Indeed, the Course of Action (COA) development is principal among the most critical facets of decision making in most institutions, and the military is no exception. Usually, planners who seek to implement the approach partake three crucial states: input, process, and output. The writer successfully identifies the undertakings necessary for the completion of each phase. The first stage involves the input of the essential fundamental aspects ranging from the mission and problem statements to the initial goals and planning guidance. Heltberg & Dahl (2019) identifies such necessary inputs and adds that they determine the practicality of the decision-making process.
The author identifies the process as the second crucial phase during which the planning team identifies the most appropriate combat power. The planets begin to develop COA statements, which must be in line with the goals set in the first phase at this point. The last stage has been identified as the output phase and mostly involves the final development of COA statements and revision of critical steps proposed in earlier stages. The writer acknowledges the essence of planning, which the Department of the Army (2019b) identifies as a vital factor when determining the justification of a COA development. Indeed, the success of the entire process depends significantly on the collaboration among the top management and their subordinates.
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References
Department of the Army. (March 2019b). Intelligence Preparation of the Battlefield (ATP 2- 01.3). Retrieved from https://armypubs.us.army.mil/doctrine/index.html
Heltberg, T., & Dahl, K. S. (2019). Course of Action Development–Brainstorm or Brickstorm? Scandinavian Journal of Military Studies , 2 (1).
