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commanders. When operating in a GS role, the supported unit must request aviation support from
the appropriate headquarters (division G-3 for divisional aviation assets, corps G-3 for corps
aviation assets).
2-4. DECISION MAKING IN THE UTILITY AND CARGO HELICOPTER UNIT
The military decision making process is discussed in-depth in FM 101-5. This section is designed to
provide utility and cargo commanders and staffs with guidance on decision making for their particular
unit. Often, utility and cargo units do not have the time to complete a detailed deliberate decision making
process. However, it is critical that utility and cargo commanders and staffs conduct the decision making
process. Even if time does not permit a full deliberate process, an abbreviated process is essential for
mission success.
a. Abbreviated Decision Making. The focus of any decision making is to quickly develop a
flexible plan that increases the likelihood of mission success with the fewest casualties possible.
While difficult to do in an abbreviated manner, all staffs must be capable of producing a sound
plan in a short time. Anticipation, coordination, and preparation are the keys to success in a time
constrained environment. There are three primary techniques to save time in the decision making
process.
(1) Increase the commander's involvement, allowing him to make decisions during the
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planning process without waiting for detailed briefings.
(2) The commander must become more directive in his guidance and limit options. This
focuses the staff on the things the commander feels are most important.
(3) The commander must limit the number of COAs that are developed. In extreme cases, he
may direct that one course of action be developed. In a time constrained environment, the
importance of WARNORDs increases as available time decreases. Subordinate units must
have information to allow them to conduct parallel planning.
b. Mission Analysis. Mission analysis is the first major step in the tactical decision making process
and, for the utility and cargo commander and staff, is the critical step in successful mission
accomplishment. Often the utility and cargo unit will be tasked to support different missions and
units. The commander and staff must make a careful analysis of their mission to ensure they can
meet all assigned missions with available assets. Mission analysis consists of command and staff
actions related to--
l Gathering facts.
l Making assumptions.
l Analyzing higher mission and intent.
l Developing specified and implied tasks from orders, guidance, and habitual relationships.
l Determining essential tasks.
l Determining limitations and availability of assets.
Developing a list of all important information needed (RFIs) from higher headquarters and submit
the list to the higher headquarters.
l
l Identifying force protection hazards.
Once these factors are analyzed the commander can approve a restated mission for the unit.
c. Development of a Concept of Support. For utility and cargo units that will conduct numerous
CSS missions where the unit's aircraft are task organized to another headquarters (OPCON, DS, or
GS), the mission analysis should be further developed into a concept of support for their unit. The
commander and staff must assess the status of the unit (maintenance, crew cycle) and match that
against the current mission load of the unit. Based on this assessment, the staff determines the best
method to employ the unit aircraft to accomplish all assigned missions. Once the support concept
is developed and approved by the commander, the staff develops orders for subordinate units. This
process may prove to be most successful for the GSAB, CSAB, CAB, and heavy helicopter
battalion.
d. Developing Courses of Action. To develop COAs the staff must focus on key information
necessary to make decisions. An essential element in COA development for utility and cargo units
is that the course developed must support another unit's scheme of maneuver and purpose. The
COA developed by the aviation unit must allow the supported unit commander to achieve his
purpose. The COA developed must be done in conjunction with the supported unit to ensure that
the two plans are mutually supporting. Focusing on the supported unit's mission and scheme of
maneuver during COA development allows the staff to remain focused and will most likely limit
the number of COAs developed, thus saving time, which is most often limited. COA development
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includes the following elements:
l Analysis of assets available (maintenance, crew cycles, crew experience).
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