CHAPTER
1 NTC
DECISION MAKING -- "THE DILEMMA"
NTC DECISION MAKING -- "THE DILEMMA"
by MAJ Christopher E. Walach
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Several field manuals and a good amount of literature has been published regarding the Military Decision-Making Process (MDMP) as well as the decision-making process in a time-constrained environment. Why do aviation units come to the National Training Center (NTC) without all staff members understanding the full MDMP? FM 101-5, Staff Organization and Operations, bases planning in a time-constrained environment on the MDMP foundation. Executing missions at the NTC, whether during the building of combat power (reception, staging, onward movement, and integration phase), force-on-force, or live fire, fall within the realm of a time-constrained environment. How can staffs expect to operate in a time-constrained environment when these same staffs do not understand the MDMP?
Using the full MDMP or the decision-making process in a time-constrained environment is based on METT-T factors (FM 101-5). What does this mean? The commander and executive officer must execute the MDMP with all available staff members present and using all available time. As you can imagine, the biggest challenge commanders and executive officers have is effectively managing time (1/3-2/3 rule) and establishing and maintaining staff member MDMP discipline. When one looks at how people generally make decisions, particularly in the civilian sector, most organizational decisions are not made in a logical, rational manner. Most decisions do not begin with the careful analysis of a problem, followed by systematic analysis of alternatives, and finally implementation of a solution (Daft, 1998). We have two basic models that help us make military decisions: the problem-solving process and the MDMP. These two processes only work if they are vigorously applied. At the NTC, commanders and staffs often find themselves in a dilemma from producing effective orders to following the 1/3-2/3 planning window (Figure 1).
I will not discuss the basic elements of the MDMP because as stated previously, there is more than enough literature that discusses the entire MDMP. Let me pose a question, however, for XOs and S-3s: Why are units not ensuring that all staff members at least understand MDMP fundamentals before arriving at the NTC? The following answers are frequently given for this question: junior officers (non-advance course qualified), lack of Home Station field training time, and Home Station training distractors consuming time. Are units not fighting for prime training opportunities to ensure staff officers are successful at the NTC and in war?
In this article, I will list some recent MDMP observations and offer some tips for success that will better focus unit MDMP efforts at the NTC.
Observation:
Staff officers do not understand the roles and responsibilities in "their lane."
Discussion:
Staff
sections as a whole are not as effective in conducting the MDMP when staff
officers do not fully understand their roles and responsibilities. Aviation
units assign many primary staff officers (S-1 to S-4) and special staff officers
in these staff positions, often right out of a platoon leader position and
generally waiting for officer advanced course dates, without understanding
staff member basic roles and responsibilities. We often hear at the NTC that
command and staff is the art and science. The command is the art and staff
is the science of warfighting.
Success Tip #1: Ensure new staff officers understand their roles and responsibilities in garrison and field environments. XOs should mentor these junior officers early instead of waiting until executing the MDMP at the NTC to find out just how much they really know. A good place for junior officers to begin is to read Chapter 4 of FM 101-5 (Staff Responsibilities and Duties). Understanding staff roles and responsibilities is the foundation on which to build MDMP learning.
Observation:
Staff members do not understand basic principles of the MDMP.
Discussion:
How
can units execute the MDMP in a time-constrained environment when staff members
do not understand basic principles of the MDMP? FM 101-5 states that understanding
the full MDMP is key to shortening the MDMP. Often at the NTC we see the MDMP
conducted with maybe two staff members who understand the process. XOs and
S-3s execute the lion's share of the MDMP with minimal input by other staff
members. What is the MDMP "bottom line up front (BLUF)?" FM 101-5 states that
the staff has one objective: ". . . to collectively integrate information with
sound doctrine and technical competence to assist the commander in his decisions,
leading ultimately to effective plans." A unit cannot collectively integrate
all required information without having all staff members involved in the MDMP.
Success Tip #2: Train the staff before arriving at the NTC. Begin staff member training with what I call "classroom MDMP," followed by a series of Home Station battle drills using previously executed or new brigade operations orders. Set up two or three classes on the MDMP and have each staff officer go through an entire MDMP using a brigade operations order.
Success Tip #3: Following the "classroom MDMP" phase, execute a series of TOC and ALOC staff battle drills. Set up the TOCs and ALOCs outside the battalion headquarters building or battalion motor pool and have staff members go through an entire MDMP using all their field equipment and products. This provides an excellent opportunity to "shake out" all the field equipment while the NCOs conduct PCC/PCIs before deploying to the NTC. This may be a time-consuming process; however, the difference between a disciplined staff that understands the MDMP and a staff that is undisciplined is the difference between success at the NTC and self-induced staff challenges. Executing Home Station staff battle drills and a thorough understanding of FM 101-5 is essential before arriving at the NTC.
Success Tip #4: Instruct officers and NCOs to keep a running staff estimate. These running staff estimates are very effective as long as METT-T factors do not change.
Observation:
Units do not effectively organize into primary and alternate or "A" and "B"
team staff structures.
Discussion:
Often
staff sections are only "one deep" in terms of the ability to participate in
the MDMP. When the primary staff officer is pulled away to "put out fires,"
the result is a lack of participation in and an incomplete MDMP. At the NTC
we see very capable NCOs not effectively trained to fill in for the primary
staff officer during the MDMP.
Success Tip #5: Include section NCOs in Home Station staff MDMP training.
Success Tip #6: Structure staff sections into primary and alternate or "A"and "B" teams. Organize these teams on a day and night cycle to allow for 24-hour operations or to fill in during the MDMP when the primary staff officer is not present.
