If you need this document in an alternate format for accessibility purposes (e.g. Braille, large print, audio, etc.), please contact the UNG Press at [email protected] or at 706-864-1556. Mission Command in the Israel Defense Forces

Brig. General (Ret.) Gideon Avidor, Editor-in-Chief

Foreword by LTG H. R. McMaster

Contributors Dr. Uzi Lieutenant Yosef Gensburg Ben-Shalom Brig. General Oded Basyuk Dr. Eitan Shamir Lt. Colonel Ariel Amihai Admiral Ze’ev Almog Lt. Colonel Idan Morag Colonel Shay Shabtai Captain Ehud Erell Dr. Dov Glazer Maj. General Amos Yaron Lt. General Haim Laskov Maj. General Yoram Yair Maj. General Israel Tal Colonel Boaz Cohen Maj. General Doron Rubin Brig. General Ofeq Bukhris 978-1-940771-76-2 Lt. General Motta Gur Major Vered Vonokor-Hai Lt. General Moshe Ya’alon Lt. Colonel Yotam Amitai Military Nonfiction | $19.99 Colonel Yizhak Ronen Colonel Avi Dahan 6 x 9 inches | 386 pp

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Table of Contents

Section 1: Theory Command Systems and Control: Combat Leadership and Ground Forces Mission Command Mission Command: Between Theory and Practice Fighting Terrorist Acts from the Sea Mission Command and Intelligence: A Built-In Paradox

Section 2: An Army is Born Mission Command Follows the Army Built-Up "They did it their way": Mission Command in the I.D.F. 1949–1956

Section 3: Leaders Talk A Quick Guide for the Junior Officer Leading and Command Mission Command Culture Reflections of a Staff Officer The Challenges of Educating and Training I.D.F Officers Directed Command and Mission Command Hypocrisy: Mission Command in the Age of the Strategic Corporal The Commanders' Independence Mission Command and Logistics: Why is it so difficult? Mission Command on the Tactical Level

Section 4: Mission Command Put to Test First Missile Boat Battle The Battle of Beirut, 1982 The 35th Paratrooper Brigade in the Battle over Lebanon, 1982 The Northern Commander in the Second Lebanon War, 2006 Command and Leadership in Operation "Defensive Shield" Junior Command in the Gaza Strip An Infantry Battalion Commander in Lebanon, 2006 From Surprise to Knockout: The Battle of Wadi Mabuk

Section 5: Mission Command Over the Horizon Mission Command Over the Horizon Mission Command and Non-linear Warfare The New Dimension in War—Virtual Warfare

Terminology Notes If you need this document in an alternate format for accessibility purposes (e.g. Braille, large print, audio, etc.), please contact the UNG Press at [email protected] or at 706-864-1556. MISSION inCOMMAND the Israel Defense Forces Edited by Brig. General Gideon Avidor

Blue Ridge | Cumming | Dahlonega | Gainesville | Oconee Copyright © 2021 by the Gideon Avidor.

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Blue Ridge | Cumming | Dahlonega | Gainesville | Oconee Table of Contents

Introduction vii Brig. General Gideon Avidor

Part 1:Theory Command Systems and Control: Combat Leadership and Ground Forces Mission Command 3 Dr. Uzi Ben-Shalom

Mission Command: Between Theory and Practice 22 Dr. Uzi Ben Shalom and Dr. Eitan Shamir

Fighting Terrorist Acts from the Sea 46 Admiral (Ret.) Ze’ev Almog

Mission Command and Intelligence: A Built-In Paradox 68 Colonel (Res.) Shay Shabtai

Part 2: An Army is Born Mission Command Follows the Army Built-Up 91 Brig. General Gideon Avidor

“They did it their way”: Mission Command in the I.D.F. 1949–1956 93 Dr. Dov Glazer

Part 3: Leaders Talk Editor’s Note 133 Brig. General Gideon Avidor

A Quick Guide for the Junior Officer 140 Lt. General Haim Laskov Leading and Command 144 Major General Israel Tal

