text: Chapter 3
  COMMANDERS AND STAFFS COLLABORATE TO PLAN, PREPARE,
  EXECUTE, AND ASSESS
  3-72. The operations process consists of the major activities of command and control conducted during
  operations, which are planning, preparing, executing, and assessing operations. Commanders drive the
  operations process while remaining focused on the major aspects of operations. Staffs conduct the operations
  process; they assist commanders with the details of planning, preparing, executing, and assessing.
  3-73. The continuous nature of the operations process, as well as the critical combat information and timely
  and accurate reports provided during reconnaissance and security operations, allow commanders and staffs
  to make adjustments. Commanders, assisted by their staffs, integrate activities and operations throughout
  BCTs and squadrons as they exercise mission command. Throughout the operations process, commanders
  develop an understanding and appreciation of operational environments and tactical situations. They
  formulate plans and provide purpose, direction, and guidance to BCTs. Commanders then adjust operations
  based on changes to the operational environments and tactical situations. Adjusting operations allows
  commanders to gain positions of relative advantage over the enemy. (Refer to ADP 5-0 for more information.)
  3-74. Throughout the entire operations process, the staff supports the commander and subordinate
  commanders in understanding the situation, so they can make recommendations and implement decisions
  throughout the conduct of the operation. The staff does this by conducting the operations process (plan,
  prepare, execute, and assess), and knowledge and information management.
  PLAN
  3-75. Planning is the art and science of understanding a situation, envisioning a desired future, and
  determining effective ways to bring that future about (ADP 5-0). An Army leader plans to create a common
  vision among subordinate commanders, staffs, and unified action partners. Planning results in an order that
  communicates a commander’s vision clearly and directs actions to synchronize forces in time, space, and
  purpose for achieving objectives and accomplishing missions.
  3-76. All planning is based on imperfect knowledge and assumptions about the future. Planning cannot
  predict the operation’s outcomes, describe with precision the enemy’s behaviors, or anticipate the civilian
  population’s responses to military operations. The understanding and learning that occur during planning
  have great value, even if operations do not proceed precisely as envisioned, because that process of planning
  results in the improved situational understanding that facilitates future decision-making. Leaders use plans
  and planning to—
  * Understand and develop solutions to problems.
  * Anticipate events and adapt to changing circumstances.
  * Task-organize the force and prioritize efforts.
  Understand and Develop Solutions
  3-77. The commander and staff conduct conceptual planning (using the Army design methodology) to
  understand, visualize, and describe the operational environment and the operational approach to the problem.
  The Army design methodology results in an improved understanding of the operational environment and an
  operational approach that serves as a link between conceptual and detailed planning. The methodology may
  also result in an initial problem statement, an initial commander’s intent, and a commander’s initial
  reconnaissance and security guidance. Based on their understanding and learning gained while using the
  Army design methodology, commanders issue planning guidance, including an operational approach, to
  guide more detailed planning with either the MDMP or the rapid decision-making and synchronization
  process (RDSP). (Refer to FM 6-0 and ADP 5-0 for more information.) The BCT and Cavalry squadron’s
  planning efforts use the MDMP to create a synchronized plan that provides mission-type orders to
  subordinate units, including the BCT’s Cavalry squadron.
  3-78. The military decision-making process is an iterative planning methodology to understand the situation
  and mission, develop a course of action, and produce an operation plan or order (ADP 5-0). The MDMP
  integrates the activities of the commanders, staffs, subordinate headquarters, and unified action partners to
  decide on a course of action that accomplishes the mission and to produce an OPORD for execution. Leaders
  use the MDMP to apply thoroughness, clarity, sound judgment, logic, and professional knowledge to