Police Tactical Decision Making & Planning

Tactical Decision Making & Planning

Prepared by Vincent Amoresano 21 May 2009

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Learning Objectives

Apply the Analytical and Intuitive Decision-Making Models to determine an appropriate course of action

Plan a moderately complex tactical operation using the eight-step Tactical Planning Procedure

Develop a 5 paragraph Operations Order that contains all essential items required to control, coordinate and support the tactical operation

Prepared by Vincent Amoresano 21 May 2009 22

Key Points for Crisis Leadership

Crisis often destroys communicationsCrisis leaders must be technically

competent and understand their subordinates

Parallel between combat and crisis leadership


Major Aspects of Crisis Leadership

FlexibilityInnovationSimplicity

Empowerment



MURPHY’S LAW

Planning and Decision Making are basic ingredients of leadership. More than anything else, the ability to make sound, timely decisions separates the leader from the non-leader. It is the responsibility of leaders to make high-quality decisions that are accepted and executed in a timely manner.


Decision Making Defined

Tactical decision making is the ability to choose which solution or course of action would have the best probability to accomplish mission success.


The decision-making process can be generalized in two categories:

1. Analytical decision-making approach

2. Intuitive decision-making approach


Analytical Decision Making


The analytical decision-making approach is used to analyze a situation or problem to determine the best solution. The leader or team apply a systematic process to insure effective decisions and plans.

Analytical Decision Making (Benefits)

Carefully taking a problem apart

Collecting and testing the information required for the problem or task

Conducting a comparison of the solutions or options

Selecting an alternative, which should preferably be the best solution

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Analytical Decision Making (Challenges)

• Requires explicit instructions

• Requires detailed analysis

• Procedure based process

• Process oriented—can be separated from reality

• Requires multiple options


• Comparison criteria are subject to change

• Focuses on optimal solution

• Limited opportunity for creativity

• Consumes time


Analytical Decision Making Challenges(continued)

Intuitive Decision Making

Intuitive decision making is a decision-making process that relies on experience to recognize key elements of a particular problem to arrive at an appropriate decision. The goal is to determine and implement the first solution that could result in success

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Intuitive Decision Making (Benefits)

Time effectiveFocuses on the first best solution

rather than the optimal solution Can be updated and infused with

additional experience constantly.


Intuitive Decision Making (Challenges)

• Mismatched experience

• Obsolescence

• Distortion


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Comparative Criteria



Applications Well-defined problem parameters

Ill-defined problem parameters

Variability General applications Dynamic applications

Source of Control Systematic application of process

Situational factors

Thought Processes Systematic analysis and

comparative

Creative and discriminating

Orientation Process oriented Goal oriented

Decision-Making Approach Comparison

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Comparative Criteria



Foundations Clearly defined objectives Uncertainty

Knowledge

Requirements

Complete understanding of

problem

Incomplete understanding

Information

Requirements

Complete, researched, and derived

Incomplete and assessed

Goals Predetermined Situation-based

Desired Outcome Focuses on single best solution

Focuses on acceptable solution

Theoretical Basis Classical models and processes

Naturalistic (free) thinking

Prepared by Vincent Amoresano 21 May 2009

Decision-Making Approach Comparison (continued)

Definition of Planning

Planning is the process of determining and deciding how to achieve an objective or solve a problem. The plan is the guide or map providing the direction, resources, and activities necessary to attain the desired goal or end.


8 Step Planning/Decision-Making Process

1. Identify the problem or objective

2. Gather information (facts/assumptions)

3. Develop courses of action (solutions)

4. Analyze and compare courses of action (Alternatives/solutions)


5. Make a decision; select the best course of action

6. Make a plan

7. Implement a plan

8. Evaluate, follow-up, and change as necessary


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Course of Action Development

Mission Analysis

Receipt of Mission

Course of Action Analysis

Course of Action

Selection

Issue Operations Order

Rehearsal

Execution & Assessment

Commander's Estimates

Warning Order

Warning Order

Staff Estimates

TACTICAL PLANNING/DECISION MAKING MODEL

Warning Order

Warning Order

Warning Order

Warning Order


1. Receive the Mission 2. Issue a Warning Order 3. Make a Tentative Plan 4. Initiate Movement 5. Reconnoiter 6. Complete the Plan 7. Issue the Complete Order

8. Supervise

Application of the Tactical Planning Procedures

The order of these steps does not change

Steps 4-7 are interchangeable.

Step 8 occurs throughout the process.

Step 1: Receive the Mission

Analyze the mission:

What is the MISSION? (specified and implied tasks)

(who, what, where, when and why) What is known about the ENEMY, THREAT,

EMERGENCY, SITUATION, ETC? What is the impact of TERRAIN and WEATHER? What PERSONNEL and EQUIPMENT are available? How much TIME is available? What are the CIVILIAN considerations?


Step 1: Receive the Mission (cont’d)

Time Analysis (1/3 – 2/3 Rule)

• Leader uses no more than 1/3 of available time for planning and issuing the Operations Order.

• Subordinates get 2/3 of available time to plan and prepare for operation (arrive at designated location and ready to deploy).

• Use backwards planning to schedule preparation time.


Step 2: Issue a Warning Order

• Issue immediately after mission analysis• Do not sacrifice time to gain more info• At a minimum Warning Order should include:

– Mission or nature of the operation– Who is participating in the operation– Time of operation– Time and place for issuance of Operations

Order


This enables the squads and other subordinate units to begin the parallel planning process

Step 3: Make a Tentative Plan

Consider:

MISSION? (specified and implied tasks)ENEMY, THREAT, EMERGENCY,

SITUATION, ETC TERRAIN and WEATHERPERSONNEL and EQUIPMENT TIME (refine time if necessary)CIVIL CONSIDERATIONS (safety, traffic, etc.)


