R apid D ecisionmaking & S ynchronization P rocess

1. Rapid Decisionmaking & Synchronization Process

2. Terminal Learning Objective

3. Additional TLOs Supported This lesson supports or reinforces the following TLOs: •  701-MLC-6001: Judge a solution to a tactical plan. • 701-MLC-6002: Recommend a solution to a military problem. • 701-MLC-6015: Communicate effectively. • 701-MLC-6021: Practice critical thinking skills to solve problems and make decisions. • 701-MLC-6025: Recommend a battalion mission nested to a brigade-level mission. • 701-MLC-6032: Apply Battle Command Systems. • 701-MLC-6053: Manage BNs/BCTs/BDEs in full spectrum operations

4. References FM 5-0, C1, 18 March 2011 FM 3-0, C1, 22 February 2011 FM 6-0, 11 August 2003

5. Purpose Provide an overview of the fundamentals of the Rapid Decisionmaking and Synchronization Process (RDSP) as they relate to the Military Decision Making Process (MDMP). Topics • Problem solving (analytical vs. intuitive) • Important definitions • Steps in RDSP

6. Change of Plans • Your BN planned on having a military ball a month from now. However, the best available date for the facility and guest speaker, (the division commander), is now two weeks from today, on a Saturday evening. • The facility is booked solid for the next two months, and the BN CDR is adamant that he wants this facility for the ball. • Your task; Identify all things that must happen to move the ball up two weeks. You have the next 10 minutes to brief the list to the BN XO.

7. Analytical Decisionmaking • 5-17. Analytic decisionmaking approaches a problem systematically. The analytical approach aims to produce the optimal solution to a problem from among those solutions identified. The Army’s analytical approach is the MDMP. (FM 3-0, C1, p. 5-4) • This approach is methodical, and it serves well for decision making in a complex or unfamiliar situation by allowing the breakdown of tasks into recognizable elements. It ensures that the commander and staff consider, analyze, and evaluate all relevant factors. • It may help inexperienced leaders by giving a methodology to compensate for their lack of experience.

8. Intuition “Intuition is the supra-logic that cuts out all the routine processes of thought and leaps straight from the problem to the answer.” Robert Graves (English poet, scholar, and novelist)

9. Intuitive Decisionmaking 5-17. Intuitive decisionmaking is the act of reaching a conclusion that emphasizes pattern recognition based on knowledge, judgment, experience, education, intelligence, boldness, perception, and character. This approach focuses on assessment of the situation vice comparison of multiple options.It relies on the experienced commander’s and staff member’s intuitive ability to recognize the key elements and implications of a particular problem or situation, reject the impractical, and select an adequate solution (rather than the optimal COA)(FM 3-0, C1, p. 5-4). - It is used when time is short or speed of decision is important. Intuitive decision making is faster than analytic decision making in that it involves making decisions based on an assessment of the situation rather than a comparison of multiple courses of action (COAs).

10. Analytic vs. Intuitive FM 6-0, page 6-28

11. MDMP or RDSP? How are MDMP and RDSP the same? How are they different? MDMP • Deliberate analytical approach to problem solving • Produces an order • Seeks an optimal solution RDSP • Intuitive approach to problem solving • Relies on a previously published order (intent, • concept, CCIR) • Produces a timely and effective solution

12. RDSP • Not a NEWprocess, its use in the Army is well established. • Commanders and staff develop this capability through training and practice. • When using this technique the following considerations apply: • Rapid is often more important than process. • Much of it may be mental rather than written. • It should become a battle drill for the current operations integrations cells, future operations cells, or both. • How much of the technique is explicitly performed varies by echelon and the time available. (FM 5-0, C1, p. 5-8)

13. RDSP • Seeks a timely and effective solution within the commander’s intent, mission, and concept of operations. • Lets leaders avoid the time-consuming requirements of developing decision criteria and comparing COA. • Mission variables continually change during execution, which often invalidates or weakens COAs and decision criteria before leaders can make a decision. • Leaders combine their experience and intuition with situational awareness to quickly reach situational understanding, which they use to develop and refine workable COAs. (FM 5-0, C1, p. 5-8)

14. RDSP • Designed to meet the following criteria for making effective decisions during execution: • It is comprehensive, integrating all warfighting functions - not “stove-piped” • It ensures all actions support the decisive operation by relating them to the commander’s intent and concept of operations. • It allows for rapid changes to the order or mission • It is continuous, allowing commanders to react immediately to opportunities and threats. • It accommodates, but is not tied to, cyclical processes such as targeting

15. RDSP Critical Skills • Recognize when a variance requires an adjustment. • Visualize several possible COAs and rapidly select an acceptable one. • Recognizes what actions are feasible in the time available. Who needs these skills? Who is responsible?

