The Army Problem Solving Model

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Military leaders make decisions and solve problems every day. Some need a decision quickly while others can take time. The US Army has several decision-making methods to assist leaders. The Army Problem Solving Model (Process) is a systematic approach to identifying the best possible solution to an issue or problem and a deliberate method of decision-making. (FM 6-0, 2009) Leaders use it to solve a problem when time is not critical and they can put some thought into different solutions. The solution must be objective and based on facts in order for the decision to be relevant and practical. The Rapid Decision Making and Synchronization Process is a decision-making and synchronization technique typically used during the execution phase of an operation. (FM 5-0, 2010) Besides its use during execution, this style of decision making is quick and focuses on the ability to modify the plan, due to changing circumstances, and synchronize those changes with subordinate elements. Determining which method to apply requires an understanding of the similarities and differences of both techniques.

Although the process a staff uses to solve a problem may differ, the foremost thing about the two methods is that they are systematic and proven ways to determine solutions. The military uses these methods to solve their problems or to identify ways to accomplish missions, even though the names are comparatively new. By using these approaches, new personnel can easily integrate into a planning process and have a good understanding of what is going on. Problem solving uses assumptions in order to develop solutions and rapid decision-making uses intuition. Intuition is a gut feeling and assumptions are educated guesses, they are essentiall...

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... best chance to achieve mission success. The earlier discussion related to time also identifies another difference: the process a staff uses to solve a problem. Problem solving relies on an analytical approach to identifying solutions and is a seven-step process whereas rapid decision making is only five steps. After identifying a problem, the staff must gather all pertinent information that factors into why there is a problem or how to solve it and then develop criteria against which to judge any viable solutions. The staff then develops COAs. This is where the main difference is. With problem solving, the staff compares each COA against each other but in rapid decision-making, they chose a COA to analyze to ensure it is feasible, suitable and acceptable. (FM 5-0, 2011) This takes much less time to conduct and therefore shortens the process considerably.

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