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…
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,
Compare and Contrast the Army Problem Solving Model (Process) with the Rapid Decision Making and Synchronization Process.
Military life is like civilian life in many ways. For the most part you still work a regular job, you have to keep your life, housing, bills, car and other things in order. You will have a boss, work with other people, and have to exhibit initiative if you want to get ahead in your job.
The Army has transformed several times during its history. Adapting to the operational environment is a necessity for the force called upon to prosecute its adversaries. The Army must do what is necessary to protect the U.S. against all enemies, and advance the national interests of the American people. To accomplish this, anticipation of threats is crucial and victory against its adversaries is an imperative. The nation relies on the military for strategic level deterrence and expects that it will be decisive in combat operations. For the military to be successful, it is important that transformation adapt to meet these expectations by conforming to the requirements of a successful force of the future in order meet any new threats in any environment around the world.
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
...nd learn to move through each stage successfully it can set organizational standards to new highs. Every business professional should want to keep a copy of these models in his desk because of the growing dependence of teams in organizations. After all, no one wants to be on the losing team. The ineffective team gives no pleasure or feeling of accomplishment to anyone involved!
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
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.
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
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,
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.
...roach, anticipation, operational reach, culmination, arranging operations, and forces and functions. Among those elements end state, center of gravity, and line of effort are particularly useful I developing operational approach. The feeders for operational art are commander’s experience, intellect, creativity, intuition, education, and judgment. However, operational design calls for problem identification, achieving common understanding of the situation and continuous and recursive refinement of situational understanding. Although operational design supports operational art with general methodology, by definition, they both differ by the fact that operational art is application that essentially uses cognitive faculties, whereas operational design is a process that integrates cognitive faculties, tools, and system to conceive of and construct viable approach.
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?