Mission Command Culture 147 Maj. General Doron Rubin

Reflections of a Staff Officer 151 Lt. General Motta Gur

The Challenges of Educating and Training I.D.F Officers 166 Lt. General (Ret.) Moshe Ya’alon

Directed Command and Mission Command 173 Colonel (Ret.) Yizhak Ronen

Hypocrisy: Mission Command in the Age of the Strategic Corporal 177 Lieutenant Yosef Gensburg

The Commanders’ Independence: The Future of Mission Command in the Ground Forces 181 Brig. General Oded Basyuk

Mission Command and Logistics: Why is it so difficult? 202 Lt. Colonel Ariel Amihai

Mission Command on the Tactical Level: Points for its Successful Application 213 Lt. Colonel Idan Morag

Part 4: Mission Command Put to Test First Missile Boat Battle: The Israeli Navy vs. the Syrian Navy, 1973 223 Captain (Ret.) Ehud Erell (Navy)

The Battle of Beirut, 1982 232 Maj. General (Ret.) Amos Yaron The 35th Paratrooper Brigade in the Battle over Lebanon, 1982 234 Maj. General. (Ret.) Yoram Yair

The Northern Commander in the Second Lebanon War, 2006 238 Colonel (Ret.) Boaz Cohen

Command and Leadership in Operation “Defensive Shield” 243 Brig. General (Ret.) Ofeq Bukhris

Junior Command in the Gaza Strip 259 Maj. Vered Vonokor-Hai and Lt. Colonel Yotam Amitai

An Infantry Battalion Commander in Lebanon, 2006 263 Colonel Avi Dahan

From Surprise to Knockout: The Battle of Wadi Mabuk 268 Brig. General Gideon Avidor

Part 5: Mission Command Over the Horizon Mission Command and Non-linear Warfare 291 Brig. General Gideon Avidor

