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Appendix E

MILITARY BRIEFINGS

Briefings are a means of presenting information to

commanders, staffs, or other designated audiences. The

techniques employed are determined by the purpose of

the briefing, the desired response, and the role of the

briefer. This appendix describes the types of military

briefings and gives briefing formats for each type.

TYPES OF BRIEFINGS

There are four types of military briefings:

• Information.

• Decision.

• Mission.

• Staff.

Information

The information briefing is intended to inform the lis-

tener and to gain his understanding. The briefing does

not include conclusions and recommendations, nor re-

quire decisions. The briefing deals primarily with facts.

The briefer states that the purpose of the briefing is to

provide information and that no decision is required.

The briefer provides a brief introduction to define the

subject and to orient the listener and then presents the in-

formation. Examples of an information briefing are in-

formation of high priority requiring immediate

attention; information of a complex nature, such as com-

plicated plans, systems, statistics, or charts, requiring

detailed explanation; and controversial information re-

quiring elaboration and explanation.

Decision

The decision briefing is intended to obtain an answer or

a decision. It is the presentation of a staff officer’s recom-

mended solution resulting from analysis or study of a

problem or problem area. Decision briefings vary as to

formality and detail depending on the level of command

and the decision maker’s knowledge of the subject (the

problem or problem area). In situations where the person

receiving the briefing has prior knowledge of the problem

and some information relating to it, the briefing normally

is limited to a statement of the problem, essential back-

ground information, and a recommended solution.

However, the briefer must be prepared to present his

assumptions, facts, alternative solutions, reason for

choosing the recommended solution, and the coordina-

tion involved. If the person who is being briefed is unfa-

miliar with the problem and the facts surrounding it,

then a more detailed briefing is necessary. In this case,

the briefing should include any assumptions used in ana-

lyzing the problem, facts bearing on the problem, a dis-

cussion of the alternatives, the conclusions, and the

coordination involved. The staff study format in Appen-

dix D provides a logical sequence for presenting a de-

tailed decision briefing.

At the outset of the briefing, the briefer must state that

he is seeking a decision. At the conclusion of the briefing,

if the briefer does not receive a decision, he asks for it.

The briefer should be certain that he understands the deci-

sion thoroughly. If he is uncertain, he asks for clarifica-

tion. In this regard, a precisely worded recommendation

that may be used as a decision statement, once approved

by the commander, assists in eliminating possible ambi-

guities. Following the briefing, if the chief of staff (execu-

tive officer) is not present, the briefer informs the SGS or

other appropriate officer of the commander’s decision.

Mission

The mission briefing is used under operational condi-

tions to provide information, to give specific instructions,

or to instill an appreciation of a mission. It is usually pre-

sented by a single briefing officer, who may be the com-

mander, an assistant, a staff officer, or a special

representative. This depends on the nature of the mission

or the level of the headquarters. In an operational situation

or when the mission is of a critical nature, it may become

necessary to provide individuals or smaller units with

more data than plans and orders provide. This may be

done by means of the mission briefing. The mission brief-

ing reinforces orders, provides more detailed requirements

and instructions for each individual, and explains the sig-

nificance of each individual role.

Staff

The staff briefing is intended to secure a coordi-

nated or unified effort. This may involve the

exchange of information, the announcement of deci-

sions within a command, the issuance of directives,

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or the presentation of guidance. The staff briefing

may include characteristics of the information brief-

ing, the decision briefing, and the mission briefing.

Attendance at staff briefings varies with the size of

the headquarters, the type of operation being con-

ducted, and the personal desires of the commander.

Generally, the commander, deputies or assistants,

chief of staff (executive officer), and coordinating

and special staff officers attend. Representatives

from major subordinate commands may be present.

The chief of staff (executive officer) usually presides

over the staff briefing. He calls on staff representa-

tives to present matters that interest those present or

that require coordinated staff action. Each staff offi-

cer is prepared to brief on his area of responsibility.

In garrison, staff briefings are often held on a regu-

larly scheduled basis. In combat, staff briefings are

held when required by the situation. The presentation

of staff estimates culminating in a commander’s deci-

sion to adopt a specific course of action is a form of

staff briefing. In this type of briefing, staff officers

involved follow the general pattern prescribed for the

staff estimate being presented.

BRIEFING STEPS

A briefing assignment has four steps:

1. Analyze the situation. This includes analyzing

the audience and the occasion by determining—

• Who is to be briefed and why?