16. Execution Decisions Plan Variance 6-13. A variance is a difference between the actual situation during an operation and what the plan forecasted the situation would be at that time or event. (FM 6-0, p.6-5) How do you recognize variances? Who is looking for variances? Adjustment Decisions Adjustment Decisions

17. Execution Decision Execution Decisions Plan 5-37. Execution decisions implement a planned action under circumstances anticipated in the order. In their most basic form, execution decisions are the decisions the commander foresees and identifies for execution during the operation. (FM 5-0, C1, p. 5-7) How do you recognize an execution decision? Adjustment Decisions Who is responsible for identifying execution decisions? Adjustment Decisions

18. Execution Decisions Plan Adjustment Decision 5-38. Adjustment decisions modify the operation to respond to unanticipated opportunities or threats. They often require implementing unanticipated operations and resynchronizing the warfighting functions. (FM 5-0, C1, p. 5-7) How do you recognize an adjustment decision? Who is responsible for identifying adjustment decisions? Adjustment Decisions Adjustment Decisions

19. Decision Types and Related Actions Reference FM 5-0, p. 5-7

20. End State How do you ensure execution remains focused on achieving desired end state? Ref FM 5-0, p. 5-6

21. RDSP Steps 1. Compare the current situation to the order. 2. Determine that a decision, and what type is required. 3. Develop a response. 4. Refine & validate the COA. 5. Implement. FM 5-0 FM 5-0, page 5-8.

22. RDSP Steps Step 3 Step 4 Step 5 Step 2 No - Missed Opportunity Step 1 End State ID Variance Refine & Validate Develop a Response Implement Unexpected Opportunity Adjustment Decision Opportunities Expected Situation Current Situation Execution Implement Comparison OPORD/MDMP Products Execution Decision Threats Unexpected Threat Develop a Response Refine & Validate Implement ID Variance Adjustment Decision Variances No - Increased Threat

23. Considerations • Who is responsible for each step? • How do you accomplish each step? • What process is in place to facilitate each step? • What is the role of the division’s C2 nodes?

24. Step 1 : Compare Compare the current situation to the order (expected situation) 1. Identify WFF variances 2. Analyze inputs from ISR efforts 3. Analyze inputs from units 4. Identify Exceptional Information FM 5-0

25. Step 2: Determine • Describes the variance • Does variance provide a significant opportunity or threat? • Determine if a decision is needed by identifying the variance— • Directly threatens the decisive operation’s success • Indicates an opportunity that can be exploited to accomplish the mission faster or with fewer resources • Threatens a shaping operation such that it may threaten the decisive operation directly or in the near future • Can be addressed within the existing commander’s intent and concept of operations • Requires changing the concept of operations substantially

26. Step 3: Develop COA • If the variance requires an adjustment decision, screen possible COAs based on: • Mission • Commander’s intent • Current dispositions and freedom of action • CCIRs • Limiting factors, such as supply constraints, boundaries, and combat strength GOAL: Acceptable COA May not have sufficient time to synchronize the optimal COA

27. Considerations for synchronization and decision implementation actions FM 5-0, p 5-12

28. Step 4: Refine and Validate • Refine and Validate the COA • Refinement and validation occurs quickly • If COA is acceptable - refine to resynchronize WFF • Must consider enemy reactions, unit’s counter actions, and secondary effects • If COA is unacceptable - inform the commander with recommended changes GOAL: Acceptable COA May not have sufficient time to synchronize the optimal COA

29. COA Feasibility • Is the new COA feasible in terms of my area of expertise? • How will this action affect my area of expertise? • Does it require changing my information requirements? • Should any of the information requirements be nominated as a CCIR? • What actions within my area of expertise does this change require? • Will it require changing objectives or targets nominated by the staff section? • What other command post cells and elements does this action effect? • What are the potential enemy reactions? • What are the possible friendly counteractions?

30. Step 5: Implement • Collaborative synchronization • - Update DSTs and synchronization matrices • - Commanders communicate/synchronize with higher, adjacent, and subordinate commanders • - Subordinates execute initiative within commander’s intent, • planning guidance, and CCIR • Issue FRAGO or new OPORD with updated control measures: • - Enemy situation, including the situation template • Revised CCIRs • Updated ISR plan • - Updated scheme of maneuver and tasks to maneuver units, including and execution matrix and decision support matrix (DSM) or a template (DST) • Updated scheme of fires, including the fire support execution matrix, high-payoff target list, and attack guidance matrix • Updated information tasks • Conduct confirmation and back-briefings as needed

31. Cautions • Designed to be intuitive using only minimum coordination required • Decisions made at the lowest level - even small changes have an impact • Must keep decision support tools current • Must weight the decisive operation - use minimum force required for all shaping operations • Must continually reprioritize - execution is multilayered • Must be continuous - loses its utility if linked to a cyclical process • The key is to be able act and react in real time as events occur, not at predetermined points

32. Questions?

33. Practical Exercise • Divide Class into 2 groups. • You have two hours to conduct a RDSP of the scenario given to you by your instructor