text: _________________________________________________________________________________Chapter 2
  EXECUTION
  2-173. Planning and preparation are important, but they alone are not suffi-
  cient for success. The enemy’s actions can have a dynamic effect on executing
  plans. Friction and uncertainty can distort the best of plans, imposing new
  realities on the situation. Dealing with those realities is the art of execution.
  Planned Flexibility
  2-174. Operational-level C2 is highly flexible. This flexibility comes from mis-
  sion-type orders from the General Staff (or SHC or theater headquarters) to
  the operational-level commands. The staff structure provides operational-
  level commanders the capability for rapid situation assessment and decision
  making. A standardized, streamlined process, using automated support, pro-
  duces the decision and the accompanying plans to implement it.
  2-175. Since operational planning occurs well in advance, it would be difficult
  for the enemy to disrupt the initial decision making and planning. However,
  the operational-level commanders and staffs are continually updating of the
  operation plan. By limiting a commander’s time to plan, an enemy could force
  the OPFOR staff to forsake the preferable parallel or sequential planning
  methods for less desirable executive planning. The OPFOR uses IW meas-
  ures to help ensure that the OPFOR commander has sufficient time to ac-
  quire and process information on the combat situation.
  2-176. Planning continues during execution. The process of forecasting and
  modeling the commander began in his decision process usually has produced
  a series of variants, or contingency plans, which the commander can imple-
  ment without completely changing his concept of operations. Such planning
  also accounts for a range of probable enemy responses to OPFOR combat
  actions. Each variant, however, must allow the achievement of the assigned
  mission by the designated time; this aspect of the plan is not subject to
  contingency planning.
  Monitoring Execution and Sustaining the Aim
  2-177. Issuing directives does not ensure they will be carried out or under-
  stood. The OPFOR places great emphasis on supervision after the directive is
  issued. The chief of staff is responsible to the commander for the overall or-
  ganization of staff supervision. Each staff section is responsible for checking
  on the execution of the directives it prepares and also ensuring that subordi-
  nates have correctly understood the directives. The chief of staff may issue
  additional directives, with the operational commander’s approval, to resolve
  any misunderstandings.
  2-178. Proper supervisory control takes many forms. These include observa-
  tion from air and ground observation points, and instructions and questions
  passed by radio, wire, or messenger. The preferred method is personal
  contact. The OSC commander may personally supervise the most important
  combat action. In fast-moving situations, control is somewhat looser. Subor-
  dinate commanders then react as the situation dictates, realizing they are re-
  sponsible for acting in accordance with the commander’s concept.