The Military Decision-Making 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

Decision making refers to the strategic decisions made by the leaders in an organization, as well as the collective information processes within organizations that precede, support, or follow those decisions. These processes include (a) interpretation of issues, (b) deliberations conceiving data and information, (c) problem definition, (d) development of decision options, and (e) the selection of a course of action (Strategic Leadership and Decision Making, 2004, p. 3).

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

The above planning process addresses the Commanders concerns. The first addressed is the ability for the Commander to have input into the event and resubmit his revision back to the divisions. The second is addressed with the Operations Chief and staff entering the project into Microsoft Project software and identifying all possible gaps in the project for submission to the Commander.

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.

"Decision making is the cognitive process leading to the selection of a course of action among alternatives." Usually the decision making process is implemented resulting from an identified problem that needs to be addressed and remedied. Each decision making process produces a final choice, which is called a decision. Planning is an integral part of the process. Without an organized plan, a final decision will be very difficult to achieve.

Eight decision making process is the evaluation of my course of action. After evaluating my course of action, I find that it provides a guidance to plan for what needs to be improved on a professional level. Creating boundaries so that future bosses does not impact my creativity or well being while on the job. Keeping records of my activities with my departmental head so as to have myself covered when the blame game starts.

The Department of Defense (DoD) is the United States’ oldest government agency with history tracing back to 1789 after the American Revolutionary War. Since then the DoD has grown and evolved into the largest government organization of America. It serves as the executive sector of the federal government that oversees all things dealing with national security issues and protocols within the United States. The Department of Defense administers the Pentagon and the United States Military. It is currently overseen by the Secretary of Defense, Ashton Carter, who assumed office in February of 2015. Along with the President, Department of Homeland Security, and the National Security Administration, the Department of Defense’s main mission is to control military affairs and maintain the security of the United States as they are responsible for supervising all five branches of the Armed Forces that include: Army, Marine Corps, Navy, Air Force, and Coast Guard as well as managing national security conflicts. The DoD is accountable for managing an inventory of weapons, supplies, and installations for military units to keep Americans safe from foreign threats. Their mission is to provide military forces to deter war and ultimately protect the security of our nation. As the oldest and largest government agency, the DoD also serves as the United State’s largest employer, serving 1.3 million men and women on active duty and 742,000 civilian personnel.

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 first step of the MDMP is to receive the mission from higher headquarters, usually in the form of a written order" (An artillerization of the military decision making process (MDMP),

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.

The United States Government’s creation of the Internet in response to the launch of Soviet Union’s satellite was initially intended to assist the United States Military by providing an effective communication network for the different military branches. Having an effective communication network allowed the United States military to gain a competitive advantage for national defense during any future war. By allowing the military branches to effectively communicate over one network; air, sea and land forces were able to organize resources for a successful battle. Several years of innovation and improvements to the Internet have connected millions of computers across the globe. People are able to send and receive important information via

When subjected to pressures, the decision maker may depend on their past experiences and default into an intuitive decision-making pattern that is easier and more normal than an analytical or methodical approach. Using intuition tempered by experience, leaders determine a suitable course of action by gaining an understanding of what is going on in the current environment. Framing the problem correctly helps the decision maker visualize potential solutions and the desired end state to counter the status quo. With an emphasis on accurate situational awareness, leaders’ intuition clarifies the most important factors, the most rational goals, and the most likely effects of their actions. To do this effectively, the decision maker should have a cumulative experience through training, education, or firsthand

In this scenario planning process, the possible reactions and counteractions of those who will be affected are taken into consideration and the impacts thereof are evaluated for the purpose of revisiting the plans and decisions being developed before they are actually taken or implemented. Groups tasked to make decisions are divided into sub-groups and given one objective: Ultimately dominate the other sub-groups in terms, for example, of sales, market share, or other similar criteria to determine the winner, in a multi-stage (or round) "war game". Each subgroup is given a different set of beginning assumptions (e.g., resources, market share, brand awareness levels, etc.) which change depending on the outcome of each stage or round of the game. Further decisions are then made by each subgroup (e.g., "attack", "defend", "attack and defend"), which are again evaluated to determine the outcomes. At the end of this process, learnings and insights are gathered from which the final plans and decisions are developed.

We should be aware that the actual value of a right may differ somewhat from its theoretical value because of transactions costs, speculation, and the irregular exercise and sale of rights over the subscription period. However, arbitrage acts to limit the deviation of the actual value from the theoretical value.