The Principles of War Podcast

The Art of SMEAC

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Orders play a critical role in the conduct of military operations and for Commanders, represent a core skill. This page is the start of a project to collect historic orders and to analyse them in order to distil the art of orders writing and delivery. This will be a collection of good orders, bad orders, famous and infamous, along with a discussion about the prerequisites, delivery and effectiveness of orders.

How to write a good set of Orders

The following Template for orders is based on the 5 paragraph orders used by the USMC. It is similar to the SMEAC template for the Australian Army.

I. Situation

  • A. Enemy Forces
    1. Enemy’s Composition, Disposition, Strength
    2. Enemy’s Capabilities & Limitations:(DRAW-DG) Defend, Reinforce, Attack, Withdraw, Delay, Gas
    3. Enemy’s Most Likely Course Of Action (EMLCOA)
    4. Enemy’s Most Dangerous Course of Action
  • B. Friendly Forces
    1. Higher’s Mission & Intent
    2. Adjacent Units
      • North/South/East/West
      • Same Echelon
    3. Supporting
  • C. Attachments/Detachment
  • D. Civil/Terrain considerations

II. Mission
Who, What (Tactical Task), Where, When, and Why?

III. Execution

  • A. Commander’s Intent
    1. Center of Gravity
    2. Critical Vulnerability
    3. Exploitation Plan
    4. Desired Endstate
  • B. Concept of the Operations
    1. Scheme of Maneuver
    2. Fire Support Plan
  • C. Tasks
  • D. Coordinating Instructions

IV. Administration/Logistics (Service Support in the Army version)

  • A. Administration – “Bad Guys & Bandages”: Enemy Prisoners of War (“EPW”) & Casualty Evacuation (“Casevac”) Plans
  • B. Logistics – “Beans, Bullets, & Batteries”: Food, Ammunition, Supply, Communications, Pyrotechnics, etc.

V. Command/Signal (Command and Signal in the Army version)

  • A. Signal
    1. Primary
    2. Alternate
    3. Contingency
    4. Emergency
  • B. Command
    1. Location of Key Leaders
    2. Succession of Command

Writing orders with Mission Command

Effective orders are inherently linked to Mission Command. Mission Command enables quicker production of orders. It does require a clear state of the Commander’s Intent.

Timeliness and the writing of orders

Our interview with Dr Jim Storr on Time and Timeliness for orders, described a series of timeframes for the generation of orders. These time frames look extremely tight (unrealistic), but what they trade in detail they gain in time, which tightens up the OODA loop. These time frames were realistic in WW2, without the IT support.

LEVEL                      To Produce Orders         To Execute
Battalion                  1 hour                               4 hours
Brigade                    2 hours                             8 hours
Division                   3 hours                             12 hours
Corps                       4 hours                             16 hours

This is obviously very difficult to achieve if using a full JMAP (Joint Military Appreciation Process) or MDMP (Military Decision-Making Process).

Examples of Orders

The order for the Charge of the Light Brigade is a classic case of poor orders. They were given by Lord Raglan and drafted by BRIG Richard Airey. They were carried by CAPT Louis Nolan to LTGEN George Bingham, the 3rd Earl of Lucan, the commander of the Cavalry.

The Orders for the Charge of the Light Brigade

Patton’s Thoughts on Orders

Issuing Orders: The best way to issue orders is by word of mouth from one general to the next. Failing this, telephone conversation which should be recorded at each end. However, in order to have a confirmatory memorandum of all oral orders given, a short written order should always be made out, not necessarily at the time of issuing the order, but it should reach the junior prior to his carrying out the order; so that, if he has forgotten anything, he will be reminded of it, and, further, in order that he may be aware that his senior has taken definite responsibility for the operation ordered orally.

It is my opinion that Army orders should not exceed a page and a half of typewritten text and it was my practice not to issue orders longer than this. Usually they can be done on one page, and the back of the page used for a sketch
map.
Commanders must remember that the issuance of an order, or the devising of a plan, is only about 5 per cent of the responsibility of command. The other ninety-five per cent is to insure, by personal observation, or through the interposing of staff officers, that the order is carried out. Orders must be issued early enough to permit time to disseminate them.

Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.

Avoid as you would perdition issuing cover-up orders, orders for the record. This simply shows lack of intestinal fortitude on the part of the officer signing the orders, and everyone who reads them realizes it at once.
In planning any operation, it is vital to remember, and constantly repeat to oneself, two things: “In war nothing is impossible, provided you use audacity,” and “Do not take counsel of your fears.” If these two principles are adhered to, with American troops victory is certain.

The 5 Page OPORD for OVERLORD