Leadership theories and practices

¶ … Commander defines or frames a problem?

One particularly important part of any Commander's decision making strategy is to have the context and tools to make a cogent decision. Often this is initiated with the mission analysis process, but that does not always frame the problem within the appropriate paradigm for use in field operations. Understanding and visualizing the entire problem is part of the framing process. Essentially, framing takes an open-ended problem and explores it from all sides (qualitative and quantitative) and uses divergent points-of-view to organize the information into a cogent and meaningful manner. This then translates into a more reasonable approach to the heart of the problem.

Three components important for command to express and communicate as leaders are: visualizing (perspective, conditions, principles, trends, experience, tenets, operational expertise); describing (what is the purpose, shape of operations, resource needs, action items, how to plan and guide), and direction (tactical, battlefield operations, intelligence, support, defense, plans and orders, preparation to execution). Understanding of any framing of military operational planning requires the need to integrate PMESII-PT as well. Each of these components helps with task assessment. Defined this includes:

Political -- What is the political structure, foreign policy implication, and situation within the target area? How does it relate to the United States? What implications internally affect potential military operations?

Military -- Strength, resources, deployment, attitude, weapons, etc.

Economic -- Trade, strength, location of major infrastructure, vulnerabilities.

Social -- Culture, population, media, attitude, degree of actualization.

Infrastructure -- Organization of society, operational capability of citizenry, degree of freedom, government efficacy

Information -- Flow of information micro and macro; how does information impact operations; reliability of intelligence

Physical Environment -- Geography, limitations, challenges, how does this impact planning.

Time -- Frame within military operations and/or coordination of policy and operations with other units and/or other joint efforts.

Part 2 -- Successful full spectrum operations-

In the modern military, particularly with advanced technology, there are a number of issues that often require operational adaptability and the need to be flexible, yet diligent. Planning operations require a four prong approach to allow for robust operations: 1) Transition to stability ops; 2) Transition to Offense; 3) Planning for Stability; 4) Planning factors for offense.

Transition to stability ops -- if we accept the axiom that the object in war is to attain a better peace, we must be ready to transition from aggression to stability. Stability operations require the combined communication between forces and often more robust combat service support. The emphasis is on rebuilding a nation's infrastructure, expanding foreign policy roles, and adjusting schedules, supply chains, and defense communications to ramp into an operational paradigm.

Transition to offense -- the purpose of defense is to resist, defeat or destroy an enemy attack and gain the initiative for the offense, forcing the enemy to attack under unfavorable conditions and defeat him. Transitioning to the offense requires defeating the enemy decisively and recognizing that defeat in a timely fashion. This requires the Brigade Commander's planning and warning so that TF and company team commanders can be ready to move quickly to an offensive role.

Planning for stability -- Stability ops may be generally defined as a mixture of other operations that are designed to support operations through a prevention-intervention curve. Stability requires a broad level of support, and differentiates on the focus of the unique operational character. Planning for this allows for the best use of materials, human resources, and communications.

Planning for offense -- the purpose of offensive operations is to destroy the enemy and his will to fight; to seize terrain, to learn the enemy's strength and disposition, and to deceive and divert the enemy. Planning for offense requires using PMESII-PT and METT-TC to gauge the level of threat and coordination operations, particularly tactical weaponry and personnel, accordingly.

Part 3- the science of control

Command is the authority that a commander within the military exercises over subordinates based on rank, assignment, and purpose. For the modern military, command is more an art than a science, but certainly has characteristics of both. The "art of command" requires performance of highly tuned leadership skills combined with intuition and a sense of direction that, most often, cannot be gained through only study or education. Command also requires a conscious exercise of authority so that responsibilities of decision making and leadership can be controlled through delegation when appropriate. Command and control both require the several divergent aspects of leadership that will combine leadership, the art of command, and the science of control: 1) visualization of the operation; 2) understanding both sides of the geo-political and tactical forces; 3) the ability to force a feasible outcome; 4) the ability to foresee and communicate the dynamics between opposing forces; 5) to describe, direct, and plan for eventual success. Finally, the ability to be successful within any of this rubric is to execute, which is a continual and evolving process that assesses the current state and makes appropriate adjustments to exploit new opportunities.

Part 4- BCT and SPO concerns during offensive operations

The Brigade Combat Team (BCT) and Support Operations Officer (SPO) are key components of the modular force and support of logistical operations. The only way Brigade Operations can carry out and execute operations is to have essential supplies -- particularly in offensive operations. These include 35MM, Class III, Class V, Medical and Maintenance. Class III and Class V are critical to sustain operations tempo, and therefore, may be seen as the highest priority to provide for the needs of offensive operations (quick, strategic in planning, tactical bursts, critical for mission success).

Class III -- Class III supplies include fuel, petroleum, oil and lubricants (POL); hydraulic and insulting fluids, preservatives, liquids and gasses, chemical products, coolants, deicer and antifreeze compounds, components, and additives, and/or coal; essentially any fuels needed to keep the equipment performing on a top notch basis so that the needs of the operation can continue.

Class V- Ammunition of all types; bombs, explosives, mines, fuses, detonators, missiles, rockets, propellants, and other associated items.

Certainly all classes of items are necessary to mount a continual operation; but the gist of going on the offense for a BCT and the SPO require that the materials that are most needed to keep the operation vital (weapons and fuels), do the most to support the appropriate resources.

Part 5- Sustainment priorities moving from offensive to defensive operations