Abstract
This paper is an overview of some of the doctrine principles used in the Army when it comes to military decision making, problem solving, and planning. The intent is to better understand and explore different ways to apply this concepts. As Non-commissioned Officers we serve as advisors to our Commanders and leaders. It is imperative that we are involved and able to assist in the planning process of our unit’s operations. We need to have a complete understanding of the seven steps in the Military Decision Making Process (MDMP) and the eight steps in the Troop Leading Procedures (TLP). Using the MDMP enable leaders to see the complete picture and minimizes the potential of overlooking key details during the planning process. Both, the MDMP and TLP are proven methods of problem solving and decision making. But, are this methods only used by Commanders when planning complex missions? These research will show an example of how the TLP can be used into routine events. The one implied difference between the MDMP and the TLP is at the level of command in which they are used. In order to understand this difference we must look into the aspects of the commander’s staff.
Overview of the Military Decision Making and Planning Process Sound decision making, problem solving, comprehensive planning skills are some of the pillars of an effective leader. Alongside the attributes and competencies listed in ADP 6-22, there are key essential characteristics that all
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
Critical thinking is an essential trait that every Army officer must possess. Officers must learn this trait and sharpen it through regular practice. The idea of critical thinking as a valuable aspect of the problem-solving process may seem daunting on the surface; however, it creates a more effective process in reaching crucial decisions for the Army officer. The critical thinking process, along with the elements of thought, used with the Army Problem Solving Process provides an established framework from which all involved parties benefit from because it enhances communication channels across all hierarchies. The elements of thought also provide thoroughness in thinking that closely align with the steps of the Army Problem Solving Process. In addition, the critical thinking process creates confidence in problem solving despite the challenges the problem presents. Therefore, it is quite evident that Paul & Elder’s Elements of Thought do assist Army officers in the conducting of the Army Problem Solving Process.
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
For me to be an effective leader, I must first evaluate my strengths. I took the Gallup 2.0 Strength Finder report which showed my strengths in an insight and action planning guide. The results indicated the top five themes for me were input, learner, responsibility, maximizer and arranger. I believe the
To be an effective leader who can recruit, hire, support their staff, one must have various skills and leadership styles. Having a visionary leadership style
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 2003, General Petraeus and his soldiers from the 101st Airborne Division had no clue of the astounding role they were about to embark on. General Petraeus found the city of Mosul in complete destruction, and knew it would take a cohesive effort through mutual trust and teamwork to restore the city. The city of Mosul did not only need a complete make over, but also a regime that shared a mutual understanding as Petraeus. Lastly, with the city rebuilding changes would bring hostility and risk to the soldiers of the 101st Airborne Division. General David Petraeus was successful in Mosul, because he applied the mission command control principles of building cohesive teams, creating shared understanding, and accepting prudent risk.
This inquiry is set out to define the components that make up an effective leader, whilst taking
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.
Effective leaders opt to implement a specific type of leadership style as a result of their personalities and job experiences, and apply it to their organizational structure. However, that particular type of leadership style a leader utilizes may not apply to every job situation (Peak et al., 2010). In order to be an effective leader, an individual must acquire the three basic leadership skills and they are as follows: (1) human relations; (2) conceptual skills; and (3) technical skills (Haberfeld, 2013). Additionally, a skillful leader must also be proficient in motivating, communicating, and problem solving (Hess & Orthmann, 2012).
The historical process of creating and implementation of the Military Decision Making Process has changed significantly since World War I. The US Army did not have a published staff doctrine or guidance to assist commanders in the decision making process. The Regulations for Field Maneuvers (1910), did not provide staff guidance. In 1914, the field service regulation (FSR) identified the need for decision making processes. The Staff Officer Field Manual (1932), complied principles, data, and information that was intended to guide the operations of staff of all units and territorial commands. The Staff Officer Field Manual (1932), was a detailed manual that explained staff functions and more complete commander estimates of implementation time.
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.
The MDMP is the Army's solution to decision-making and assists the commander and staff in developing a plan and estimates. The MDMP is analytical and detailed through all levels. The commander decides the procedures to use in each instance, his plan hinges on clear visualization, and he uses the entire staff to make his plan. The steps in the MDMP are the following:
Military leaders make decisions and solve problems every day. Some need a decision quickly while others can take time. The US Army has several decision-making methods to assist leaders. The Army Problem Solving Model (Process) is a systematic approach to identifying the best possible solution to an issue or problem and a deliberate method of decision-making. (FM 6-0, 2009) Leaders use it to solve a problem when time is not critical and they can put some thought into different solutions. The solution must be objective and based on facts in order for the decision to be relevant and practical. The Rapid Decision Making and Synchronization Process is a decision-making and synchronization technique typically used during the execution
Decision making can be described as a process of making a decision or decisions, based on choices made amongst two or more competing course of actions. The ‘Decision making’ also requires making a define choice between two or more alternatives course of actions that are available.