Problem
An enemy actively works to defeat every plan.
Action
Plan each operation as a contest against an intelligent opponent.
Outcome
Your force adapts its actions to overcome enemy resistance.
Chapter: The Nature of War - War Defined
Problem
Small failures can combine to disrupt simple plans.
Action
Build extra time, resources, and options into every plan.
Outcome
Your force keeps operating when expected conditions break down.
Chapter: The Nature of War - Friction
Problem
Complete and accurate information is rarely available in war.
Action
Make timely decisions with the best information you have.
Outcome
Your force acts before uncertainty removes the opportunity.
Chapter: The Nature of War - Uncertainty
Problem
Battlefield conditions can change before a plan is completed.
Action
Review the situation often and adjust actions without delay.
Outcome
Your force remains effective as events develop.
Chapter: The Nature of War - Fluidity
Problem
Confusion can separate people from plans and leaders.
Action
Give clear priorities that guide action during confusion.
Outcome
Your force continues toward the goal without detailed control.
Chapter: The Nature of War - Disorder
Problem
Many connected actions can hide what matters most.
Action
Identify the few factors that directly affect the mission.
Outcome
Your force directs attention and resources toward decisive needs.
Chapter: The Nature of War - Complexity
Problem
Fear, trust, judgment, and will shape every military action.
Action
Consider human reactions when planning and leading operations.
Outcome
Your decisions better influence both friendly and enemy behavior.
Chapter: The Nature of War - The Human Dimension
Problem
Violence and danger can weaken judgment and discipline.
Action
Train people to perform essential duties under realistic stress.
Outcome
Your force acts with greater control during combat.
Chapter: The Nature of War - Violence and Danger
Problem
Physical strength alone cannot overcome weak judgment or broken morale.
Action
Develop physical ability, sound thinking, and moral courage together.
Outcome
Your force can endure pressure and apply power effectively.
Chapter: The Nature of War - Physical, Moral, and Mental Forces
Problem
New technology and social conditions change how forces fight.
Action
Study change and revise methods while preserving sound principles.
Outcome
Your force stays effective without blindly following passing ideas.
Chapter: The Nature of War - The Evolution of War
Problem
Rules and calculations cannot fully explain a changing conflict.
Action
Use evidence to inform judgment and creative action.
Outcome
Your decisions fit the real situation more closely.
Chapter: The Nature of War - The Science, Art, and Dynamic of War
Problem
War remains uncertain because independent human wills collide.
Action
Prepare people to think and adapt within clear priorities.
Outcome
Your force can pursue its purpose through changing conditions.
Chapter: The Nature of War - Conclusion
Problem
Military success has little value when it does not serve political aims.
Action
Define how each military objective supports the desired policy result.
Outcome
Operations produce effects that advance the larger purpose.
Chapter: The Theory of War - War As an Act of Policy
Problem
Limited resources cannot support every possible military action.
Action
Choose methods and resources that fit the political objective.
Outcome
The force applies sufficient power without unnecessary cost.
Chapter: The Theory of War - Means in War
Problem
Different conflicts require different levels and forms of force.
Action
Assess the conflict before selecting military methods.
Outcome
The response better matches the threat and desired result.
Chapter: The Theory of War - The Spectrum of Conflict
Problem
Tactical success can fail to produce strategic progress.
Action
Connect each tactical action to operational and strategic objectives.
Outcome
Local results contribute to the overall purpose.
Chapter: The Theory of War - Levels of War
Problem
A force that only reacts allows the enemy to control events.
Action
Act in ways that force the enemy to respond.
Outcome
Your force gains greater control over the pace of conflict.
Chapter: The Theory of War - Initiative and Response
Problem
One style of warfare cannot defeat every opponent.
Action
Select methods based on enemy behavior, strengths, and weaknesses.
Outcome
Your force applies the most effective form of pressure.
Chapter: The Theory of War - Styles of Warfare
Problem
People, weapons, information, and leadership lose value when used separately.
Action
Coordinate every available source of strength toward one purpose.
Outcome
The combined effect exceeds the value of isolated actions.
Chapter: The Theory of War - Combat Power
Problem
Slow or scattered action gives the enemy time to recover.
Action
Apply focused power at the decisive place without delay.
Outcome
The enemy faces a problem before an effective response is possible.
Chapter: The Theory of War - Speed and Focus
Problem
Predictable action allows the enemy to prepare an effective defense.
Action
Take calculated risks to strike unexpectedly.
Outcome
The enemy loses time and freedom to respond.
Chapter: The Theory of War - Surprise and Boldness
Problem
Attacking every enemy element wastes time and combat power.
Action
Find the weakness that supports the enemy's main source of strength.
Outcome
Focused action causes effects across the enemy system.
Chapter: The Theory of War - Centers of Gravity and Critical Vulnerabilities
Problem
Decisive opportunities rarely appear without prior action.
Action
Pressure the enemy until a weakness appears and exploit it quickly.
Outcome
Small advantages grow into decisive results.
Chapter: The Theory of War - Creating and Exploiting Opportunity
Problem
Simple destruction may leave the enemy willing and able to fight.
