Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Different processes in military decision making
Different processes in military decision making
The Military Decisionmaking Process
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Different processes in military decision making
In today’s military when a commander receives a mission they have to look at so many variables and come up with the best Course of Action (COA) to complete the mission without sustaining too much of a loss. These losses could be Soldiers or civilians, as well as equipment. Through the Military Decision Making Process (MDMP) the commander and his staff is able to brainstorm, and come up with the best possible COA. In order to pick the best COA the commander and staff will war-game their ideas to see if the plan is feasible. In the following we will go over what MDMP is, why you need to know it, how much time you have for the execution and planning you have during the MDMP process, and what war-gaming is and why we war-game our COA’s.
MDMP is “a single, established, and proven analytical process. The MDMP is an adaptation of the Army’s analytical approach to problem solving” (FM 101-5, 31 May 1997, pg. 5-1). The MDMP has seven steps; the first step being receipt of the mission, this is when you issue the commander’s initial guidance through a Warning Order (WARNO) of what he wants the
…show more content…
The commander will allocate at a minimal two-thirds the available time for subordinate units to conduct their planning and preparation (FM 101-5, 31 May 1997, pg. 5-5). “This leaves the commander and his staff one-third the time to conduct their planning. They then use the other two-thirds for their own preparation” (FM 101-5, 31 May 1997, pg.5-5). Time is of the essence, and will dictate more than any other factor. It determines how detailed the staff can plan. Once the timeline is made the commander must determine whether or not to do the full MDMP or to shorten the process (FM 101-5, 31 May 1997, pg.5-5). Ultimately the mission and the enemy will dictate what type of timeline the commander decides, but one thing that won’t change is the amount of the time they will spend on preparation and
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 ...
The Army Problem Solving Model was design to be use when time is not critical. The Army Problem solving model is a systematic way to arrive at the best solution. This system considers the risk and a detail analysis of each course of action to prepare an unbiased solution for the decision maker. In contrast with the Rapid Decision Makin and Synchronization Process (RDMS) was design to give the commander the ability make timely and effective decision without the expending too much time on processing or analyzing all the information.
Compare and Contrast the Army Problem Solving Model (Process) with the Rapid Decision making and Synchronization Process. (C100)
victory or a loss. The Normandy invasion plan of attack was fairly simple: find relatively suitable
In order to receive a victory in the Battle of the Bulge, General Patton used Mission Command Analysis in order to understand how he can be successful for this mission. The first thing of understanding t...
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.
The text begins by examining a series of wargames developed for the military and the federal government to determine the best options for growing problems around the world (Mark Herman). Additionally, the ground work is placed to outline the goals which are expected by the client. The developers of the simulation begin by finding, with the greatest precision possible, what goals the client plays to achieve (Mark Herman). Moreover, the developers ask a number of questions, to include, is the client needing confirmation of an existing strategy, are they looking for potential weaknesses in their operation, are they looking to develop a new product, and the client needs validation to move forward with the introduction (Mark Herman). If during the test a fundamental weakness or an unforeseen problem arises the methodology is reworked and the test can be run again, all this is done long before any substantial money has been lost. Furthermore, if these tests are conducted by the military, a strategy for either a war time crisis or a civil catastrophe can be formulated long before human live is placed in harm’s way.
A military officer must manage pieces of one of the largest organizations in the United States government - an organization that accounts for the third largest piece of the American budget and is comprised of 1.3 million active sailors, soldiers, airmen, and marines, many of whom are tasked with being deployable to any location within 48 hours. This is only possible through concise, professional communication on the part of every service member, especially
(U) Background: Over the course of United States history the Army has made changes to how it engages its foreign enemies. These tactics techniques and procedures are the result of lessons learned during conflict, mistakes made under fire, and the results of a nation at war. As a result the IPB process has changed to accommodate a dynamic and often fluid battlefield. However this has not changed the core concept behind IPB, the four steps still remain an integral part of the Commanders Military Decision Making Process (MDMP), and are essential in war gaming. IPB assist in providing valuable Intelligence to the War Fighter throughout all phases of operations. This paper will cover each step of the IPB Process as well as discuss products associated with each of those steps and how these products can be an asset to the Commander and the War Fighter.
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
In late November 2001 Task Force 58 launched from ships off the coast of Pakistan to conduct the longest ranged amphibious assault in history with 403 Marines and Sailors, 4 fast-attack vehicles, and a variety of supporting equipment,. General James N. Mattis successfully accomplished this in large part to the effective execution of mission command. Commanders can utilize mission command as a philosophy or a warfighting function. Mission command as a philosophy is the use of commander's intent and mission orders to empower agile and adaptive leaders. It enables commanders to counter the uncertainty of operations by reducing the amount of certainty required to act in a given situation. Commanders build cohesive teams, provide a clear commander's intent and guidance, encourage the use of disciplined initiative, and use mission orders through the operations process to effectively use mission command as a philosophy. Commanders drive this operations process using mission command through six steps. First, they must understand the operational environment and the problem. Second, a commander must visualize his desired end state and operational approach. Third, he must describe that visualization to subordinates using time, space, purpose, and resources. Fourth, commanders must direct forces throughout preparation and execution. Finally, through each of the first four steps, commanders need to lead through purpose and motivation and assess through continuous monitoring and evaluation. General Mattis successfully utilized mission command as a philosophy by understanding, visualizing, leading, describing, and assessing through the operations process as the commander of Naval Task Force 58.
The MDMP is a seven step process, including receipt of the mission, mission analysis, course of action (COA) development, COA analysis (also known as war gaming), COA comparison, COA approval, and orders production, dissemination and transition (HQDA, 2014). Immediately when commanders receive the mission, is when the MDMP and planning process begin.
Although there is a level of complexity, an inherent and deterministic logic underpins traditional warfighting operations. Planners can apply certain principles to contingency planning for traditional warfighting. Once planners understand relationships between the parts of the problem, they recognize that every action has a consequence, and although some actions reinforce the adversary system’s power, others degrade that power. The typical wargaming method of action, reaction, and counteraction significantly contributes to this oversimplification of combat, which, after all, is a human endeavor and thus subject to fog and friction. Traditional wargaming is an extremely useful tool, but planners must understand that whereas the wargaming outcome is deterministic, combat is not. In complex, ill-structured problems, wargaming is still required, but the real benefits do not necessarily come from the results. The far greater benefits are derived from the discussions of possibilities and probabilities from the interaction of systems and actors within and between
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.