Briefing Techniques

8/2/2019 Briefing Techniques

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Asalam muh

alaykum warah matullahi

wal baraka tuhu!

May the Peace of the Lord be

with You All!



wal baraka tuhu!

ALFONSO LEYNO JAVIER MM, Ph. D PSA PoliceSenior Superintendent (JSCSC) Ret



EDUCATIONAL BACKGROUNDAND

WORK EXPERIENCE



EDUCATIONAL BACKGROUND

Post Graduate: Doctorate in Peace and Security Administration,Graduate Extension School, Bicol University,Camp Crame, Quezon City, 2002-2005

Masters in Management Graduate School, Philippine Christian University,Taft Avenue, Manila, 1994-95

College : Bachelor of Science in Business AdministrationMajor in AccountingUniversity of the East-Manila, 1970-75



MILITARY/POLICE SCHOOLINGS:

Counter Terrorism Tactics for Special Teams CONUS, 1999

Tactical Commander’s Course US Counter Terrorism Group, HPNPSAF,Camp Bagong Diwa, Taguig, Metro-Manila, 1998

SCUBA Diving Course PAUI, Camp Bagong Diwa, Taguig, MM, 1995

AFP Joint Services Command and Staff CourseAFP Joint Services Command and Staff College,Fort Bonifacio, Makati, Metro-Manila, 1994-95

PNP Officers Advance CoursePNP TRACOM, Camp Castaneda, Silang, Cavite, 1992-93



Military Intelligence Collection Course AFP SITS, Fort Bonifacio, Makati, MM, 1990

Intelligence Officer Course AFP SITS, Fort Bonifacio, Makati, MM, 1990

Crisis Management Course, BATT SAS

Presidential Security Group, Malacanang Park,Manila, 1989

Marine Jumpmaster Course Philippine Marine Training Center, Fort Bonifacio,Makati, MM, 1979

Marine Platoon Leaders’ Course Philippine Marine Training Center, Phil MarinesFort Bonifacio, Makati, Metro-Manila, 1977-78



Naval Officers Qualification Course “C” Naval Training Command, CNB, Cavite City, 1975-76

Marine Special Forces Course Philippine Marines, 1968

Marine Basic Airborne Course Philippine Marines, 1967

Marine Basic TrainingPhilippine Marines, 1966



POSITIONS HELD:

Professor, Graduate Studies and Department of CriminologyTaguig City University, Upper Bicutan, Taguig City, 2006-to date

Professor, Philippine National Police AcademyCamp Castaneda, Silang, Cavite, 2005 to date

Professor, National Police CollegePPSC, Fort Bonifacio, Taguig City, 2005 to date

Professor, Fire National Training InstituteCamp Vicente Lim, Canlubang, Calamba City, 2006 to date

Chief of Staff/Special Assistant to the Executive Director, Dangerous Drugs Board

DDB/PDEA Building, East Triangle, Quezon City, 2003

The Chief Directorial Staff,Philippine National Police Academy,Camp Castaneda, Silang, Cavite, 2001-2002



Assistant Director for Personnel,Headquarters, PNP Maritime Group, Camp Crame,Quezon City, 2001

Chief, Operations and Plans Division,DILG Task Force Katapat, 2000-2001

Station Commander, NCR 01, MARPSTA North harbor, Manila, 2000

Chief, District Operations and Plans Division; Chief District SWAT; Chief District Drug Enforcement Group (concurrent capacity), Southern Police District, Fort Bonifacio, Taguig, MM,1998-2000

Station Commander, Sta Ana Police Station (PS 6) Western Police District, Manila, 1998

Chief, District Operations and Plans DivisionWestern Police District, Manila 1997-98



Battalion Commander, 4th Special Action Battalion PNP SAF, Camp Asturias, Victorias, Negros Occ. 1996

Assistant Director for Human Resource and Doctrine Development, PNPSpecial Action Force Camp Bagong Diwa, Bicutan, Taguig, MM, 1995-96

PNP Liaison Officer to the Senate, ODPL NHQ PNP, Camp Crame, Quezon City, 1994

Head PNP Contingent, University Belt Area Sampaloc Police Station (PS4), WPDManila, 1994

UNTAC District Commander, Snoul District,

Kratie Province, Cambodia, 1993



Deputy Asst. Chief of Staff for Personnel, G1

Presidential Security Group, Malacanang Park,Manila, 1992-93

Deputy Asst. Chief of Staff for CMO Presidential Security Group, Malacanang ParkManila, 1991-1992

Chief Admin Br, Asst. Chief of Staff for Operations Presidential Security Group, Malacanang Park,Manila, 1988-91

Commanding Officer, Bravo Company, Presidential Guards, PSG,Malacanang Park,Manila, 1987-88

