Mission Command ‘Match of the Day’

Mission CommandMission Command‘Match of the Day’‘Match of the Day’

Mission CommandMission Command‘Match of the Day’‘Match of the Day’

Sqn Ldr Rhys CowsillSqn Ldr Rhys Cowsill

SCOPESCOPE

• Origins.Origins.• Use and Development: 1806 to Cold Use and Development: 1806 to Cold

War.War.• Introduction to British Military Doctrine.Introduction to British Military Doctrine.• ‘‘Mechanics.’Mechanics.’• Culture.Culture.• Threats and Opportunities.Threats and Opportunities.

MATCH OF THE DAYMATCH OF THE DAY1414thth October 1806 October 1806

PRUSSIA PRUSSIA (Professionals and hot favourites)(Professionals and hot favourites)

vsvsFRANCEFRANCE

(Upstart peasants – New Manager)(Upstart peasants – New Manager)

At Jena and AuerstadtAt Jena and AuerstadtKick-off 3.00pmKick-off 3.00pm

NAPOLEONNAPOLEON

SCHARNHORSTSCHARNHORST

SCHARNHORSTSCHARNHORST

‘‘We fought We fought bravely bravely enough, but not enough, but not cleverly cleverly enough.’enough.’

CARL von CLAUSEWITZ CARL von CLAUSEWITZ

‘On War’‘On War’(published posthumously (published posthumously

1832)1832)

CLAUSEWITZ’ LEGACYCLAUSEWITZ’ LEGACY

• The Fog of War.The Fog of War.• The Friction of War.The Friction of War.• The importance of speed of The importance of speed of

decision making.decision making.

Findings of Scharnhorst’s Findings of Scharnhorst’s ‘Board of Inquiry’‘Board of Inquiry’

• The Prussian Army was run as a machine, The Prussian Army was run as a machine, with iron discipline, because the morale of with iron discipline, because the morale of the troops was low.the troops was low.

• Officers tried to counter chaos of battle by Officers tried to counter chaos of battle by using mathematical principles.using mathematical principles.

• Nobody took action without orders.Nobody took action without orders.• Highly centralised and process-dominated.Highly centralised and process-dominated.• It used ‘Befehltaktik’ – i.e. based on Orders.It used ‘Befehltaktik’ – i.e. based on Orders.

Findings of Scharnhorst’s Findings of Scharnhorst’s ‘Board of Inquiry’‘Board of Inquiry’

• Napoleon was able to communicate Napoleon was able to communicate very rapidly with his Marshals.very rapidly with his Marshals.

• He explained his intentions, as well as He explained his intentions, as well as what he wanted them to do.what he wanted them to do.

• He expected them to use their He expected them to use their initiative.initiative.

• They did!They did!• The result was a very high tempo – a The result was a very high tempo – a

very fast ‘OODA loop.’very fast ‘OODA loop.’

The OODA LoopThe OODA Loop

ObservatiObservationon

OrientatiOrientationon

DecisioDecisionn

ActioActionn

Reforms to the Reforms to the Prussian ArmyPrussian Army

• The need for speed of decision making was The need for speed of decision making was recognised.recognised.

• Officers were trained and authorised to make Officers were trained and authorised to make real-time decisions at low level.real-time decisions at low level.

• Philosophy that it was better to act now with Philosophy that it was better to act now with good intentions than to wait for the ‘right’ order.good intentions than to wait for the ‘right’ order.

• Doing nothing was a greater sin than making the Doing nothing was a greater sin than making the wrong decision.wrong decision.

• Orders from above could not possibly give the Orders from above could not possibly give the officer on the ground all the guidance he would officer on the ground all the guidance he would need.need.

Field Marshal Von Field Marshal Von MoltkeMoltke

Field Marshal Von Field Marshal Von MoltkeMoltke

• Father of Father of ‘Auftragstaktik.’‘Auftragstaktik.’

• ““Obedience is a Obedience is a principle, but the principle, but the man stands above man stands above the principle.”the principle.”

AuftragstaktikAuftragstaktik

• Senior commanders should not Senior commanders should not order more than was absolutely order more than was absolutely necessary but should ensure the necessary but should ensure the goal was clear.goal was clear.

