Between Discipline and Intuition: The Military Decision Making Process in the Army's Future Force PDF Download
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Author:
Publisher:
ISBN:
Category :
Languages : en
Pages : 66
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Book Description
This monograph examines the need to retool the military decision making process (MDMP) as the U.S. Army transforms to the future force. Although the MDMP is the current doctrinal framework to decision making and planning at the tactical levels, it represents an analytical approach to problem solving with the concerted efforts of a commander and his staff. This monograph compares the current MDMP as an analytical process with the emerging science and theory of naturalistic decision making (NDM) as best represented by Dr. Gary Klein's Recognition Primed Decision Making (RPD) model for intuitive decision making. This monograph compares the two processes to determine which is a better model to use and recommends that a formal recognition of RPD elements and a commander's experience must be codified to present a better model for planning and decision making in the future force. A comparison of the requirements for battle command now and in the future is used to show the validity of any planning and decision making process that is codified by doctrine. Specifically, this monograph explains that any planning process must support a commander's need to visualize, describe, and direct actions against a hostile, thinking enemy. Also, any planning and decision making process must allow for synchronization and synergy of effects as the future force must be capable of rapid, decisive operations with a multitude of assets that make up its combat power. Flexibility must be resident in the process to account for future force operations across the spectrum of conflict as well as to provide a framework that is adaptable and modular. Lastly, any planning and decision making process for the future force must have some semblance of standardization to the process as the common language all organizations can train and execute.
Author:
Publisher:
ISBN:
Category :
Languages : en
Pages : 66
Get Book Here
Book Description
This monograph examines the need to retool the military decision making process (MDMP) as the U.S. Army transforms to the future force. Although the MDMP is the current doctrinal framework to decision making and planning at the tactical levels, it represents an analytical approach to problem solving with the concerted efforts of a commander and his staff. This monograph compares the current MDMP as an analytical process with the emerging science and theory of naturalistic decision making (NDM) as best represented by Dr. Gary Klein's Recognition Primed Decision Making (RPD) model for intuitive decision making. This monograph compares the two processes to determine which is a better model to use and recommends that a formal recognition of RPD elements and a commander's experience must be codified to present a better model for planning and decision making in the future force. A comparison of the requirements for battle command now and in the future is used to show the validity of any planning and decision making process that is codified by doctrine. Specifically, this monograph explains that any planning process must support a commander's need to visualize, describe, and direct actions against a hostile, thinking enemy. Also, any planning and decision making process must allow for synchronization and synergy of effects as the future force must be capable of rapid, decisive operations with a multitude of assets that make up its combat power. Flexibility must be resident in the process to account for future force operations across the spectrum of conflict as well as to provide a framework that is adaptable and modular. Lastly, any planning and decision making process for the future force must have some semblance of standardization to the process as the common language all organizations can train and execute.
Author:
Publisher: DIANE Publishing
ISBN: 1428916326
Category :
Languages : en
Pages : 65
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Book Description
This monongraph reviews the U.S. Army's standard methods for problem solving and decisionmaking to see how they might take more account of a commander's intuition at every step. The ideas offered here go beyond the Army's current view of intuition in its latest version of Field Manual (FM) 5-0, Army Planning and Orders Production, issued January 2005. That version presents "analytical" and "intuitive" as two different types of decisionmaking, for two different situations: The analytical approach to decisionmaking serves well when time is available to analyze all facets affecting the problem and its solution. However, analytical decisionmaking consumes time and does not work well in all situations - especially during execution, when circumstances often require immediate decisions. * Intuitive decisionmaking is especially appropriate in time-constrained conditions. It significantly speeds up decisionmaking. Intuitive decisionmaking, however, does not work well when the situation includes inexperienced leaders, complex or unfamiliar situations, or competing courses of action (COAs).
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ISBN:
Category :
Languages : en
Pages : 54
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Book Description
The 7-step model of the MDMP is a tried and proven process. However, some critics argue it is not the right decision-making and planning tool for the future force. The 7-step model is a deliberate process requiring a significant amount of time when all of the steps are executed. Naturalistic decision-making theories, like recognition-primed decision-making (RPD), are thought to be more applicable for the future force. To determine the relevancy of the 7-step model for the future force, this study first reviewed the purpose of decision-making and various decision-making theories. Next, the Cold War environment and the Contemporary Operating Environment were compared to determine if the environment that the Army operates within has significantly changed. Then, the study applied three criteria, applicability, adherence and joint commonality, to the 7-step model to determine the relevancy of the 7-step model for the future force. Through this research, the 7-step model was determined still applicable for the future force. The deliberate, systematic decision-making models are designed to aid decision-makers when the problems are complex or when the decision-makers are inexperienced. The naturalistic decision-making theories explain how experienced people within their areas of expertise make decisions. The Contemporary Operating Environment is full of uncertainty. The future force is expected to go to battle with an unknown enemy who will use unfamiliar tactics. Additionally, as the Army promotes officers into new positions, regardless of their experience, they are placed in a new situation. The uncertainty of the Contemporary Operating Environment coupled with the various level of experience of military decision-makers support the need for a deliberate process. However, the research did find merit in the recognition-primed decision-making process. The Army should continue to instruct the 7-step model to junior leaders. The Army should also adopt.
