Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Operational Design & Art
Operational Design is a methodological approach used by U.S. military command personnel to make it possible for officers and soldiers to know how to be creative in their use of combat and confrontational tools and tactics. It's a learning, assessment and re-learning structure that allows for space for Operational Art in the command structure, or the freedom to use creativity grounded in understanding and experience (Joint Operation Planning, 2011). With Operational Design, a solid framework for understanding and comprehending a situation is provided. With Operational Art, personnel from top to bottom are provided the decision-making elements for using flexibility in the face of unexpected and often unpredictable circumstances.
The struggle with these two companion approaches centers on ensuring that they each accomplish their goal and still allow for the military to sustain authority and control. It remains possible that adding many layers of command and operational complexity will go too far, or that in offering flexibility, command authority will be compromised. As one writer put it: "Military leaders may value individual creativity, critical...
Pressures to try different strategies came from two general directions. New communication and monitoring technologies now provide for fast and nearly instantaneous feedback in very real-time settings, thereby permitting much greater degrees of command flexibility. Top leaders can see more quickly and reliably what is actually happening and lower-level operational personnel can respond to variations that fall outside of the expected decision structure (Joint Operation Planning, 2011).
But a second reason why the new design and artistry elements have been developed arises from the fact that past models have simply come up short; top-down, even complex planning strategies are not working (Wass de Czege, 2009:12). Historically, it has basically been taken for granted that either military force would not be introduced…
REFERENCES
Joint Operation Planning (2011). U.S. ARMY C400: Doctrine C402: Operational Design and Operational Art Reading C402RB. JP 5-0, Chapter 3, pgs. III-1 to III-46.
Wass de Czege, H. (2009). Systematic Operational Design: Learning and Adapting in Complex Missions. Military Review. January-February.
It is now early September 1942. You are a staff officer with the Combined Chiefs of Staff, European Theater of Operations. As a recent CGSOC graduate, your supervisor has tasked you to review the Norfolk Group's plan and related documents (Parts 2 and 3). The Combined Chiefs will meet soon to be briefed on the planning thus far to advise President Roosevelt and Prime Minister Churchill on the status of
Organizational Climate Compare and Contrast organizational (command) climate with organizational culture. Organizational climate is the recurring patterns of behavior, attitudes and feelings that characterize life in an organization or company. It is used to describe the dimensions of the environment at work. The factors that determine organizational climate are leadership, organizational structure, historical forces, standards of accountability, standards of behavior, communication, rewards, trust, commitment, vision and strategies, and organizational correctiveness. Leadership is a
Rank Second Semester Exam Compare and contrast organizational climate with organizational command. Understanding organizational theory is critical as it facilitates both improved leadership and greater unit cohesiveness and morale. Two key concepts in organizational theory are that of organizational climate and command structure. Climate can be understood as the elements which play into unit motivation and how it affects unit productivity. To offer a definition, climate is a set of behaviors shared
Thus, we assume that children gifted in the arts are every bit as intellectually endowed as those with academic gifts. The relationships among giftedness, talent development, and creativity are challenging areas of research. Because researchers lack consensus about what constitutes creativity itself, progress in developing operational definitions of "creativity" has been slow (Clark & Zimmerman, 1992-page 344; Csikzentmihalyi, 1996; Hunsaker & Callahan, 1995-page 2). Although some scholars agree that creative
Learning Objectives for Adult Education Managing and Exploiting the Impact of Classroom Diversity in Adult Arts Education As the American population becomes increasingly diverse, so goes classroom diversity (Cooper, 2012). By the end of the current decade, a White majority will no longer exist among the 18 and under age group. This rapid progression towards a plurality has already impacted primary schools, but the trend toward increasing diversity is beginning to affect
254). Evans wondered if in fact the two organizations have not heeded advice from the likes of Tzu: "…Can we be more proactive, anticipating and knowing what our 'enemies' are planning?" he wondered (p. 254). Evans (p. 254) also wonders if Tzu has a relevant point -- "When it is advantageous move; when not advantageous, stop" -- and explains that perhaps his organizations would be better off if they realize