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《ADP 3-90 進(jìn)攻與防御》是美國陸軍條例出版物（Army Doctrine Publications)，文章中涉及到的內(nèi)容軍來自向公眾開放的免費(fèi)網(wǎng)站的免費(fèi)內(nèi)容及其機(jī)翻，不涉及任何國家的保密政策。

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以下正文

解決戰(zhàn)術(shù)問題

SOLVING TACTICAL PROBLEMS

?1-23.?作為掌握陸軍職業(yè)的一部分，指揮官針對各種戰(zhàn)術(shù)情況進(jìn)行訓(xùn)練，學(xué)會識別其重要元素，并在現(xiàn)實條件下練習(xí)決策。他們通過多年的專業(yè)軍事教育、自學(xué)、實踐訓(xùn)練和作戰(zhàn)經(jīng)驗來培養(yǎng)這些能力。這些經(jīng)驗提高了解決戰(zhàn)術(shù)問題所需的直覺能力。重復(fù)部署到類似區(qū)域需要檢查以前成功的操作，以領(lǐng)先于適應(yīng)性和學(xué)習(xí)型敵人。

1-23. As a part of mastering the Army profession, leaders train for various tactical situations, learn to ?recognize their important elements, and practice decision making under realistic conditions. They develop ?these abilities through years of professional military education, self-study, practical training, and operational ?experiences. These experiences sharpen the intuitive faculties required to solve tactical problems. Repeated ?deployments to similar areas require examinations of previously successful operations to stay ahead of ?adaptive and learning enemies.?

?1-24.?指揮官開始通過掌握專業(yè)科學(xué)來發(fā)展他們解決戰(zhàn)術(shù)問題的基礎(chǔ)。這要求他們掌握系統(tǒng)的使用，并了解利用地形發(fā)揮自身優(yōu)勢的方法。指揮官學(xué)會使用普遍理解和接受的理論術(shù)語和概念，以技術(shù)上精確和理論一致的措辭清晰地傳達(dá)他們的作戰(zhàn)概念。

1-24. Leaders begin developing their foundation for solving tactical problems by mastering the science of ?the profession. This requires them to master the use of their systems and understand methods to employ ?terrain to their advantage. Leaders learn to communicate their concepts of operations clearly with technically ?precise and doctrinally consistent verbiage, using commonly understood and accepted doctrinal terms and ?concepts.?

??1-25.?指揮官運(yùn)用戰(zhàn)術(shù)、對形勢的理解和判斷來創(chuàng)建適合完成任務(wù)和其他特定任務(wù)變量的獨(dú)特解決方案。對于一個問題，通常有幾種解決方案，有些解決方案會比其他解決方案更有效。一個理想的解決方案是決定性的，并為部隊未來的任務(wù)做好準(zhǔn)備，同時為響應(yīng)上級指揮官意圖內(nèi)的意外敵人行動提供最大的靈活性。

1-25. Commanders apply tactics, an understanding of the situation, and judgment to create unique solutions ?appropriate to accomplishing the mission and the other specific mission variables. Usually several solutions ?exist for one problem, and some will be more effective than others. An ideal solution is decisive and postures ?the unit for future missions, while also providing the greatest flexibility for response to unexpected enemy ?actions within the higher commander’s intent.?

??1-26.?戰(zhàn)術(shù)問題解決的成功源于積極、明智和果斷地使用相對戰(zhàn)斗力。戰(zhàn)斗力是軍事單位或編隊在給定時間可以應(yīng)用的破壞性、建設(shè)性和信息能力的全部手段（ADP?3-0）。戰(zhàn)斗力有八個要素：領(lǐng)導(dǎo)力、信息、指揮和控制、運(yùn)動和機(jī)動、情報、火力、保障和保護(hù)。這些要素有助于陸軍部隊獲得聯(lián)合和多國火力和資產(chǎn)。陸軍將最后六個要素統(tǒng)稱為作戰(zhàn)職能。指揮官通過按自己的條件在他們選擇的時間和地點(diǎn)發(fā)起戰(zhàn)斗并保持主動讓敵人做出反應(yīng)來取勝。指揮官保持主動權(quán)，使友軍能夠擾亂敵人的決策。這在進(jìn)攻和防御之間的過渡期間尤為重要，因為保持主動權(quán)會最大限度地降低敵軍對友軍部署變化做出有效反應(yīng)的能力。

