Lieutenant General Dwight D. Eisenhower's Critical Thinking Model

Lieutenant General Dwight D. Eisenhower made two strategic decisions using four components of the Gerras’ Critical Thinking Model that could have long-lasting impacts on the War in saving lives. Saving lives was an area that Eisenhower valued most in accomplishing the mission. The two decisions are his delayed decision to relieve General Fredendall of command and his decision to support the Transportation Plan. Eisenhower clarified the concern that Fredendall did not add value in commanding II Corps. In clarifying the concern, a critical thinker must ensure that the problem or issue is not framed in a way that limits courses of action. However, Eisenhower’s lack of experience in high command is demonstrated by his hesitation to relieve
Eisenhower demonstrated sound moral judgment in choosing to deal with the Vichy French leader Admiral Darlan. Eisenhower encounters ethical challenges when he endorse Admiral Jean-Francois Darlan being appointed civil and military Chief of French North Africa, whereby he considered saving lives as one of his key objective in his decision. Colonel Don M. Snider identifies 7 ethical principles that all Army professionals must exemplify according to the Army Doctrine Reference Publication (ADRP). For the purposes of this paper, three of these principles are examined as it relates to Eisenhower’s leadership: Loyalty, Duty, and
Stephen J. Gerras and COL Murk Clark asserted “Power simply means the ability to influence others.” President Roosevelt considered Eisenhower to be effective in the military profession and political field. He would have positional power in Operation Husky. During Husky, he would reply heavily upon his leadership ability to command unsupportive team members and survive shrewd ploys. For an example, Chief of the Imperial General Staff, Sir Alan Brooker orchestrated building a team of semi-independent commanders in chief for Husky which would have limited Eisenhower’s