Step 4: Start Necessary Movement

• May occur at any point in the Tactical Planning Process

• Includes movement to positions closer to the objective, initial inspections, equipment, etc.

• If the reconnaissance reveals a change in the situation, the plan must be adjusted accordingly.

The steps do not have to be accomplished in order


Step 5: Conduct Reconnaissance

• Reconnaissance is used to confirm terrain and/or enemy analysis and tactical options

• Situation and time available dictate the type and detail of reconnaissance– Map, terrain model, aerial photo, ground

• Plan and conduct a leader’s reconnaissance for every mission.

• Consider risk of detection.


Step 6: Complete the PlanDevelop Operations Order

• Tentative plan• Reconnaissance• Additional guidance

Review plan• Satisfy Commander’s mission and intent

Alter tentative plan?• Reconnaissance • Changes to current situation

Use five paragraph format


Step 7: Issue the Complete Order

• Issue orally or written • Issue while observing the situational/objective

area if possible • Supplements to Operations Orders:

– Terrain models– Sand Table – Map boards/Overlays – Sketches

• All subordinates MUST understand the plan– Use briefbacks


Step 8: Supervise - Rehearsals

• Must be habitual during training in order to effectively employ units tactically.

• Clarifies Commander’s intent.• Reinforces scheme of maneuver.• Ensures understanding and instills confidence

in participants.• Provides feedback and exposes problems in the

plan.


Step 8: Supervise - Inspections

Pre-Operational Inspections Weapons and ammo: test fire Uniforms and equipment Mission Essential Equipment Personnel understanding of mission and their

specific responsibilities Communications: radios, frequencies,

batteries, pyrotechnics, etc. Rations and water Vehicles and fuel



The ProcessTactical Planning

Procedures

1. Receive and Analyze the Mission

2. Issue a Warning Order

3. Make a Tentative Plan

4. Initiate Movement

5. Conduct Reconnaissance

6. Complete the Plan

7. Issue the Order

8. Supervise & Refine

Decision Making Process

Mission Analysis • Mission • Enemy • Terrain (and Weather) • Personnel/Equipment • Time Available

Develop Courses of Action

Analyze Courses of Action

Compare Courses of Action

Select BEST Course of Action

• Refinement of plan• Integration of operational support and logistics

Situation Visualization

“See the Terrain”

“See the Threat”

“See Yourself”

TACTICAL PLANNING CHALLENGES

Determine specified, implied, and essential tasks

Manage available time

Delegate during planning and preparation

Analyze courses of action and make decisions

Brief WARNING ORDER and OPERATIONS ORDER

Conduct rehearsals and inspections


Operations Order Format

Task Organization (if necessary) – internal attachments, detachments, ad-hoc teams

Paragraph 1. Situation

Paragraph 2. Mission

Paragraph 3. Execution

Paragraph 4. Support/Logistics

Paragraph 5. Command and Communications


Operations Order Format (cont’d)

1. Situation

Situation – crime, emergency situation, problem, etc.

Intelligence – all information available on the activity (or facts and assumptions), terrain, weather, visibility, hazards, obstacles, etc.

External Units Involved – tactical, support, reinforcing, attachments, detachments, higher headquarters; units on right, left, etc.


2. Mission

Clear, concise statement of what you want to achieve.

State the essential task or tasks to be accomplished by the entire unit, to include on-order missions. The who, what, when, where, and why for unit.

Clearly define the unit’s objective.




3. Execution

Concept of operation – summary of overall course of action

Movement instructions Specific tasks to elements or individuals

• Maneuver • Support

Coordination instructions/activities – timelines, effective times, control measures, required contact with other units.



4. Support/Logistics

Specific instructions for logistical needs

– General– Material and Services

• Supply• Transportation• Services• Maintenance• Medical

– Personnel– Miscellaneous

Spell out any changes in policy or standard procedures Prepared by Vincent Amoresano 21 May 2009 3939


5. Command and Communications

Establishes chain of command

Establishes radio/telephone operating procedures

Establishes special signals and codes

Establishes additional reporting or administrative requirements


Operations Order: A Basic Outline

Task Organization (if necessary)1. Situation

– Situation Background– Intelligence– Operational Information– External Units

2. Mission 3. Execution

– Concept of the Operation• Movement• Maneuver• Support

– Tasks to Maneuver Units– Tasks to Support Units– Coordinating Instructions


4. Support/Logistics– General– Material and Services

• Supply• Transportation• Services• Maintenance• Medical • Personnel

– Miscellaneous5. Command & Communications

– Command– Communications– Signals/Codes

Elements of Good Plan

1. Establishes objective: provides for accomplishment of task

2. It is based upon facts and valid assumptions: all pertinent data has been considered

3. Provides for optimum effective use of existing resources

4. Provides organizational structure


5. Provides for required additional resources

6. It is effectively communicated to, and understood by every worker involved in executing the plan

7. Provides for decentralization: delegation of authority

8. Provides for direct control: coordination between units


9. It is simple: it reduces all elements to the simplest form

10. It is flexible: there is room for adjustment

11. It provides for control

12. It is coordinated


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PRACTICAL

EXERCISE

Questions???

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Education

Police Tactical Decision Making & Planning