Army Decision Making And The Army Problem Solving 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

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

As Paul and Elder point out, critical thinking is self-guided and self-disciplined thinking that assists us in reasoning in a fairminded way (FOCT, 2017). It allows us as humans to live a conscious and consistent life where rationality, reasonability and empathy and present when faced with problems. While I am actively learning how to become a better critical thinker, I have learned that the first step to successfully think critically, I needed to diminish my power to think egocentric. In my professional life, I find myself evaluating situations with more clarity and looking more closely for factual content in order to base my decisions with more

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,

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.

Critical thinking is a vital task that must be done in our everyday lives. In “Becoming a Critic Of Your Thinking” found at criticalthinking.org, Dr. Linda Elder and Dr. Richard Paul explain critical thinking as “the disciplined art of ensuring that you use the best thinking you are capable of in any set of circumstances”. Even tough there are many different types of methods to achieve a better quality of critical thinking, Dr. Elder and Dr. Paul discuss four specific ones in the article. All strategies, however, force you to put yourself in an uncomfortable and difficult position to develop a better quality of thinking.

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

The United States Army has implemented models called the Troop Leading Procedures (TLPs) and the Operations Process in order to facilitate a commander 's capacity to effectively and efficiently organize a task. When these models are executed together, they create a framework for leaders at various levels to excel in any situations they might encounter. Understanding the significance of the relationship between these models requires an in-depth understanding of each of them specifically. Each step of the Troop Leading Procedures contains numerous factors which reflect upon the other steps as well as the entire Operations Process. Likewise, each aspect of the Operations Process profoundly influences the decisions made throughout the TLPs. When applied together correctly, the Operations Process and Troop Leading Procedures provide a structure for strong and adaptable operational leadership.

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.

In the view of global security,(2011) The military decision making process abbreviated as MDMP is a planning model that establishes procedures for analyzing a mission, developing and comparing courses of action(COA) that are best suited to accomplish the higher commander’s intention and mission. The MDMP comprise of seven stages and each stage depends on the previous step to produce its own output. This means that a mistake in the early stage will affect all the other stages that follow. These steps include:

As military members we are educated to think very linearly about strategy. For many years we have been trained to have a strategic thought process based on the use of a methodology that espouses three major steps: Ends (Objectives), Ways (Strategic Concepts), and Means (Resources). (Barber 1997)