1-26. Success in tactical problem solving results from the aggressive, intelligent, and decisive use of relative ?combat power. Combat power is the total means of destructive, constructive, and information capabilities ?that a military unit or formation can apply at a given time (ADP 3-0). Combat power has eight elements: ?leadership, information, command and control, movement and maneuver, intelligence, fires, sustainment, ?and protection. The elements facilitate Army forces accessing joint and multinational fires and assets. The ?Army collectively describes the last six elements as warfighting functions. Commanders win by initiating ?combat on their own terms—at a time and place of their choosing—and by maintaining the initiative to make ?the enemy react. Commanders maintain the initiative to enable friendly forces to disrupt enemy decision ?making. This is particularly important during transitions between the offense and defense because retaining ?the initiative minimizes an enemy force’s ability to react effectively to changes in friendly dispositions.?

??1-27.?進(jìn)攻性行動是取得決定性結(jié)果的關(guān)鍵。指揮官進(jìn)行進(jìn)攻以擊敗敵軍或控制地形以產(chǎn)生上級指揮官所需的效果。情況可能需要防守；然而，戰(zhàn)術(shù)上的成功通常需要盡快轉(zhuǎn)向進(jìn)攻。當(dāng)部隊完成任務(wù)、達(dá)到前進(jìn)極限(LOA)或接近高潮時，進(jìn)攻結(jié)束。然后這些部隊進(jìn)行整合、恢復(fù)攻擊或準(zhǔn)備其他行動。

1-27. Offensive action is the key to achieving decisive results. Commanders conduct the offense to defeat ?enemy forces or gain control of terrain to produce the effects required by their higher commander. ?Circumstances may require defending; however, tactical success normally requires shifting to the offense as ?soon as possible. The offense ends when forces accomplish their missions, reach their limit of advance ?(LOA), or approach culmination. Those forces then consolidate, resume the attack, or prepare for other ?operations.

1-28.?指揮官尋求以最有利的條件發(fā)動戰(zhàn)斗。這樣做可以在易受攻擊的位置對選定的敵方單位集中效果。保持主動權(quán)可以讓指揮官在機(jī)會出現(xiàn)時轉(zhuǎn)移決定性行動以利用機(jī)會。指揮官通過以下方式奪取、保留和利用主動權(quán)——
???通過比敵軍更快的機(jī)動，獲得相對于敵軍的相對優(yōu)勢（物理、時間、認(rèn)知或虛擬）的位置。
???使用火力摧毀敵人的關(guān)鍵能力和系統(tǒng)。
???開展信息作戰(zhàn)、網(wǎng)絡(luò)空間作戰(zhàn)和電子戰(zhàn)活動，以隔離和削弱敵人的決策能力。
???消除敵軍取得成功所需的條件，例如地形、空域、人口中心、人口支持和設(shè)施
???戰(zhàn)前、戰(zhàn)中、戰(zhàn)后維持和保護(hù)下屬部隊。
???比敵軍更了解戰(zhàn)術(shù)形勢并加以利用。
???超越初始運(yùn)營的計劃，并預(yù)測其分支或續(xù)集。
???不斷鞏固戰(zhàn)果，摧毀各種形式的敵人抵抗。

1-28. Commanders seek to initiate combat on the most favorable terms. Doing so allows the massing of ?effects against selected enemy units in vulnerable locations. Maintaining the initiative allows a commander ?to shift the decisive operation to exploit opportunities as they arise. Commanders seize, retain, and exploit ?the initiative by—?

