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Decision making model for the military
The Military Decisionmaking Process
The Military Decisionmaking Process
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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) (PSM) 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 (RDM) 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 RDM uses intuition. Intuition is a gut feeling and assumptions are educated guesses, they are essentially the ...
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...d the United States and its allies.
The strategy of the United States concentrates on the next five to ten years in order to protect the national interests around the global. With the increase in globalization, the ability to have a presence in all regions becomes important to national security and the United States accomplishes this by building and strengthening alliances. This promotes stability and security in the region as well. Defending the home front is the most important objective of the NSS and in order to accomplish that, continued global power projection is necessary. The NDS and NMS both seek to accomplish this through a thorough assessment of the strategic environment and applying either diplomatic or military power as necessary. The military serves as a major deterrent to potential adversaries, because of the United States’ military capability.
The mission command philosophy helps commanders counter the uncertainty of operations by reducing the amount of certainty needed to act. Commanders can build teams and achieve their final goals through adapting the six principles of mission command to warfighting situation. I analyzed and compared the performance of General Sherman and General Hampton in four of six mission command principles.
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 ...
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.
Both systems require a mental process; however, Army problem solving is more analytical, while the RDSP relies on experience and intuition. Staffs at all levels use these processes, nonetheless, Army problem solving provides a framework to help less-experienced officers, while the RDSP is more like a battle drill and staffs must practice it to become more proficient.
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.
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.
In doing so, this assessment of U.S. interests in Crimea supports the options of non-intervention and a non-provocative stance in order to maintain long-term stability because the Russian invasion has only violated peripheral interests of EUCOM and SACUER. One of EUCOM's primary roles is to strengthen NATO's collective defense and assist its transformation since the fall of the Soviet Union. This is accomplished through building partner capacity to enhance transatlantic security. EUCOM supports American interests in Europe as outlined in the National Security Strategy: The security of the United States, its citizens, and U.S. allies and partners; A strong, innovative, and growing U.S. economy in an open international economic system that promotes opportunity and prosperity; Respect for universal values at home and around the world; and An international order advanced by U.S. leadership that promotes peace, security, and opportunity through stronger cooperation to meet global challenges.
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.
ADM offers Commanders and planning staff a tool for the conceptual component of an integrated planning process. The goal is to provide the commander with a cognitive tool that he can use to understand the logic of the system. Design is non-linear in thought and application. Its methodology clari¬fies guidance in the consideration of operational environment, and the current system is understood within existing limitations. The design team pro¬duces an environmental frame, an initial problem statement, and an initial theory of action. As the teams’ understanding increases and the nature of the problem begins to take form, the team explores in greater detail aspects of the environment that appear relevant to the problem. Here choices are made about boundaries and areas for possible inter¬vention. From this deeper understanding, the des...
Protecting the United States from Nuclear Weapons of Mass Destruction through the National Missile Defense Program
As we transition from subjective training to objective, it is critical to understand the emphasis on training has not changed, just the language. Commander will continue to focus on battle focus training developed by long- range, short- range and near- term planning. The Sustainable Readiness Model (SRM) is the Army’s newest system for prioritizing resources for units on a 5-year cycle based on the level of readiness they must achieve. Each year of the cycle has established Personnel (P), Sustain (S) and Readiness (R) Aim Points on the Unit Status Report (USR). The SRM seeks to stabilize units in a “band of excellence,” even following their READY year, maintaining the highest readiness level instead of automatically downgrading their readiness to a C4 level regardless of whether they deployed. Guidelines in the Prepare Year (PY) found in the SRM will assist Commanders at every level on key training events they will need to focus on for that particular
Leaders today need to have an appreciation for the operation process, understand a situation, envision a desired future, and to lay out an approach that will achieve that future (Flynn & Schrankel, 2013). Plans need to be created that can be modified to changes in any factors considered. However, plans should not be dependent on specific information being precise or that require things to go exactly according to schedule. Instead, the staff NCO should be flexible where they can and always be prepared for the unexpected. Today’s military members are fighting an unconventional war in Iraq and Afghanistan. The enemy constantly changes their tactics, techniques, and procedures (TTP’s) to counter the United States technological advances, making planning very difficult for leaders. There are multiple tools at a staff NCO’s disposal to try to anticipate an outcome of a current operation, but also assist with the development of concepts in follow-on missions. The Military Decision Making Process (MDMP) is just one tool a staff NCO can utilize. In order to stay ahead of the enemy, create effective plans and orders, it is critical for a staff NCO to assist the commander, and understand that the MDMP and planning are essential in defeating the enemy and conserving the fighting force.
Design is a focused inquiry that enables the commander and staff to make sense of a complex situation, capture that understanding,17 and share the resulting cognitive map. Commanders use design to frame the environment, identify conditions contrary to US national interests, and describe the tensions resident in potential future conditions that describe a problem we must solve or manage. From that understanding of the environment, a critical analysis of the problem compared to the desired outcome based on projected future conditions occurs. The products of environmental and problem framing lead to the development of potential solutions. The design method is iterative, relies upon constant inquiry, and is inherently non-linear. Systems thinking and discourse based upon learning and assessments enable design and continue throughout planning and execution.18 For example, in Kosovo the desired political solution (essentially a Serbian-free Kosovo province) was developed in isolation from the realities of the environment. The strategic end state failed to consider the existing conditions, the potential actors, the tendencies within the environment, internal and external relationships, the patterns of resistance, as well as the opposition to or support of any proposed solutions. The 78-day bombing
In 2012, LTG (RET) Paul Van Riper wrote an article called, “The Foundation of Strategic Thinking” in the Infinity Journal with a purpose of educating national leaders and defense officials on the need to understand how nonlinear systems work if they are to effectively implement military strategy. Van Riper explores the possibility of why system theory connects Clausewitz’s paradoxical trinity, operational art and operational design, making these subjects the foundation of strategic thinking. Van Riper’s article is not persuasive as he neglects to provide readers a viable argument and counterargument to prove the benefits of incorporating operational art and design into strategic planning, educate readers on the potential risks associated with
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.