• How much knowledge of the subject does the audi-

ence have?

• What is expected of the briefer?

Before briefing an individual the first time, the briefer

should inquire as to the particular official’s desires. The

briefer must understand the purpose of the briefing. Is he

to present facts or to make a recommendation? The pur-

pose determines the nature of the briefing. The time allo-

cated for a briefing will dictate the style, physical

facilities, and the preparatory effort needed. The avail-

ability of physical facilities, visual aids, and draftsmen is a

consideration. The briefer prepares a detailed presentation

plan and coordinates with his assistants, if used. The pre-

paratory effort is carefully scheduled. Each briefer should

formulate a “briefing outline” (next page). The briefer ini-

tially estimates the deadlines for each task. He schedules

facilities for practice and requests critiques.

2. Construct the briefing. The construction of the

briefing will vary with its type and purpose. The analy-

sis provides the basis for this determination. The fol-

lowing are the major steps in preparing a briefing:

• Collect material.

• Know the subject thoroughly.

• Isolate the key points.

• Arrange the key points in logical order.

• Provide supporting data to substantiate validity of

key points.

• Select visual aids.

• Establish the wording.

• Rehearse before a knowledgeable person who can

critique the briefing.

3. Deliver the briefing. A successful briefing de-

pends on how it is presented. A confident, relaxed,

forceful delivery, clearly enunciated and obviously

based on full knowledge of the subject, helps convince

the audience. The briefer maintains a relaxed, but mili-

tary bearing. He uses natural gestures and movement,

but he avoids distracting mannerisms. The briefer’s de-

livery is characterized by conciseness, objectivity, and

accuracy. He must be aware of the following:

• The basic purpose is to present the subject as di-

rected and to ensure that it is understood by the

audience.

• Brevity precludes a lengthy introduction or

summary.

• Logic must be used in arriving at conclusions and

recommendations.

• Interruptions and questions may occur at any point.

If and when these interruptions occur, the briefer answers

each question before proceeding or indicates that the ques-

tions will be answered later in the briefing. At the same

time, he does not permit questions to distract him from his

planned briefing. If the question will be answered later in

the briefing, the briefer should make specific reference to

the earlier question when he introduces the material. The

briefer must be prepared to support any part of his brief-

ing. The briefer anticipates possible questions and is pre-

pared to answer them.

4. Follow-up. When the briefing is over, the briefer

prepares a memorandum for record (MFR). This MFR

should record the subject, date, time, and place of the

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briefing and ranks, names, and positions of those pres-

ent. The briefing’s substance is concisely recorded. Rec-

ommendations and their approval, disapproval, or

approval with modification are recorded as well as any

instruction or directed action. This includes who is to

take action. When a decision is involved and doubt ex-

ists about the decision maker’s intent, the briefer

submits a draft of the MFR to him for correction before

preparing it in final form. The MFR is distributed to staff

sections or agencies that must act on the decisions or in-

structions contained in it or whose operations or plans

may be influenced.

BRIEFING OUTLINE

1. Analysis of the Situation

a. Audience.

(1) How many are there?

(2) Nature.

(a) Who composes the audience? Single or multiservice? Civilians? Foreign nationals?

(b) Who are the ranking members?

(c) What are their official positions?

(d) Where are they assigned?

(e) How much professional knowledge of the subject do they have?

(f) Are they generalists or specialists?

(g) What are their interests?

(h) What are their personal preferences?

(i) What is the anticipated reaction?

b. Purpose and type.

(1) Information briefing (to inform)?

(2) Decision briefing (to obtain decision)?

(3) Mission briefing (to review important details)?

(4) Staff briefing (to exchange information)?

c. Subject.

(1) What is the specific subject?

(2) What is the desired coverage?

(3) How much time will be allocated?

d. Physical facilities.

(1) Where will the briefing be presented?

(2) What arrangements will be required?

(3) What are the visual aid facilities?

(4) What are the deficiencies?

(5) What actions are needed to overcome deficiencies?

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2. Schedule of Preparatory Effort

a. Complete analysis of the situation.

b. Prepare preliminary outline.

c. Determine requirements for training aids, assistants, and recorders.

d. Edit or redraft.

e. Schedule rehearsals (facilities, critiques).

f. Arrange for final review by responsible authority.

3. Constructing the Briefing

a. Collect material.

(1) Research.

