PMESII-PT (Political, Military, Economic, Social, Information, Infrastructure, Physical Environment, Time) assist planners with organizing the amount of information received during plan development so as not to destabilize other aspects of the operational environment (OE). Planners use the eight interrelated operational variables and their sub variables to scrutinize the operational environment, for a thorough analysis of the population, the insurgency, and the counterinsurgent. Additionally, it is important for planners to understand the original OE in order to plan for the future OE—the end state. It is also critical in developing a counterinsurgency (COIN) plan that can defeat the insurgency. Even, a tactical unit utilizes the PMESII-PT …show more content…
No two OE variables are identical; neither do they interact alike in a specific situation, even within the same theater of operations. In addition, the entire operational environment changes over time. Success in operations requires commanders and staff to maintain situational awareness throughout the operations process. The current state of the operational environment, and how the environment should look when operations conclude must be articulated before an approach to solving the problem can be visualized. The OE variables help the planners to understand in detail not only the factors that comprise an environment, but also the interactions among the various agents within the environment. Joint Publication (JP) 5-0, Joint Operation Planning, defined the operating environment as “the conditions, circumstances, and influences that affect the employment of capabilities and bear on the decisions of the …show more content…
The Army Operating Concept instructs us to “win in a complex world.” However, the current problems we face are not solvable with military ways and means alone; effective interaction with local populations is essential to the success of all operations. However, it depends on the ability to make sense of the operational environment and to anticipate those factors that influence operations, both negatively and positively. Unfortunately, the structure and behavior of the systems that commonly comprise these factors suggest that making sense of operational environments is a “wicked problem”. A systematic examination of the population, the insurgency, and the counterinsurgent using the eight OE variables is critical to the development of a counterinsurgency plan for mission
Effective planning is impossible without first understanding the problem. Commanders rely on personal observations, experiences, and input from others to develop understanding. They also prioritize information requests and incorporate additional information as those requests are answered. A complete understanding of the problem and environment builds the foundation for the operational process and ...
The Army Problem Solving Model was design to be use when time is not critical. The Army Problem solving model is a systematic way to arrive at the best solution. This system considers the risk and a detail analysis of each course of action to prepare an unbiased solution for the decision maker. In contrast with the Rapid Decision Makin and Synchronization Process (RDMS) was design to give the commander the ability make timely and effective decision without the expending too much time on processing or analyzing all the information.
September 11, 2001, Osama Bin Laden decided to “wake the sleeping giant.” The US immediately sent SOF units and CIA officers to recon the area and meet with the Northern Alliance. The primary battle leading up to this operation was Tora Bora, which was absent of conventional forces. Up until this point, the war on terror was predominantly a Special Operations fight along with Air Force for overhead support.3 SOF and the Northern Alliance had already displaced Taliban forces out of many towns and villages in northern Afghanistan to gain control of key terrain. Key towns in northern Afghanistan including Taloqan, Konduz, Herat, and Mazar-e Sharif took only three weeks to clear.4 The SOF units were making huge impacts across the country calling in air strikes. At the same time the SOF units were diligently...
Unified Land Operations defines the army operational design methodology (ADM) as “a methodology for applying critical and creative thinking to understand, visualize, and describe unfamiliar problems and approaches to solving them. The operational design methodology incorporated into army doctrine serves as a method to compliment the military decision making process (MDMP). Although the ADM it is often confused with replacing MDMP, its purpose is to address complex problems from a nonlinear approach. ADM helps the commander to answer questions to problems. However, only a collaborative effort of an operation planning team (OPT) will achieve the approach to answering complex problems. Doctrine alone does not provide the answer to complex problems, but rather offers a guide to solve them. To conceptualize the MDMP, planners must incorporate ADM to provide a better understanding, visualization, and description of the problem. The purpose of this paper is to provide the framework to support why ADM is required in the MDMP.
The insurgents had arrived in the neighboring villages of the camp deep in the night and started grouping together with the Nuristan militia men. Their first step involved evicting the civilians in the village on an impending attack on the Keating combat outpost. Following analysis showed that the villagers might not have moved out of the area during the attack. The attack started at dawn when the insurgent...