? ? Gaining a position of relative advantage (physical, temporal, cognitive, or virtual) over enemy ?forces by maneuvering more rapidly than enemy forces.? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ????Employing firepower to destroy critical enemy capabilities and systems.? ? ? ? ? ? ? ? ? ? ? ? ? ? ??? Conducting information operations, cyberspace operations, and electronic warfare activities to ?isolate and degrade enemy decision-making abilities.? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ??? Denying enemy forces what they require for success, such as terrain, airspace, population centers, ?support of the population, and facilities. ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ??? Sustaining and protecting subordinate forces before, during, and after battles.? ? ? ? ? ? ? ? ? ? ? ? Maintaining a better understanding of the tactical situation than enemy forces and exploiting it.? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? Planning beyond the initial operation and anticipating its branches or sequels.? ? ? ? ? ? ? ? ? ? ? ? Continuously consolidating gains to defeat all forms of enemy resistance.

1-29.?補(bǔ)充動力有助于保持主動權(quán)。動力反映了一個單位的戰(zhàn)斗力及其行動的速度和節(jié)奏。將戰(zhàn)斗力集中在決戰(zhàn)點(diǎn)，輔以快速機(jī)動，使敵人處于不利地位。指揮官保持專注和壓力，在尋找和利用機(jī)會的同時控制作戰(zhàn)節(jié)奏。保持勢頭需要不斷評估情況并就主要工作的資源配置做出風(fēng)險決策。

1-29. Momentum complements and helps maintain the initiative. Momentum reflects a unit’s combat power ?and the velocity and tempo of its operations. Concentrating combat power at the decisive point, supported by ?rapid maneuver, places an enemy in a disadvantageous position. Commanders maintain focus and pressure, ?controlling the tempo of operations while seeking and exploiting opportunities. Maintaining momentum ?requires continuously assessing the situation and making risk decisions with regard to resourcing the main ?effort. ?

?1-30.?對作戰(zhàn)環(huán)境的透徹了解極大地幫助指揮官制定戰(zhàn)術(shù)解決方案，并使他們能夠推動作戰(zhàn)過程。比猶豫不決的敵人更快地做出和執(zhí)行決策的指揮官，即使在很小程度上，也會獲得累積的優(yōu)勢。（有關(guān)操作過程的描述，參見ADP?6-0）

1-30. A thorough understanding of an operational environment greatly helps commanders to develop tactical ?solutions and allows them to drive the operations process. Commanders who make and implement decisions ?faster than a hesitant enemy, even to a small degree, gain an accruing advantage. (See ADP 6-0 for a ?description of the operations process.)?

??1-31.?行動之間的過渡很困難，可能會為友軍或敵軍創(chuàng)造意想不到的機(jī)會。指揮官和他們的支持人員很快就會發(fā)現(xiàn)這樣的機(jī)會，并根據(jù)計劃過程中準(zhǔn)備的分支或后續(xù)行動采取行動。為了應(yīng)對不可預(yù)見的情況，特別是因鞏固收益而產(chǎn)生的情況，可能需要即興發(fā)揮鞏固成果是使任何臨時運(yùn)營成功并為可持續(xù)安全環(huán)境創(chuàng)造條件的活動，允許將控制權(quán)移交給合法當(dāng)局（ADP?3-0）。（有關(guān)合并收益的更多信息，請參見?ADP?3-0。）

1-31. Transitions among operations are difficult and may create unexpected opportunities for friendly or ?enemy forces. Commanders and their supporting staffs quickly recognize such opportunities, acting on ?branches or sequels prepared during the planning process. Improvisation may be necessary to cope with ?unforeseen circumstances, particularly those arising from consolidating gains. Consolidate gains is activities ?to make enduring any temporary operational success and to set the conditions for a sustainable security ?environment, allowing for a transition of control to legitimate authorities (ADP 3-0). (See ADP 3-0 for ?additional information on the consolidation of gains.)?

