text: FM 7-100.1________________________________________________________________________________
  changes, or to be shrouded in obscurity and ambiguity. As a result, there may
  be insufficient time to produce and disseminate intelligence and to formulate
  and issue plans and orders.
  2-155. Timely and rapid information collection and reporting are critical to
  ensuring that commanders have constant, up-to-date knowledge of the situa-
  tion. To be successful, the commander must be able to react swiftly to
  changes, while updating subordinate unit missions.
  2-156. To OPFOR decision makers and planners, time assumes a role of un-
  paralleled importance on the battlefield. The effectiveness of their C2 is in-
  separably linked to the ability to make and implement decisions that allow
  the OPFOR to control the pace of combat.
  2-157. Commanders and staffs must plan their available time carefully. The
  OPFOR emphasizes parallel planning and action at all levels. Even when less
  time is available for planning, it works out plans in as much detail as possible.
  2-158. Staff Procedures. While the time available for making and commu-
  nicating decisions has decreased, the quantity of information collected has
  increased dramatically. Improved reconnaissance systems have increased the
  volume of information to be processed and analyzed. Despite this information
  explosion, commanders must still be able to make rapid decisions while
  guarding against information overload and a resulting slowdown of the
  decision-making process.
  2-159. The OPFOR has increased automation of the staff calculations sup-
  porting the decision-making and planning processes. Automation extends the
  use of prepared calculations and formulas, while reducing paperwork.
  OPFOR staff procedures are streamlined to provide commanders with more
  time to prepare their forces for combat. The issuance of preliminary instruc-
  tions outlining the broad concept of operations, along with the acceptance of
  subordinates’ initiative, allows subordinate staffs to use parallel planning.
  2-160. Detailed Planning. When the commander decides on the final con-
  cept of operations, the staff begins detailed planning. Detailed planning is a
  prerequisite for success. Modern combined arms, joint, interagency, and multi-
  national operations integrate the actions of many types of forces and combat
  equipment, as well as diverse support requirements. In terms of detail, OPFOR
  planning considers forces an echelon below the immediately subordinate units to
  which it assigns tasks in the operation plan. Thus, planning in an OSC with
  division-size subordinates looks at brigade-level requirements in detail.
  PREPARATION
  2-161. Preparation links planning and execution. The commander supervises
  the preparations of his subordinates, either personally or through his DC or
  chief of staff. He issues instructions and directives.
  Dissemination of Missions
  2-162. The dissemination of missions to subordinates is a critical C2 task.
  The commander usually establishes the general procedures of staffs and
  other headquarters for disseminating missions to the troops. However, the chief
  of staff is the main organizer for carrying out this work. He must accomplish