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SOVIET VOROSHILOV ACADEMY LECTURES
PRACTICAL LESSONS

 

OUTLINE FOR POI - INTERACTION



Instructor Notes:
Author: Jalali, Sloan, Wardak, McJoynt
Date: July 1990

 

LESSON II: INTERACTION OF COMMANDER AND CHIEF OF OPERATIONS

 
 

1. General: This one hour class is designed to give the students insight into the interactive method in which the chiefs of directorates work with the commander during the estimate of the situation and making of the decision. It is a preview of the practical exercises in which they will take the role of the chief of operations while the instructor "plays" commander.


2. Sublesson Introduction: Explain the forgoing to the students and forwarn them of their responsibility to take the role of the chief of operations.


3. Teacher Learning Objective: Give students a clear understanding of the complex method of interaction between the commander and key staff members during the decision making process to prepare students for roles of commander, chief of staff, and chief of operations at division, army, and front levels.


Task: Discuss Soviet definitions for terms used in describing troop control and decision making processes.

Condition: Given the viewgraphs, which may be handed out to class, and the reading materials taken from the Handbook on Soviet staff procedures.

Standard: Instructor may wish to devote a minimum of time to this and urge the students to study the definitions themselves. If the material has been provided prior to class, he may wish to spot check the students to determine their level of understanding of these terms. The course depends on their understanding the definition of the terms being used.


Task: Analyze the Soviet decision making process and especially that part related to the responsibilities of the chief of operations.

Condition: Given reading assignement and class handouts.

Standard: Instructor should spend a few minutes analyzing the flow diagram which depicts the process from the overall point of view by showing the flow of documents and decisions between headquarters and well is within the headquarters. He should spend the rest of the time going through the entire decision making process step by step from the clarification of the mission through estimate of the situation to the decision. He should cover the entire sequence in order to highlight just what parts relate to the operations chief and what parts are the concern of the chief of reconnaissance and the various chiefs of combat arms, special troops, and services. The entire decision making process is described in detail in Chapters Two, Three, and Four of the Handbook for the division, army, and front levels, respectively.


4. Level of Instruction: Familiarization.


5. Method of Instruction: Lectures and discussion.


6. Author's Intent: Even having read the advance assignment the students probably will not be familiar with the very elaborate detailed manner used by Soviet commander's for formal interaction with their staff in the decision making process. Point out that there are several different procedures available to the Soviet commander and he will use them in accordance with his own preferences as well as the demands imposed by time limits. If necessary, the commander may revert to the so called "executive" mode in which he rapidly analyzes the situation and makes the required decisions on the spot, without further reference to the staff. The objective of this hour is to lay out the formal method because it serves as a good outline for the topical content of the issues that must be evaluated and decided one way or another. The period also shows the students the larger picture, that in which the decision process in one headquarters fits into the larger pattern of flow between the three headquarters of interest in this course.


7. Equipment/Materials: View graphs


8. Homework: None

OUTSIDE READING: See course introduction for complete reference list.

FM 100-2-1, Chapter 9.
Text Voroshilov lectures on front and army operations and on troop control.
Handbook on Soviet Staff Procedures.


9. Annexes

Discussion agenda
Lecture notes
List of Viewgraphs

 
 

DISCUSSION AGENDA

10 min I. Definitions of troop control terms:

Soviet troop control procedures are described in Soviet literature and this course with a special terminology. Definitions of the main terms are provided in a series of viewgraphs. The instructor may wish to devote some time to these or may simply hand them out for reference and make use of the time for the following topics.

