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Army decision making and problem solving
Army decision making and problem solving
army problem solving model coordination
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1. Compare and Contrast the Army Problem Solving Model (Process) with the Rapid Decision Making and Synchronization Process. (C100)
If we draw a parallel between the Army Problem Solving Model (Process) and the Rapid Decision Making and Synchronization Process, which are in basic different methods, we can see a lot of similarities and equivalences.
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.
In contrast, there are many differences. In the first place, that is the purpose of these me...
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...cision, each command has a different way and uses a different chain of command. Because of that, every structure has to rehearsal its process of make a decision before a mission. In addition, a country, which takes part in multinational command, is responsible for support of its national forces. Furthermore, the Multinational Command Structure is a mosaic of national interest and politics’ wish. Every country has its rules of engagement and its national goals and reason why decide to participate in the operation. Finally, each Multinational command represents the structure of an alliance or coalition. NATO is the example of the alliance and the Integrate Command Structure. This alliance is the example of the treaty for long-term goals. The coalition is more relate to the Lead Nation Command and the Parallel Command. These commands express short-term goals.
A strong example is the way they learn. Santiago learns through observation and actions, while the Englishman can only learn by reading books. They have even tried the other’s method, but failed to learn anything. This is an important difference because they would have to find different methods to learn the same thing, which would take different amounts of time. Another contrast between the two is their beliefs. Santiago is obviously a believer in God, while the Englishman appears to hold to no particular religion. In other words, this means he is more than likely an Atheist. This contrast is more of a conflict between them, as most religious differences are. The Englishman and Santiago’s most significant differences are arguably the ways in which they learn and their religious
This book showed NATO as being an organization that is very unorganized. It came across as though the countries involved did not respect each other’s thoughts and opinions. It dwells on the mistakes made by countries for example the United States, various other European countries. It made it seem as though NATO was in conflict within each other making the organization as a whole seem incapable of compromise and the defence of anything. At many points NATO wanted to vote the United States out of the organization but this obviously never happened. At one point it was a problem “about the possibility of being dominated and ultimately overwhelmed by too close an association with the United States” (pg.30) for Canada and their relationship.
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 order to address the above components, five decision making steps have to be put in place, these are; being attentive, being intelligent, being reasonable, being responsible, and being reflective. The first step, being attentive, involves evaluating the whole situation and coming up with the data and information about the problem at hand. In so doing the following questions are viewed; what facts to bear in mind, what direction to take so as to get the expected solution, and what is the main issue to work on. In the second step, being intelligent, the information is clearly studied to determine whether the collected data is revealing the correct details concerning the problem. Determine the stakeholde...
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...
The North Atlantic Treaty Organization (NATO) is an alliance of 26 countries from North America and Europe committed to fulfilling the goals of the North Atlantic Treaty signed on April 4 1949. The fundamental goal of NATO is to safeguard the freedom and security of its member countries by political and military means. NATO links North America and Europe by providing a forum in which the United States, Canada and European countries can consult together on security issues of common concern and take joint action in addressing them.
Over the years the endurance of NATO has led to closer ties among its members and to a growing community of interests. The treaty itself has provided a model for other collective security agreements. NATO activities are no longer small only to Europe. In
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.
Mission analysis. The mission analysis identifies the problem and begins to determine workable solutions. The headquarter develops the intelligence preparation of the battlefield (IPB). The higher headquarters’ order is analyzed and specified by the commander and his staff. This leads to initial CCIR and an ISR plan and finally the initial intent of the battalion commander.
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...
After the systems planning is complete, the next course of action is the systems analysis phase. This phase includes defining the requirements of the system. This means that the team must conclude what the system needs to do in order to satisfy the users. This is done by forming a requirements...
Newell, A., Shaw, J. C., & Simon, H. (1958). Elements of a theory of problem solving. Psychological Review, 84, 231–259.
Taylor, J. and Ortega, D. The Application of Goldratt's Thinking Processes to problem Solving. Allied Academic international Conference. Las Vegas. 2003
“Decision making is a process of first diverging to explore the possibilities and then converging on a solution(s). The Latin root of the word decision means "to cut off from all alternatives". This is what you should do when you decide.” (Kotelnikov, 2008). In fact, the decision making process helps reduce doubt and uncertainty about alternative choices to allow individual to choose the best reasonable choice. In addition, the decision making process can make the difference between a successful and an unsuccessful organization. Consequently, management tries to use the best techniques and tools possible to make the best decision. Nowadays, most organizations seem to think that they have the most effective and efficient decision making process. So what are the different styles of decision making processes have organizations implemented? In order to answer this question, the team members will investigate and observe the decision-making processes most prevalent in their organization. As a result, these papers will first compare and contrast the problem identification and formulation styles in the team members’ organizations. Then the most favorable aspects of each style will be discussed to describe a process by which a problem can be identified and described to stakeholders in a manner that is sensitive to their perspective.