text: Chapter 3
  situational understanding and course of action development. Employing mutually supporting forces along
  different axes to strike from unexpected directions creates dilemmas, particularly when Army and joint forces
  simultaneously create effects against enemy forces in multiple domains. Commanders seek every opportunity
  to make enemy forces operate in different directions at the time and locations of their choosing. Commanders
  are not limited to destructive means for imposing multiple dilemmas on the enemy. For example, they can
  employ psychological operations and civil affairs capabilities to influence and garner the support of civilian
  populations. This creates a dilemma for enemy forces who must react and divert resources to counter passive
  or active resistance.
  ANTICIPATE, PLAN, AND EXECUTE TRANSITIONS
  3-85. Transitions mark a change of focus in an operation. Leaders plan transitions as part of the initial plan
  or parts of a branch or sequel. They can be unplanned and cause the force to react to unforeseen
  circumstances. Transitions can be part of progress towards mission accomplishment, or they can reflect a
  temporary setback. Common transitions are—
  (cid:122) Between competition, crisis, and armed conflict.
  (cid:122) Between operations dominated by offense, defense, and stability.
  (cid:122) Between types of offense or defense.
  (cid:122) Between phases of an operation.
  (cid:122) Between branches and sequels of a campaign or major operation.
  (cid:122) Between command posts during emplacement, movement, and displacement of one or more nodes.
  (cid:122) Shifts of the main effort, supporting effort, and reserve between units.
  (cid:122) Task organization changes.
  (cid:122) Passing responsibility for enemy units crossing unit or echelon boundaries.
  (cid:122) Passing terrain responsibility between units.
  (cid:122) Transferring responsibility for security and governance to legitimate authorities.
  (cid:122) Change in mission from combat operations to reconstitution.
  (cid:122) Moving forces in and out of theater.
  (cid:122) Changes in the environment that cause a reframe of the mission or change in the purpose of the
  operation.
  3-86. Transitions are critical planning responsibilities for commanders. They anticipate key transitions and
  issue planning guidance to their staffs. Staffs in turn suggest to their commanders when transitions may be
  necessary. Staffs monitor current operations and track conditions that require transition. Transitions are
  typically points of friction or opportunities, and leaders assign subordinate leaders specific responsibilities
  wherever transitions occur, for example, during passage of lines, at wet gap crossings, at contact points, and
  along unit boundaries.
  3-87. Effective transitions require planning and preparation well before their execution, so the force can
  maintain the momentum and tempo of operations. Risks increase during transitions, so commanders establish
  clear conditions for their execution. Commanders establish decision points to support successful transitions
  during operations. The ability of echelons below brigade to execute battle drills mitigates some of the risks
  higher echelons face during transitions.
  3-88. A transition occurs for several reasons. An unexpected change in conditions may require commanders
  to direct an abrupt transition. In such cases, the overall composition of the force remains unchanged despite
  sudden changes in mission, task organization, and rules of engagement. Typically, task organization evolves
  to meet changing conditions; however, transition planning must also account for changes in mission.
  Commanders continuously assess the situation, re-task, re-organize, and cycle their forces in and out of close
  combat to retain operational initiative. Commanders seek to shift priorities or the main effort without
  necessitating operational pauses that make friendly forces more vulnerable to enemy action.
  3-89. Commanders identify potential transitions during planning and account for them throughout execution.
  Transition planning and preparation should include—