ed further problems.

Such recognition, therefore, irrespective of whether higher authority
has issued instructions covering the new situation, constitutes an
incentive to take action. No commander is justified in taking wrong
action, or in taking none, merely because no instructions have been
received. The ability to recognize the fact that the situation
presents a new problem is therefore a primary qualification for
command.

Recognition of New Problems. The supervision of the planned action, as
the fourth step (see Chapter V) of the exercise of mental effort in
the solution of military problems, therefore constitutes in itself a
problem, in that it involves fundamentally the ability to recognize
the existence of new situations which present new problems for
solution. To recognize such new problems requires a constant, close
observation of the unfolding of the original situation.

Only an alert commander can invariably determine whether the situation
is unfolding along the lines which he desires and as promulgated in
the directives formulated in the third step (see Chapter V and Chapter
VIII). In effect, the commander, after action has begun, considers the
changing situation as a variable in the problem presented by the
original situation. With the march of events he is, therefore,
constantly critical to detect whether variations in the original
situation are in accordance with his design or whether these
variations demand a departure from his plan.

Nature of Readjustments Required. If variations in the original
situation are in accordance with his design, the commander has the
assurance that all goes well, and that the unfolding of the situation
is following his intent. However, if this is not the case, changed
circumstances may demand recognition of the fact that a new problem
has presented itself. In this event a new incentive, arising from the
demands of the situation, calls for the solution of the new problem by
the procedure distinctive of the first step (Chapter VI).

Should directives of higher authority introduce a new incentive, the
commander solves such a new problem, also, by employing the procedure
distinctive of the first step.

On the other hand, the commander may find that the changed situation
motivates merely a modification of his previously determined
operations and of his directives already in force. In other words,
while his basic problem (Chapters V and VI) may remain the same, need
may