20 min II. Sequence of interaction of commander and staff;

The flow diagram show how the interaction of the commander and staff officers at each level relates to the dual channels in which orders move from one headquarters to the next lower. Show how the channel in which the operations directive or combat order passes from commander to commander is paralleled by the special channel in which instructions about the various specialities pass from the chief of a combat arms, special troops, or service at one level to the lower level. While the chief of operations does not have to concern himself with this directly, since he does not receive such a set of special instructions, he must know that each of these special staff members will be receiving their own instructions, which in effect supplement the operations directive. The chief of operations must learn to coordinate early with all these other staff members in order to be fully aware of what capabilities and requirements are being given or leavied through these channels. In particular the chief of operations must maintain the closest interaction with the the chief of reconnaissance. Since reconnaissance and the duties of the chief of reconnaissance is addressed in a separate two-day course, the instructor should refer to it and point out those points at which the chief of operations must be especially concerned to interact.

30 min III. Soviet decision making process;

The process has the following major elements. These are all covered in great detail in the Handbook and in the viewgraphs. Stress that the commander must include all the content in his personal conduct of the process or not. In other words the chief of operations should insure that all the information relevant to the topics included is in fact available to the commander, whether by formal report or as a result of continuous passing of information.

Clarification of mission

Estimate of the situation

Deductions

Decision

The estimate of the situation includes a very significant section devoted to analysis of the enemy. Since this is the domain of the chief of reconnaissance it is important to point out in some detail just what it includes and especially what deductions the commander will be making on the basis of information supplied by reconnaissance. Otherwise, an American trained operations officer may think something is out of place.


 
 

LECTURE NOTES


 
 

LIST OF VIEWGRAPHS

VG1 - Outline of lesson II

VG2 - Concept of the operation (zamysel operatsii)

VG3 - Concepts, answers, questions

VG4 - Combat capabilities (boyevyye vozmozhnosti)

VG5 - Combat instructions (boyevoye rasporyazheniye)

VG6 - Combat mission (boyevaya zadacha)

VG7 - Combat order (boyevoy prikaz)

VG8 - Correlation of forces and means (sootnosheniye sil I sredstv)

VG9 - Decision for the operation (resheniye na operatsiyu)

VG10 - Working out (design) the decision (procedure for making the decision)

VG11 - Estimate of the situation (otsenka obstanovki)

VG12 - Making the decision (prinyatiye resheniya)

VG13 - Mission clarification (uyasneniye zadachi)

VG14 - Operation (operatsiya)

VG15 - Decision making and planning (prinatiye resheniya y planirovaniye)

VG16 - Planning methods (metody planirovaniya)

VG17 - Planning the operation (planirovaniye operatsii)

VG18 - Preliminary combat instructions (predvaritel'noye boyevoye rasporyazheniye)

VG19 - Preliminary instructions (predvaritel'noye rasporyazheniye)

VG20 - Sequential planning method

VG21 - Troop control (upravleniye voyskami)

VG22 - Command Organization

VG23 - Diagram Schematic flow diagram of staff work

VG24 - Phases of the basic Soviet combat planning process

VG25 - Diagram of process of decision making

VG26 - Diagram of process of decision making (cont)

VG5 - Content of decision making process

VG - Elements of clarification of mission

VG - Mission clarification

VG - Mission clarification

Vg - Mission clarification

VG - Mission clarification

VG - Mission clarification

VG - Mission clarification

VG - Estimate of situation

VG - Estimate of situation

VG - Estimate of situation

VG - Estimate of situation

VG - Estimate of situation

VG - Estimate of situation

VG - Estimate of situation

VG - Estimate of situation

VG - Estimate of situation

VG - Estimate of situation

VG - Estimate of situation

VG - Estimate of situation

VG - Estimate of situation

VG - Estimate of situation

VG - Estimate of situation

VG - Estimate of situation

VG - Forumlate decision

VG - Formulate decision

VG - Formulate decision

VG - Formulate decision

VG - Decentralized versus centralized procedures

VG - Soviet control cycle

VG - Suggestions of chief of reconnaissance

VG - Suggestions of chief of operations

VG - Suggestions of chief of staff

VG - Sugggestions of chiefs of combat arms and special troops and services

VG - Estimate of chief of rear services

VG - Plan interaction on terrain

VG - Interaction measures

VG - Calendar plan

VG - Decision

VG - Combat support

VG - Sequence of organization

VG - Organization calculations

VG - Time table for preparation of operation



 
 

LESSON II

 
 

dual subordination of staffs in Soviet system

flow of instructions and decisions between headquarters

decision making process



 
 

CONCEPT OF THE OPERATION (ZAMYSEL OPERATSII)

One of the main elements of the commander's decision, it is reflected in the combat orders and instructions passed to subordinates. It expresses the commander's main guiding idea, which determines the objective of these operations and also, in general terms, the men, equipment, and methods of achieving it.