Executive Officer, Alpha Company, Presidential Guards, Presidential Security Group, Malacanang Park,Manila, 1986-87



Commanding Officer, 9th Marine Company

Marine Barracks SUBCOM, Subic Naval Base,Olongapo City, 1982-83

Executive Officer, 37th Marine Company Marine Barracks SUBCOM, Subic Naval BaseOlongapo City, 1981-82

Platoon Commander, 9th Marine Company Marine Barracks SUBCOM, Subic Naval Base,Olongapo City, 1978-80

Platoon Commander, 2nd Marine Company

Marine Battalion Landing Team 2, 2nd MBDE,Tawi-tawi, Sulu/Quezon, Palawan, 1977-78



AWARDS AND DECORATIONS;

PNP Medalya ng Natatanging Gawa, Medalya ng Paglilingkod with 2nd Bronze Star, Medalya ng Paglilingkod, Medalya ng Papuri with 2nd BSC, Medalyang Papuri, Medalya ng Mabuting Asal, Medalya ng Kagalingan, United Nation

Medal, Military Medal Merit Medal with 2nd Bronze Spearhead Device, MilitaryMerit Medal, Military Commendation Medal with 2nd Bronze Anahaw Leaf, MilitaryCommendation Medal, Anti-dissident Campaign, Rehabilitation and Relief

Medals, several letters and certificates of Commendation and Appreciation.



BRIEFINGTECHNIQUES



“If a man takes no thought about what is distant, he

will find sorrow near at hand.”

Confucius(551 BC - 479 BC )



Briefings are a means of presentinginformation to commanders, staffs, or

other designated audiences.

The techniques employed are determinedby the purpose of the briefing, the desired

response, and the role of the briefer.



TYPES OF BRIEFINGS



Four types of military briefings:

Information.

Decision.

Mission.

Staff.



Information

The information briefing is intended toinform the listener and to gain hisunderstanding. The briefing does not includeconclusions and recommendations, nor require

decisions. The briefing deals primarily withfacts. The briefer states that the purpose of thebriefing is to provide information and that no

decision is required. The briefer provides abrief introduction to define the subject and toorient the listener and then presents theinformation.



Examples:

information of high priority requiringimmediate attention;

information of a complex nature, such ascomplicated plans, systems, statistics, orcharts, requiring detailed explanation; and

controversial information requiringelaboration and explanation



Decision

The decision briefing is intended toobtain an answer or a decision. It is thepresentation of a staff officer's recommendedsolution resulting from analysis or study of a

problem or problem area.

Decision briefings vary as to formality and

detail depending on the level of command andthe decision maker's knowledge of the subject(the problem or problem area).



In situations where the person receiving

the briefing has prior knowledge of the problemand some information relating to it, the briefingnormally is limited to a statement of theproblem, essential background information,

and a recommended solution.

The briefer must be prepared to presenthis assumptions, facts, alternative solutions,reason for choosing the recommendedsolution, and the coordination involved.



If the person who is being briefed isunfamiliar with the problem and the factssurrounding it, then a more detailed briefing isnecessary.

In this case, the briefing should includeany assumptions used in analyzing theproblem, facts bearing on the problem, a

discussion of the alternatives, the conclusions,and the coordination involved.



The briefer must state that he is seeking a

decision. At the conclusion of the briefing, ifthe briefer does not receive a decision, he asksfor it.

The briefer should be certain that heunderstands the decision thoroughly. If he isuncertain, he asks for clarification. In thisregard, a precisely worded recommendation

that may be used as a decision statement, onceapproved by the commander, assists ineliminating possible ambiguities.



Mission

The mission briefing is used underoperational conditions to provide information,to give specific instructions, or to instill an

appreciation of a mission.

It is usually presented by a single briefingofficer, who may be the commander, an

assistant, a staff officer, or a specialrepresentative. This depends on the nature ofthe mission or the level of the headquarters.



In an operational situation or when the

mission is of a critical nature, it may becomenecessary to provide individuals or smallerunits with more data than plans and ordersprovide.

The mission briefing reinforces orders,provides more detailed requirements andinstructions for each individual, and explainsthe significance of each individual role.



Staff

The staff briefing is intended to secure acoordinated or unified effort.

This may involve the exchange ofinformation, the announcement of decisionswithin a command, the issuance of directives,or the presentation of guidance. The staff

briefing may include characteristics of theinformation briefing, the decision briefing, andthe mission briefing.



Attendance at staff briefings varies withthe size of the headquarters, the type ofoperation being conducted, and the personaldesires of the commander. Generally, the

commander, deputies or assistants, chief ofstaff (executive officer), and coordinating andspecial staff officers attend. Representativesfrom major subordinate commands may bepresent.



