The vehicle management section of the military relies on a number of theories in its operations. The unit uses the complexity theory because it deals with machinery and specialty tools/equipment. The theory involves the study of complex systems to develop an in-depth understanding of the indirect effects that it experiences. Moreover, it enables the members to understand how their interactions create human behavior. In addition, it enables the members to understand the role that relationships have in enabling the military to achieve its objectives. The military relies on the work of a lot of teams to achieve its aims. The complexity theory is also important in military organizations because they operate under imperfect conditions. The relentless amount of research and planning cannot translate to the actual events that occur in the society. For instance, it is difficult to correctly understand the strategies that will be used by the enemy combatants. Even in situations where reconnaissance yields intelligence, one officer can deviate from the original plan and cause significant chaos in the society. The complexity theory ensures that the member of the organization hold a multi-dimensional view of a problem that prepares for the future and the challenges that they are bound to experience (Rickles, Hawe & …show more content…
Shiell, 2007). Moreover, it is difficult to develop a strong understanding of the implications of the weaponry that is used on the ability of the organization to achieve its objectives. The complexity theory provides military officers with a philosophy that involves a multi-pronged approach towards the management of essential resources and the execution of strategies.
The theory emphasizes the role of team work in enabling organizations to achieve the objectives that they have identified for themselves. Moreover, it pushes the military officers to embrace a unique thinking paradigm that involves challenging widely accepted standards to ensure that they are consistent with the practices that have been tried and proved to be effective. The complexity theory is important in situations that involve the use of advanced technologies (Pelissier,
2012). The military also benefits from the adoption of chaos theory. The organization is expected to operate in a destabilized environment. Responding to an attack on the country involves a significant amount of chaos because the army has to identify the enemy and inflict the maximum amount of damage without causing severe civil harm. Similarly, it has to operate under similar conditions when it launches an attack in another country. In addition, the theory emphasizes adaptive thinking and quick response to changes in the environment (Houry, 2012). The motor unit is expected to be prepared at all times to be uniquely positioned to respond to changes in the society. In addition, the unit performs a significant role in ensuring that the people have a strong understanding of the strategies that are being used at any given time. Moreover, the unit has to respond abruptly to changes in the military strategy. In addition, the chaos theory encourages innovative thinking (Nestian, 2013). Military officials are expected to demonstrate a high level of innovative thinking. In conclusion, it is evident that all military units rely on the complex theory and the chaos theory to adopt a mindset that enables them to achieve the objectives that they have identified. Both theories have a significant impact in complex organizations that are expected to operate in uncertain and rapidly evolving environments. In addition, the complexity and chaos theories complement each other to ensure that the organization is uniquely positioned to perform consistently in evolving environments. The feature is important for an organization that is expected to thrive in a situation where it cannot control all the factors.
Compare and Contrast the Army Problem Solving Model (Process) with the Rapid Decision Making and Synchronization Process.
Compare and Contrast the Army Problem Solving Model (Process) with the Rapid Decision making and Synchronization Process. (C100)
Teamwork harnesses individual accomplishments toward organizational objectives and is the key to spreading my 4th ABCT vision. Leaders and Soldiers alike, create synergy and a positive organizational environment by sharing in each other’s accomplishments and foster a culture of interest, instead of indifference. My intent is for 4th ABCT to develop an understanding of this team mentality, realizing how as individuals we are limited to the sum of our efforts and achievements, while as a team our efforts and achievements are multiplied. Pride, performance, and camaraderie in our organization will increase motivation because each individual achievement is shared by all. I will look to CSM Ivor, my brigade staff, and “battalion command teams” (Battalion Commanders and CSMs) to share and embody my vision of teamwork and foster the same within their commands. They will be my guiding coalition and lead agents for change, and I expect them to build our team through coaching, teaching, and mentoring their subordinates. This exemplifies engaged leadership and shares my vision because leaders are investing time in training and counseling our soldiers, and empowers our subordinates to execute it. I think that once we start acting like a team again pride in the unit will surge as leaders demonstrate engaged leadership with increased counseling and active mentorship programs. Members of the unit will spend more time together, strengthening professional and personal bonds and incorporating families at after hour unit evens. Our success will ultimately be realized when I MAJ Cobb more at church on Sundays than on my appointment
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 today’s operational environments, the U.S. Army is facing a range of problems and mission sets that are arguably more complex than previously encountered. Forces face an array of demands that encompass geo-political, social, cultural, and military factors that interact in unpredictable ways. The inherent complexity of today’s operations has underscored the need for the Army to expand beyond its traditional approach to operational planning. In March 2010 in FM 5-0: The Operations
This model includes 4 stages which emphasize a specific behavioural change at each stage (Collings & Durand-Bush, 2015). Through analyzing Remember the Titans, it is apparent that this model is present throughout the movie. This model can help to further explain the transformation of the teams lack of cohesion to team unity. Although this model came out before cohesion was defined to be multidimensional, this model can assist team leaders to recognize the signs of behavioural changes, allowing the leader to acknowledge when to further strive for cohesion among the team members (Collings & Durand-Bush,
The just war theory is described by Thomas Massaro in his book Living Justice as the “principle that warfare might be justified under certain conditions” (108). The complexities involved with international relations makes determining a just war very difficult. Even though historically pacifism hasn’t gained much traction within Catholic circles, it currently is gaining popularity with many mainstream Catholics. With so many differing views on military action, one might ask, “What determines a just war? How can we balance the need for peace with self-defense?” An examination of criteria for a just war and critiques written on this topic might shed light on these two questions.
