They may include movement of reconnaissance elements, guides, or quartering parties. Movements may be to an assembly area, a battle position, a new area of operations, or an attack position. This is also essential when time is short. They do this as soon as they have enough information to do so or the unit is required to move to position itself for a task. Leaders conduct any movement directed by higher headquarters or deemed necessary to continue mission preparation or position the unit for execution. z Posturing of the force for future operations. z Time available to execute the operation. They take into account- FM 6-0 10-7Ĭhapter 10 z Mission accomplishment. They decide which COA to execute based on this comparison and on their professional judgment. Leaders compare COAs by weighing the advantages, disadvantages, strengths, and weaknesses of each, as noted during the war game. Course of Action Comparison and Selection 10-32. The object is to determine what can go wrong and what decision the leader will likely have to make as a result. The leader visualizes a set of actions and reactions. At the small-unit level, the enemy’s most probable COA is what the enemy is most likely to do given what friendly forces are doing at that instant. They compare each COA with the enemy’s most probable COA. For each COA, leaders think through the operation from start to finish. Analyze Courses of Action (War-game) 10-31. The company mortars establish a mortar firing point vicinity GL 377664 to suppress enemy forces to protect the main effort platoon. The anti-armor section (1 squad, 4 Javelins) establishes ambush positions at the road junction (vicinity GL 377653) to destroy enemy recon to deny observation of friendly defensive position and to prevent a concentration of combat power against the main effort PLT. The main effort PLT (3 squads, 2 TOWS) retains Hill 657 (vicinity G元78659) to prevent the envelopment of Co A (battalion main effort) from the south. The southern PLT (3 squads, 2 Javelins) destroys enemy forces to prevent an organized company attack against the Co main effort on Hill 657. The northern PLT (2 squads) destroys enemy forces to prevent enemy bypass of the main effort PLT on Hill 657. COA Statement: The company defends with two platoons (PLTs) forward and one PLT in depth from PLT battle positions. Sample mission and course of action statements Mission B Co/1-31 IN defends NLT (not later than) 281700(Z) AUG 2005 from Statement: GL 375652 to GL 389650 to GL 394660 to GL 373665 to prevent the envelopment of A Co, the battalion main effort. Table 10-2 provides a sample mission statement and COA statement for an infantry company in the defense. z Tasks and purposes of subordinate units. The COA contains the following information: z Form of movement or defense to be used. This helps subordinate leaders gain an appreciation for how much time will pass as they execute each task of the COA. It is useful to provide the amount of time it takes to achieve each movement and task in the COA sketch. Whenever possible, leaders prepare a sketch showing each COA. The COA statement focuses on all significant actions, from the start of the COA to its finish. Leaders base the COA statement on the concept of operations for that COA. Prepare a Course of Action Statement and Sketch 10-29. Different command and support arrangements may be the distinguishing feature among COAs. Troop Leading Procedures tasks exceeds the number of available elements.
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