Army Problem Solving vs. Rapid Decision Making Compared
This paper examines two key military decision-making frameworks: the Army's seven-step problem-solving process (closely aligned with the Military Decision Making Process, MDMP) and the Rapid Decision Making and Synchronization Process (RDSP). The paper walks through each step of the systematic problem-solving model — from problem identification and information gathering to solution implementation — before outlining the five stages of RDSP (Recommend, Input, Agree/Approve, Perform, Decide). It then compares and contrasts both frameworks, noting that while MDMP is a deliberate, time-intensive planning tool, RDSP is designed for time-constrained situations requiring swift, intuition-driven action.
- Introduction to Army Problem Solving: Overview of military problem solving and risk management
- The Seven Steps of Army Problem Solving: Detailed walkthrough of each problem-solving step
- Rapid Decision Making and Synchronization Process (RDSP): Five-stage RDSP framework explained
- Comparing MDMP and RDSP: Shared features of both planning tools
- Contrasting MDMP and RDSP: Key differences between deliberate and rapid planning
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What makes this paper effective
- Clearly defines each framework before comparing them, giving readers the conceptual grounding needed to follow the analysis.
- Uses structured enumeration (seven steps, five RDSP stages) that makes complex military processes accessible and easy to follow.
- The comparison and contrast sections are logically separated, preventing conflation of similarities with differences and reinforcing analytical clarity.
Key academic technique demonstrated
The paper demonstrates the compare-and-contrast method applied to two institutional frameworks. By first explaining each process independently and then directly juxtaposing them, the author shows how analytical structure — rather than mere description — drives understanding. The use of criteria-based evaluation (suitability, feasibility, acceptability) mirrors the very decision-making logic the paper describes.
Structure breakdown
The paper opens with a brief conceptual introduction to military problem solving. It then devotes the largest section to the seven-step Army problem-solving model, covering each step in detail. A second major section introduces RDSP and its five stages. Two final sections — one on similarities, one on contrasts — complete the comparison. The structure moves from definition to description to analysis, a classic expository pattern well suited to explaining procedural frameworks.
Introduction to Army Problem Solving
Problem solving is a daily occurrence in the military and represents a systematic way of arriving at the best possible solution to a crisis or problem. It also involves risk management techniques that require army leaders to remain objective while making decisions, and it can be used to gauge individuals' critical thinking skills (Business Dictionary, 2011).
The Seven Steps of Army Problem Solving
1. Identification of the problem. This is one of the most crucial steps, since the real problem may not be as obvious as it seems. Sufficient time and energy must be directed toward identifying the problem. Much focus should be placed on the root cause rather than the symptoms, which may simply be the reasons the problem was first noticed. The critical questions at this step are: Who does the problem affect? What is affected? When did the problem occur? Where is the problem? Why did the problem occur?
2. Gathering of information. Once the problem has been identified, information gathering continues through every subsequent step of the process. One of the most significant sources of information is primary sources — people with firsthand experience of the problem who may have witnessed it directly. Two types of information guide this process: facts (verifiable pieces of information with objective reality) and assumptions (pieces of information accepted as true in the absence of facts). The army leader also considers opinions, which are personal views held by various people. The information is then organized and verified for accuracy, with two or more people required to confirm the factual aspects of what has been gathered.
3. Develop criteria. This step establishes a standard test or rule against which the gathered information will be judged — essentially a measure of the value of each piece of information. The test of suitability has five major aspects: Suitability (does the solution solve the problem, and is it legal and ethical?), Feasibility (does it fit within available resources?), Acceptability (is it worth the cost or risk?), Distinguishability (does it differ significantly from other solutions?), and Completeness (does it address all critical aspects of solving the problem from start to finish?).
4. Generate possible solutions. At this stage, army leaders consider the opinions and advice of their seniors and identify a small number of the most relevant solutions, bearing in mind that too many options may result in wasted time. This stage has two major components: generating options (state the problem clearly so all participants understand it; appoint someone to record all ideas; withhold judgment of ideas; encourage independent thinking; aim for quantity rather than quality; and combine individual thoughts with those of others) and summarizing solutions in writing and sketches so that each plausible solution is recorded accurately and in an understandable manner.
5. Analyze possible solutions. Each possible solution is analyzed for its merits and drawbacks. A screening procedure is applied, and only solutions that meet the required threshold advance to the next step.
6. Compare possible solutions. The shortlisted solutions are compared against one another. A decision matrix is commonly used at this stage. Quantitative techniques should be applied and summarized so as to clearly indicate the most appropriate solutions and avoid reliance on assumptions.
7. Make and implement the decision. After analysis and comparison, leaders collectively select the most preferred solution and proceed to implementation. This is followed by monitoring of the implemented solution so as to address any problems that may arise during the implementation process.
Rapid Decision Making and Synchronization Process (RDSP)
The Rapid Decision Making and Synchronization Process (RDSP) is a technique that defines the roles and responsibilities for clear decision making in any organization, including military combat units. This process has five basic stages embodied in the acronym RAPID:
Recommend. This stage involves information gathering, data collection, identification of variances during execution, and recognition of likely changes that might take place.
Input. This stage takes into account all the material facts brought forward by each individual or staff member; the commander evaluates their practicability and any possible course of maneuver.
Agree/Approve. This entails close negotiation between staff and commander to establish the best course of action (COA). The commander decides which action to take based on experience and intuition.
Perform. After a decision has been reached, subordinates and staff execute the plan by following the commander's orders.
Decide. This is the implementation stage. Only the individual who holds final authority can commit the organization or direct the course of action, depending on the operational outcome.
References
Business Dictionary. (2011). Definition: Problem solving. Retrieved October 20, 2011, from
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