• In case of doubt, subordinate In case of doubt, subordinate commanders should seize the commanders should seize the initiative.initiative.

MATCH OF THE DAY 2MATCH OF THE DAY 2

Franco Prussian War 1870Franco Prussian War 1870Return (grudge) MatchReturn (grudge) Match

FRANCEFRANCEvsvs

PRUSSIAPRUSSIA

Kick-off 3.00pmKick-off 3.00pm


The Great War 1914The Great War 1914

GERMANYGERMANY (ex Prussia)(ex Prussia)

vsvs

COMBINED SERVICESCOMBINED SERVICES(France/BEF)(France/BEF)

Match ReportMatch Report

• Owing to muddy conditions and Owing to muddy conditions and outstanding new goalkeeping outstanding new goalkeeping device (machine guns), match device (machine guns), match stagnates and goes into extra stagnates and goes into extra time.time.

• OODA Loop goes from OODA Loop goes from ‘observation’ to ‘action’ and back ‘observation’ to ‘action’ and back again.again.




DecisioDecisionn

ActioActionn

Match ReportMatch Report

• Owing to muddy conditions and Owing to muddy conditions and outstanding new goalkeeping outstanding new goalkeeping device (machine guns), match device (machine guns), match stagnates and goes into extra time.stagnates and goes into extra time.

• OODA Loop goes from ‘observation’ OODA Loop goes from ‘observation’ to ‘action’ and back again.to ‘action’ and back again.

• Auftragstaktik comes on as late Auftragstaktik comes on as late substitute and almost wins the substitute and almost wins the game.game.

Between the WarsBetween the Wars

• Germany develops ‘an Army of 100,000 Germany develops ‘an Army of 100,000 officers.’officers.’

• Training centred on ‘thinking obedience.’Training centred on ‘thinking obedience.’• Trust becomes central to military doctrine.Trust becomes central to military doctrine.• Everyone expected to learn, and be able to Everyone expected to learn, and be able to

do, the job 2 levels up.do, the job 2 levels up.• Proves very effective in coping with and Proves very effective in coping with and

usingusing the chaos of the battlefield. the chaos of the battlefield.

British Army (the British Army (the Victors!)Victors!)

• Reverts to ‘huntin’ shootin’ an’ fishin.’Reverts to ‘huntin’ shootin’ an’ fishin.’• Prefers to try to control the chaos of the Prefers to try to control the chaos of the

battlefield.battlefield.• Designs a ‘Master plan.’Designs a ‘Master plan.’• Master plan specifies in great detail Master plan specifies in great detail

precisely what everyone has to do.precisely what everyone has to do.• Yet, orders are not considered absolute.Yet, orders are not considered absolute.• Result is a lot of debating and delayResult is a lot of debating and delay

– – very slow OODA Loop.very slow OODA Loop.




DecisioDecisionn

ActioActionn

Royal Air ForceRoyal Air Force



• Unusually, prepares to fight the Unusually, prepares to fight the NEXT war.NEXT war.

• Dowding designs ‘integrated Dowding designs ‘integrated defence system’ for Battle of Britain defence system’ for Battle of Britain (NEC?).(NEC?).

• Delegates responsibility for the Delegates responsibility for the fighting to Group Commanders.fighting to Group Commanders.

• Allows for a very fast OODA Loop.Allows for a very fast OODA Loop.




DecisioDecisionn

ActioActionn

Royal Air ForceRoyal Air Force• Unusually, prepares to fight the NEXT Unusually, prepares to fight the NEXT

war.war.• Dowding designs ‘integrated defence Dowding designs ‘integrated defence

system’ for Battle of Britain (NEC?).system’ for Battle of Britain (NEC?).• Delegates responsibility for the fighting Delegates responsibility for the fighting

to Group Commanders.to Group Commanders.• Allows for a very fast OODA Loop.Allows for a very fast OODA Loop.• This is the main reason for the defeat of This is the main reason for the defeat of

the Luftwaffe.the Luftwaffe.


