Red Teaming Flashcards
what does Red Teaming do
creates & illuminates pathways to better decisions by employing structured techniques to ID hiddne dangers, reveal unseen possibiliteis, and facilitate creative alternatives. a form of risk management for hte human brain
reasons why plans fail
- ideas of leader only are followed
- do things as always done
- ignored ambiguous/complex topics thinking they don’t matter
- jr knew of problem but did not report or didn’t want to contraidct SME/senior
- actions of adversary/competitore deraile dthe plan
- followe shortcuts
impact of shortcuts
safe time/energy but might not fit all situations
what is red teaming
flexible cognitive approach to thinking/planning.
uses structured tools/techniques to help ask better questions, challenge explicit/implict assumptions, expose information we otherwise owuld have missed, develop alternatives with might not have ralized exist
- cultivates mental agility to allow RT to rapidly shift between multiple POV to develop a more throough understanding of complex situations/environments. input of everyone an dlevel of proteciton from unseen biases/tendencies inherent in all
ACT
applied critical thinking
- better understanding of our critical thinking, ability to deconstruct arguments. ID assumptions/biases/restate ideas, generate/eval alernatives
self-authorship
internal capacity to define one’s beliefs, identity, and social relations
3 elements of self-authorship
- trusting the internal voice
- building an internal foundation
- securing internal commitments
what 2 assumptions grounds the theory of self-authorship
- people create knowledge by interpreting their own personal experiences. analyze/judge experiences from an individual perspective and the resultinginformation is knowledge
- knowledge of self has an underlying structure that is developmental in nature. as a person matures, the ability to know own self develops/changes/mature
why does temperment determine behavior
b/c behavior is the instrument for getting us what we must have. our behaviors cluster into activity patterns organized around thems of needs/core values specific to each temperment
what is temperament
represents our repeated patterns of behavoir. our comfort zone. the way we make decisions, communicate, prioritize
introversion (3)
- directing our energy to internal stimuli
- thinking through internally befoe we share any thoughts
- doing our best processing though quiet individual contepmplation
extroversion (3)
- directing our energy outward for external stimuli
- thinking thoughs through externally as we brainstomr out loud
- doing our best processing through collaboorative interaction
contextual self
how we prefer to act in the moment of any given situation
developed self
representing behavior/skill we learn as we grown from those situation
“anyone can become angry…”
- Aristotle
“anyone can become angry, thta is easy. but to be angry with the right person to the right degree, at the right time, for the right purpose, and in the right way - that is not easy”
2 dimensions of emotional intelligence
self awareness of emotinos
self-management of emotions
social awareness
developed through recognition of the emotions of others which facilitates the development of cognitive empathy (ability to understand other pov)
how do you develope social awareness/cognitive empathy
verbal interaction,
active listening,
asking relevant & impactful questions,
accurately interpreting non-verbal communications and cues
strategic listening
seeking information to facilitate choices or open a space for new ways of talking about a problem
how is active listening measured
measured as the perceived quality and quantity of your intereste. absense is lack of concern or importance
technique to reveal the relevant perceptions that lead to conflict
pausing to revisit ideas an reflec ton similarieies/differences between temparaments can reveal the relevant perceptions that led to conflict
looking inward
introspection
what do self-aware Red Teamers know
values, behaviors, beliefs, personal stories, motivtaions, goals differe from team to deam
* mindful that how we see ourselves (what we say/do) may be quite different from how others perceive
what does self-awareness help Red Teamers do
- optimize interpersonal communications
- positively influence/persuade
- leverage preferences, talents, skills
- unravel gaps, differenes, conflicts
- appreciate/empathize w/others
-consider other perspective - think more broad
cultural relativism
the view that ethical and social standards reflect cultural context from which they are derived. upholds that cultures differe fundamentally from each other and so do the moral frameworks that structure relations with in different societies
your culture is superior ot others
ethnocentrism
ethnocentrism & war gaming
ethnocentrism - your culture is superior to others. negative/distored sterotypes and blind to the ability to see the world thorugh the oeyes of others
3 problems of distorted sterotypes
polarizing
simplistic
self-serving
apperception
the process of understanding by which newly observed qualities of an object related to past experiences
4 key points of the culture definition
- learned
- shared
- changes over time
- not always rational to outsiders
PMESII-PT
political, military, economic, social, infomraiton, infrastructure, physical environment, time
Ps in PMESII-PT
political
physical enviornment
Is in PMESII-PT
information
infrastructure
important thing to remember about frameworks
artificial tools & aren’t explainations for the way things reall are in society
ASK “what is missing in an exclusively PMESII-=PT analysis…does it cover the will of th epeople in question or fully address complex interactions between veriables?”
