text: Chapter 8
  positions as well as ensuring their subordinates understand their specifically assigned tasks. It also requires
  using a SOP common to each element of the task-organized unit. Failure to synchronize task-organized
  elements has often resulted in mission failure during operations.
  8-24. To break through the MBA, the enemy often attacks along boundaries of defending units when they
  can be identified. Therefore, units at every echelon ensure that the plan for their part of the defense is properly
  coordinated, not only within their units, but also with adjacent and supporting units. Commanders coordinate
  by personally visiting subordinate commanders on the ground when possible or by establishing contact
  points. Staffs rapidly disseminate coordination decisions to all concerned. Leaders consider these planning
  aspects in the coordination process:
  * The higher commander’s intent and concept of operations.
  * The tactics applied by adjacent and supporting units.
  * Control measures that enhance coordination between units.
  * Planning for mutual support.
  * Information collection and target acquisition.
  * Location and composition of security forces.
  * Obstacles and demolitions.
  * Fires, including employing antitank systems, illumination, and obscuration.
  * Air defense coverage areas.
  * Employing the reserve in conjunction with fire support systems.
  * Communications.
  8-25. Because command posts tend to be stationary in the defense, units place them in hardened areas or
  protective terrain and reduce their electronic signature. Command posts must remain capable of rapidly
  relocating to respond to battlefield developments.
  8-26. Defending units typically yield terrain along with the civilian inhabitants—which makes dealing with
  those civilians more difficult in the defense than in the offense. However, defending units need to prevent
  the uncoordinated movement of dislocated civilians within their assigned area. Such uncoordinated
  movements hamper the execution of friendly defenses by hindering the repositioning of defending forces,
  the sustainment of defending forces, and the evacuation of casualties. It is also important that the defending
  units meet their legal obligations to the civilian inhabitants within their assigned areas.
  8-27. Conditions that require conducting denial and stay-behind operations can arise during defensive
  operations. These two operations have their own unique planning and execution considerations.
  Denial Operations
  8-28. Sometimes, enemy units capture a friendly force's equipment and supplies. This situation often occurs
  during the conduct of defensive and retrograde operations. To prevent this, defending commanders conduct
  denial operations. Denial operations are actions to hinder or deny the enemy the use of terrain, supplies,
  or facilities. They may include destroying, removing, and contaminating those supplies and facilities or
  erecting obstacles. The principles of denial are—
  * Commanders order the destruction of military equipment and supplies only when friendly forces
  cannot prevent them from falling into enemy hands.
  * Commanders deny enemy forces the use of military equipment and supplies by means of its
  destruction, removal, or contamination.
  * Steps taken to deny stocks do not preclude their later use by friendly forces, if possible.
  * Deliberately destroying medical equipment and supplies and making food and water unfit for
  consumption is unlawful under the terms of the Geneva Conventions.
  8-29. In denial operations, the definition of a unit's military equipment and supplies could expand to include
  military installations and any civilian equipment and supplies used by the friendly force. Only immediate
  military necessity permits the destruction of civilian property under the law of war. Determining whether
  there is sufficient necessity to justify destruction is a complex decision that requires consideration of moral,