text: Mission Command and Command and Control
  The first time you go to a scene where you’ve lost a soldier, it does not matter what
  uniform he’s wearing. He is one of ours. He was brought in to serve with us, and I
  don’t care what nationality he is. We needed to build it to one standard: checkpoints,
  force protection, food, weapons, ammunition, all the way down. They fight with us
  and we’re going to treat them to our standard. That’s just nonnegotiable.
  Note: For Army users, JP 1 defines command as the authority that a commander in the armed
  forces lawfully exercises over subordinates by virtue of rank or assignment. Command includes
  the authority and responsibility for effectively using available resources and for planning the
  employment of, organizing, directing, coordinating, and controlling military forces for the
  accomplishment of assigned missions. It also includes responsibility for health, welfare, morale,
  and discipline of assigned personnel. ADP 6-0 defines control as the regulation of forces and
  warfighting functions to accomplish the mission in accordance with the commander’s intent.
  6-3. Many actions contribute to successful mission command, including planning, training, and education.
  Moreover, a well understood commander’s intent is essential for mission command. In a
  counterinsurgency, the operational environment is changing and real-time guidance or direction will need
  to change. Planning, whether hasty or deliberate, provides a foundation of shared understanding. Effective
  training and education, which make it more likely that subordinates will take the proper actions in combat,
  help ensure the success of mission command. A commander's intent, expressed clearly before an operation
  begins, is an essential element of mission command. Likewise, analysis after the operation, which
  ascertains the results and lessons of the action and so informs future actions, contributes to mission
  command.
  Note: For Marine Corps users, mission command does not replace command and control as a
  warfighting function. Mission command is a type of command and control that promotes
  innovation and requires the strong relationships of trust and mutual understanding necessary for
  decentralized decisionmaking necessary to seize the initiative, degrade enemy cohesion, and
  strengthen friendly cohesive relationships that are critical elements to any counterinsurgency.
  Based on leader character and subordinate initiative, mission command offers no checklist for
  success, but instead challenges the services to cultivate a bias for taking appropriate action and
  accentuate the senior leadership virtues of trust, moral courage, and restraint. The mission
  command philosophy asserts that people are the basis of all military organizations, and military
  operations occur as human interactions. Commanders use the philosophy of mission command to
  exploit and enhance uniquely human skills. Commanders implement mission command though
  leadership, providing direction and guidance as part of command and understanding that
  subordinates contribute to control. The other types of command and control are command by
  direction and command by planning. For the Army, the philosophy of mission command is the
  exercise of authority and direction by the commander using mission orders to enable disciplined
  initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of
  unified land operations. (For more information, see MCDP 6 and ADP 6-0).
  6-4. Due to the nature of counterinsurgency operations, the inculcation of the mission command
  philosophy is beneficial in dealing with the local environment. Soldiers and Marines interact with a society
  at the platoon, squad, and individual level. Tactical leaders must have the ability, within the commander’s
  intent, to have freedom of action to work with a local society. As such, tactical leaders should act with a
  conceptual understanding of an operational environment and how their action’s fit into that operational
  environment.
  6-5. A counterinsurgency involves simultaneous activities at every echelon. Platoons within a company
  could be doing different tasks, and companies within a battalion could be doing different tasks, all in
  support of a battalion’s method of counterinsurgency. Every task involves potential decisions that can have
  an immediate impact on success or failure. Moreover, these tasks are interrelated. This means that junior
  leaders will make decisions at the point of effort, relying on mission type orders. This applies to any
  operational approach taken to defeat an insurgency. For example, if the commander integrates a direct