Author: John J. Marr
Publisher:
ISBN:
Category : Command and control systems
Languages : en
Pages : 74
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Book Description
Author: John J. Marr
Publisher:
ISBN:
Category : Command and control systems
Languages : en
Pages : 0
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Book Description
This monograph examines the Military Decision-Making Process (MDMP) as presented in the 1997 version of FM 101-5, Staff Organization and Operations. Numerous military professionals and decision-making theorists hold that an analytical process such as the MDMP is inappropriate for tactical operations. Officers supporting this line of reasoning suggest that the tempo and uncertainty of the brigade/battalion fight calls for an intuitive decision-making process. Through a detailed analysis of what the MDMP is theoretically designed to accomplish, this monograph provides evidence to counter this criticism. The structure of the paper provides this evidence by first establishing the validity of using an analytical model in the tactical environment, and then demonstrating that the MDMP is the right analytical model. The first part of the paper, an examination of the MDMP in the context of problem-solving theory, suggests that an analytical planning process is needed to support future intuitive decisions. This justifies the use of the use of the MDMP's analytical processes, answering the first question. The second part of the paper determines whether the MDMP is the right analytical model. The paper accomplishes this by examining the MDMP against two sets of criteria. The first set, are planning imperatives suggested by historical doctrine. The second set represents the psychological processes that human decision-makers need to overcome the combined friction of the tactical environment. Together, these two sets of criteria explain how the MDMP is an appropriate analytical model, which answers the second question. This monograph suggests that command and control at the tactical level represents a system where analytical planning is necessary for successful intuitive decision-making. The MDMP meets the U.S. Army s institutional expectations, represented by.
Author: Richard L. Wampler
Publisher:
ISBN:
Category :
Languages : en
Pages : 34
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Book Description
"Ths report documents the analysis, design, and development of the Military Decision-Making Process (MDMP): A Prototype Training Product. The MDMP product is a computer-based, stand alone training support package to assist individuals and staffs of light infantry brigades in learning to participate in the military decision-making process. The product consists of a compact disk that presents a self-paced course of instruction on now to conduct the MDMP. Doctrinal fundamentals based on FM 101-5 Staff Organization and Operations, serve as the basis. The course also contains numerous tactics, techniques, and procedures (TTP) that will assist staff officers in understanding and mastering their individual skills and their role in the collective process. This program, sponsored by ARI, was coordinated with the Joint Readiness Training Center leader's Training Program."--DTIC.
Author: Neil D. Shortland
Publisher: Oxford University Press
ISBN: 0190940891
Category : Psychology
Languages : en
Pages : 240
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Book Description
Conflict: How Soldiers Make Impossible Decisions is about making hard choices--where all outcomes are potentially negative. The authors draw on interviews conducted with soldiers about the situations they faced and the decisions they made at war. These are vivid and sometimes distressing stories. They form the data from which the authors explore the cognitive processes associated with choice, commitment to action and (sometimes) error, as well as goal directed thinking, innovation and courage. By referring to real cases, Conflict invites readers to consider their own responses under extreme circumstances and ask themselves how they would choose between difficult options. In doing so this book will go some way to helping readers understand what it feels like when choosing between least-worst decisions.
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ISBN:
Category : Accounting
Languages : en
Pages :
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Book Description
Papyrus daily account of money taxes from the Arsinoites (modern name: Fayyūm), Egypt. Mentions Thoth. Dates might be in year 28 (154/153 B.C. or 143/142 B.C.) as P. Duk.inv. 589.
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ISBN:
Category :
Languages : en
Pages : 37
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Book Description
All military operations are the result of decision-making. This paper examines the military decision-making process described in FM 101-5 and examines the future impact of the Revolution in Military Affairs on Army After Next decision-making. This is done in a systems context which addresses inputs, the process, and outputs. The situational awareness inputs and order production outputs are positively impacted. The decision process is little affected. Real innovation must include the decision process. This is difficult due to human limitations. Until real innovation is made, improvements to decision-making performance will be on the margins. Five recommendations for marginal improvement are: 1. Flatten the command structure. 2. Distribute decision-making. 3. Automate course of action analysis. 4. Utilize video-teleconferences to allow subordinate and supporting unit participation in the COA development, analysis, and selection. 5. Introduce all changes at the joint task force level.
Author: Richard L. Krumm
Publisher:
ISBN:
Category : Command and control systems
Languages : en
Pages : 78
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Book Description
TO DERIVE METHODS FOR SCORING THE DECISION-MAKING BEHAVIOR FOR USE IN A BROAD PROGRAM OF MANNED SYSTEMS RESEARCH TO IMPROVE TACTICAL DECISION MAKING. A test scenario was developed and administered individually to 20 senior field grade officers. The assigned task required each officer to write a defense plan for his division sector against an expected attack by two mechanized infantry divisions. The scenario was presented by using cathode ray tube (CRT) displays, computer-driven typewriters, and random access slide projection equipment. Defense plans were scored using USA CGSC school solutions as criteria. Two scoring procedures were utilized: (1) Leavensorth Standard (based on rationales and solutions in the CGSC lesson plans) and (2) Consensus Standard (to provide for computing average subject responses in the event CGSC Standards were inappropriate as a result of scenario changes.