 
 

CONCEPTS, ANSWERS, QUESTIONS

1. What enemy, where, with what forces and means, and in what sequence does the commander intend to strike?

2. In what sector is the main strike made on the offensive or the main efforts concentrated on the defensive?

3. What is the grouping and structure of the operational formation of the troops.


 
 

COMBAT CAPABILITIES (BOYEVYYE VOZMOZHNOSTI)

Combat capabilities are the quantitative and qualitative indices characterizing the capabilities of subunits, units (ships), formations and strategic formations for accomplishing certain combat tasks and actions such as fire capability, antitank power, air power...in a set time in a specific situation.


 
 

COMBAT INSTRUCTIONS (BOYEVOYE RASPORYAZHENIYE)

Abbreviated directives sent to subordinates that can either precede combat orders (in parallel planning) or modify them. They are used frequently in place of new combat orders when the current orders (plan) is being revised in the course of the operation. In this case they include only the essential information necessary to bring the subordinates into conformity with the new situation and decision (plan).


 
 

COMBAT MISSION (BOYEVAYA ZADACHA)

Missions posed by higher commanders to fronts, armies, divisions, regiments, and subunits for the achievement of specific objectives within established time limits.


 
 

COMBAT ORDER (BOYEVOY PRIKAZ)


Formal, legally obligating directives that contain one's mission and other information needed to plan for combat. Orders can be distinguished from instructions by their completeness of information on the activities of other forces and the higher commander's mission and concept. Full combat orders can contain not only the needed information on one's own mission and opposing forces, but also information on missions and users of nuclear weapons, unit boundaries, times, location of command posts, coordinating instructions, adjacents, and concepts of operations of higher echelons.


 
 

CORRELATION OF FORCES AND MEANS (SOOTNOSHENIYE SIL I SREDSTV)

An objective indicator of the combat power of the belligerent sides, permitting determination of the degree of superiority of one side over the other.


 
 

DECISION FOR THE OPERATION (RESHENIYE NA OPERATSIYU)

The procedures and methods determined by the commander to fulfill his assigned mission. The decision for the operation includes the concept of the operation, the mission of subordinates, the basis for coordination, support and organization of control.


 
 

WORKING OUT (DESIGN) THE DECISION (PROCEDURE FOR MAKING THE DECISION)

1) As a concept, it is an aspect of the decisionmaking and planning function of troop control in combat. It entails the work that leads directly to the commander's decision as well as the cognitive activity of the commander that eventually leads to his making the decision.

2) As a phase of the decisionmaking and planning process, decisionmaking is that period that starts with the receipt of the mission from the higher headquarters, and it terminates once the commander has formulated his decision and gets it approved by higher echelons. Various decisionmaking methods can be used to execute this process, differing primarily in the time required to do so and the likely quality of the decision. This phase is also formulated literally "working out the decision."


 
 

ESTIMATE OF THE SITUATION (OTSENKA OBSTANOVKI)

While this can be a formal phase of the decisionmaking process, in more advanced (rapid) methods, it is viewed more appropriately as a function that takes place during decisionmaking whereby the commander (and staff) incorporate all the ramifications of the objective conditions upon the performance of the assigned mission. As a result of this function, factors are brought to light which are either conductive or detrimental to the achievement of success in the forthcoming engagement.


