...0230 19 April 1809That's correct, we've gone three hours. No action was expected and so I've run a longer turn. I plan to start doing this more often, and only switching to one hour turns when events warrant it. Which may be frequently once dawn arrives. Kreigsspiel is supposed to be event driven, so we're going to do that.
Dawn is two hours away. Please prepare your orders for April 19th and get them to me post-haste. I would prefer that your orders are for
the entire day. Here are a few tips on order writing, quoted from
Tweleve Scenarios for Kreigsspiel by Bill Leeson, published by Too Fat Lardies:
Operation OrdersOperation Orders are orders from the commanding officer which deal with strategic and
tactical operations such as marches, protection, reconnaissance and battle.
Sequence of OrdersThe orders should be set out in a logical sequence, the precise order of which may vary
with circumstances, but which, in general are in paragraph order as follows:
- Information as to the enemy and our own other forces.
- The intention of the commander in the most general terms, with distribution of
forces in the margin. - Orders for the advanced guard. Time of starting, assembly point, route to be
followed, reconnoitring and any special duties to be performed. - Orders for the main body. Either the distance to be preserved between it and the
advanced guard or place and time of departing. Order of march in the margin. - Any orders for the flank guard. As for 3. as a rule, but special mention of any
reconnoitring duties. Sometimes the point at which the flank guard will be
detached. - Orders for outposts. Instructions as to how they are to join the column of route
(Ed. This is something which is not normally asked for in Kriegsspiel) - Order for the second line transports and supply column. The distance to be
preserved between it and the main body or any special arrangements. - The position of the commanding officer.
If the cavalry is not attached to the advanced guard or main body, but rather is constituted
as an independent cavalry force it would appear as no.1 in the distribution list in the
margin, and ‘Orders for Cavalry’ would appear in paragraph 3 of the orders, with orders for
the advanced guard becoming 4. etc.
Notes on Writing OrdersBefore Writing
- Read the briefing.
- Study the ground under consideration either the full scale map or the index map –
whichever is allowed. Note the scale. - Assess the situation. “Imagine, for instance, that you are in command, halting at
the place mentioned in the data, surrounded by your staff. You must now see the
troops in formation on the country before you, your own as well as the enemy’s.
The more vividly you imagine, the better will be your tactical work. Be clear about
what your orders are. How are you to act in order to carry out your superiors’
intentions?” - When dealing with movements of troops work out the time needed to march, not
only for your own troops, but for the enemy as well. - Consider the counter-measures likely to be adopted by the enemy. Remember that
he may be moving as well, and that he is most likely to do that which you will like
the least. - Arrive at a definite decision. Are you to act offensively or defensively? Are you to
contain the enemy, or avoid him altogether? No half measures. Be clear what you
intend to do and carry it out with determination. - Consider the distribution of your troops. Check that you have disposed of all the
troops allotted to you.
Sometimes a briefing assumes that you are writing your orders the night before they are to
be put into operation, and have, therefore, plenty of time to think about them. Sometimes
the briefing puts you in the middle of a situation which calls for a fairly rapid response. In
the latter cause you may have to issue some orders almost instantaneously and then take
some time to work out what is to follow.
The Actual Written Ordersa) Each set of orders should be logically arranged. Deviate from the model when
there is need to. Break up orders into numbered paragraphs and put everything
into one paragraph relating to one subject, giving precedence to the most
important matter.
b) Each order should be as short as possible. Shorter sentences are easier to
understand. Experience shows that wordy orders are usually abbreviated by
those for whom they are intended, which may well result in alteration in their
sense. Reasons for a given disposition have no place in the orders since if they
are well put together they will justify themselves.
c) Each order should be clear and intelligible. ‘It is as well to consider the
question: What knowledge can the recipient have of the general situation? Will
he understand my point of view from the wording of the order? Terms which
are easily misunderstood since their significance depends on the point of view –
such as “right, left, in front of’ etc should be avoided. Replace them with
points of the compass, but avoid intermediate points such as S.S.W. Roads
should be indicated by two points – “The road from Verny to Metz”. If the
intention is to march towards Metz. “The southern outlet of Verny”, if there is
only one, but “The outlet towards X” if there are more.’
d) Do not use uncertain terms. An ambiguous order is loosely carried out. Avoid
“as far as possible”, “as well as you can”, for the commander must accept
responsibility and shift none of it onto the shoulders of the subordinate. It will
be reprehensible in the drawing up of an order to choose an ill-defined or
ambiguous expression under which to hide ones own indecision.
e) The order should not trespass on the province of the subordinate. Your order
should not contain details which the subordinate will be better placed to work
out for himself from being on the spot. In practice you can interfere if the
subordinate is making an error which will jeopardise the attainment of the
object you have in view.
f) The orders should not try to arrange anything too far in advance. Elaborate
directions for various hypothetical cases are to be avoided. It is possible that
one of these cases may occur, but it is just as likely that something unforeseen
may happen, leaving the subordinate uncertain, now, of what should be done.
On the other had it is nearly always important for the subordinate to recognise
clearly the general object aimed at by the order, so that they themselves may
be able to strive to attain it if the general situation demands a procedure
different from that originally directed. (The difficult aspect of giving orders
dealt with here is giving the subordinate a clear enough idea of the intention,
so that he can use his initiative in a changing situation without trying to
prescribe details in advance which could end up hindering the subordinate’s
initiative. There is obviously no harm in the commander trying to foresee some
of the possible responses of the enemy, but he does not have to burden the
troop leaders with them.)
g) Particulars of time and place should be exactly given.
h) Underline the opening words of each paragraph to emphasise them.