sessions, affirming and rewarding observed instances of
  disciplined initiative will empower subordinates in the organization. Commanders should consider
  highlighting in a positive light disciplined initiative that was not completely successful. The enemy may have
  chosen a different course of action (COA), or more information may have become available after a
  subordinate made a decision, and the subordinate could easily become discouraged to exercise further
  disciplined initiative.
  RISKACCEPTANCE
  4-16. COL Perkins used armored vehicles to execute the 5 April Thunder Run. The brigade’s vulnerable
  wheeled vehicles remained at OBJ SAINTS. This deprived the task force of certain logistical and sustainment
  functions during the course of the operation. However,the raid’s short duration mitigated the risk.
  4-17. COLPerkins used his knowledge of the art of command to position himself and his intelligence staff
  officer (S-2)in an M113 into the lead task force formation to build understanding and enable timely decisions.
  This position allowed him to assess the situation,apply judgment,and prioritize resources to accomplish the
  mission. In addition, COL Perkins’ command presence forward gave him the ability to influence
  TaskForce1-64 Armor Regiment through personal example and guidance.
  4-18. Commanders define those areas where they are willing to accept risk and where they are not.
  Commanders establish this in their commander’s intent for specific missions,often by phase,and based on
  experience with subordinates and staffs during previous missions,and results from previous training events
  and exercises. When faced with subordinates new to their command, a new or ill-structured problem,
  commanders thoroughly explain these areas of accepted risk and give examples of what they consider
  acceptable risk. Commanders at each echelon carefully determine risks, analyze and minimize as many
  hazards as possible,and then accept risk to accomplish the mission.
  COMMAND AND CONTROL
  4-19. Command and controlis the exercise of authority and direction by a properly designated commander
  over assigned and attached forces in the accomplishment of mission (JP 1). Command and control is
  fundamental to the art and science of warfare. No single activity in operations is more important than