Action
Combine speed, focus, and initiative to disrupt enemy cohesion.
Outcome
The enemy loses the ability to resist effectively.
Chapter: The Theory of War - Conclusion
Problem
A force designed for one narrow case may fail in actual conflict.
Action
Build flexible capabilities around probable missions and enduring needs.
Outcome
The force can respond effectively across changing situations.
Chapter: Preparing for War - Force Planning
Problem
Poor structure slows decisions and separates related capabilities.
Action
Arrange units and responsibilities around mission requirements.
Outcome
The force coordinates action with less delay.
Chapter: Preparing for War - Organization
Problem
Rigid rules fail when conditions differ from expectations.
Action
Teach doctrine as a common guide that requires judgment.
Outcome
People coordinate effectively while adapting to the situation.
Chapter: Preparing for War - Doctrine
Problem
Skill without character can produce harmful decisions.
Action
Hold every Marine responsible for competence, conduct, and sound judgment.
Outcome
The force earns trust and performs reliably.
Chapter: Preparing for War - Professionalism
Problem
Routine training does not prepare people for combat stress and confusion.
Action
Use demanding exercises that require decisions under uncertain conditions.
Outcome
People respond more effectively when real plans fail.
Chapter: Preparing for War - Training
Problem
Leaders cannot rely on fixed answers in unfamiliar situations.
Action
Study military history and practice solving difficult tactical problems.
Outcome
Leaders make better decisions without detailed direction.
Chapter: Preparing for War - Professional Military Education
Problem
Poor assignments waste talent and weaken unit performance.
Action
Match each person's abilities and character to mission needs.
Outcome
Units gain stronger competence and trust.
Chapter: Preparing for War - Personnel
Problem
Administrative efficiency can distract leaders from battlefield needs.
Action
Judge every management process by its effect on combat readiness.
Outcome
Resources and effort remain focused on warfighting.
Chapter: Preparing for War - Management
Problem
Complex equipment can become a burden when it is unreliable or hard to use.
Action
Choose equipment that is effective, durable, and easy to support.
Outcome
The force can sustain useful combat power in difficult conditions.
Chapter: Preparing for War - Equipping
Problem
Equipment and plans cannot replace adaptable people.
Action
Build readiness through sound organization, realistic training, and professional judgment.
Outcome
The force enters conflict, able to adjust and act.
Chapter: Preparing for War - Conclusion
Problem
Knowledge of war has no value unless it guides conduct.
Action
Apply warfighting principles through clear decisions and disciplined execution.
Outcome
The force converts ideas into effective battlefield behavior.
Chapter: The Conduct of War - The Challenge
Problem
Direct attacks against strength can cause heavy losses without decisive results.
Action
Use rapid and focused action against weaknesses in the enemy system.
Outcome
The enemy loses the ability to function as a coordinated force.
Chapter: The Conduct of War - Maneuver Warfare
Problem
A fixed plan can ignore the opponent's actual behavior and weaknesses.
Action
Study the enemy continuously and take direct action against the most useful weakness.
Outcome
Operations solve the real battlefield problem.
Chapter: The Conduct of War - Orienting on the Enemy
Problem
Central control cannot keep pace with the rapid changes on the battlefield.
Action
Give subordinates a clear purpose and freedom to act.
Outcome
Decisions occur faster at the point of action.
Chapter: The Conduct of War - Philosophy of Command
Problem
Immediate commitment can expose the force to avoidable disadvantages.
Action
Use supporting actions to create favorable conditions for the decisive effort.
Outcome
The main action begins with a greater chance of success.
Chapter: The Conduct of War - Shaping the Action
Problem
A perfect decision made too late cannot influence events.
Action
Choose a workable course once enough information is available to support action.
Outcome
Your force acts while the opportunity still exists.
Chapter: The Conduct of War - Decisionmaking
Problem
Detailed instructions limit adaptation when conditions change.
Action
State the required result and allow subordinates to choose the method.
Outcome
Subordinates can respond quickly while serving the mission.
Chapter: The Conduct of War - Mission Tactics
Problem
Subordinates cannot adapt well when they do not understand the larger purpose.
Action
Explain the mission's purpose and the conditions that define success.
Outcome
Independent actions remain aligned during confusion.
Chapter: The Conduct of War - Commander's Intent
Problem
Equal support for every task weakens the action that matters most.
Action
Name one main effort and give it priority for resources and support.
Outcome
The force concentrates strength where success is most important.
Chapter: The Conduct of War - Main Effort
Problem
Attacking strong positions directly increases cost and delay.
Action
Probe for weak areas and move through them quickly.
Outcome
Your force gains advantage while preserving combat power.
Chapter: The Conduct of War - Surfaces and Gaps
Problem
A single form of attack allows the enemy to use a single effective defense.
Action
Combine supporting arms so each enemy response creates another weakness.
Outcome
The enemy cannot protect against every threat at once.
Chapter: The Conduct of War - Combined Arms
Problem
Maneuver warfare fails when people wait for detailed control.
Action
Use clear intent, decentralized decisions, and focused effort in every operation.
Outcome
The force adapts faster than the enemy can respond.
Chapter: The Conduct of War - Conclusion