The division trained on how to task organize for a particular
mission, and then, on Wood’s orders, reform the task forces while on the
move to meet a new threat. Wood did this with no fancy briefings or lengthy
rehearsals. He used the radio, and face to-face oral instructions to train his
division to operate without written directives.
Speed was always on Wood’s mind as he trained, not just speed of
motion, but speed in everything the division executed. The training enabled
the division’s officers to do away with many standardized procedures that
would slow down their actions, such as abiding by strict radio procedures.
For example, Wood’s battalion commanders and the division command
learned to recognize each other by voice — authentication by familiarization.
This increased flexibility, and translated into the ability of commanders
to change directions more quickly, without worrying that the orders received
were false. Rapid decisionmaking increased with operating procedures
that eased the ability of commanders to make decisions. This translated
into fluid tactics.
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