Writing with Precision: How to Write so That You Cannot Possibly Be Misunderstood

Book Review

Writing with Precision is a practical manual that teaches clarity. The book offers many specific ‘ways’ to be clear; so many in fact, one must practice them to understand. Fortunately for us, Writing with Precision includes a handful of practical exercises.

The author Jefferson Bates is a former NASA writer of some renown and published the first edition in 1978. In the book, he lays out what he learned over four decades as a professional writer who focused on clarity in government documents. His cover letters, memos, instructions, regulations, and reports were the acme of precision, and he was a key player in de-mystifying government writing…and I thought it was bad now. Some may think this is too pedantic a topic but it gives those of us in government service something to ponder. Specifically, what has the culture of the military taught us about writing that isn’t helpful? Bates sees eliminating jargon, vogue words, and gobbledygook as a start.

Bates breaks Writing with Precision into several parts which cover a variety of topics. Part 1 focuses on writing with 10 principles and 7 axioms. Part 2 covers editing skills while Part 3 is a handbook organized in alphabetical order that further explains and complements his principles and axioms. Finally, Part 4 is a series of practical exercises with answers and comments. Throughout all four parts, Bates adds checklists and exercises to drive home his points.

Overall, a worthy read for those on a quest to write better. My two biggest takeaways were a new method for building an outline using index cards and the reasons you SHOULD use passive voice. This will go on my reference shelf. It is a great tool to come back to as you edit your own (or someone else’s) work.

Lieutenant Colonel Christopher L’Heureuxis an Armor Officer who tries to write, likes to think, and routinely sips whisk(e)y.

Meet The Staff: Intelligence (S2)

A Guest Post by CPT Justin Beverly, CPT Michael Zequeira, and MAJ George Fust

Welcome to the Battalion! As an incoming field grade officer, we know you are busy so we will get straight to the point. The following article will be an introduction to the Battalion intelligence section. We want to enable your efforts by helping you understand the section. The intelligence warfighting function is critical for organizational success both in garrison and deployed. We hope you leverage this initiative to gain an understanding of the intelligence section’s capabilities and limitations as you shape your vision for the staff. The S2 is more than a glorified weatherperson. Leverage the ideas below to minimize friction while maximizing unit readiness.   

Meet The Staff: The Master Gunner

A Guest Post by SFC Zack Eckert

Editor’s note: As the world watches the best of professional golf in The Master’s this weekend, it is not ironic that we have the opportunity to run this piece.  For the Army, the Master Gunner is the foremost professional on how to make our organizations lethal.  Their expertise, knowledge, and drive are the same as the individual who will wear the “Green Jacket” on Sunday.  If you want to win when you arrive on the next battlefield, find the NCO wearing the “Master Gunner Identification Badge” on your staff, it is imperative to make them a centerpiece of your staff and all training to ensure we do.

Of all the NCOs in the Operations Cell (S3), none is more valuable than a Master Gunner (MG). On any particular morning, you’re most likely to encounter the “Mike Golf” whittling away at one of several projects that seem to require attention.  During the humdrum of the morning routine, the MG has to answer emails, re-route correspondence, and oversee both the land manager and the ammunition manager.  On a typical day, this takes the first hour to complete before they are free to travel, moving down to the Company’s to catch up on maintenance and crew training.  Moving rapidly from place to place, the MG can be difficult to pinpoint unless they are tethered to a computer somewhere, working diligently to generate a product that is as close to complete for the next big brief. 

Meet The Staff: The Assistant Operations Officer and Planner

A Guest Post by LTC Chad Pillai

Commander of 1st Brigade, 1st Armored Division in 2015 at the National Training Center (NTC) going through Orders Development Process with Staff.  Photo provided by Captain Sean Williams

In June 2004, I signed in to the Headquarters (HQ) of the 1st Brigade, 1st Armored Division (Ready First) at Ray Barracks, Friedberg, Germany. I signed in to the unit rear detachment since the Brigade was completing an extended tour in Iraq after the Shia uprising in Sadr City and Najaf. I briefly served as the rear detachment S-1 and later the rear detachment Executive Officer. When the Brigade redeployed, I transitioned into my official first staff assignment – the Brigade S-3 (Operations) section. Within the S-3, I served as the Assistant S-3 for Plans responsible for planning and writing the Brigade’s Operations Orders (OPORDs).

