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FALL 2021 resulted in principles relating to practicing mission command , such as the examples of General Rommel in World War I , General Schwarzkopf in the Iraqi war , or recently in Afghanistan within “ Operation Anaconda ” or “ Dinner Out ”. When General Schwarzkopf was leading “ Desert Storm ” he stated to be in a VUCA situation ( volatile , uncertain , complex and ambiguous ), because the enemy was unknown , the location was unknown and , he had to lead forces from several nations which were also unknown Allies . In such a situation , mission command was seen to be a successful approach .
As a conclusion of these simplified historical examples , it seems that mission command is a suitable approach for obtaining the desired operational effect , especially in unpredictable , complex and critical situations and contexts . It seems to be a successful leadership approach in a VUCA world . and execution appropriate to the real situation on the spot . Commanders know the mission , give their clear intention , achievable objectives , and provide the required resources , forces and time to the executive level . Through mission command , the responsibility of execution , and the required freedom of action for this execution , is given to the subordinate level , including the willingness to allow them to make mistakes . Granting this kind of autonomy to them enhances the feeling of responsibility and creates intrinsic motivation ( Keith and Frese , 2015 ). In this way , it enhances agility and flexibility in general , and also allows each leader to focus on their own level of responsibility and tasks . The Allied Tactical Publication ( ATP 3.2.2 ) mentions that mission command consists of the four elements :
a . Commander ’ s intent b . Subordinates ’ initiative c . Mission-type orders d . Resource allocation
The principles of mission command are as shown in Figure 3 :
Shortcut of a Definition and Content : Mission command dictates the who , what , where , and why in the big picture , and never the micromanagement of the “ how to ”. Mission Command is the Army s approach to a “ command and control ” which empowers subordinates decision-making
Figure 2 : Command and Control vs . Mission Command
Figure 3 : Principles of . Mission Command
Mutual trust is needed for mission command to work ; an adoption “ trust culture ” up and down the chain of command , in contrast to a strictly downward “ control culture ”. Trust is a complex psychological construct that can neither be ordered ( commanded ) nor be controlled . Trust only develops over a time , based on perceptions , acceptance and performance in the individuals ´ knowing , being and doing of followers as well as leaders . There are trust givers and trust takers . Mission command only works if it is developed on longterm sight during the training and education process at the different echelons . But when it works , the soldiers WANT to carry out their leaders ´ intent because they accept , trust and follow them . On the other hand , leaders who practise Mission Command know they have trust because a strong commander does not know weak soldiers , and they
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