under the leadership of the plans ( G-5 ) staff section . The battle staff served as dedicated , cross-functional , operational-planning teams that attacked various aspects of WFX planning , provided solutions to complex problems , and expedited planning processes . Each battle-staff team was composed of eight people , including a School of Advanced Military Studies graduate as a planning team lead , a representative from each warfighting function , and a digital master gunner who would operate the Command Post of the Future and other systems . 9 The cross-functional nature of the teams broke down stovepipes in planning and information flow throughout the division headquarters . Although they were composed of mostly junior officers from each staff section , the battle staff soon became central to the division ’ s WFX preparations .
The division commander owned and drove the operations process . 10 He sought frequent , candid dialogue with the division staff , the battle staff , and subordinate commanders . The planning team received personal coaching from the division ’ s senior leaders , sometimes several times a day , for guidance , and for understanding and visualizing ongoing efforts . The deliberate planning provided a venue for developing junior officers , noncommissioned officers ( NCOs ), and staff leaders . Regardless of rank , leaders listened to , conversed with , and accepted
The 1st Infantry Division “ Big Red One ” main command post sits outside the Mission Training Complex 9 April 2016 on Fort Riley , Kansas . Division and brigade staffs use the facility to conduct training events such as warfighter exercises in a simulated decisive action training environment . ( Photo by Spc . Anna Pongo , 1st Infantry Division PAO )
frank assessments from battle-staff planners . As a result , junior leaders gained confidence , and the team developed innovative solutions to complex problems .
76 January-February 2017
MILITARY REVIEW