(6) U.S. Army TRADOC Analysis Center (TRAC). (7) U.S. Army Asymmetric Warfare Group (AWG). (8) U.S. Army Rapid Equipping Force (REF). (9) 80th Training Command (The Army School System (TASS)) (operational control (OPCON)). e. The eight TRADOC CoEs are: (1) U.S. Army Aviation CoE (ACoE). (2) U.S. Army Cyber CoE (CCoE) (Formerly Signal CoE (SIGCoE)). (3) U.S. Army CoE (FCoE). (4) U.S. Army Intelligence CoE (ICoE). (5) U.S. Army Maneuver CoE (MCoE). (6) U.S. Army Maneuver Support CoE (MSCoE). (7) U.S. Army Mission Command CoE (MCCoE). (8) U.S. Army Sustainment CoE (SCoE). 2-3. Organizing principles a. Mission command philosophy serves as the foundation for TRADOC’s organizing principles and guides its functional relationships (Army Doctrine Publication 6-0 and Army Doctrine Reference Publication (ADRP) 6-0). The CG, TRADOC communicates to subordinate leaders and staff, both in writing and verbally, the commander’s vision, intent, priorities, and guidance. Communication between the commander and subordinates is critical to establish a climate of shared understanding and purpose. Based on mutual trust established through regular communication, subordinate leaders are empowered with broad authority to act on matters relating to the execution of their organizations’ assigned missions and exercise disciplined initiative to adapt to changing situations. b. TRADOC focuses on its directed Army missions by defining these as core functions. Command-wide authority and responsibility for these core functions are delegated to CFLs who are accountable to the CG, TRADOC for managing, integrating, and synchronizing across organizations charged with executing those functions. Traditional command relationships only partially account for the cross-organizational coordination necessary to fully integrate between and among responsible organizations. TRADOC augments traditional relationships with supporting and supported relationships using a matrix approach that includes the establishment of short- and long-term teams assigned by policy, regulation, or through orders. Governance forums provide an additional means to monitor progress and ensure horizontal and
(6) U.S. Army TRADOC Analysis Center (TRAC). (7) U.S. Army Asymmetric Warfare Group (AWG). (8) U.S. Army Rapid Equipping Force (REF). (9) 80th Training Command (The Army School System (TASS)) (operational control (OPCON)). e. The eight TRADOC CoEs are: (1) U.S. Army Aviation CoE (ACoE). (2) U.S. Army Cyber CoE (CCoE) (Formerly Signal CoE (SIGCoE)). (3) U.S. Army CoE (FCoE). (4) U.S. Army Intelligence CoE (ICoE). (5) U.S. Army Maneuver CoE (MCoE). (6) U.S. Army Maneuver Support CoE (MSCoE). (7) U.S. Army Mission Command CoE (MCCoE). (8) U.S. Army Sustainment CoE (SCoE). 2-3. Organizing principles a. Mission command philosophy serves as the foundation for TRADOC’s organizing principles and guides its functional relationships (Army Doctrine Publication 6-0 and Army Doctrine Reference Publication (ADRP) 6-0). The CG, TRADOC communicates to subordinate leaders and staff, both in writing and verbally, the commander’s vision, intent, priorities, and guidance. Communication between the commander and subordinates is critical to establish a climate of shared understanding and purpose. Based on mutual trust established through regular communication, subordinate leaders are empowered with broad authority to act on matters relating to the execution of their organizations’ assigned missions and exercise disciplined initiative to adapt to changing situations. b. TRADOC focuses on its directed Army missions by defining these as core functions. Command-wide authority and responsibility for these core functions are delegated to CFLs who are accountable to the CG, TRADOC for managing, integrating, and synchronizing across organizations charged with executing those functions. Traditional command relationships only partially account for the cross-organizational coordination necessary to fully integrate between and among responsible organizations. TRADOC augments traditional relationships with supporting and supported relationships using a matrix approach that includes the establishment of short- and long-term teams assigned by policy, regulation, or through orders. Governance forums provide an additional means to monitor progress and ensure horizontal and