The New Dimension in War—Virtual Warfare 321 Brig. General Gideon Avidor

Appendix A Terminology 367 Abbreviations 369

INTRODUCTION | vii Introduction Avidor Gideon General Brig. Military command generally focuses on a mission with clearly defined clearly with a mission focuses generally on Military command - been has demonstrat responsibility) and (both authority Command It years. takes many that a process is war for army an Preparing with dealt has (I.D.F.) Forces Defense the Israel army, other Like any The dictionary definition of “command” presents variations onthe variations presents “command” of dictionaryThe definition objectives that must be achieved through coordinated activities.Because coordinated be through achieved must that objectives also these achieving command goals, for responsible is the commander responsibility. involves the last In techniques. a variety of to history according ed throughout popular themethod become most has command” decade, the “mission buzzword. or mantra and officers training and developing and the force building involves in and heritage own its to doesso according Eacharmy battle. for soldiers local and culture. national own its with accordance present The way. unique own in its the years over command mission not is command mission the I.D.F., for how, will demonstrate volume a culture. but a technique, merely theme of “authority,” however, the idea of “command” is much more more much is “command” the idea of however, “authority,” of theme when exist only can command the dictionary, to According complex. Indeed, a commander. by carry issued people the instructions other out also action. but authority only not involves command Command and Mission Command and Mission Command viii | MISSION COMMAND IN THE ISRAEL DEFENSE FORCES Shaping theI.D.F.’s Battle Doctrine tensions along Israel’s borders. activities These were generally on a has continually confronted terrorist organizations and escalating faced formations such as brigades and wars, divisions. those I.D.F. the Between 1948, 1956,1967,1973,1982, and 2006)with participation the of large preferred command style. 2011). In I.D.F. 2013,the officially proclaimed mission command be to its therefore dowhatever to complete will is necessary it successfully (Finkel, premise that officers these best have knowledgethe the of mission and independence to junior officers. This furtheredthought then is the by fraught with uncertainty, and oftensolutionbestthe is to afford maximum command,decentralized ‘mission called also command’” (Finkel, 2014). For collection. this now, state we will that “unofficially, the I.D.F. promote[s] alongto run normative lines, I.D.F. the is elaborated unique, be as will on in I.D.F.,the but we are agrowing also army lacking ahistorical tradition. properly without ahierarchical structure and discipline. Thistrue of is armies, engage who insuch complex as activities warfare cannot function as during impact the of 1973Yom the Kippur War. oris updated as result the periodically of an exceptional occurrence, such distributed by general the staff to units fortheir application. doctrine This is written doctrine by officers experienced the in army’s headquarters and themselves. enemy sufficiently. Inothers, it is subjective and due the to army personnel result of lack of knowledge, uncertainty, or inability the to know the slogans and and methods reality. In some areas, gap this is objective—a Over the years, the Over I.D.F. the has fought insixconventional wars (in This approach based on is multiple assumptions. The battlefield is This has its advantages and disadvantages.Despite being constructed areArmies constructed hierarchically. Large organizations, like In most regular armies, accepted the procedure is that battle the When an army prepares its officers, a significantbetween occurs gap ix | INTRODUCTION There is a fundamental difference between commanding an army army an commanding between difference is a fundamental There more are preparation in of periods responsibilities commander’s The military system calm bureaucratic periods,In the hierarchical, unit during a war and the required preparation, training, and other other and training, preparation, the required and a war during unit present. meaningful enemy no is when there activities “between the wars,” supervision, in invested the effort training, During “between the wars” big to devoted that than greater is tasks accompanying and management, operations. formation surrounded theyare During preparations, in wartime. than restricted are and advisors and officers, staff supervisors, managers, countless by does as the objectives much as their activities almost explain to required almost measured is the commander battle, In achieve. to theywant offer called to upon rarely is and their achievements by exclusively operations. failed after they operate—except the ways about explanations at behavior commander’s gap a between a encounter often we Thus, of problem faces Everythe army the battlefield. on times versus routine in peacetime commanders training successfully and this gap narrowing function in wartime. to The transition different. is the situation wartime, In in fullfunctions force. time requires onethat difficulty, a major constitutes war to routine from training forces and Commander as possible. efficiently as overcome to mission apply willit be to difficult that, without ease to the process; intend exceptional of cases be might isolated There the battlefield. on command the but application, such make to who manage successfully commanders over it sustaining of be will capable system not control and command routine periodsof long despite Thus, in advance. prepared time if not low tactical level of limited operations nature, including operations in operations including nature, operations tactical limited low of level 2014). and 2010, 2008, 2002, (during the Strip Gaza and Samaria, Judea, and wars” between “campaigns as operations to these refers I.D.F. The a is that a manner in with dealt must that threats themongoing considers warfare. conventional from departure total x | MISSION COMMAND IN THE ISRAEL DEFENSE FORCES the field.”the Senior commanders as juniormustserve officers in relevant officers; will anbe officer basedpromotedperformance on their “in chosen forbe advanced training from among most the petty successful commander