?1-32.?歸根結(jié)底，戰(zhàn)術(shù)問題的解決方案是指揮官計劃的集體努力和下級領(lǐng)導(dǎo)人執(zhí)行計劃的能力的結(jié)果。指揮官負(fù)責(zé)訓(xùn)練下屬。嚴(yán)格而現(xiàn)實的訓(xùn)練結(jié)果使指揮官們對下屬對戰(zhàn)術(shù)藝術(shù)和科學(xué)的掌握以及他們執(zhí)行選定解決方案的能力充滿信心。

1-32. Ultimately, solutions to tactical problems result from the collective efforts of a commander’s plan and ?the ability of subordinate leaders to execute it. Commanders are responsible for training their subordinates. ?The result of that rigorous and realistic training leaves commanders fully confident in their subordinates’ mastery of the art and science of tactics and in their ability to execute a chosen solution.?

倉促行動與蓄意行動

HASTY VERSUS DELIBERATE OPERATIONS?

?1-33.?倉促行動是指指揮官指揮立即可用的部隊，使用零散的命令，以最少的準(zhǔn)備、應(yīng)對計劃和準(zhǔn)備時間來執(zhí)行任務(wù)，以提高執(zhí)行速度。指揮官在發(fā)布零碎命令之前，在心理上同步可用部隊的使用。倉促行動最大限度地利用聯(lián)合兵種的優(yōu)勢。例如，第?9?裝甲師在?1945?年?3?月奪取了雷馬根的橋梁，這表明在部隊立即可用的情況下進(jìn)行了倉促的行動。指揮官考慮有形和無形的因素，例如下屬的訓(xùn)練水平和經(jīng)驗、潛在的敵人反應(yīng)、時間和距離，以及每個下屬和支援單位的實力，以達(dá)到所需的同步程度。

1-33. A hasty operation is an operation in which a commander directs immediately available forces, ?using fragmentary orders, to perform tasks with minimal preparation, trading planning and ?preparation time for speed of execution. Commanders mentally synchronize the employment of available ?forces before issuing fragmentary orders. Hasty operations exploit the advantages of combined arms to the ?maximum possible extent. For example, the 9th Armored Division’s seizure of the bridge at Remagen in ?March 1945 illustrates a hasty operation conducted with the forces immediately available. Commanders ?consider tangible and intangible factors, such as subordinate training levels and experience, a potential enemy ?reaction, time and distance, and the strengths of each subordinate and supporting unit to achieve the required ?degree of synchronization.?

1-34. 蓄意行動是一種戰(zhàn)術(shù)情況允許制定和協(xié)調(diào)詳細(xì)計劃的行動，包括多個分支和續(xù)集。進(jìn)行深思熟慮的行動任務(wù)的指揮官組織部隊完成特定任務(wù)。該任務(wù)聯(lián)合兵種小組進(jìn)行廣泛的演練和塑造行動，為部隊進(jìn)行決定性行動創(chuàng)造條件。例如，第1步兵師在1991年2月沙漠風(fēng)暴行動地面階段開放時間內(nèi)的突破行動就是一次蓄意的行動。

1-34. A deliberate operation is an operation in which the tactical situation allows the development and ?coordination of detailed plans, including multiple branches and sequels. Commanders conducting ?deliberate operations task-organize forces to accomplish a specific mission. That tasked combined arms team ?conducts extensive rehearsals and shaping operations to create the conditions for the conduct of the force’s ?decisive operation. For example, the 1st Infantry Division’s breaching operation during the opening hours of ?the ground phase of Operation Desert Storm in February 1991 illustrates a deliberate operation.?

