ADM Army Design Methodology

Why is Army Design Methodology (ADM) important to the operations process? How do you see your role in the ADM process as a future CSM/SGM?
ADM in the operations process
The ADM is a technique involving the application of innovative, critical thinking for understanding, visualizing, and describing new issues and means of resolving them (“ADP 5-0…” 2012). It encompasses interrelated thinking tasks which facilitate abstract planning and making decisions. ADM first frames the operational setting and related issues and, hence, assists staff members and commanders in considering the scenario more thoroughly. Such an understanding helps staff members and commanders come up with a better-informed strategy for dealing with or resolving issues identified. In the course of operations, ADM facilitates organizational learning by means of reframing — or more matured understanding which results in a novel perspective on issues or how to resolve them.
It is vital to identify and solve issues. When encountering uncertain or strange situations, staff members and commanders might be overwhelmed by ambiguity. Here, ADMs may prove useful. ADM first frames the operational setting and related issues and, hence, assists staff members and commanders in considering the scenario prior to coming up with ways for resolving those issues. On the basis of this understanding, staff members and commanders are in a better position to formulate strategies for overcoming issues identified. The ‘operations process’ constitutes the framework of the Army for mission command exercise; this entails key mission command tasks carried out in the course of operations, namely: planning, preparation, execution, and ongoing operation assessment (“ADP 5-0…” 2012). With the support of staff members, commanders utilize the aforementioned operations process for understanding, envisaging, and describing the operational environment; making and spelling out their decisions; and directing, leading, and evaluating military operations.
ADM facilitates comprehension, visualization and description of operations on the part of staff and commanders; further, it is a conceptual planning tool. In the course of operations, it facilitates organizational learning, since the command adjusts to alterations in circumstances. ADM’s potential advantages include (Grome et al., 2012):
· Improved communication between commanders, staff members, and united action partners
· More in-depth understanding of issues and the causes underlying them
· Improved insights into operational settings
· Shared grasp of the purpose of the operation
· Shared conception of operational conduct
· Expanded evaluation process role
· Better guidance for driving thorough planning
CSM/SGM role in ADM
CSM (Command Sergeant Major) and SGM (Sergeant Major) represent two of the highest armed forces ranks, falling just below the rank of ‘Sergeant Major of the Army’. Consequently, individuals in these posts have a leadership role in ADM. In the capacity of team leader, CSMs/SGMs are active team and process facilitators. They are familiar with ADM tasks and adept at leading team activities among colleagues, seniors and juniors (“ATP 5-0.1…” 2015). They cultivate a climate of learning within the team, through encouraging broad participation by all team members; moreover, they refrain from overdependence on one single person. Team leaders ensure team members engage in innovative thinking whilst supervising and organizing inquiries. They are in charge of planning timeline control as well as oversight of resultant product quality. Some of their responsibilities are as follows:
· Collaboration with commander for team purpose definition, goal establishment, and expectation establishment
· Collaboration with commander for setting the tone to promote transparent communication
· Forging and maintaining mutual trust and team unity
· Management of personalities and related team dynamics
· Organization of team work
· Minimizing unproductive conflicts between individuals
· Management of team work flow and speed
· Urging and directing team members when exchanging, discussing, and integrating information
· Maintaining organizational context awareness where the army team operates (this includes the preferences and requirements of stakeholders including the commander)
· Aiding team members in avoiding quick opinions which are in line with group consensus (or, in other words, groupthink) instead of engaging in careful evaluation of information (“ATP 5-0.1…” 2015).


References
“ADP 5-0. The Operations Process.” Department of the Army. (2012).
“ATP 5-0.1. ARMY DESIGN METHODOLOGY.” Department of the Army. (2015).
Grome, A. P., Crandall, B. W., Rasmussen, L., & Wolters, H. M. (2012). Incorporating army design methodology into army operations: Barriers and recommendations for facilitating integration. APPLIED RESEARCH ASSOCIATES INC FAIRBORN OH.