(2) Become familiar with subject.

(3) Collect authoritative opinions and facts.

b. Prepare first draft.

(1) State problem (if necessary).

(2) Isolate key points (facts).

(3) Identify courses of action.

(4) Analyze and compare courses of action. State advantages and disadvantages.

(5) Determine conclusions and recommendations.

(6) Prepare draft outline.

(7) Include visual aids.

(8) Fill in appropriate material.

(9) Review with appropriate authority.

c. Revise first draft and edit.

(1) Make sure that facts are important and necessary.

(2) Include all necessary facts.

(3) Include answers to anticipated questions.

(4) Polish material.

d. Plan use of visual aids.

(1) Check for simplicity—readability.

(2) Develop method for use.

e. Practice.

(1) Rehearse (with assistants and visual aids).

(2) Polish.

(3) Isolate key points.

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(4) Commit outline to memory.

(5) Develop transitions.

(6) Use definitive words.

4. Follow-Up

a. Ensure understanding.

b. Record decision.

c. Inform proper authorities.

Format for an Information Briefing

1. Introduction.

Greeting.

Address the person(s) being briefed. Identify yourself and your organization.

“Good morning, General Smith. I’m Captain Jones, the S3 of the 1st Bn 28th Artillery.

Type and Classification of Briefing.

“This is a SECRET information briefing.”

“This is an UNCLASSIFIED decision briefing.”

Purpose and Scope.

Give the big picture first.

Explain the purpose and scope of your briefing.

“The purpose of this briefing is to bring you up to date on our battalion’s General Defense Plan.”

“I will cover the battalion’s action during the first 72 hours of a general alert.”

Outline or Procedure.

Briefly summarize the key points and your general approach.

Explain any special procedures (demonstrations, displays, or tours). “During my briefing, I’ll discuss the six

phases of our plan. I’ll refer to maps of our sector, and then my assistant will bring out a sand table to show you

the expected flow of battle.”

2. Body.

Arrange the main ideas in a logical sequence.

Use visual aids correctly to emphasize your main ideas.

Plan effective transitions from one main point to the next.

Be prepared to answer questions at any time.

3. Closing.

Ask for questions.

Briefly recap your main ideas and make a concluding statement.

Announce the next speaker.

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Format for a Decision Briefing

1. Introduction.

Military greeting.

Statement of the type, classification, and purpose of the briefing.

A brief statement of the problem to be resolved.

The recommendation.

2. Body.

Key facts bearing upon the problem.

Pertinent facts that might influence the decision.

An objective presentation of both positive and negative facts.

Necessary assumptions made to bridge any gaps in factual data.

Courses of Action.

A discussion of the various options that can solve the problem.

Analysis.

The criteria by which you will evaluate how to solve the problem (screening and evaluation).

A discussion of each course of action’s relative advantages and disadvantages.

Comparison.

Show how the courses of action rate against the evaluation criteria.

3. Conclusion.

Describe why the selected solution is best.

4. Questions.

5. Restatement of the Recommendation so that it only needs approval/disapproval.

6. Request a decision.

The Mission Briefing

1. General. The mission briefing is an information briefing presented under tactical or operational conditions,

usually given by a single briefing officer.

2. The Purposes of a Mission Brief.

Give specific instructions.

The mission briefing serves to—

• Issue or elaborate on an operation order, warning order, and so forth.

• Instill a general appreciation of a mission.

• Review the key points of a forthcoming military operation.

• Ensure participants know the mission’s objective, problems they may confront, and ways to overcome them.

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3. Format.

While the mission briefing has no set format, a convenient format is the five-paragraph operation order:

1. Situation.

2. Mission.

3. Execution.

4. Service support.

5. Command and signal.

The Staff Briefing

1. General. The staff briefing is a form of information briefing given by a staff officer. Often it’s one of a series

of briefings by staff officers.

2. Purposes of a Staff Briefing. The staff briefing serves to—

• Keep the commander and staff abreast of the current situation.

• Coordinate efforts through rapid oral presentation of key data.

3. Possible Attendees:

• The commander, his deputy, and chief of staff.

• Senior representatives of his primary and special staff; commanders of his subordinate units.

4. Common Procedures:

• The person who convenes the staff briefing sets the agenda.

• The chief of staff or executive officer normally presides.

• Each staff representative presents information on his particular area.

• The commander usually concludes the briefing but may take an active part throughout the presentation.

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