When, as previously discussed (page 151), the commander has concluded that he cannot feasibly or acceptably adopt any course of action which will accomplish his task, contribute in any measure to its accomplishment, or even contribute in any degree to the accomplishment of the purpose of his mission, he records that fact in his Decision. His study of the problem will by this time, however, have given him the necessary data for a conclusion as to what his new mission should be. He therefore closes his basic estimate with a Decision, coupled with a purpose therefor, (see below), which will serve as a new mission, i.e., as an appropriate effect desired. This provides a basis for his solution of a subsidiary problem whose incentive is derived from this Decision. Of course, if the commander has had time and opportunity to represent his situation on this basis to higher authority, and has received a new task therefrom, the new task, coupled with the purpose also indicated by higher authority, will provide the mission for the solution of a new basic problem. The Purpose of the Decision. The purpose of the Decision is identical with the motivating task,--provided, of course, that the Decision, if carried out, will accomplish that task in full. When stated, the purpose is usually connected with the Decision by the words "in order to". If the commander has concluded that he will take action by stages, the Decision may cover only the first stage. In all cases where the Decision will only partially accomplish the motivating task, appropriate words to link the Decision to its purpose may be such as "to assist in" or "preparatory to". The statement of this purpose, in connection with the Decision, is frequently helpful and is sometimes necessary in making clear the exact relationship between the Decision and the motivating task. In the next planning step, where the detailed operations are determined, this purpose is an important guide because each detailed operation is expected to contribute to the accomplishment, not only of the Decision, but also of the motivating task. Corollaries to the Decision. The Decision may involve certain deductions or inferences, either delimiting or amplifying its nature. The commander may find it desirable to make note of these matters in connection with his Decision. He may later wish to use these notes when formulating his plan. Since these matters relate to deductions or inferences which naturally follow as results of the Decision they are properly referred to as "corollaries" to the Decision.