text: Chapter 4
  Operations Structure
  Intelligence about civil considerations may be as critical as intelligence about enemy forces.
  ADP 5-0, The Operations Process
  This chapter describes the CA role in Army operations through CAO planning, design,
  and capabilities within the operational framework and defines its integration into the
  Army’s operational structure.
  CA Soldiers, elements, and units are assigned to, have a command relationship with,
  or provide support to Army, joint force, coalition, and U.S. government civilian
  headquarters at the tactical, operational, and strategic levels. This chapter focuses on
  the CA role in Army operations. CA leaders and CAO planners must clearly understand
  the Army operations structure, planning, and orders production. They must understand
  the mechanics that underlie Army operations and the manner in which civil knowledge
  and CAO are integrated into the commander’s intent, planning guidance, and
  CONOPS.
  OVERVIEW
  4-1. The operations structure consists of the operations process, combat power, and the operational
  framework. This is the Army’s common construct for unified land operations. It allows Army leaders to
  organize efforts rapidly, effectively, and in a manner commonly understood across the Army. The operations
  process provides a broadly defined approach to developing and executing operations. The warfighting
  functions provide a common organization for critical functions. The operational framework provides Army
  leaders with conceptual options for arraying forces and visualizing and describing operations.
  4-2. Planning is the art and science of understanding a situation, envisioning a desired future, and laying out
  effective ways of bringing that future about. Well-considered and developed plans lead to success. Plans for
  military operations are based on an imperfect understanding and uncertainty of how the military situation will
  evolve once the operation has started. CAO is one tool a commander uses to enhance understanding of the OE.
  4-3. A plan does not guarantee mission success. Instead, a well-developed plan ensures the consideration of
  multiple competing factors within the OE, adherence to the commander’s mission and intent, and the ability for
  leaders and Soldiers to be flexible and adaptable during implementation. In the military, decisive actions demand
  a flexible approach to operations that adapts methods to each situation. An effective planning process structures
  the thinking of commanders and staffs while supporting their insight, creativity, and initiative. Following this type
  of planning process—whether for offensive, defensive, stability, or DSCA operations—offers the best opportunity
  for mission success.
  CIVIL AFFAIRS ROLE IN THE OPERATIONS PROCESS
  4-4. Commanders organize forces according to purpose by determining whether each unit’s operation will be
  decisive, shaping, or sustaining. These decisions form the basis of the CONOPS of the commander through the
  MDMP and METT-TC analysis. Through the MDMP and evaluation of METT-TC variables, the CAO planner
  recommends the allocation of CA forces in support of operations. During MDMP, the CAO staff integrates civil
  knowledge into the process to enhance the understanding of the OE in which they are planning operations. This
  information is then shared with the commander and staff for that OE. At each stage of MDMP there are specific
  inputs for civil considerations of the OE which help to drive the decision-making process.