?1-35.?大多數(shù)操作發(fā)生在倉促操作和蓄意操作之間。作戰(zhàn)過程有助于制定共同作戰(zhàn)圖景，以促進(jìn)決策制定并在友軍之間交流決策和其他信息。信息時代可獲得的大量數(shù)據(jù)使倉促操作和蓄意操作之間的區(qū)別變得復(fù)雜。指揮官從收集到的信息中辨別情報以制定他們的決策。了解這種細(xì)微差別的指揮官可以專注于使他們能夠預(yù)測機(jī)會并在計劃中建立靈活性的知識。

1-35. Most operations occur somewhere between a hasty operation and a deliberate operation. The operations ?process helps in the development of a common operational picture to facilitate decision making and to ?communicate decisions and other information between friendly forces. The sheer amount of obtainable data ?in the information age complicates the distinction between hasty and deliberate operations. Commanders ?discern intelligence from collected information to shape their decisions. Commanders who understand this ?nuance can focus on knowledge that enables their abilities to anticipate opportunities and build flexibility ?into plans.?

風(fēng)險

RISK?

?1-36.?選擇和這些選擇的成本是所有行動的特征。指揮官根據(jù)當(dāng)前對敵情的情報和對可用資產(chǎn)（包括時間）的評估以及協(xié)調(diào)和同步這些資產(chǎn)的手段來決定他們是否能夠完成任務(wù)。如果這些資產(chǎn)不可用，指揮官會選擇花更多時間來計劃、資源和準(zhǔn)備行動，或者他們會明確說明他們將在何處以及如何承擔(dān)風(fēng)險。

1-36. Choices and the cost of those choices characterize all operations. Commanders decide if they can ?accomplish their mission based on current intelligence of the enemy situation and an assessment of the assets ?available (including time) and the means to coordinate and synchronize those assets. If those assets are not ?available, commanders choose to take additional time to plan, resource, and prepare for an operation, or they ?articulate where and how they will assume risk.?

1-37.?指揮官可以在時間受限的環(huán)境中根據(jù)有限的戰(zhàn)斗信息采取行動。戰(zhàn)斗信息是未經(jīng)評估的數(shù)據(jù)，由戰(zhàn)術(shù)指揮官收集或直接提供給戰(zhàn)術(shù)指揮官，由于其高度易腐性或形勢危急，無法及時處理成戰(zhàn)術(shù)情報以滿足用戶的戰(zhàn)術(shù)情報要求（JP?2-01）。指揮官必須了解僅根據(jù)戰(zhàn)斗信息采取行動的內(nèi)在風(fēng)險，因為它容易受到敵人的欺騙并且可能被誤解。情報人員幫助指揮官評估用于決策的戰(zhàn)斗信息。

1-37. Commanders may act on limited combat information in a time-constrained environment. Combat ?information is unevaluated data, gathered by or provided directly to the tactical commander which, due to its ?highly perishable nature or the criticality of the situation, cannot be processed into tactical intelligence in ?time to satisfy the user’s tactical intelligence requirements (JP 2-01). Commanders must understand the ?inherent risk of acting only on combat information, since it is vulnerable to enemy deception and can be ?misinterpreted. The intelligence staff helps commanders assess combat information used in decision making.?

1-38.?如果沒有在不確定條件下采取行動的意愿，指揮官就無法取得成功，這需要平衡風(fēng)險和利用機(jī)會。再多的情報也無法消除戰(zhàn)術(shù)行動的所有不確定性和固有風(fēng)險。指揮官永遠(yuǎn)不會有絕對的態(tài)勢了解。信息的缺乏絕不能使決策過程癱瘓。指揮官收集的關(guān)于任務(wù)變量的信息越多，指揮官就越能做出明智的決定。更少的信息意味著指揮官在特定情況下做出錯誤決策的風(fēng)險更大。知道何時有足夠的信息在上級指揮官的意圖和限制范圍內(nèi)做出決定是戰(zhàn)術(shù)藝術(shù)的一部分，也是所有指揮官的一項關(guān)鍵技能。

1-38. Commanders cannot be successful without a willingness to act under conditions of uncertainty, which ?demands balancing risks with taking advantage of opportunities. No amount of intelligence can eliminate all ?uncertainties and inherent risks of tactical operations. Commanders will never have absolute situational ?understanding. A lack of information must not paralyze the decision-making process. The more information ?a commander collects concerning the mission variables, the better that commander is able to make informed ?decisions. Less information means that a commander has a greater risk of making a poor decision for a ?specific situation. Knowing when there is enough information to make a decision within the higher ?commander’s intent and constraints is part of the art of tactics and is a critical skill for all leaders.

