The Army Problem Solving Model and The Rapid Decision Making and Synchronization Process

Mission Command is the framework used by the U.S. Army to ensure key leaders receive clear direction from commanders. Clear commander’s guidance allows subordinates to make disciplined and informed decisions to best accomplish assigned tasks. Ideally, application of mission command principles ensures all elements integrate and sync actions, thus creating a shared understanding and purpose. Analysis of Major General (MG) William Garrison’s decision making during the Battle of Mogadishu demonstrates how mission command principles must be applied to gain and maintain a position of advantage during military ground operations. As commander of Task Force Ranger (TFR), MG Garrison demonstrated both successful and failed application of mission command principles. Four principles will be discussed in the

Operational leaders down to the platoon and squad level have recently faced increasingly complex missions in uncertain operational environments. Accordingly, Army doctrine has shifted to officially recognize mission command, which enables leaders at the lowest level feasible to “exercise disciplined initiative” in the accomplishment of a larger mission. The operational process consists of six tenants: understand, visualize, describe, direct, lead, and assess. During the battle of Fallujah, LtGen Natonski understood the intent two levels up, visualizing courses of action for both allies and the enemy, and leading his organization into combat while directing his officers and soldiers to meet his intent. He visualized that Marines alone could not accomplish the mission. He understood that without the support of Iraqi police and a task force from the Army with

The United States Army is a complex organization made up of several commands and managed by different command levels. The U.S. Army is an organization different from that of a business in many unique ways. Specific examples of these differences include: financial reporting, disciplinary review procedures, and tactical operations. Although different in many ways, the Army shares many similar characteristics of a normal profit business. Army personnel are managed by supervisors arranged in a command structure similar to that of a business hierarchy. The Army will also encounter internal and external factors that could impede or enhance operations. As such, planning, organizing, leading, and controlling must be used by managers appropriately

Over the years, the relationships between army leadership and a business management have been throughout to be compatible in the organization framework. Yet, it is not always that these two style of command control is not similar in some aspect, but an army leader with an organization district manager are two different leaders. In other words, leadership and management might have subordinates under them, but they will have different meaning. In this paper, my purpose is to do an assessment of leadership and management, as well as demonstrate the similarities and differences in the application it is used. To begin the similarly of leadership and management is important to know the definition of the two. There are many principles of leadership and management, but three of the most important principles are the trait method, the skills method, and the situation awareness method principles. This paper will compare these methods, from the basic, and to what is required to fully understand them and know the contrasting of each method. Looking at the three method, the two that could be comparable are the traits and skills method. However, they are different and some aspect that can be significant.

What might have been the setback we previously faced in making decisive, clear or sound effective decisions? Was it a defect in how Commanders and Leaders led units or troops, or perhaps the philosophy in which we chose to command and control every aspect of the battlefield? What does it mean to recognize or comprehend the art of Command and the science of Control? The six principles of mission command are key in developing a cohesive team that will support all aspects of the mission. Asking “why” is now encouraged when it pertains to certain situations or missions. Understanding the purpose of why a course of action or desired outcome is necessary, leads to mission success and a cohesive unit with thinking leaders. Thinking clearly usually isn’t an issue for most leaders, but position an individual in a situation of extreme stress or complexity, then there might be a reason to be concerned. Through

During our military careers we are faced with many different situations and problems. We will need to present solutions to these situations and problems. The Army has four types of military briefings for us to choose from to effectively communicate our solutions. These four military briefings are decision briefings, information briefings, mission briefings and staff briefings. Each situation will have a factor in determining which type of military briefing is needed. To know which military briefing is to be used, we must understand the purpose of each briefing. This paper will give a narrative on each of the four military briefs and the steps involved for the presentation of each brief. I will begin with decision briefings. Before I can begin with decision briefings, I must give a brief discussion on the Army’s problem solving process.

The main points of this article relate to the changing nature of warfare (think terrorism and advancements in technology) and the adjustments military leaders are obliged to make. Hence, according to the article, leaders must: a) be trained in critical thinking skills; b) be "committed to life-long [and self-directed] learning"; c) be willing to take the initiative to "diagnose" their goals, needs,

Force management, or what is really otherwise known as planned comprehensive change, is in reality a complex and interwoven process. Though it was designed within the confines of a systemic approach referred to as the DOTMLPF (Doctrine, Organization, Training, Materiel, Leadership & Education, Personnel and Facilities), in reality it is meant to enable both dutiful and well-thought out change as well as faster, more urgent adjustments in accordance with the evolving nature of war and information gathering tactics. The Army, as one branch involved in this initiative, focuses most of its attention in this regard on the organizational sector because of the way it facilitates an adequate and democratic step-by-step system of review (Student Reader, F102:2). But the fact is that even this initiative remains multi-faceted and appears to be rather bureaucratic in nature (it has five phases, which seems antithetical to an urgent change process), which might not be surprising since implementing the type of changes that are demanded can have major implications of all sorts. Still, it does appear that this concentration is being well received and that it will eventually serve its goal even if it does not appear that way when detailed on a point by point basis.

Instructional Lead-in: Ranger, when developing a mission, the higher headquarters develops through the Military Decision Making Process (MDMP) a need for information to drive future operations, when operations are executed, the commander will designate priority information requirements to his subordinate units needed to understand the adversary or the environment. When you answer these questions it will allow greater success in the bigger picture for future operations.

The timeliness and accuracy of decision making comes over time. Seasoned leaders respond to issues with a calculated cool because of years of experience. A key to military officer development are its structured leadership opportunities. General Savage spent many hours in the copilot seat before he sat in the pilot seat. A key to his decision making process is the introspection he developed from watching and being mentored by officers senior to him.

The Military Decision Making Process (MDMP) is a repeating plan of procedures used to understand the situation and mission. The MDMP is used to develop a course of action and produce an operation plan or order. The MDMP integrates the commander, staff, subordinate, headquarters personnel, and other stakeholders involved in the planning process. We need the MDMP because it allows the leader to execute orders and planning decisions. The MDMP aids in the collaboration and planning with the higher headquarters. The higher headquarters

The Military Decision Making Process (MDMP) is a decision-making model to assist military members in making sound military decisions and to compile operation orders. This paper will describe MDMP and apply it to a recent job-related decision of the author; preparation for a combat logistics patrol (CLP) while deployed in Iraq. The paper will identify the steps in the model and describe how critical thinking impacted the decision.

Mission analysis - Commander defines tactical problems and brainstorms possible solutions. This consists of 17 steps. The staff brief commander. Anticipation, trained staff, and preparation are primary to this stage.

Understanding the differences helps to select the appropriate method. The most notable and important difference is the length of time each takes. Problem Solving is time consuming due to the analytical process used to arrive at a viable solution whereas Rapid Decision Making is quicker because it relies more on a combination of intuition and good situational awareness. (FM 5-0, 2011) Although the length of time is not the same, the reason one takes longer than the other is due to the process used. Rapid Decision Making relies heavily on the commander for his experience and applies this knowledge to the problem. Problem Solving uses the commander less and only needs the intent and end state in order to identify solutions. Although in both cases the commander makes the final decision, the staff is much more involved when using the Problem Solving Method. During the execution phase of an operation, changing circumstances typically

Service members in the military are faced with tough decisions on a daily basis. Despite the difficult situations, the majority of service members will opt to the right thing. However; there are several service members who will elect the easy path and end up choosing the wrong decision, even though they know the right thing to do. I agree with General. H. Norman Schwarzkopf that people know the right thing to do and that it is difficult to execute because of a person’s belief, risky behavior, and integrity.