text: Chapter 6
  6-10. The BCT operations staff officer (S-3), in coordination with the commander, ensures combat
  operations flow smoothly during phases or transitions (sequels) between offensive and defensive operations.
  The right mix of forces available to quickly transition combat operations between the offense and defense
  enables the tempo necessary to maintain momentum.
  AUDACITY
  6-11. As seen in the vignette a simple but boldly executed plan of action,walling off the two neighborhoods
  south of Sadr City, demonstrated audacity through action to seize the initiative and press the battle. The
  offense favors the bold execution of plans. The BCT commander exercisesaudacity by developing inventive
  plans that produce decisive results while violently applying combat power.The commander compensates for
  any lack of information to develop the plan by developing the situation aggressively to seize the initiative,
  and then continuously engage in combat to exploit opportunities as they arise.
  6-12. Audacity is a willingness to take bold risks. The BCT commander displaysaudacity by accepting risk
  commensurate with the value of the BCT’s objective. Thecommander must understand when and where to
  take risks and avoid hesitation when executing the plan.
  SECTION II – COMMON OFFENSIVE PLANNING CONSIDERATIONS
  6-13. The BCT commander begins with a designated area of operations, identified mission, and assigned
  forces. The commander develops and issues planning guidance based on visualization relating to the physical
  means to accomplish the mission. The following paragraphs discuss activities, functions, and specific
  operational environments as the framework for discussing offensive planning considerations. (SeeFM3-90-1
  for additional information.)
  COMMAND AND CONTROL
  6-14. As with all operations, the BCT commander drives the operations process through the activities of
  understanding, visualizing, describing, directing, leading, and assessing. The BCT commander uses the
  principles of mission command (specificallymutual trust and sharedunderstanding [see paragraph 4-2]) and
  inspires the BCT to accomplish the mission. The BCT commander develops shared understanding,by clearly
  stating theintent,assigns responsibility,delegates authority,and allocates resources to enable subordinates
  to take disciplined initiative,accept prudent risk,and act on mission orders to achieve success. For example,
  a movement to contact includes the general plan,direction,objectives,general organization of forces,general
  guidance of actions on contact,bypass criteria,and other guidance as required. The commander’slocation is
  also specified. (SeeADP 6-0 and FM 6-0 for additional information.)
  OPERATIONAL FRAMEWORK
  6-15. The BCT commander and staff use four components of the operational framework to help
  conceptualize and describe the concept of operations in time,space,purpose,and resources. (See chapter 2.)
  First,the commander is assigned an area of operations for the conduct of operations. Second,the commander
  can designatedeep,close,rear,andsupportareas to describe the physical arrangement of forces in time and
  space. Third, within this area, the commander conducts decisive, shaping, and sustaining operations to
  articulate the operation in terms of purpose. (See figure 2-4onpage 2-26.) Inthe fourth and final component,
  the commander designates the main and supporting efforts to designate the shifting prioritization of resources.
  (SeeFM 3-0 for additional information.)
  Note. The BCT does not conduct operationally significant consolidate gains activities unless
  tasked to do so,usually within a division consolidation area.