Chris Lajeunesse, Joseph Palazini and James Tulskie
It was the twelfth hour of the planning cycle when our lead plans officer stood between a whiteboard and a map, pulled on a headset, and started describing a complex defensive operation. He talked through the scheme of maneuver in sequence—terrain, routes, phase lines, objectives, support-by-fire positions, transitions, branches. The intelligence and fire support officers interjected with detail where their warfighting functions were involved. Over a twenty-minute period, a transcription tool captured every word. Thirty minutes later, the staff had a first-draft brigade operations order in correct doctrinal format—drafted not by any officer in the room, but by an artificial intelligence tool trained on the structure of Army operations orders, working from the transcript of what the humans had actually said.
This one use of artificial intelligence characterized our rotation at the Joint Readiness Training Center at Fort Polk, Louisiana. The three of us served on the staff of 3rd Brigade Combat Team, 101st Airborne Division—the Rakkasans. Across the rotation, we integrated artificial intelligence tools into the military decision-making process, the seven-step planning methodology the Army uses to convert higher headquarters guidance into an executable order. The results were three complete brigade operations orders, each produced in roughly twenty-three hours—compliant with the one-third/two-thirds rule that reserves two-thirds of planning time for subordinate units—a pace that significantly exceeds what most brigade staffs achieve under the pressure of a combat training center rotation.