This has since been formally recognized as the force generation function. Another lesson of unification is that while overall organizational unity comes together at various levels, particularly in support services and central command functions, efficiency in force generation is best achieved when unit organization, training and socialization is done in more traditional,…
| The operating force consists of units who are trained, organized, and equipped to deploy and fight.…
The Army Problem Solving Process is rooted on several assumptions: the model is linear in nature, information required to make decisions is readily available, there is an expectation that all options generated can be compared and evaluated, the environment is presumed to be relatively stable/predictable and there is sufficient time to complete the process.2 This tool facilitates decision-making, but it is accompanied by a wide range of opportunities for failure in critical thinking that can lead to bad decisions.…
The Army White Paper addresses issues which centralized on the professionalism the Army has gone through the past decade of persistent conflict. It is not the final word on professionalism it is rather the beginning of understanding the management of transition and change within the Profession of Arms. It addresses issues related to professionalism from the perspectives of ethic and trust. It places the responsibilities to maintain the profession on the leaders at all levels by establishing culture and character within units as well.…
British military organizational design failed to create an environment of cooperation and equitable status among the services necessary for innovation. The Royal Air Force (RAF) and Royal Navy held a higher priority than the British Army but they experienced difficulty in working together. British Army leaders resisted changes within the regimental design. These organizational flaws degraded innovation in armored and naval aircraft warfare.…
At the tactical level, individuals conducting similar activities, debate which organization should conduct the activities. Operators at the tactical level usually put policy concerns to the side. However, SOF operators need to be as skilled as their interagency partners are when articulating their authorities and…
When Soldiers prepare for a mission, we as leaders must be certain that everyone is ready and everything is in order. If a weapon isn’t working, if you don’t have enough water or food, the success of the mission, and safety of the platoon is threatened. As a leader, it is your job, and the NCOs, to ensure that Soldiers have all the necessary clothing and working equipment in order, and that the platoon can conduct the mission effectively. We as leaders do this through pre-combat checks and inspections. These inspections build unit cohesiveness and prevent carelessness, lax, and complacency behavior among Soldiers in the platoon. Within this paper I will explained the purpose of checks and inspections, types of inspection, conducting inspections, inspecting equipment to better show why the Army conducts these checks and inspections.…
First, the military operates with a strong command and control structure wherein line officers receive their orders from superiors. Under this structure, there is very little freedom for individual problem solving efforts because officers are told…
The approach described by Drs. Paul & Elder assist Army Officers in solving problems using the Army Problem Solving Process described in FM 6-0, Commander and Staff Organization and Operational (2014). The expert’s approach, the elements of thought, is presented using the following elements: purpose, question at issue, point of view, information, Inferences and conclusions, concepts, and the implications and consequences (insert citation, the Turabian way!!). The Army Problem Solving Process consists of these seven steps: Gather information and knowledge, identify the problem, develop criteria, generate possible solutions, analyze possible solutions, compare possible solutions, and make and implement the decision (insert citation TTW (FM 6-0)).…
As a result of these functions conflicts are made such as competition, constraints, and power struggles. The manifest, latent, and dysfunctions relate to competition in that the military is always trying to excel to superiority at any cost. The fate of its soldiers is not a top priority. The constraints of these functions are ones set by the standards of the military. The good or the bad is not achieved unless the military allows for it. The manifest, latent, and dysfunctions relate to power struggles in that the militaries ultimate goal is to become as powerful as can be. This includes power over its soldiers. This power can limit the benefits that a soldier may receive and also the point to which a soldier is pushed.…
The uniformed public services are a disciplined and clearly structured environment, with clear hierarchical rank structures and defined chains of command. These characteristics are vital for them to operate effectively in complicated and highly pressured situations.…
It is the Army’s primary mission to organize, train, and equip forces to conduct prompt and sustained land combat operations (ADRP 6-0, 1-1). To accomplish its mission, the Army utilizes its concept of unified land operations. Unified Land Operations, applicable to all Army operations is the seizing, retaining, and exploiting the initiative to gain and maintain a position of relative advantage. Such advantage provides a structure to prevent or deter conflict, prevail in war, and create the conditions for a favorable conflict resolution (ADP 3-0, p. 9). Critical thinking becomes a vital role when decisive actions need to be executed where it is guided by mission command.…
The Army has thus been an established institution of our federal and state governments for some 235 years now. But the legal establishment of, indeed purpose for, the U.S. Army does not answer the question we seek to pursue in this dialogue. The purpose of this dialogue is to discover what changes and adaptations Army leaders should pursue after nine years of war to enhance future professional capabilities.…
The Armed Forces exemplify the discrimination and fairness paradigm by which that it don’t assimilate diversity in the organization without acknowledging there is a difference, which would cause some of the organization to ignore diversity while others attempt to work with it, which would cause un-unity and weaken the force. Also the use of the access and legitimacy paradigm plays a great part of the unity because as the people felt more comfortable dealing with people who look like they do (uniforms). I believe that gave the organization immediate access to different demographic groups to be gel into one strong unified…
All services of the United States military are arranged organizationally to follow this single chain of command concept. This concept provides a clear structure for orders to flow from the highest levels of the military to the most junior ranking soldier, sailor, airman, and marine. Just as important, this same concept allows information,…