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Sponsor Problem

Prepare for Success. NATO Code of Best Practice (COBP) for C2 Assessment. 3. Problem Formulation. Sponsor Problem. 4. Solution Strategy. 6. Human & Organisational Issues. Human and Organizational Factors Chapter 6 Richard E. Hayes Evidence Based Research, Inc. 5. Measures of

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Sponsor Problem

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  1. Prepare for Success NATO Code of Best Practice (COBP) for C2 Assessment 3 Problem Formulation Sponsor Problem 4 Solution Strategy 6 Human & Organisational Issues Human and Organizational Factors Chapter 6 Richard E. Hayes Evidence Based Research, Inc. 5 Measures of Merit (MoM) 7 Scenarios 8 Methods & Tools Products 11 9 Data 10 Assess Risk

  2. Human and Organizational Factors Prepare for Success 3 Problem Problem Formulation Formulation Sponsor Sponsor Problem Problem 4 Solution Solution Strategy Strategy 6 Human & Human & Organizational Organizational Issues Issues 5 Measures of Measures of 7 Scenarios Scenarios Merit ( MoM ) Merit ( MoM ) 8 Methods Models & Tools & Tools 11 9 Products Products Data Data 10 Assess Assess Risk Risk

  3. Human and Organizational Factors • C2 must include the human dimension • Maximizing the likelihood of mission accomplishment demands a C2 system characterized by efficient interaction between humans, organizations, and technology • Human and organizational issues are central to structuring C2 problems

  4. Key Considerations • Addressing human and organizational issues adds complexity • Establish relevance of human and organizational factors for the specific C2 assessment problem • Ensure availability of empirical evidence and social science expertise • Consider parametric treatment of factors versus explicit modeling of human and organizational behaviour

  5. Human Factors Issues • Human behaviour • Decisionmaking behaviour • Command style

  6. Human Behaviour • Human performance • Psycho-physiological (stress, fatigue, hunger) • Ergonomic/external factors limiting performance • Individual psychology (risk propensity, decision style) • Social interactions among individuals and groups • Interactive processes (shared awareness) • Background (cultural, educational, religious) • Assessment possibilities • Team competence • Team experience

  7. Decisionmaking Behaviour • Types of decision • Simple • Automatable: decision rules or algorithms • To know is to decide • Contingent • To know is to decide, but • Confirmation/ judgement about situation necessary • Complex • Alternatives must be created • Criteria for selection must be created • Capacity of commanders and other decisionmakers (training and experience)

  8. Command Style • Attributes of commander • Background (training, operational experience) • Leadership (motivational capability, moral integrity) • Individual attributes (risk propensity, decision style) • Organizational style • Decomposition • Versus holistic • Command philosophy • Mission-oriented • Objective-oriented • Order-oriented

  9. Human Behaviour in OOTW • Human behaviour is even more critical • Tactical-level of decisions may have strategic consequences (media presence) • “Strategic corporal” • Multitude of actors • (Para)military, political/ethnical/religious groups, amorphous groupings, aid organisations (IO,NGO) • Diverging interests, different behavioural patterns • Perceptions of military actions even more important than their physical effects

  10. Organizational Factors • Structure • Functional responsibility • Operational capacity

  11. Structure of Organization • Number of echelons • Span of control • Linkages between nodes • Hierarchical, spokes of a wheel, multi-connected, networked • Permanent versus transitory relationships • Formal versus informal relationships

  12. Functional Responsibility • Distribution of responsibility • Location of functional activities (e.g.,intelligence, logistics, CIMIC) • Distribution of authority • Functional specificity • Warfare domain task forces for combined operations • Integrated capabilities (mission tailored task forces for joint operations) • Roles • Degree of ambiguity in command relationships

  13. Operational Capacity • Personnel (background, training, experience) • Communication systems and architectures • Information processing systems and architectures • Operational field experience

  14. C2 Analysis Problem in OOTW • Analyst is faced with a (theoretically) large set of complex options • Analysis problem: Management of complexity to arrive at efficient options • Approach: Integrated Analysis

  15. Integrated Analysis Integrated Analysis implies iterative testing of hypothesises on related sets of key parameters • Starting with a few aggregated parameters that cover the theoretically possible range of options • Narrowing, in each iteration, the bounds for subsequent testing of related sets of ever more disaggregated parameters

  16. Decisionmaking Drivers

  17. Operational Determinates of Headquarters Effectiveness C3I System Effectiveness Capability • Ability to Develop Plans That Achieve Assigned Missions • Adaptability • Speed Important But Not Sufficient Function Structure People Linkages • Relationship Among Elements • Connectivity • Authority • Information • Activities • Level of Detail Information Processing Procedures Risk Efficiency Speed Operational Environment

  18. Case Study: Team Sharp • No treatment of individual human behaviour • Organizational issues • Intra-military interactions within coalition • Military and non-military (e.g. NGO, IO)

  19. Human and Organizational Issues in the Assessment • Addressing human and organizational issues requires interdisciplinary analysis • Project leader must be aware of the current state of the disciplines involved • Human and organizational issues must be brought into the assessment early • Early working relationships with subjects of, or affected by, assessment are important

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