chosen from be among will soldiers; best an the officerwill for commanders, selecting again, heavily relies on proven asection ability: proper From on training active based service. lowest the levels, system the place before recruitment. armies, fill which officerranks according selection to processes take that system is a departure from accepted the practice in most of world’s the at atime—and on evident their desire to pursue career. amilitary This mand positions on proven their based abilities at lower level—one step of rising up through ranks.soldiers the This meansselecting for com- with I.D.F.’s the army service help. ry. Officers lackwho ahigh educational acquirelevelwill it during their or intellectual ones, are which important inthemselves, but not obligato- manders on functional-operational based abilities rather than academic engender that temporary later doctrine made permanent. originate also to field, inthe doctrine as new requirements or methods Staffto General the and establishedAlterations as compulsory doctrine. maneuver or that idea field in the was succeeded subsequently presented Traditionally, I.D.F.’s on determined has field. the battle been A doctrine dueelse to training the and performance throughout careers. their abilitiesfunctional of its officers in battle were (andbeyond are) anything concepts of underground armies, partisans and Forces. Special The motion.” It had its midst in the beginnings of on a war (1948) based principles, even ifit not does always apply them. and limited operations, I.D.F. the attempts to inculcate mission command Attaining commander status I.D.F. inthe on depends one undergoing Attaining commander status I.D.F. inthe on principle is the based Since its foundation, I.D.F. the has developed and advanced com- The DefenseIsrael Forcescame intobeingpeople’s as a army“in xi | INTRODUCTION These differences stem from education toward excellence at home home at excellence toward education from stem These differences Mission command is a command and control strategy within the within strategy control and command a is command Mission From the beginning, the I.D.F. adopted mission command as its its as command mission adopted the beginning, the I.D.F. From and natural is command mission to the transition wartime, In and at school, where the schools, colleges, and universities expect the universities and colleges, the schools, where school, at and in the approach of this inculcation The surpass the teacher. to students discussed isand widely courses training officer begins in junior I.D.F. broader context of leadership. The present volume dealsmethod with this volume present The leadership. of context broader falls the province within that topic Like any thein I.D.F. applied it as mission relations, deals interpersonal with sciences and behavioral of the culture from isolated or bemathematically defined cannot command between the society differences Because practiced. theof vast in which it of modelis fundamentally I.D.F. the countries, in different applied is it how one. Australian or British, American, German, the from different Mission Command in the I.D.F. Mission Command preferred approach. It taught mission command in all command-training in all command-training command mission taught It approach. preferred applicable always not every in it drill, it’s if even emphasized and courses this principle, to expected act according to are Commanders practice. in public to subject those operations or operations intensive in low but military those most fit categories— activities between wars opinion—and presented reports the commanders’ In it. limit might the higher echelons occur. frequently tensions such below, from instructions for will wait commanders I.D.F. few Very continuous. this may of A striking example situation. when faced a battle with above the 35th Battalion of the commander Yair, Yoram of thein memoirs found 1990). in 1982 (Yair, War Lebanon the First during positions beforehand; a battalion commander must first have commanded commanded have first must commander a battalion beforehand; positions will course every training and additional Everypromotion company. a social class, background, family to unrelated ability, of proof depend on Everybody ethnic the bottom. roots. or begins at education xii | MISSION COMMAND IN THE ISRAEL DEFENSE FORCES mission command and how it is applied and situations. inwhich or with nature the theoreticians, by deal all military they active service of that appear written whether by below; commanders have who experienced planoriginal or aplan of own. their Such principles are evident texts inthe given such frequently instructions, will suggest improvements to the command. notwill wait They forfrom instructions above and,even when junior the commander otherwise, accordinginstructed act will to mission limitations and contingencies on imposed by them ranks. higher If the not determine intention their and dictate mission, the together with the as ordered by immediate their superiors. follow will they orders and to best dotheir successfully complete missions chance,the prove will they appropriateness the of gear. this Until then, commanders is that, kitbags, intheir there is ageneral’s baton and, given An choose. accepted will starting-offpathpoint they among junior I.D.F. are are allowed if they to doso; not hindered on way, the it is natural the as norm. the commander Every strives to ifonly goal realize this they wars) between until(mainly it inperiods is well known and accepted Mission Command andLeadership control over “to them avoid mishaps.” Subordinates to receive expect clear, tend authority to their use to direct subordinates’ keeping activities, includes authority and responsibility for performing missions. Since it is place takes within an operational organization, leadership military leadership is inborn or acquired by learning is irrelevant to our discussion. and according styles to leader’s the personality. The question this whether of activating aunit or aformation. Leadership might applied be inmany ways commands, mission command with applying deals leadership when with individual’s the deals ability to inspire out people to their carry This educationalThis principle statesthat the commanding will officer Since expectations from commanders are absolute inwartime, they Mission command and leadership