at this term involves. Clearly, political considerations will permeate down to the lowest tactical level. This will inevitably constrain the freedom of action of junior military commanders, which could have the effect of restricting initiative at the lower levels. But paradoxically this makes mission command even more important.
Certain matters will need to be laid down in great detail. Relationships between agencies have to be spelled out, demarcation lines established, and precise SOPs written, particularly in joint operations with other agencies or combined operations with allies. Sensitive relationships with the media, the security forces of neighboring states, and the general public have to be carefully defined. However, because contact with the insurgent will be rare, it is essential to seize fleeting opportunities. In certain operational environments there may also be considerable freedom of action; for example, in remote areas junior commanders will probably have no option but to use their initiative.
Fundamentally the spirit of mission command does apply in counterinsurgency because in a politically charged atmosphere it is even more important that soldiers understand both their task and the purpose behind it. Subordinates well versed in mission command are able to work within constraints, and thus avoid the many pitfalls which await the unwary. It will be important for directives and orders to express the concept of operations in such a way that everyone understands not just the aim, but the atmosphere which is to be created.
Counterinsurgency places heavy demands and calls for particular skills and professional qualities both in commanders at all levels and the troops they lead. It requires the ability to adapt and utilize an unconventional yet highly disciplined approach to soldiering. One of the keys to mission command working in counterinsurgency lies in the selection and education of commanders. Another is preparing troops prior to and throughout military operations. Relevant and realistic training should focus not simply upon military skills, but upon those aspects which troops will find most demanding or fruitful, including legal rights and obligations, languages, media awareness, and cultural orientation. In counterinsurgency simply being able to hold a polite conversation with a civilian is a military "skill" that may need to be developed in training.
There are clearly risks in delegating authority to make decisions. Troops need clear and comprehensive orders, orders which link the commander's intent with SOPs. This approach adds an extra safeguard to minimize the risk of a commander jeopardizing the political aim. Most junior commanders and soldiers will not need to know the details of how the strategy is constructed, but through mission command they will have a feel for what is expected of the Army, what the military constraints are, and why they are imposed.
The Core Functions
Doctrine is intended to guide, and thus to help view the overall government campaign and the military element of it through the prism of the core functions; find, fix, and strike. The role of various agencies and the part they are to play will be expressed in the overall campaign director's concept of operations. The intelligence services, elements of the Army (covert, overt, and clandestine), and other government agencies "find" the insurgent by gathering all available information on him. The uniformed services, the police, and the major spending departments of government--combined with diplomatic efforts and an active Hearts and Minds campaign (including P INFO)--"fix" the insurgent. Locally raised forces can also help to "fix" and have been employed to good effect in numerous counterinsurgency campaigns. Special forces, overt military and police units, psychological operations (PSYOPS), and the legal system spearhead the government's campaign to "strike," which is also reinforced through socioeconomic activities such as reorganizing local government, creating jobs, and improving social services.
In counterinsurgency the str