The chief of staff (executive officer)usually presides over the staff briefing. He calls

on staff representatives to present matters thatinterest those present or that requirecoordinated staff action. Each staff officer isprepared to brief on his area of responsibility.

The presentation of staff estimatesculminating in a commander's decision toadopt a specific course of action is a form of

staff briefing. In this type of briefing, staffofficers involved follow the general patternprescribed for the staff estimate beingpresented.



BRIEFINGSTAGES



1. Analyze the situation.

This includes analyzing the audienceand the occasion by determining--

Who is to be briefed and why? How much knowledge of the subject

does the audience have? What is expected of the briefer?



Before briefing an individual the first

time, the briefer should inquire as to theparticular official's desires. The briefermust understand the purpose of the

briefing. Is he to present facts or to makea recommendation? The purposedetermines the nature of the briefing. Thetime allocated for a briefing will dictatethe style, physical facilities, and thepreparatory effort needed.



The availability of physical facilities,

visual aids, and draftsmen is aconsideration. The briefer prepares adetailed presentation plan and

coordinates with his assistants, if used.The preparatory effort is carefullyscheduled. Each briefer should formulatea "briefing outline.” The briefer initiallyestimates the deadlines for each task. Heschedules facilities for practice andrequests critiques.



2. Construct the briefing.

The construction of the briefing willvary with its type and purpose. Theanalysis provides the basis for this

determination.

The following are the major steps in

preparing a briefing: Collect material. Know the subject thoroughly.



Isolate the key points.

Arrange the key points inlogical order. Provide supporting data to

substantiate validity of key

points. Select visual aids. Establish the wording.

Rehearse before aknowledgeable person who cancritique the briefing.



3. Deliver the briefing.

A successful briefing depends onhow it is presented.

A confident, relaxed, forcefuldelivery, clearly enunciated andobviously based on fullknowledge of the subject, helpsconvince the audience.



The briefer maintains a relaxed,

but to the point of control only.

He uses natural gestures and

movement, but he avoidsdistracting mannerisms.

The briefer's delivery ischaracterized by conciseness,objectivity, and accuracy.



He must be aware of the following:

The basic purpose is to present thesubject as directed and to ensurethat it is understood by the audience.

Brevity precludes a lengthyintroduction or summary.

Logic must be used in arriving atconclusions and recommendations.



Interruptions and questions may

occur at any point. If and when theseinterruptions occur, the briefer answerseach question before proceeding or

indicates that the questions will beanswered later in the briefing.

At the same time, he does not permitquestions to distract him from hisplanned briefing.



If the question will be answered laterin the briefing, the briefer should makespecific reference to the earlier questionwhen he introduces the material.

The briefer must be prepared tosupport any part of his briefing. The

briefer anticipates possible questions andis prepared to answer them.



4. Follow-up.

When the briefing is over, the brieferprepares a memorandum for record

(MFR). This MFR should record thesubject, date, time, and place of thebriefing and ranks, names, andpositions of those present. Thebriefing's substance is conciselyrecorded.



Recommendations and their

approval, disapproval, or approval withmodification are recorded as well as anyinstruction or directed action. This

includes who is to take action. When adecision is involved and doubt existsabout the decision maker's intent, thebriefer submits a draft of the MFR to himfor correction before preparing it in finalform.



BRIEFING

PLANNING



Analysis of the Situation1. Audience.

- How many are there?2. Nature.

- Who composes the audience?

- Single or multi-service?- Civilians? Foreign nationals?- Who are the ranking

members?- What are their officialpositions?

- Where are they assigned?



- Where are they assigned?

- How much professionalknowledge of the subjectdo they have?

- Are they generalists orspecialists?

- What are their interests?- What are their personal

preferences?- What is the anticipated

reaction?



3. Purpose and type.

- Information briefing (toinform)?

- Decision briefing (to obtain

decision)?- Mission briefing (to review

important details)?

- Staff briefing (to exchangeinformation)?



4. Subject.

- What is the specific subject?

- What is the desired coverage?

- How much time will beallocated?



5. - Physical facilities.

- Where will the briefing bepresented?

- What arrangements will be

required?- What are the visual aid

facilities?- What are the deficiencies?- What actions are needed to

overcome deficiencies?



Schedule of Preparatory Effort- Complete analysis of the situation.- Prepare preliminary outline.- Determine requirements for

training aids, assistants,

and recorders.- Edit or redraft.- Schedule rehearsals (facilities,

critiques).- Arrange for final review by

responsible authority.



Constructing the Briefing1. Collect material.

- Research.- Become familiar with subject.- Collect authoritative opinions

and facts.2. Prepare first draft.

- State problem (if necessary).

- Isolate key points (facts).- Identify courses of action.



