text: Mission Command
  4-32. At every echelon of command,the most important of these components is people. As the commander’s
  command and control system begins with people, the commander bases command and control systems on
  human characteristics more than onequipment and procedures. Trained people are essential to an effective
  command and control system;the best technology cannot support command and control without them. (See
  ADP 6-0 for additional information.)
  PEOPLE
  4-33. The Army’s approach to mission command is built upon the bedrock of the Army Profession—trust.
  Mutualtrust between commanders,leaders,and Soldiers in cohesive units enablescommand and control to
  thrive in the ambiguity and chaos of a complex world. Trusted Army professionals are essentialto an effective
  command and control system.
  4-34. Soldiers and leaders exercise disciplined initiative and accomplish assigned missions according to the
  commander’s intent, not technology. Therefore, the BCT commander bases command and control systems
  on human skills, knowledge, and abilities more than on equipment and procedures. Trained Soldiers and
  leaders form the basis of an effective command and control system;the commander must not underestimate
  the importance of providing training.
  4-35. Key people within the BCT dedicated to command and control include seconds in command,command
  sergeants major,and staffs. The second in command is the commander’s principal assistant. The command
  sergeant major is the senior noncommissioned officer of the command. The staff supports the commander
  with understanding situations, decision-making, and implementing decisions throughout the operations
  process. The commander systematically arranges the staff as part of the command and control system to
  perform the following threefunctions:
  (cid:122) Supporting the commander.
  (cid:122) Assisting subordinate units.
  (cid:122) Informing units and organizations outside the headquarters.
  PROCESSES
  4-36. The BCT commander establishes and uses systematic processes and procedures to organize the
  activities within the headquarters and throughout the force. Processes are a series of actions directed to an
  end state, such as the military decision-making process (MDMP). Procedures are standard, detailed steps,
  often used by the BCT staff,which describes how to perform specific tasks to achieve the desired end state,
  such as standard operating procedures (SOPs). Processes and procedures increase organizational competence
  by improving the staff’s efficiency or by increasing the tempo.
  4-37. The MDMP provides the commander, staffs, and subordinate commanders an orderly method for
  planning. SOPs often provide detailed unit instructions on how to configure common operational picture
  (COP) displays. Adhering to processes and procedures minimizes confusion, misunderstanding, and
  hesitation as the commander makes frequent,rapid decisions to meet operational requirements.
  NETWORKS
  4-38. The network connects people and allows sharing of resources and information. The network enables
  the execution of command and control and supports operations through wide dissemination of data and
  relevant information. The Army’s network is the Department of Defense information network-Army
  (DODIN-A). The Department of Defense information network-Army is an Army-operated enclave of the
  Department of Defense information network that encompasses all Army information capabilities that collect,
  process,store,display,disseminate,and protect information worldwide (ATP 6-02.71).
  4-39. As networks may degrade during operations,the commander must develop methods and measures to
  mitigate the impact of degraded networks. The commander may mitigate the impact of degraded networks
  through exploiting the potential of technology or through establishing trust,creating shared understanding,
  or providing a clear intent using mission orders.