the Army Problem Solving Model and the Rapid Decision Making and Synchronization Process

1783 Words4 Pages
bulb-icon

Recommended: Army decision making and problem solving

Compare and Contrast the Army Problem Solving Model (Process) with the Rapid Decision making and Synchronization Process. (C100)

The Army Problem Solving Model, and the Rapid Decision Making and Synchronization Process (RDSP) are systems that commanders use to solve issues that may arise. While both systems are effective tools that commanders and their staff can use to solve problems, each system has strengths and limitations.

The Army problem solving, and the RDSP use measures to identify a problem. While the Army problem solving, process uses quantitative analytic tools in order to measure an effective outcome. By contrast, the RDSP uses running estimates (CCIR) which may include status of friendly forces, enemy forces, equipment, intelligence, movement, or fires.

Both systems require time to complete. Commanders’ use Army problem solving when the problem is the pressing issue, and time is secondary, staffs use this system to identify a problem or the root cause of the issue. Commanders and staff use the RDSP when time is the major factor” rapid” is the key. This process is used when mission variables have changed, or a course of action is no longer valid, or when an opportunity that can be exploited for decisive action.

Each system has a defined step process. Army problem solving has seven individual steps and normally completed in sequential order. While two steps (gather the information and develop the criteria) in Army problem solving are linked, they are still two separate steps. Conversely, the RDSP is a five-step process; it allows commanders to perform steps one and two concurrently or sequentially.

Both systems require a mental process; however, Army problem solving is more analytical, while the RDSP ...

... middle of paper ...

...ies that it is a long and drawn out process that by the time an acquisition is produced and fielded the technology has been surpassed. The Objectives Memo also identifies the need to reform this process not only for the reason stated in the QDR but also as part of good stewardship to the America public. The difference occurs in how this change should happen. The QDR identifies that we must avoid sacrificing cost and scheduling for promises of improved performance. Sometimes off the shelf, technology now and cheap is better than waiting for the next war ender that may never come. By contrast, the Objectives Memo believes that both good stewardship and improvement of the acquisition process are achievable by implementing a management system. This system would provide information architecture to decision makers with timely, accurate, and efficient information.

Show More
Related

  • Case Study: Mental Illnessing

    943 Words  | 2 Pages

    How do the issues facing those doing strategic planning differ from those doing tactical planning? Can the two really be

    Read More

  • George A. Custer and the Operations Process

    2203 Words  | 5 Pages

    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 ...

    Read More

  • Criticality Of Army Human Resources

    285 Words  | 1 Pages

    a. Systems: Personnel Readiness Management (PRM), Personnel Information Management (PIM), Personnel Accounting and Strength Reporting (PASR), Unit Manning Roster (UMR), Electronic Military Personnel Office (eMILPO), Defense Theater Accounting System (DTAS), Interactive Personnel Electronic Records Management System (iPERMS).

    Read More

  • The IPB Process

    655 Words  | 2 Pages

    (U) IPB and MDMP: In order to fully understand the IPB process, an understanding of how MDMP and IPB are interrelated needs to be addressed. IPB is utilized to minimize unknown elements concerning an adversary, terrain, weather and civil considerations for a variety of operations including on-going and future operations. IPB provides a framework that assists in identifying information, facts and assumptions pertaining to the Mission, Enemy, Terrain and Weather, Troops and Support available, Time available and any Civil Considerations (METT-TC). While this does not answer everything that may occur, it does facilitate effective staff planning. By using the IPB Process and MDMP, the Commander and Staff are able to select a Course of Action (COA) and begin the orders process...

    Read More

  • The Army Problem Solving Model and The Rapid Decision Making and Synchronization Process

    1075 Words  | 3 Pages

    Both systems are design to solve problems, but the type of problems and the process on how you arrive to the solution are the differences between them. The first contrast is that Army problem model is a systematic approach for solving well define problems. While some may argue that Rapid Decision-making and Synchronization Process (RDSP) is also a systematic process I argue that the process do not have an specific order and it depends on the commanders or staff mental ability to arrive with a single course of action in short time.

    Read More

  • Army Doctrine Reference Publication (ADRP) 6-22 Army Leadership

    744 Words  | 2 Pages

    There are 11 Army Publications used as references (ADP 3-0, ADP 6-0, ADP 6-22, ADRP 5-0, ADRP 6-0, AR 350-1, AR 600-100, FM 3-13, FM 27-10, TC 1-05). ADRP 6-22 is composed of 11 chapters, divided into four parts. 3. What is the difference between a'smart' and a'smart'? Background and Discussion a. ADRP 6-22 discusses necessary topics in order to become a multi-skilled, competent, and responsive Army leader.

    Read More

  • Why Army Operational Design Methodology is Required in the MDMP

    1232 Words  | 3 Pages

    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.

