ction is left for the subordinate to determine.
The procedure to be followed by the subordinate commander in solving
such a problem is described hereafter (page 102) in the discussion of
the analysis of courses of action. In any event, it is manifest that
there is here no exception to the rule that a course of action,
correctly conceived, contains the two elements of objective and action
for its attainment.

A further example may occur when the higher commander, instead of
indicating both the task and the predetermined course of action,
indicates only the latter (page 86), by directing "Capture X Island".
Once the subordinate has recognized this directive as containing a
predetermined course of action, but not a normal task, he realizes
that the objective so indicated would ordinarily be left for him to
select. He also realizes that the action to be taken for its
attainment is left for him to determine, in further detail.

In this case, then, what is really a predetermined course of action
appears in the guise of a task. When the commander, receiving the
directive, has recognized this fact, he proceeds in the manner
hereafter indicated (page 103) in the discussion of the analysis of
courses of action.

In any event, it is manifest that here, also, there is no exception
to the rule that a course of action, correctly conceived, contains the
two elements of objective and action for its attainment.

In such a case as the foregoing, how does the commander recognize that
the apparent task is really a predetermined course of action? He could
easily go astray because the directive, until analyzed, appears to
contain a normal task. The directive indicates an objective, thereby
resembling a task. The directive will usually indicate, at least in
some degree, the action which the subordinate is to take. Hence, so
far as superficial appearance is concerned, the subordinate commander
may easily mistake the predetermined course of action for a normal
task. However, he discovers the difference when he endeavors to find
courses of action which are appropriate to this apparent task.

The commander will then discover that, while he can visualize actions
whose accomplishment will attain the objective indicated in the
apparent task, he cannot visualize any objective completely suitable
to the case (page 93), intermediate between the assigned objective and
the indicated action. He can state the assigned objective in other
words and ado