text: Signal Planning
  commanders and staffs to adjust the operation order to the current situation. When using this technique, the
  following considerations apply—
  * Rapid is often more important than process.
  * Much of the process may be mental, rather than written.
  * Rapid decision making should be part of the battle drills for current operations integration cells,
  future operations cells, or both.
  B-41. While the military decision-making process seeks the optimal solution, the rapid decision-making and
  synchronization process seeks a timely and effective solution within the commander’s intent, mission, and
  the concept of operations. Using the rapid decision-making and synchronization process lets leaders avoid
  the time-consuming requirements of developing decision criteria and comparing courses of action. Under the
  rapid decision-making and synchronization process, leaders combine their experience and intuition to quickly
  reach situational understanding. Based on this, they develop and refine workable courses of action.
  B-42. The rapid decision-making and synchronization process is based on an existing order and the
  commander’s priorities as expressed in the order. The most important of these control measures are the
  commander’s intent, the concept of operations, and the commander’s critical information requirements. The
  rapid decision-making and synchronization process includes five steps—
  * Compare the current situation to the order.
  * Determine that a decision, and what type, is required.
  * Develop a course of action.
  * Refine and validate the course of action.
  * Implement the course of action.
  B-43. The first two steps may be performed in any order or concurrently. The last three are performed
  iteratively until commanders identify an acceptable course of action. Refer to FM 6-0 for more information
  about the rapid decision-making and synchronization process.
  ADDITIONAL PLANNING CONSIDERATIONS
  B-44. The military decision-making process might not address the full scope of planning for signal support.
  Army forces plan, prepare, execute, and assess signal support in collaboration with joint, interorganizational,
  and multinational mission partners, as required. Whether signal support is organic to the unit or provided
  from pooled theater assets, commander involvement and comprehensive situational awareness of cyberspace
  and the electromagnetic spectrum are critical to mission success.
  B-45. Army units need to coordinate or interact with joint forces in the conduct of operations. Commanders
  and staffs must be familiar with joint planning systems and processes, including the joint planning process
  and Adaptive Planning and Execution. Refer to JP 5-0 for more information about joint planning.
  B-46. The G-6 (S-6) staff assists the protection cell’s personnel recovery coordination section when preparing
  appendix 13 (Personnel Recovery) to annex E (Protection). Refer to FM 3-50 for details about the G-6 (S-6)
  section’s responsibilities in personnel recovery planning.
  Note. For more details about the signal staff’s role during each step of the military decision-
  making process, see the S-6 disk resources on the Cyber Lessons and Best Practices Website.
  PLANNING CONSIDERATIONS IN A DEGRADED ENVIRONMENT
  B-47. Communications planners must understand the commander’s concept of operations and intent.
  Because there might not be sufficient communications capacity for all requirements in a degraded
  environment, planners need a clear understanding of the overall communications architecture and how it can
  support the commander’s priority effort. The G-6 (S-6) coordinates with other staff sections during the
  military decision-making process and considers—
  * Communications requirements for each warfighting function.
  * Capabilities and limitations of available communications systems.