DOA Flashcards
1
Q
Commander’s Appreciation and Campaign Design (CACD)
A
- a cognitive process, rooted in operational experience and wargames. It is intended for use by commanders charged with designing, planning, and executing military campaigns.
- Framework focuses on four topics:
- Complexity (structural & interactive)
- Problem structure
- Operational art
- Campaigning
- Well-medium-ill structured problems
- Design (art) vs engineering (science)
- Problem framing occurs before MDMP
2
Q
Army Design Methodology
A
- conceptual planning that assists commanders U-V-D-D-A inside the Army operations process
- Combining conceptual and detail planing
- Conceptual - what to do and why
- Detail - how to do it
- Doctrine doesn’t prescribe steps, but gives ‘a way’ being Frame OE => frame problem => frame solutions => reframing
- Key Concepts of ADM
- OPART
- Criticial and creative thinking
- Collaboration and dialogue
- Systems thinking
- Framing
- Visual modeling
- Narrative construction
3
Q
Systemic Operational Design (SOD)
A
- Applies systems theory to OPART
- Started by Israeli Defense Forces
- Endorsed by Wass de Czege “There is no beginning and no end state.”
- Focuses on the relationships between actors to identify systemic trends
- Allows for military influence on policy
- Rejected by IDF in 2006
4
Q
Effects based operations (EBO)
A
- A US concept that emerged during the Gulf War
- Four components
- Knowledge superiority
- Effects-based planning process
- Dynamic execution
- Accurate, timely effects assessment
- Focused on outcome
- Largely ignores anything but end state (e.g. relationships; agent-structure, etc)
- Benefit: focuses on desired outcomes.
5
Q
Operational Net Assessment (ONA)
A
- an analytical process designed within the Department of Defense to enhance decision-making superiority for the warfighting Commander. ONA plans to integrate people, processes, and tools using multiple information sources and collaborative analysis.
- Uses a system of systems analysis (SoSA)
- Formed the knowledge base for planning
- Requires defining the problem
- Begins when the CCDR designates a focus are inside the AOR
6
Q
System of Systems Analysis (SoSA)
A
- a collection of task-oriented or dedicated systems that pool their resources and capabilities together to create a new, more complex system which offers more functionality and performance than simply the sum of the constituent systems
- PEMESII-PT falls in this category
- Identify key nodes to affect with the goal of changing the entire system
- Criticism - overly scientific (McNamara), doesn’t account for complexity, collection of data rather than synthesis
7
Q
Austrialian Adaptation Cycle
A
- actions are taken to stimulate a response to permit assessment of the adversary system before becoming fully committed to a particular course of action
8
Q
Michael Evans
A
- Fought in the Rhodesian security forces during their civil war, and later service in Zimbabwe; professor at Austrialian Defence College and Daakin Univ
- Wrote about COG analysis in joint planning
- Argues that Clausewitz was not reductionist in his COG analysis because he wasn’t perscriptive in determining COG
- Argued the COG determination is vital in design
- Echos that it is a planning tool that is important, but doesn’t have to be used all the time
9
Q
Yaneer Bar-Yam
A
- Physics background from MIT; Jewish; founder of the New England Complex Systems Institute (NECSI)
- Focuses on developing complex systems concepts and applying them to diverse areas of scientific inquiry and to major social problems
- Everything is about relationship; interdependence has to do with how vital the relationship is (i.e. if we remove an agent from the system, does the entire system change?)
- Self-organizing - things will change to take on the behavior of the environment
- Talks about complexity the same way Gaddis does about history.
- Hierarchy vs hybrid vs network
- Cooperation and competition between players, teams, and sports.
10
Q
Donald A. Schön
A
- 1930-1997; Yale, Sarbonne, Harvard; philosopher and professor in urban planning at MIT; Educating the Reflective Practicioner
- Two kinds of practice situations
- Familiar situation = doctrine works
- Unfamiliary = doctrine falls short
- Reflection-in-action = constructionist; use doctrine as a guide to get you there
- Knowing-in-action = doctrine of a structured problem
- Many professional skills are learnable, coachable, but not teachable.
- Practice - give subordinates the opportunity to be challenged, reflect on their action and grow.
11
Q
Bryan Lawson
A
- architect and a psychologist; British; current; note wrote that architect and designers don’t like to cross-pollenate, but he is an architect writing on designing
- Design is both a noun & verb
12
Q
Ernest R. Alexander
A
- Alexander presents an integrative framework that depicts different planning paradigms with various forms of rationality
- Planning paradigms
- classic rational planning - seeking a decision from the boss (COA Dev Brief)
- communitative practice - interactive; seeking shared understanding
- coordinative planning - implementation of OPORD in OPS
- Planning as frame setting - doctrine; agreed upon way of doing business
13
Q
Peter Senge
A
- 1947- ; Stanford, MIT; systems thinking
- The 5 disciplines
- Personal Mastery
- Mental Models
- Building a Shared Vision
- Team Learning
- Systems thinking - integrates the other four
14
Q
Ben Ramalingam
A
- Talks about how we think we are doing the right thing when we make the problem worse
- Evolution - variation, selection, amplification
- Homogenity makes the system fragile
- Centralization = better problem solving; decentralized = better creativity
- Complex systems = emergence, feedback processes, mutual interdependence, multiple interactions and influences, and human dynamics
- Organized simplicity vs organixed complexity vs unorganized complexity
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15
Q
Dietrich Dörner
A
- 1938- ; German; the Logic of Failure; Theoretical Psychology
- Failure develops gradually over time
- We solve the problems we are familiar with
- Time sequences and ocillations