Observation:
XOs and S-3s do not effectively establish an initial MDMP working timeline.
Discussion:
Units
that make use of all available planning time and quickly establish staff timelines
are more efficient executing the MDMP and producing plans and orders. When
speed matters, a slow decision is as ineffective as the wrong decision. Every
hour counts at the NTC when you are operating in a time-constrained environment.
It is the companies and troops that suffer because of the battalion's lack
of effective time management. Ineffective time management significantly impacts
on the troop or company commander's ability to execute effective troop-leading
procedures. Often, the XO does not establish an initial MDMP timeline, or when
the timeline is established, all staff members are not held to it. Staff members
must know when to collectively meet during critical MDMP periods. These critical
periods include mission analysis, COA development, analysis and comparison,
and the commander's decision brief.
Success Tip #7: XOs must establish and immediately disseminate the MDMP timeline to the battalion staff. Build in the 1/3-2/3 rule allowing additional time for "murphyisms." Post this timeline in the TOC for all staff sections to follow.
Success Tip #8: Issue the staff guidance to immediately begin parallel planning with their brigade counterparts. Too often, staff members do not make enough contact with their higher headquarters counterpart. Bring the company/troop commanders in and issue an initial warning order. Direct company commanders to integrate their company planning cells into the battalion planning process for parallel planning.
Success Tip #9: If possible, start the battalion MDMP before the brigade order is briefed. Obtain the aviation "task to subordinate" mission requirements following the brigade commander's decision brief. This will save approximately four to six hours of battalion planning time. As a minimum, mission analysis and initial COA development can begin.
Success Tip #10: At the brigade orders brief, send back a copy of the brigade order immediately so the staff can confirm mission taskings and continue the MDMP. This will save an additional three to four hours of planning time. As stated before, every hour counts (Figure 2).
Figure 2. Time Management
Observation:
Ineffective brigade aviation liaison operations delay early and effective MDMP.
Discussion:
Early
MDMP is beginning the battalion MDMP before the brigade order is briefed. Why
not ensure brigade aviation LNOs integrate in the brigade planning process?
Most of the aviation task force's "tasks to subordinate missions" are about
as detailed as they are going to be after the brigade staff completes the commander's
decision brief. Often, the aviation LNO does not know how to effectively obtain
advanced mission planning data. Not knowing how to get this data or not understanding
the importance of early mission information will impede the battalion parallel
planning process and early MDMP execution. LNOs can be the best asset for information
flow. Aviation LNOs do not understand their roles and responsibilities or the
aviation commander's priorities for the current mission.
Success Tip #11: Establish a "foothold" in the brigade planning process. This will allow the aviation task force to begin the MDMP early, often saving four to five hours of waiting for the brigade orders brief.
Observation:
XOs are not involving all staff members in the MDMP, or all staff officers
are not present at critical periods of the MDMP (mission analysis, COA development,
analysis, and comparison).
Discussion:
By
not involving all staff members in the MDMP, the obvious result is an incomplete
MDMP. Remember the BLUF of why the MDMP is executed: "The staff collectively
integrates information with sound doctrine and technical competence to assist
the commander in his decisions, leading ultimately to effective plans." Make
the task force commander's job easier by looking at all tactical angles and
using all available staff members (Figure 3).
Success Tip #12: Bring the S-1, S-4, FSOs, SIGOs, CHEMOs, flight surgeon, TACOPS, and safety officer into the MDMP. The one person left out may have the one good idea that could increase your combat advantage.
Figure 3. Time-Constrained MDMP
Observation:
Units do not use simple checklists to guide the MDMP in a time-constrained
environment.
Discussion:
The
best way to execute the MDMP is to have simple large-scale TASC charts to guide
the staff through each critical part of the MDMP. Develop MDMP products by
using these charts as a checklist for the staff. The following are products
that units often do not include in their MDMP: IPB products, COA statements
and sketches, CCIR, and a decision matrix that will eventually lead to completion
of the unit synchronization matrix following the decision brief. Units that
have charts to assist in the MDMP execution do not effectively use these charts
during their MDMP and the result is often an incomplete MDMP. Even XOs and
S-3s do not remember all steps to the MDMP! How can we expect junior staff
officers to remember this process without simple checklists. XOs and S-3s can
cover the major steps of the MDMP and use MDMP charts or staff "play cards"
to ensure timeliness and proper MDMP execution.
Success Tip #13: Develop simple MDMP charts to help guide the staff through various parts of the MDMP. Some of the more popular charts include the following: MDMP timeline, MDMP agenda, mission analysis, COA development, analysis (COA sketches and synchronization matrix to record the wargame results), and comparison charts that outline the MDMP products required. You do not want to create a chart for every step of the MDMP, but you do need to develop a system to guide the staff's actions.
Future Thoughts
The MDMP observations and success tips listed above are not new. A challenge to commanders is to come to the NTC with a trend reversal unit plan instead of validating these same observations every rotation. There are many benefits to having a well-disciplined staff that is knowledgeable in the MDMP. The most obvious is that commanders will have a more efficient and effective staff team capable of quickly producing plans and operations. XOs and S-3s could spend more time doing XO and S-3 tasks instead of doing other staff members' jobs. A commander must develop a Home Station staff train-up action plan and train his staff before arriving at the NTC! Below is an example Home Station staff action plan for commanders to use as a starting point.
1.
Access the staff's knowledge on their roles and responsibilities and MDMP experience.
Coach and train the staff based on this initial assessment. |
References
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