?1-39.?為了取得成功，指揮官需要花費(fèi)最少的時間來計劃和準(zhǔn)備。在行動開始時減少協(xié)調(diào)可能會導(dǎo)致對敵人的影響不夠理想。然而，減少協(xié)調(diào)可能會增加速度和動力，并可能帶來意外。指揮官為行動準(zhǔn)備的時間越多，敵人準(zhǔn)備的機(jī)會就越多。

1-39. To shape success, commanders take the minimum time necessary to plan and prepare. Reduced ?coordination at the start of an operation may result in less than optimal effects on the enemy. However, that ?reduced coordination may offer increased speed and momentum and, potentially, surprise. The more time a ?commander takes to prepare for an operation, the more opportunity the enemy has to prepare.?

?1-40.?在充分知情的情況下做出無畏的決定最有可能取得成功。指揮官在做出決定時會接受風(fēng)險，因為總會存在一定程度的不確定性。機(jī)遇伴隨著風(fēng)險。愿意接受風(fēng)險往往是暴露敵人弱點(diǎn)的關(guān)鍵。有時指揮官無法找到解決所有風(fēng)險的方法，應(yīng)該考慮結(jié)果是否值得冒險。情境理解、運(yùn)行估計和計劃可降低風(fēng)險。

1-40. Bold decisions that are adequately informed give the best promise of success. Commanders accept risk ?when making decisions because there will always be a degree of uncertainty. Opportunities come with risks. ?The willingness to accept risk is often the key to exposing enemy weaknesses. There are times when leaders ?cannot find ways of addressing all of the risk and should consider if the outcome is worth the risk. Situational ?understanding, running estimates, and planning reduces risk.?

??1-41. ?在某些情況下，指揮官可以放棄詳細(xì)的計劃、廣泛的演練和任務(wù)組織的重大變化。他們先前的自我發(fā)展、訓(xùn)練和經(jīng)驗使他們能夠在決定性的時刻評估和創(chuàng)造壓倒性的戰(zhàn)斗力。例如，一個攻擊營特遣部隊遇到剛剛進(jìn)入陣地的敵方部隊，可以在接觸時采取行動摧毀這些元素，而不會失去動力。接觸行動是一系列戰(zhàn)斗行動，通常幾乎同時進(jìn)行，與敵人接觸以發(fā)展局勢。友好的指揮官決定必須做些什么來保持戰(zhàn)斗力并為成功創(chuàng)造條件。

1-41. In some circumstances, commanders can forego detailed planning, extensive rehearsals, and significant ?changes in task organization. Their prior self-development, training, and experience allows them to assess ?and create overwhelming combat power at decisive points. For example, an attacking battalion task force ?encountering enemy security elements just moving into position can conduct actions on contact to destroy ?these elements without the loss of momentum. Actions on contact are a series of combat actions, often ?conducted nearly simultaneously, taken on contact with the enemy to develop the situation. Friendly ?commanders determine what must be done to preserve combat power and create conditions for success.?

?1-42. ?每個軍事決定都包含風(fēng)險。指揮官在決定在哪里接受風(fēng)險時會做出判斷。如圖1-1所示，指揮官有幾種可用的技術(shù)來降低與特定行動中缺乏信息和情報相關(guān)的風(fēng)險。其中一些降低風(fēng)險的技術(shù)需要投入額外的資源。決定轉(zhuǎn)移哪些資源以降低風(fēng)險是戰(zhàn)術(shù)藝術(shù)的一部分。一般而言，風(fēng)險是指某人或某物面臨危險、傷害或損失的風(fēng)險。風(fēng)險是對活動或事件的概率和影響的表達(dá)，會產(chǎn)生積極或消極的后果。它是衡量事情發(fā)生對或錯的可能性以及相關(guān)影響（好或壞）的指標(biāo)。