Second World War 1939Second World War 1939

‘‘OLD FIRM’ GAMEOLD FIRM’ GAME

Venue – VariousVenue – Various

Kick-off 3.00pmKick-off 3.00pm

Match ReportMatch Report• Germany has outstanding first half using Germany has outstanding first half using

Auftragstaktik from the ‘off.’Auftragstaktik from the ‘off.’• Big wins away in Poland, Czechoslovakia, Big wins away in Poland, Czechoslovakia,

Holland, Belgium France etc. etc.Holland, Belgium France etc. etc.• Manager substitutes Befehltaktik for Manager substitutes Befehltaktik for

Auftragstaktik just after half time.Auftragstaktik just after half time.• Germany loses away in Russia (Stalingrad Germany loses away in Russia (Stalingrad

City). City). • Loses to new Combined Services (US/UK).Loses to new Combined Services (US/UK).• Loses at home trying to play 2 games at Loses at home trying to play 2 games at

once.once.

Cold WarCold War

• Static posturing.Static posturing.• Everyone told what they had to do Everyone told what they had to do

(Befehltaktik?).(Befehltaktik?).• Not ‘manoeuvre warfare.’Not ‘manoeuvre warfare.’• Little need for Auftragstaktik.Little need for Auftragstaktik.• But!! BAOR is seriously out-But!! BAOR is seriously out-

numbered and so…numbered and so…

Field Marshal Bagnall KCB Field Marshal Bagnall KCB GCB CVO MC*GCB CVO MC*

• 1986 – Introduces principles of 1986 – Introduces principles of Auftragstaktik to UK Military Auftragstaktik to UK Military doctrine and influences NATO doctrine and influences NATO doctrine.doctrine.

• Doctrine becomes known as Doctrine becomes known as ‘Mission Command.’‘Mission Command.’

• Great idea!Great idea!• …………but nobody knows about it.but nobody knows about it.

Mission CommandMission Command

• Is designed to facilitate effective Is designed to facilitate effective action under chaotic and confusing action under chaotic and confusing conditions.conditions.

• Is based on trust.Is based on trust.• Is intended to unify autonomy and Is intended to unify autonomy and

alignment.alignment.• The ‘mechanics’ are as follows:The ‘mechanics’ are as follows:


• The Commander:The Commander:– Briefs his Briefs his intentintent to 2 levels down. to 2 levels down.– Explains the limitations, e.g. time, Explains the limitations, e.g. time,

boundaries, must do, mustn’t do.boundaries, must do, mustn’t do.– Allocates resources.Allocates resources.– States WHAT is to be achieved, not States WHAT is to be achieved, not

HOW it is to be achieved.HOW it is to be achieved.– Gives decision-making criteria.Gives decision-making criteria.


• The Subordinate Commander:The Subordinate Commander:– Understands ‘my role in his plan’ 2 Understands ‘my role in his plan’ 2

levels up.levels up.– Devises his own plan to play his part Devises his own plan to play his part

in achieving the commander’s intent.in achieving the commander’s intent.– Asks for more resources if needed, Asks for more resources if needed,

but offers back resources not needed.but offers back resources not needed.– Briefs his subordinates 2 levels down.Briefs his subordinates 2 levels down.

and so forth…and so forth…

The Culture Required for The Culture Required for Effective Mission Effective Mission

CommandCommand• The Commander retains ultimate The Commander retains ultimate

responsibility for decisions but:responsibility for decisions but:– He must genuinely empower his He must genuinely empower his

people.people.– He must trust his subordinates.He must trust his subordinates.

• Everyone must act as a leader.Everyone must act as a leader.• A decision to act now in accordance A decision to act now in accordance

with commander’s intent, rather than with commander’s intent, rather than to wait for orders, is imperative.to wait for orders, is imperative.

Threats and Threats and OpportunitiesOpportunities

• The greatest threat to the successful The greatest threat to the successful implementation of Mission Command is implementation of Mission Command is a belief that technology will allow a belief that technology will allow command to be supplanted by control.command to be supplanted by control.

• The greatest challenge is to use The greatest challenge is to use Mission Command, not just in war, but Mission Command, not just in war, but in every-day episodes of leadership at in every-day episodes of leadership at all levels and to become proficient in all levels and to become proficient in its use.its use.

Documents

Mission Command ‘Match of the Day’