are inseparable. Whereas leadership | xiii INTRODUCTION The mission command approach places the responsibility for carryingfor responsibility places the approach command mission The intentions, their define clearly to required is commander The senior on is emphasis the remember that must commander The senior the on pressure mental easing also is at directed command Mission lead- professionalism, a high of level demands command Mission out a mission on the shoulders of the lower level commander, as they as commander, level the lower of the shoulders on a mission out the If local and opportunities. conditions with conversant the most are possesses necessary and the qualities carrycommander their to plans, out theytheir goals, achieving for act thein to best manner themotivation way. do so to in their own means and the ways with be supplied should their enable them correctly, understands their subordinate that ensure doing them in support should and carry to plans, outtheir officers junior as the responsibility, lessen commander’s doesthe This not senior so. the commander and their shoulders, on is mission commander’s junior does this commander The fully is carried it out. that ensure must intervention supportive and developments battle supervision of through be trusting a close, must there work, to this approach For if necessary. all levels. at commanders among relationship it as long as a good is one plan any that and carrying the mission out has problem Any objectives. its reaches and weak points its overcomes no choose the best one, should commanders and solution one than more it. who suggests matter while reins,” “loosening style the entails leadership This commander. can trusted and they the sense are that commanders junior giving motivation their elevate ideas. This can their own to function according new heights. to the mission to dedication and Consequently, teams. command dependence among mutual and ership, unequivocal orders according to which they plan their next move, with with move, their next which they to plan according orders unequivocal these widens command Mission do so. which in to margins very narrow professional and authoritative on while still relying considerably, margins leadership. be without effective cannot it indeed, leadership; xiv | MISSION COMMAND IN THE ISRAEL DEFENSE FORCES its spirit persists to present the day. since its establishment. It was founded in an unconventional manner, and mistakes. The DefenseIsrael Forces havegrappling been issueswiththese must demonstrate patience with juniors and a towillingness absorb their with and subordinates the trust and soldiers under command. their They control theory, jargon. and military Commanders must well-acquainted be commanders, including familiarity with battle command doctrine, and tional missions. Many prior conditions are to produce necessary good intensive commander training must place take before mounting opera- ThePresent Volume What DoestheFuture Hold? standpoints during including various periods, commanders’ deliberations it is natural, the accepted solution. supported by chain the of command. When it is relevant to circumstances, difficult to peacetime,apply in but in everyone’s it isstill consciousness and junior officersacting according to mission command. rules, tobut, fixed whennecessary, deemed the establishment supportwill demands routine activity, including planning that place takes according mission command continue will to prevail. any Like army, I.D.F. the operations and afterwards the designatedby staff centers, the spirit of mission command is always present deliberations. intheir approach. In addition, circumstance when causes independently, to them act from subordinates and behavior their inany framework is influenced this by Mission command accompanies entire the them way, and expectations their insights arrive they and at when experience command higher the levels. on operationalbased performances, have they already acquired considerable This book book This presents mission commandthe I.D.F. in from variety of In I.D.F. the mission command is awell-rooted cultural tradition. It is As long as a tradition continues of shaping during battle doctrine Since I.D.F. commanders through ranks rise the inaprolonged track xv | INTRODUCTION Section 1 describes the theory of mission command in the I.D.F. Section in the I.D.F. 1 describes command the theory mission of one and academic three studies contains It scholars. in the eyes of the Navy. Chief of a former theory from practice on and study the struggle views on historical between Sectionprovides 2 its during efforts build-up the I.D.F. part of were that concepts regulations militaries Western These ideas include days. early more. and improvisation Special Operations versus the practical, with to the theoretical from Section 3 moves based experience. theirfield on their insights giving commanders level GHQ the at offices first-star include These commanders commanders, field second of widera perspective with that than experience. field current from theirwho understanding derived real including battles, in command mission Sectionexplores 4 in fighting warriors and staff, commanders, from senarious life battles. life real in command discusses mission and Section the future 5 looks to Age. the Information In the background stands the army framework encouraging mission mission encouraging framework the army stands the background In sections: four The is divided into book • • • • • command on all levels. The connecting thread running through this thread through connecting all running The levels. on command as they in the leaders field, combat from are the insights that collection is approach this applying of practical ways finding in interested more are as a The theory second, came theoretically. it analyzing than rather occurred had in the field. what summarize explain necessary to response about how to apply it in specific situations. We present the topic through through topic the present We in specific situations. it apply to how about from and seniority of levels multiple at commanders I.D.F. theof eyes conditions to in adaptation We seecan differences generations. different central the but in dilemmas, their participate periods,can and different at the preferred as command mission toward been strive to always has track style. leadership Appendix A