1-42. Every military decision includes risk. Commanders exercise judgement when deciding where to accept ?risk. As shown in figure 1-1, commanders have several techniques available to reduce the risk associated ?with a lack of information and intelligence in a specific operation. Some of these techniques for reducing risk ?require the commitment of additional resources. Deciding what resources to divert to reduce risk is part of ?the art of tactics. In general terms, risk is the exposure of someone or something valued to danger, harm, or ?loss. Risk is an expression of the probability and implications of an activity or event, with positive or negative ?consequences taking place. It is a measure of the likelihood of something going right or wrong, and the ?associated impact, good or bad.

1-43.?因為風(fēng)險是每個操作的一部分，它是無法避免的。指揮官與下屬合作分析風(fēng)險，以幫助確定存在的風(fēng)險水平以及如何減輕風(fēng)險。在考慮接受?COA?的風(fēng)險時，指揮官會考慮對部隊的風(fēng)險和對任務(wù)的風(fēng)險，而不是感知到的利益。他們根據(jù)目標(biāo)、可用時間和預(yù)期成本的重要性做出判斷。指揮官需要平衡創(chuàng)造機(jī)會、保護(hù)部隊以及接受和管理完成任務(wù)所必須承擔(dān)的風(fēng)險之間的緊張關(guān)系。

1-43. Because risk is part of every operation, it cannot be avoided. Commanders analyze risk in collaboration ?with subordinates to help determine what level of risk exists and how to mitigate it. When considering how ?much risk to accept with a COA, commanders consider risk to the force and risk to the mission against the ?perceived benefit. They apply judgment with regard to the importance of an objective, time available, and ?anticipated cost. Commanders need to balance the tension between creating opportunities, protecting the ?force, and accepting and managing risks that must be taken to accomplish their mission.?

??1-44.?雖然每種情況都不同，但指揮官避免過度謹(jǐn)慎或投入資源來防范每一個感知到的威脅。避免所有風(fēng)險的不切實際的期望不利于任務(wù)的完成。等待完美的智能和同步會增加風(fēng)險或關(guān)閉機(jī)會之窗。成功的作戰(zhàn)需要指揮官和下屬管理已接受的風(fēng)險、發(fā)揮主動性并果斷采取行動，即使結(jié)果不確定。斷采取行動，即使結(jié)果不確定。

1-44. While each situation is different, commanders avoid undue caution or commitment of resources to ?guard against every perceived threat. An unrealistic expectation of avoiding all risk is detrimental to mission ?accomplishment. Waiting for perfect intelligence and synchronization increases risk or closes a window of ?opportunity. Successful operations require commanders and subordinates to manage accepted risk, exercise ?initiative, and act decisively even when the outcome is uncertain.

1-45.?指揮官——當(dāng)?shù)玫侥軌蛟L問當(dāng)前和準(zhǔn)確信息的系統(tǒng)的支持時——利用他們對敵方和友方局勢的了解。這種理解允許在有利的范圍內(nèi)進(jìn)行機(jī)動，并確保對部隊的響應(yīng)和靈活支持。信息技術(shù)、有能力的領(lǐng)導(dǎo)者和敏捷編隊的整合降低了風(fēng)險并促進(jìn)了果斷行動。

1-45. Commanders—when supported by systems that can access current and accurate information—exploit ?their understanding of the enemy and friendly situations. This understanding allows maneuver at favorable ?ranges and ensures responsive and flexible support of forces. The integration of information technologies, ?capable leaders, and agile formations reduces risk and facilitates decisive action.?

