k-group commanders
may be so important that timing becomes vital. As to this
consideration, two courses of action, equally competent, may
differ greatly in their qualification relating to urgency; one
may be found highly desirable and the other completely
unsatisfactory.

As to feasibility, the commander considers the following:

(1) General. The test for feasibility (see page 31) is
concerned with whether the course of action is practicable.
Has it reasonable chances of success under the particular
circumstances? Are the difficulties surmountable? Is it
easily practicable, practicable with some difficulty, or very
difficult?

The commander, if he concludes that the course of action is
not a practicable one, rejects it from further consideration
in the estimate of the situation. However, care is taken at
this point not to dismiss, abruptly, courses of action which
may later be combined advantageously with one or more others.

Here, again, as noted for the suitability test, the commander
may sometimes profitably analyze the course of action by
breaking it down into more detailed operations.

As a result of the tests discussed above, the commander is
able to make a list of courses of action upon which his
confirmed judgment has bestowed the qualities of suitability
and feasibility.

He is also able to take stock to see how many of the solutions
are complete, how many are incomplete, and in the latter case
to what extent they constitute partial solutions. It is, of
course, desirable to have as many complete solutions as
possible, and at this point it may be possible to merge two or
more incomplete solutions into a single course of action which
better fulfills the test of suitability. The commander can
also take stock, similarly, of the degree of feasibility,
already referred to, as to the retained courses of action.

(2) Details, (a) Prospects of Success. Here the several courses
of action are considered relatively, with respect to the chance
of success in each. In the rating of courses on this basis,
the commander excludes consideration of losses except as they
may influence success or failure. He notes, however, his
considered expectations as to losses. Losses may appear to be
so great that success is doubtful. Certain courses of action
may be particula