Professional Documents
Culture Documents
1. Information briefing
2. Decision briefing
3. Mission briefing
4. Staff briefing
Information Briefing
The information briefing aims to inform the listener and gain his or her
understanding.
This type of briefing does not include conclusions and recommendations, nor
does it require decisions. It deals primarily with facts. You state that the
briefing’s purpose is to provide information and that it requires no decision.
You briefly introduce and define the subject to orient the listener, and then
present the information. Examples of situations requiring an information
briefing are high-priority information requiring immediate attention;
complex information, such as complicated plans, systems, statistics, or
charts, that require detailed explanation; and controversial information
requiring analysis.
Format for an Information Briefing
1. Introduction
Greeting. Address the person(s) you are briefing. Identify yourself and your
organization. “Good morning, General Smith. I’m Captain Jones, the S3 of the
1st Bn 28th Artillery.”
Type and classification. Explain the briefing’s classification. “This is a
SECRET information briefing,” or “This is an UNCLASSIFIED information
briefing.”
Purpose and scope. Give the big picture first: explain your briefing’s purpose
and scope. “The purpose of this briefing is to bring you up to date on our
battalion’s General Defense Plan,” or “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 restate your main ideas and make a concluding
statement
.
Decision Briefing
The decision briefing aims to obtain an answer or a decision. The staff officer
presents a recommended solution resulting from analysis or study of a
problem or problem area. Decision briefings may be formal or informal. Their
level of detail depends on the level of command and how well the decision-
maker knows the subject. When the officer receiving the briefing knows the
problem somewhat and has some information relating to it, you normally limit
the briefing to a statement of the problem, essential background
information, and a recommended solution. You must be ready, however, to
present your assumptions, facts, alternative solutions, reasons behind
your recommendation, and the coordination involved. If the officer you are
briefing doesn’t know the problem and the facts surrounding it, then a more
detailed briefing is necessary. In this case, the briefing should include any
assumptions you used in analyzing the problem, facts bearing on the problem,
a discussion of the alternatives, the conclusions, and the coordination
involved. At the outset of the briefing, you should state that you are seeking a
decision. At the conclusion of the briefing, if you do not receive a decision, ask
for it. You should be certain that you understand the decision thoroughly. If
you are uncertain, ask for clarification. You can help eliminate possible
ambiguities by preparing a precisely worded recommendation that can be
used as a decision statement. Following the briefing, you must be sure to
inform the next leader in the succession of command of the commander’s
decision if the chief of staff was not present.
1. Introduction
2. Body
Key facts bearing upon the problem. Include the pertinent facts that might
influence the decision. Remember that an objective presentation highlights
both positive and negative facts. Also include any necessary assumptions you
made to bridge any gaps in the facts.
Courses of action. Discuss the various options for solving the problem.
Analysis. Explain any criteria you used to evaluate your courses of action
(screening and evaluation).Discuss each course of action’s relative
advantages and disadvantages.
Comparison. Show how the courses of action rate against the evaluation
criteria.
3. Conclusion
4. Questions
6. Request a decision
Mission Briefing
2. Format
Staff Briefing
2. Attendees
3. 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 or her particular area
• The commander usually concludes the briefing but may take active part
throughout
Before briefing an officer the first time, you should ask about the particular
officer’s desires. You must understand the purpose of the briefing. Are you to
present facts or to make a recommendation? The purpose determines what
kind of briefing you present. The time allocated for a briefing will dictate the
style, depth of content, and the preparatory effort needed. You should always
take into account the availability of physical facilities, visual aids, and
graphic artists. You prepare a detailed presentation plan and coordinate with
your assistant, if any. You should carefully schedule your preparations and
formulate a “briefing outline.” You initially estimate the deadlines for each
task, schedule facilities for rehearsal, and request critiques from others.
2. Construct the Briefing
The briefing’s construction will vary with its type and purpose. The analysis
just described gives you the basis for determining this. The following are the
major steps you should take to prepare a briefing:
• Collect material
• Know the subject thoroughly
• Isolate the key points
• Arrange the key points in logical order
• Provide supporting data to validate the key points
• Select visual aids
• Choose the wording you will use
• Rehearse before a knowledgeable person who can critique your briefing
4. Follow Up
When the briefing is over, you prepare a memorandum for the record (MFR).
The MFR should record the subject, date, time, and place of the briefing and
the ranks, names, and positions of those present. Concisely record the
briefing, including recommendations with approval, disapproval, or approval
with modification, as well as any instruction or directed action. Be sure to
include who is to take action. If the briefing calls for a decision, and the
decision maker’s intent is not clear, you should submit a draft of the MFR to
the decision maker for correction before you prepare it in final form. The MFR
is distributed to staff sections or agencies that must act on the decisions or
instructions it contains and those whose operations or plans it may influence.
CONCLUSION
Mastering the spoken word is essential for all officers. Formal presentations
and briefings are how the military communicates. The Army expects officers
to master four types of briefings during their careers—information, decision,
mission and staff briefings. Each of these follows the same four-step process:
Learning Assessment
1. What are the four types of military briefings and how do you distinguish
among them?
3. What are the four steps you must take to present effectively?