- Identify courses of action.- Analyze and compare courses

of action. State advantagesand disadvantages.

- Determine conclusions and

recommendations.- Prepare draft outline.- Include visual aids.

- Fill in appropriate material.- Review with appropriate

authority.



3. Revise first draft and edit.- Make sure that facts are

important and necessary.- Include all necessary facts.- Include answers to anticipated

questions.- Polish material.

4. Plan use of visual aids.

- Check for simplicity--readability.

- Develop method for use.



5. Practice.- Rehearse (with assistants andvisual aids).

- Polish.- Isolate key points.- Commit outline to memory.- Develop transitions.

- Use definitive words.



Follow-Up

1. Ensure understanding.

2. Record decision.

3. Inform proper authorities



FORMAT

F t f I f ti B i fi



Format for an Information Briefing

1. Introduction.

Greetings.Address the person(s) being briefed.

Identify yourself and your organization."Good morning, General VErsoza. I'm PSSdela Cruz, DD of MPD.

Type and Classification of Briefing.

"This is a SECRET information briefing,“or "This is an UNCLASSIFIED decisionbriefing.”



Purpose and Scope.- Give the big picture first.- Explain the purpose and scope of

your briefing."The purpose of this briefing is to

bring you up to date on our district'sIntegrated Action Plan.“ Outline or Procedure.

- Briefly summarize the key points

and your general approach."During my briefing, I'll discuss the

six phases of our plan.



2. Body.- Arrange the main ideas in a logical

sequence.- Use visual aids correctly to emphasizeyour main ideas.

- Plan effective transitions from one main

point to the next.- Be prepared to answer questions at any

time.3. Closing.

- Ask for questions.- Briefly recap your main ideas and make

a concluding statement.- Announce the next speaker.

F t f D i i B i fi



Format for an Decision Briefing1. Introduction.

Greetings.Statement of the type, classification, and

purpose of the briefing.A brief statement of the problem to be resolved.

The recommendation.2. Body.

Key facts bearing upon the problem.Pertinent facts that might influence the decision.An objective presentation of both positive and

negative facts.Necessary assumptions made to bridge any

gaps in factual data.



Courses of Action. A discussion of the various options that can

solve the problem.Analysis. The criteria by which you will evaluate how to

solve the problem (screening andevaluation).A discussion of each course of action's relative

advantages and disadvantages.

Comparison. Show how the courses of action rate againstthe evaluation criteria.



3. Conclusion. Describe why the selected solution is best.

4. Questions.

5. Restatement of the Recommendation sothat it only needs approval/disapproval.

6. Request a decision.



The Mission Briefing

1. General.- The mission briefing is an informationbriefing presented under tactical oroperational conditions, usually givenby a single briefing officer.

2. The Purposes of a Mission Brief.- Give specific instructions.

Th i i b i fi g t



The mission briefing serves to –

Issue or elaborate on an operationorder, warning order, and so forth.

Instill a general appreciation of amission.

Review the key points of a forthcomingmilitary operation.

Ensure participants know the

mission's objective, problems theymay confront, and ways to overcomethem.



Format.

While the mission briefing has no setformat, a convenient format is the five-paragraph operation order:

I. Situation.II. Mission.

III. Execution.IV. Service support.V. Command and signal.

Th S ff B i fi



The Staff Briefing 1. General.

The staff briefing is a form of informationbriefing given by a staff officer. Often it's

one of a series of briefings by staff officers.

2. Purposes of a Staff Briefing. - Keep the commander and staff abreast

of the current situation.- Coordinate efforts through rapid oral

presentation of key data.



3. Possible Attendees:

The commander, his deputy, and chief ofstaff. Senior representatives of hisprimary and special staff; commanders

of his subordinate units.

4. Common Procedures: The person who convenes the staff

briefing sets the agenda.



DOs and DON’Ts



The following are some Dos and DON’Ts on theuse of visual aids:

1. Use a pointer; however refrain from imitatingZorro.

2. Stand off to the side of the screen/chart sothat you do not block anyone’s view.

3. Do not reach across your body with thepointer. Face your audience and point usingthe hand closest to the screen/chart.



The following are some Dos and DON’Ts on theuse of visual aids:

4. Do not talk to the screen/chart/chalkboard;maintain eye to eye contact with yourstudents/audience.

5. Do not lean on the podium.

6. Never apologize, or say, “I’m SORRY.”

7. Avoid using hard, or technical words. If itcannot be avoided, define it.





Assignment:

Submit your reaction papers NLT June30, 2011, entitled:

What is the relevance of Briefing Techniquesto my career as Fire Commissioned Officer?

Use 8 ½ x 11 bond paper, Arial, font 12and 1 ½ line spaces.

Documents

Briefing Techniques