 
 

MAKING THE DECISION (PRINYATIYE RESHENIYA)

In earlier literature the term refers to the act of the commander by which he reaches the necessary conclusion as to how his forces will operate in combat. It is an act both of cognition and of the will. Once the decision is made, it must still be formulated, that is, communicated to the appropriate subordinates through words and diagrams (maps) in order for the necessary orders and plans to be developed. Once this is accomplished the phase of decisionmaking ends and the phase of planning the operation begins. Some planning begins earlier.


 
 

MISSION CLARIFICATION (UYASNENIYE ZADACHI)

This is the first phase of the decisionmaking and planning process. Clarification is the thought process of the commander aimed, on the one hand, at thorough comprehension of the senior commander's concept and, on the other hand, at mastery of the content of his own mission. From his clarification the commander draws conclusions concerning: the place and role of his unit in the mission carried out by higher echelons; his place in the combat formation and its change in the course of battle; in what sector (main or other) his attack is to be made; the directions of main efforts and operational groupings; the role of his unit in the route of the overall enemy grouping; and required rates of advance. The commander also evaluates the time available to prepare his forces for the operation and based on this, selects the method of decisionmaking and planning to employ.


 
 

OPERATION (OPERATSIYA)

The aggregate of engagements, battles, strikes, and maneuvers, coordinated and interdependent in objective, missions (place), and time, carried out simultaneously and successively according to a common concept and plan by diversified troops (forces) in order to accomplish missions in a theater (theaters) of military operations, a strategic or operational sector (in a certain region, zone) within a fixed period of time.


 
 

DECISIONMAKING AND PLANNING (PRINATIYE RESHENIYA Y PLANIROVANIYE)

Identified by Ivanov as one of eight distinct functions of troop control, decisionmaking an planning together are considered central, the other functions being either based on or leading to them. The two were separated by Altukhov into primarily command and staff tasks respectively. The overall process can also be somewhat artificially divided into two phases: decisionmaking and planning the operation (decision).


 
 

PLANNING METHODS (METODY PLANIROVANIYA)

Planning methods characterize the manner in which the inter-echelon work is organized during preparation for combat operations. While this includes activities other than those for the function of planning and decisionmaking, the focus is upon the degree of parallelism in these primary functions that is implemented between echelons. The primary principle in formulation of various planning methods is the timing in delivery of any situation information or control instructions (orders) to subordinates. Although only two terms are commonly used to describe planning methods (parallel and sequential) a larger variety is possible within Soviet control procedures.


 
 

PLANNING THE OPERATION (PLANIROVANIYE OPERATSII)

The latter phase of the decisionmaking and planning function of troop control. It is defined as the activities principally of the staff and follow from the commander's formulation of the decision. This phase is distinct from the more general function of "planning," in that the latter overlaps with decisionmaking. Planning the operation terminates once the necessary plans for the operation have been documented by the staff and approved by the commander (chief of staff). While planning the operation is generally attributed to the period of preparation ad organization for combat, it can also occur as replanning during the course of execution of the operation. The term "planning the decision" is also used in more general contexts.


 
 

PRELIMINARY COMBAT INSTRUCTIONS (PREDVARITEL'NOYE BOYEVOYE RASPORYAZHENIYE)

Information passed to subordinate that enables them to bring their planning and decisionmaking in parallel with the higher command used during employment of parallel planning methods. These generally contain the higher commander's concept of the operation as well as the approximate missions of the forces to which they are delivered. They are distinguished from preliminary instructions in that the latter do not contain mission-specific information. In order to be valid the missions contained in general form must not be changed substantially in the further process of decisionmaking.


 
 

PRELIMINARY INSTRUCTIONS (PREDVARITEL'NOYE RASPORYAZHENIYE)

A document or oral communique which passes information to subordinates allowing parallel preparations for an upcoming operation. Based solely on the commander's clarification of the mission received from above, the possible preparations that ensue cannot include formal planning and decisionmaking. While lacking the subordinates' mission specific information needed for their own purposeful (scientific) planning activity, preliminary instructions still enable them to begin preparations for the likely type of combat and to anticipate the timeframe within which all preparations must be completed.