?1-46.?降低風(fēng)險并不總是意味著以犧牲時間為代價來增加關(guān)于敵人的信息。指揮官通過保持部隊部署的靈活性來部分彌補(bǔ)這一差距。他們通過增加單位安全區(qū)域的深度來實現(xiàn)這一目標(biāo)；其安保部隊的大小、數(shù)量和能力；以及他們的儲備規(guī)模。安保區(qū)域是由單位的安保部隊占據(jù)的區(qū)域，包括這些安保部隊的影響區(qū)域。指揮官選擇提供多功能性的編隊，并允許與盡可能少的友軍進(jìn)行初始接觸。補(bǔ)償增加的風(fēng)險的另一種方法是在提交特定COA之前為下屬部隊提供額外的時間和資源來發(fā)展情況。

1-46. Risk reduction does not always mean seeking to increase information about the enemy at the expense ?of time. Commanders partially compensate for this gap by maintaining flexibility in their troop dispositions. ?They accomplish this by increasing the depth of their unit security areas; the size, number, capabilities of ?their security elements; and the size of their reserve. A security area is that area occupied by a unit’s ?security elements and includes the areas of influence of those security elements. Commanders choose ?formations that provide versatility and allow for initial enemy contact with the smallest possible friendly ?force. Another way to compensate for increased risk is to provide additional time and resources for ?subordinate elements to develop the situation before committing to a particular COA.?

??1-47.?友軍的機(jī)動性進(jìn)一步降低了戰(zhàn)術(shù)行動中的風(fēng)險。機(jī)動是友軍比敵軍反應(yīng)更快的能力。它既是一種心理素質(zhì)，也是一種身體素質(zhì)。機(jī)動性允許迅速集中友軍力量對抗敵人的弱點(diǎn)。友軍通過嚴(yán)格和現(xiàn)實的訓(xùn)練、眾所周知和訓(xùn)練有素的單位標(biāo)準(zhǔn)操作程序、保持和持續(xù)共享理解和估計以及使用任務(wù)式指揮方法來實現(xiàn)機(jī)動性。

1-47. Friendly force agility further mitigates risk in tactical operations. Agility is the ability of friendly forces ?to react faster than enemy forces. It is as much a mental as a physical quality. Agility permits the rapid ?concentration of friendly strengths against enemy vulnerabilities. Friendly forces achieve agility through ?rigorous and realistic training, well-known and drilled unit standard operating procedures, maintained and ?continuously shared understanding and estimates, and the use of the mission command approach.?

?1-48.?在任何行動中，信息、不確定性、風(fēng)險、儲備和安保力量的規(guī)模以及主體的配置之間的關(guān)系都可能經(jīng)常發(fā)生變化。主體是戰(zhàn)術(shù)指揮或編隊的主要部分。它不包括指揮部的獨(dú)立部隊，例如前衛(wèi)、側(cè)翼和掩護(hù)部隊。指揮官不斷權(quán)衡信息、不確定性、風(fēng)險以及預(yù)備隊和安保部隊規(guī)模與主體部署之間的平衡。然后他們根據(jù)需要進(jìn)行調(diào)整。

1-48. In any operation, the relationship among information, uncertainty, risk, size of reserves and security ?forces, and the disposition of the main body may frequently changes. The main body is the principal part ?of a tactical command or formation. It does not include detached elements of the command, such as ?advance guards, flank guards, and covering forces. Commanders continually weigh the balance of ?information, uncertainty, risk, and size of reserves and security forces against the disposition of the main ?body. They then make adjustments as needed.?

1-49.?對任務(wù)組織、任務(wù)和優(yōu)先級的更改是行動過程的一部分。指揮官在參謀人員的建議下，為特定任務(wù)確定最佳編隊和組織，并不斷評估風(fēng)險。如果情況允許，指揮官會進(jìn)行適當(dāng)?shù)母牟⒎峙滟Y源，以通過這些變更將風(fēng)險降至最低。每一次變更都有機(jī)會和風(fēng)險。指揮官平衡兩者以達(dá)到他們的目的。

1-49. Changes to task organization, mission, and priorities are part of the operations process. Commanders, ?advised by their staffs, determine the optimal formation and organization for a specific mission, and they??continuously assess risk. If the situation warrants, commanders make appropriate changes and allocate ?resources to minimize risk through these changes. Every change has opportunities and risks. Commanders ?balance the two to achieve their purpose.