Meet The Staff: The Operations Sergeant Major

A Guest Post by SGM Tyler Benge

In the last few years, I have heard numerous discussions on what an Operations Sergeant Major (OPS SGM) actually does at the battalion level.  Doctrine provides some guidance but truthfully, it is minimal, which could be good or bad depending on the organization, the leaders in the organization, and the OPS SGM. The purpose of writing this article is to offer my thoughts and lessons learned throughout my ten months in the position for two different organizations. It is my hope that it could help a future Sergeants Major along with his or her field grade counterpart and the Battalion Commander in the garrison environment. 

Meet The Staff: “The Majors”

A Guest Post by LTC Aaron Childers

In the beginning, there were majors. 

The first standardized brigade in the continental Army had one major.  As the staff expanded, the Army increased the number of officers in a brigade and battalionFor a company-grade officer who has never been on a battalion staff, the majors may seem unapproachable, but they have always been essential to a units operation.  Their experience, relationships, and leadership help the unit function.  Whether you are a Company Commander or a member of the staff, it is important to know who the majors are, what their jobs entail, what roles they play, and how you can build a relationship with them. 

Welcome to Meet The Staff! – 21 Principles of Good Staff Work

Guest Post by MAJ Doug Meyer of The Company Leader

 

Staff work isn’t always glamorous. But the reality is that you will spend most of your career in a staff role. Even the highest-ranking officers in our military are not commanders per se, but chiefs (and one chairmen) of staff. The requirement is crucial; do the hard and scientific work of war where your output will directly impact the soldiers and leaders charged to enthusiastically carry out your orders. Glamorous or not, if you want to be a great officer then you must be a great staff officer.

Predictably Irrational: The Hidden Forces That Shape Our Decisions by Dan Ariely

A Guest Post by Chris L'Heureux

We acknowledge that emotion can cloud human decision-making and affect action. We also know our mind creates shortcuts that are sometimes faulty. Despite this understanding, we often do not account for it. We think of ourselves as rational decision-makers, doing whatever offers the most utility based on the information available. This is not true. 

We are Predictably Irrational as Dan Ariely describes in this book, a fast and entertaining readAriely lays out several common traps found in human thinking with the hope that being aware of the traps helps us dodge the effects. 

Let’s review a few of Ariely’s more common snares: anchoring, the decoy effect, the endowment effect & loss aversion, and short-term thinking. 

A Letter to My CGSOC Peers

A Guest Post by MAJ George Fust

“You go to war with the army you have, not the army you might want or wish to have at a later time.”

-Donald Rumsfeld, 21st Secretary of Defense

To my fellow Command and General Staff Officer Course (CGSOC) peers, this course is an opportunity to understand our current Army and we can help shape it for the future fight. This is our Army. This is our moment to be stewards of the profession that we have invested a decade or more in. The Army most of us plan to be a part of for the next decade. Our life choices have led us here. Now is the time to stay switched on. While completing CGSOC, I propose three broad areas to focus on and think about. These include organizational leadership skills, stewardship of the profession, and personal goals. The Army gifted us an entire year for personal development and to contribute to our organization. If not us, then who? If not now, then when?

Part 8: Got Shock? How to Train your Brigade for Lethality and Winning in Large Scale Combat Operations

A Guest Post By COL Michael Schoenfeldt (@IRONHORSE6_) and MAJ Patrick Stallings (@DustyStetson9)

This is Part 8 of an 8 Part Series. The full and unredacted article with all enclosures is available on Milsuite at https://www.milsuite.mil/book/groups/abct-training

Brigade FTX

After completing platoon LFX, battalion STX, and CALFEX, the BCT should identify any outstanding requirements to prepare for their brigade FTX as their final collective training opportunity before deployment to the National Training Center. Individual qualification ranges or secondary crew gunnery may be necessary before or immediately following the brigade FTX, but the brigade will also need a significant amount of time for recovery, unscheduled maintenance, and services after the crucible of training they just completed. The overall planning of a brigade FTX is the responsibility of the division, but the BCT has significant responsibilities in proposing and refining training objectives, integrating external enablers, and meeting preliminary requirements. The division will serve as the HICOM and EXCON for both the brigade and the OPFOR, has responsibility for sourcing and training OCs, and is responsible for spectrum management, approving training objectives, requesting training areas and resources, and the budget. The brigade must assist in the development of the simulations and communications architecture and must request Multiple Integrated Laser Engagement System (MILES) and Home station Instrumentation Training System (HITS) for all personnel and equipment, so direct and indirect fire systems register effects during the training.