 
 

SEQUENTIAL PLANNING METHOD

The sequential method amounts to the planning of combat operations separately at each command level: as planning is completed at one echelon, the mission is disseminated to the next subordinate echelon. The planning moves sequentially from top to bottom, possibly involving subordinates in the higher echelon's work.


 
 

TROOP CONTROL (UPRAVLENIYE VOYSKAMI)

The purposeful activity of the commander, staff, political organs, and chiefs of the branches of troops and services for maintaining high combat readiness in their subordinate units, for preparing for their combat operations, and for directing efforts toward successful accomplishment of the combat mission by effective employment of the available forces and means.


 
 

SUGGESTIONS OF CHIEF OF RECONNAISSANCE

enemy composition - grouping, situation

assessment of nuclear weapons

assessment of ground forces

assessment of air forces

assessment of air defense

assessment of rear services

deductions

density

concept of action

nuclear status

favorable targets

EEI

 
 

SUGGESTIONS OF CHIEF OF OPERATIONS

own troops - composition - grouping - situation

rear service situation

personnel situation

equipment situation

suggestions on employment


 
 

SUGGESTIONS OF CHIEF OF STAFF

deductions from enemy assessment

deductions from friendly assessment

suggested decision

suggestions on interaction

suggestions on combat support

suggestions on troop control


 
 

SUGGGESTIONS OF CHIEFS OF COMBAT ARMS AND SPECIAL TROOPS AND SERVICES

situation of enemy and own troops

rear services

nuclear considerations

calculations

instructions from higher headquarters

suggestions on form of employment


 
 

ESTIMATE OF CHIEF OF REAR SERVICES

situation in units

situation of lines of communication

supply

medical services

repair and maintenance

calculations

measures to organize support


 
 

PLAN INTERACTION ON TERRAIN

questions on interaction

place and time

directions of movement

transportation

communications and security

secrecy

material and means


 
 

INTERACTION MEASURES

front SSM and air force nuclear strikes with strategic

combat actions of large units with other arms and services

support measures

warning measures

communications measures

signals


 
 

CALENDAR PLAN

making decision and planning operation

conveying missions to subordinates

establishing interaction

establishing security measures

occupying FUP areas

organizing combat support

organizing party political work

organizing troop control


 
 

DECISION

concept of the operation

mission of subordinates

basic principles of interaction

troop control

 
 

COMBAT SUPPORT

reconnaissance

protection from mass weapons

maskirovka

radio electronic warfare

engineer

rear services

topogeodetic

hydrometerological


 
 

SEQUENCE OF ORGANIZATION

clarification of mission

role and place in larger picture \

missions of adjacents

deduction

estimate of situation

enemy

friendly

terrain

adjacents

economic - political

deduction

concept of operation

mission of armies and units

interaction

troop control

decision

concept of operation

missions of subordinates


 
 

ORGANIZATION CALCULATIONS

capabilities of enemy forces

capabilities of own forces

comparative capability of selected means

density of forces and means

correlations of forces and means

dimensions of penetration areas

movements of opposing sides

arrival times

regroupments

times to link up

losses over time and replacements


 
 
TIME TABLE FOR PREPARATION OF OPERATION
ACTIVITY ALLOCATED TIME PERIOD
Clarification of mission
Issue preliminary instruction
Brief C/S and chiefs of staff sections and prepare informaiton for decision
Estimate of situation
Formulate decision
Issue orders (missions)
Assess terrain and conduct interaction
Plan of operation
Occupation of FUP areas
Operational combat support instructions
Monitoring and assistance to troops
 
 

ELEMENTS OF CLARIFICATION OF MISSION

mission and concept of higher commander

role and place of formation in that concept

how own operation affects higher commander's concept

deductions

direction of main attack

formations - width - depth - time