Salmoni, D. B. A., & Holmes-Eber, D. P. (2008).Operational culture for the warfighter: Principles and applications. (p. Foreward). Quantico, Virginia: Marine Corpse University.
In examining the military history, one can easily find out that the main role of military leaders in the field is to decrease confusion and to guide units to achieve the desired end state. In accomplishing these tasks, Situational Understanding and Visualization have become necessary steps especially in today’s complex environment. This importance legitimates the question about their relationship between these two steps and the challenges facing leaders to achieve situational understanding and visualization. Commander’s visualization depends on Situational understanding. Leader’s success in these two phases remains conditioned by overcoming some challenges related to his bias, time and the efficiency of his staff.
Group dynamics is defined as the various patterns of interaction between groups and individuals and the way a group is influenced to both achieve a great goal, or commit horrendous crimes. This documentary concentrated on the Third Platoon, First Battalion, 506th infantry, better known as the “Band of
... of Staff, Joint Operations, Joint Publication 3-0 (Washington, DC: U.S. Joint Chiefs of Staff, 11 August 2011),III-10
Individuals from various cultures can easily distinguish differences in traits by making comparisons to their own. These differences make up the fundamentals of a society’s way of life. The rules that most individuals abide by comprise the framework of a culture. Culture is the shared beliefs and social norms of a country or area that are different from other places. In the country of Iran, an abundance of diversity defines their culture. Using the United States Army’s operations variables, this paper will define the culture of Iran by analyzing the environmental, political, religious, and military operational variables, as well as their military conflicts with the United States.
Identification of the problem-Herein lies the crucial first step in the Army’s Problem Solving Process. Initially a leader must determine the totality of the given situation, determine where the problem originated, and determine the “Who, What, When, Where and Why” answers to the source of the problem. Gathering of information-This step in the process is the most fluid. Understanding the problem at the user level is critical; therefore, defining the problem in this process is mandatory to ensure that everyone involved understands every facet of the problem statement. Development of criteria-While defining criteria to solve a problem, Army officers form two subsets; a screening set and an evaluation set. The screening set of criteria are parameters set by the leadership attempting to solve a problem to ensure the result of the decision made is a manageable success. The evaluation criteria consists of five validating elements. The elements of the evaluation criteria are; a short title; well defined; and the criteria must be of a standard unit of measure. Additionally, the problem solver must establish a benchmark that allows, the problem solver, to
In the view of global security,(2011) The military decision making process abbreviated as MDMP is a planning model that establishes procedures for analyzing a mission, developing and comparing courses of action(COA) that are best suited to accomplish the higher commander’s intention and mission. The MDMP comprise of seven stages and each stage depends on the previous step to produce its own output. This means that a mistake in the early stage will affect all the other stages that follow. These steps include:
a comprehensive research service. Retrieved May 2, 2004, from Terrorist Attack by Al Qaeda: http://www.fas.org/irp/crs/033104.pdf. Gunaratna, R. (2005, September). Retrieved September 2005, from http://strategicstudiesinstitute.army.mil/pubs/parameters/articles/05spring/henzel.pdf. Gunaratna, R. (n.d.).
The most effective commanders through their leadership build cohesive teams. Mutual trust, shared understanding, and accepting prudent risk serve as just a few principles for mission command. Mutual trust is the foundation of any successful professional relationship that a commander shares with his staff and subordinates. The shared understanding of an operational environment functions, as the basis for the commander to effectively accomplish the mission. While my advice for the commander on what prudent risks to take may create more opportunities rather than accepting defeat. Incorporating the principles of mission command by building cohesive teams through mutual trust, fostering an environment of shared understanding, and accepting prudent risk will make me an effective adviser to the commander, aid the staff during the operations process, and provide an example for Soldiers to emulate.
Thinking historically while conducting counterinsurgency in the 21st century poses questions regarding how to develop political and strategic plans. This bibliographic essay will examine the political and military aspect of fighting counterinsurgent warfare by 20th century theorists Galula’s, “Counterinsurgency Warfare Theory and Practice” and Trinquier’s, “Counterinsurgency Warfare Theory and Practice”. Strategy in fighting guerilla wars will be discussed by comparing conflicts in battles and ideologies from the past to current day. Moreover, ways to avoid the one size fits all war mentality when combating modern day insurgents will be recommended.