when to use PMESII-PT?
organize military-relevant knowledge about a place.
orgazational framework for military knowledge about a place
PMESII-=PT
Holfstede’s Country Profile
- power distance
- uncertainty avoidance
- individualism
- masculiity/femininity
- time horizon
Nesbit on cognitive differenecs (between cultures)
= patterns of attention/perception
- assumptions about hte composition of hte world
- beliefs no controllability of hte environment
- assumptions about stability/change
- preferred patterns of explaination of events
- habits of organizing the world
- use of formal logic rules
- applicatio of dialectical approaches
LREC
language, regional expertse, and culture
definition system versus function
system = variables that interact with one another
function = variables that interact which are related to an outcome
what does the Army think of PMESII-PT
= operational variables
breakdown PMESII-PT
Political (power) how binding decisions are made
Military (physical force) how exerted
economic (resources) how goods/services are produced/distributed/consumed
social (solidarity) how people interact in their everyday lives
infrastructure (physical macro systems): how critical resources/activities move across man-made physical systems
infomration (communications) how information is produced/distributed/consumed
physical enviornment (geo/manmade structurs, climate, weather impacts the OE)
timing (how timing/duration is perceived by various actros)
important consideration when thinking about economics in a culture
how infomration is produced, distributed, and consumed
important think when you think about military of a culture
how physical force is exercised
culture in weak/collapsing countries
where insituttions are weka or collapsing, cultural ties are relatively more important than inand can become a critical source of conflict and resillience
7 reasons why we study culture
- to find people/things
- to communicat better
- to ID objects of desire, sources/holders of power, greviences, agents, resolution mechanisms, debt, tax relationships, jurisdictions, expectations
- to set reasonable objectives
- to put hings into the right place
- correctly time actns and activities
- to get the joke
apply unfounded assumptions
take mental shortcuts
allow biases to hijack logic
ACT
applied cirtical thinking
ACT
applied critical thinking
- deliberate process of analyzing/evaluating the way we perfecie and interpret the world
-ask better questions
-deconstruct arguments
-examining analgies
-challenging assumptions
- exploring alternatives
recency bias
the expectation that events/trends that have occurred recently will have a higher likeliood of recurring or continuing
GTM
groupthink mitigation
recency bias
problems of gruopthink
- us versus them
- unfounded moreal/intellectual superiority
- conformity/uniforming among members
- actual/perceived hierarchy of members so afraid to speak up
types of hierarchy in Groupthink
senior/jr
SME
introvert/extrovert
seniors as “mind guards” in group think
senior members prevent the grup from following certain lines of reasoning, therefore limiting hte divergencfe that might be required to find a suitable solution
“the only thing harder than getting a new idea into the military…”
“the only thing harder than getting a new idea into the military mind is getting an old one out”
barriers to creative thinking
- time pressures
- hierarchial structures
- emphasis on uniformity/training standards
- predilectio fo rrisk avoidence due to the potential for severly negative outcomes of flawed decisions
a preference or special liking for something; a bias in favor of something.
predilection
predilection
a preference or special liking for something; a bias in favor of something.
what happens in “problem finding” of critical thinking
- see beyond the s/s and gain an understandng of underlying/root causes & how the current situation differs from the desired state
1st step in teh creative thought process
- problem solving
tools for Red Team to use during the preparation phase of creative thought
key assumptions check
fishbowl
think-write-share
5 whys
TRIZ
Russian acronym fo r”theory of inventive problem solving”
- universal principle sof creativity for the basis of innovation
postmortem analysis
summarize what when wrong, needs to be fixed, what wen twell and should be repeated
5 steps to running an effective postmortem analysis
- decide relevent metrics
- pick specific items that produced success
- list the shortcomings
- ID factors that posed a challenge
- recap/draw conclusions
stakeholder mapping
aka analysis of interest steps
VUCA
volatile, uncertain, complex, and ambiguous
TTP
tools
techniques
practices
aka devil’s advocate role
contrarian
roles assigned to the Red Team
contrarian/devil’s advocate
recorder
visualizer to draw diagrams/sketch models/envision outcomes
SME
SWOT