    Read More

  • Situational Understanding And Visualization Essay

    585 Words  | 2 Pages

    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.

    Read More

  • Army Problem Solving Model and The Rapid Decision Making and Synchronization

    1276 Words  | 3 Pages

    In the first place, the most important common feature for the Army Problem Solving Model (Process) (APSMP) and the Rapid Decision Making and Synchronization Process (RDSP) are their outcome. The ultimate goal for both processes is to develop the ending decision. In the same way, a join characteristic for the APSMP and the RDSP is teamwork. Equally, these protocols develop to help members of the military organization how to solve their challenges in the group work. Likewise, constantly assessment and consider information is a primary and mutually task for them. In the APSMP, it is important to judge continuously information in every step for better a result. That is the same in the RDSP. Here, for commanders and staffs overseeing and collecting information is crucial because the change can make imbalance what can cause making a wrong decision. In addition, these methods, even use in diverse phases in the APSMP and the RDSP have identical evaluate norms. These norms: feasibility, suitability, and acceptability are standards, which purpose is to accept the solution leads us to a conclusion. Finally, common affair for the APSMP and the RDSP is that these processes did not finish when commanders made the decision. These processes conclude the work when we elucidate the problem.

    Read More

  • The Army Human Resource System (AHRS)

    886 Words  | 2 Pages

    The Army Human Resource System (AHRS) known as the Electronic Military Personnel Office or (eMILPO) is a web based multi-tiered application. It provides the Army Human Resource Community with a reliable mechanism for performing personnel actions and strength accountability. The System consolidates 43 Personnel Information Systems in one. This system provides visibility of the location, status, and skills of Soldiers in the United States Army. The primary users of this system are Human Resource Soldiers, Commanders, and First Sergeants. The primary features and functions of eMILPO include Personnel Services, Personnel Accounting, Reassignments, Promotions, Readiness, Workflows, System Services, PERSTEMPO, and DTAS.

    Read More

  • Overvie of CORE Methodology

    1574 Words  | 4 Pages

    Controlled Requirement Expression (CORE) was developed for the British Aerospace programs while the UK Ministry of Defence was carrying out a requirement analysis (Hull et al., 2010). The fundamental component of the CORE methodology is viewpoints as different users see systems in different ways. There are many different stakeholders involved in a system; using CORE methodology involves finding all the different viewpoints of those stakeholders that have an interest in the system whether it’s a person, role or organisation ext.… (Sommerville and Sawyer, 2000). By organising viewpoints hierarchy it assists experts to read the scope and supports the analysis process. CORE Methodology is extensively used for real time system requirements specification.

    Read More

  • Operational Design

    692 Words  | 2 Pages

    “Operational design is a journey of discovery, not a destination.” Operational design provides a framework, with the guidance of the Joint Force Commander (JFC), that staffs and planning groups can use to give political leaders, commanders, and warfighters a comprehensive understanding of the nature of the problems and objectives for which military forces will be committed, or are planned to be committed. Furthermore, operational design supports commanders and planners to make sense of complicated operational environments (often with ill-structured or wicked problems), helps to analyze wicked problem, and devise an operational approach to solve the problem in the context of the operational environment.

    Read More

  • The Army Problem Solving Model and The Rapid Decision Making and Synchronization Process

    1647 Words  | 4 Pages

    The Army Problem Solving Model, and the Rapid Decision Making and Synchronization Process (RDSP) are systems that commanders use to solve issues that may arise. Both systems require time to complete. Commanders use Army problem solving when the problem is the pressing issue, and time is secondary. Commanders and staff use the RDSP when time is the major factor rapid is the key.

    Read More

  • Security Controls Based On Auditing Frameworks Within The Seven Domains

    1924 Words  | 4 Pages

    The framework we will follow for the DoD is a descriptive control framework, which provides for governance at a high level. T...

    Read More

  • Applying the D.E.C.I.D.E Model of Decision Making

    1323 Words  | 3 Pages

    This paper explores the legal, ethical and moral issues of three healthcare colleagues by applying the D-E-C-I-D-E model as a foundation of decision making as found in Thompson, Melia, and Boyd (2006). Issues explored will be those of the actions of registered nurse (RN) John, his fiancé and also registered nurse (RN) Jane and the Director of Nursing (DON) Ms Day. Specific areas for discussion include the five moral frameworks, autonomy, beneficence, Non – maleficence, justice and veracity in relation with each person involved as supported by Arnold and Boggs (2013) and McPherson (2011). An identification and review of the breached code of ethics and the breached code of conduct in reference with the Nursing, Council, and Federation (2008) will be addressed. Lastly a brief discussion on how the three schools of thought deontology, teleology and virtue had effects on each colleague (McPherson, 2011) .

    Read More

More about the Army Problem Solving Model and the Rapid Decision Making and Synchronization Process

Open Document