The Objective Force Unit of Action operates in a significantly different command environment. It is called "execution-centric command" and it relies on information superiority. The commander uses superior situational understanding and the "quality of firsts" to see first, understand first, and act first upon the enemy. The commander uses a "tactical infosphere" or networked information management system to gain and maintain information superiority. He uses sensor systems within his battlespace and is networked to joint and space-based intelligence assets. Additionally, the network allows the commander to leverage information from any information system or subject matter expert connected to the network. Within the tactical infosphere, he uses collaborative planning and automated decision aids. Lastly, the commander uses the tactical infosphere and experience to intuitively make decisions based on pattern recognition. In current doctrine, the battle staff completes the tasks of information management, staff decision-making, and providing the commander's visualization. If the tactical infosphere provides the commander his visualization, manages information, and can assist in his decision-making, does the Unit of Action need a battle staff? This is the research question answered in this monograph. The command environment is comprised of organizations, procedures, and technical means. This monograph uses the changes in the Objective Force Command environment and the battle staff tasks (information management, staff decision-making, and providing visualization) to answer the research question. It is answered by deciding if these three tasks are necessary in the Objective Force execution-centric command environment. The Legacy Force Commander and battle staff use the analytical MDMP to create detailed plans and matrix's. This is an attempt to eliminate uncertainty. The Legacy Force battle staff uses radio networks, in three command posts, and a hierarchical system of information management. The battle staff provides the commander's visualization and situational understanding by collecting data and analyzing the data. The battle staff often suffers from "paralysis by analysis" and can increase the fog of war. The Objective Force commander uses the tactical infosphere to create a Common Operational Picture (COP) within his organization. This allows subordinates to exploit their combined situational understanding. This also allows the commander to use his digital decision aids to create and test adaptive mission-focused orders and plans. He is able to collaborate within and outside his organization and uses the rehearsal and playback software to build mental patterns for possible future decisions. Although it appears that the battle staff is obsolete, there is still a need for a battle staff to manage information and to help the commander execute judgment. The new paradigm in command shifts the burden of command and control from a staff-centric model, to a commander-centric model. Organizations need to synchronize from lower echelons to higher and use mission-focused adaptive orders. The shift is from command by plan, to command by influence and the tasks for the battle staff are reduced. The battle staff could change to support the commander's sensor and network requirements, or they can support the commander virtually via the network. The future battle staff needs to provide the tasks the technical means cannot. Their organization needs to enhance and not inhibit the tempo of warfare. Lastly, information systems cannot replace the battle staff or commander's judgment.

ADA 403553 Approved for public release; Distribution is unlimited. The opinions and conclusions expressed herein are those of the student-authors and do not necessarily represent the views of the U.S. Army Command and General Staff College or any other governmental agency. (References to these studies should include the foregoing statement.)