The ability to understand a problem, determine the desired end state, and develop a strategy to achieve that end state is a highly sought after skill in every facet of the military profession. However, in a joint setting, the problems are generally much more complex requiring an advanced mastery of problem solving from joint staff officers. The complexities of planning on the joint staff level stem from the amount of education it takes to simply understand the problem. Joint staff officers not only must understand the components and capabilities of their own service, they must also understand any service they might interact with to include the nine combatant commands. These demands put a heavy emphasis on joint professional military education before the joint staff officer shows up to their assignm...
Assumptions are established on inadequate information, leading to unexploited opportunity, in which Leaders fail to see the entire picture. Don Miguel once said, “Don't Make Assumptions. Find the courage to ask questions and to express what you really want. Communicate with others as clearly as you can to avoid misunderstandings.” (website 2). The author of the book provides a great analogy about assumption, and it ties into the military perfectly. He uses the two automakers, one is Japanese, and the other is American. Both automakers have the same assembly line, and produce the same car; however, there is one major difference between the two of them. At the end of the assembly line, the American automaker uses a rubber mallet to ensure the door fits, whereas, the Japanese automaker does not. The Japanese automaker took the time in the beginning to ask the right question, and did not assume anything. They also knew that if there were a point of failure, it would have been in the planning and preparation, not the execution. Leaders can learn a lot from this, in this case, ask the right question in beginning, do not
When they have been used correctly, they’ve been shown to improve efficiency and profitability in organizations. “Developing team skills is important because of the tremendous explosion in the use of teams in work organizations over the last decade (Developing Management Skills).” An examination of these models will show the similarities and differences they have in the context of team building. Four Stages Model “The Forming – Norming – Storming – Performing model of team development was first proposed by Bruce Tuckman in 1965. This model has become the basis for subsequent models of team dynamics and frequently used management theory to describe the behavior of existing teams (Wikipedia).”
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.
My research focused on the complexity of strategy team activities and effective teaming, (Paroutis, Heracleous, & Angwin, 2013). Strategy team activities incorporate seven categories, each being essential to effective strategizing, (Paroutis, et al., 2013). The initial stages of strategizing, concentrate on strategy reports and the implementation of strategy tools, (Paroutis, et al., 2013). The teams also focus on reflecting, to view past practices and devising new innovative applications to preexisting problems, (Paroutis, et al., 2013). The initial stages of strategizing spark new ideas, through problem solving and brainstorming, (Paroutis, et al., 2013). The strategy teams engage in supportive activities sharing their knowledge and
Larson, C. and LaFasto, F. (1989), Teamwork: What Must Go Right/What Can Go Wrong. Newberry Park, CA: Sage Publications, Inc.
Stewart, G., Manz, C., & Sims, H., (1999). Teamwork and Group Dynamics. New York: Wiley. pp. 70- 125.
When we think of the word team, individually many different ideas may come to mind about what a team really is. Some may think of an NFL team (Tennessee Titans), an NBA team (Sacramento Kings), or a NASA astronaut team with such pioneers as Edwin Aldrin, Jr. and Neil Armstrong as members. You might even think of the U.S. Navy, Air Force, Army, Coast Guard, or Marines as teams. In fact they all are, and they have a great deal in common as teams. However, for the purposes of this paper I will examine the characteristics of work teams, as they apply to organizations and I will supply answers to the following questions: What is a team? Where did the team concept come from? What are the types of teams? What are the advantages and disadvantages of having teams in organizations? What does it take to make a team effective?