TERMINOLOGY | 367 Terminology —The total means of destructive and/or disruptive force whichforce disruptive and/or of destructive means total —The objectives that are sufficiently near the supported force as to require require to as force supported the near sufficiently are that objectives action. the supporting of coordination or detailed integration highly its to which,due the tactical to directly commander, be cannot thesituation, of the criticality or nature perishable satisfy in time the to user’s tactical into intelligence processed requirements. tactical intelligence time. given a at the opponent against apply can a military unit/formation a to essential personnel and procedures, communications, of operations controlling and directing, planning, for commander assigned. the missions to pursuant forces attached and assigned attached and assigned over commander designated a properly by control and Command the mission. of in the accomplishment forces and command of arrangement an performed through are functions systems. control the commander’s include may It state. end the desired and operation assessment an and intent theadversary commander’s of assessment the operation. during acceptable is risk much how and where of —unevaluated data, gathered by or provided provided or by gathered data, —unevaluated information combat combat power facilities, equipment, —The system control and command direction and authorityy of exercise (C2)—The control and command the purpose the of of expression —A concise intent commander’s —The action of the supporting force against targets or targets against force supporting of closethe action —The support 368 | MISSION COMMAND IN THE ISRAEL DEFENSE FORCES mutual support mutual ordermission type —(1) An order issued to alower unit that includes mission statement—A short sentence or paragraph that describes mission command—The preferable command is mission method standard operating procedure (SOP) of—A set instructions applicable ordergraphic —Operation order major inwhich appears parts in specifying how itspecifying is accomplished. to be headquarters. (2)An order to aunit to perform amission without accomplishmentthe of total the mission assign to higher the and why, but seldomhow. specifies mission statement contains elements the of who, what, where, when, statement of and taken action to the be reason the for doing so. The organizationsthe essential task (or tasks) and Aclear purpose. leadership at the Ground Forces, 2012,p.22) mission the on as well. carrying (Ground Forces Command, Tactical commanddetailed echelon higher the inwhich dictates methods the mission. In conditions, certain mission command is replaced by commander to and needs decide to of achieve act part their the what it envelopes (resources and restrictions). The subordinate forces. The higher-level commander dictatesthe mission andgoal missionperform the at level, their sector, intheir and with their command. It assumes commander that suitable is every best to standardized procedure without loss of effectiveness. featuresto those of operations that lend themselves to adefinite or graphic format rather than inwords. (I.D.F. Lexicon, 1998,p. 510) each other and to enemy, the and inherent their capabilities. an enemy, of because assigned position their tasks, their relative to —That supportwhich units eachrender other against ABBREVIATIONS | 369 area of operations of area interest of area responsibility of area procedures tactics, and techniques, Army control and command requirement critical information commander’s environment information collaborative cyberspace operations action of course gravity of center operations of concept format in concept plan operation picture operational common operations information reconnaissance surveillance, and intelligence, operations network control operational plan operation order operation tactical control force task target time-sensitive Abbreviations AOI AOR ATTP C2 CCIR CIE CO COA COG CONOPS CONPLAN COP IO ISR NETOPS OPCON OPLAN OPORD TACON TF TST AO