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ORGANIZING FOR SUCCESS Abstract:
The steps to critical mission planning are outlined here as an operation
checklist and guide to planning. The listing is based on the principle of
training for the institution of innovative independent action and the taking of
responsibility at all levels of an organization or mission. The planning and
training for initiative taking strengthens a system's ability to respond and
take independent action when faced with a novel situation for which planning
provides no solution, or when communication has been lost, or events on the
ground are moving too fast for effective communication and response. The
following provides a guide for decision making, a basis for a disaster recovery
plan (DRP) or a business continuity plan (BCP) or any operation where overall
success is more important than getting in and returning with the flag
regardless of the consequences. Note: This paper is not meant to be
definitive and should be treated only as a preliminary outline for action The following is relevant to any
critical field operation as well as for group organization or for creating
systems or products for clients. The
terminology may be different but the conceptual framework is relevant to each
of these fields and other instances in which some control is exercised over the
outcome of events whether it is on the individual or group level. The major causes of failure Aside
from lack of timing, inadequacy of supplies or access, inadequate planning,
inadequate data gathered on current condition of environment within which
mission is to be accomplished, and a thousand other variables, the
major causes of failure are: Predetermination of approach before all goals
set, data are gathered Rigidity or inflexibility of approach
precluding considering the reality on the ground Grandstanding by leader or manager
attempting to always take center stage Inadequate division of labor causing
overload on particular personnel Inadequate or blocked access to decision
makers with timely data relating to
changes in the situation Inadequate access to innovative or
alternative ways to accomplish mission Inadequate support made available to team
members Inadequate provision for initiative and
self determination on the action level
when communication to central command is severed or before
effective communication and active response established Initiation
of independent action Something
which we do not want to think about is the loss of leadership at the top.
However this is always a possibility and until the chain of command can be
reinstated there is a gap which if left unfilled by action on the ground may
lead to greater loss, suffering and perhaps even defeat. Any
organization must be set up and trained so that in the absence of leadership
from the top, the lower echelons, and the personnel on the ground can take
responsibility and initiate appropriate action. This requires additional
training and an atmosphere which is not usually present in many bureaucratic or
highly organized systems. Training and rewards for taking the initiative and
the assumption of responsibility for a bottom up or horizontal command
capability provides a system with increased latitude and power. Any system
instituting this concept throughout an organization would be far stronger and
capable of handling any mission whether it be a disaster or regular
operation either within or separated from the normal chain of command. Such a system will
also often benefit from increased innovation in handling situations for which
there has been no specific preparation (7). What happens when independent initiative is
not available as an option? Level of training Units and different levels of the
command structure are less trained and prepared for novel
situations and are less prepared in general even for their own part in the mission Training for initiative and
responsibility leads to novel solutions which can be incorporated
into the overall advancement of the mission Advancement of mission Units focus only on their own segment
in a mission without a broader view which could enable
more understanding and flexibility to perform Continuity When faced with communication
lapses for whatever reason, action which may be critical
to the overall mission is delayed when confronting a new situation or threat Morale Morale is lower when units or
individuals are not empowered Preparation for initiative and
leadership in small arenas give greater sense of responsibility
and pride in unit accomplishments Training would include: Set of expectations delineating
assumption of initiative and responsibility bounded by certain
limitations Leadership and overall command
responsibilities Training for effective cooperation
between unit members Innovation and problem solving
techniques Multi-tasking in a number of central
and crucial possible situations to be encountered Training in identification of signs of
possible problems within the teams, the mission and within
the environment Training in future ideation –
consequence timelines, and interaction juxtaposition (how
elements should work together) Broad training in information access Training in communication (making sure
that everyone knows how to operate the available
technology and lines of access) Knowledge of logistics at each level
and access to supply chains Coordination with other groups involved
to avoid overlap and interference Arena available materials
identification, location of and use of instead of waiting for outside
supply Flexibility management and adaptation Use of local knowledge and information
from the field in forming decisions and operational strategy Understanding of specific arena
characteristics to obtain seamless operational efficiency Training which will develop the basis
for mature judgment through experience
Effective run through of situations so
that each member of the team can see the overall picture and
how everything interacts Advance planning and execution based on
foreseen future requirements Negative aspects which need to be countered
are: Lack of training Lack of information Lack of resources Incorrect timing Lack of integration with other efforts
being pursued in the arena Instituted when: The use of independent action is
normally part of any organization when the type of action taken is
within a narrow scope of activity or will have relatively little ramification
on the total
mission. A structure is federated and little
emphasis has been placed on chains of command, rules of action,
or when the details of action are in principle left to the lower echelons. When independent action is dictated by
the emergencies of the situation and there is no response
from higher levels, or response is not forthcoming within the time frame, or response is
ineffective given the situation faced on the ground. Independent, innovative action and the
taking of responsibility has been built into the system and
is expected. This paper focuses on the 3rd
and 4th situations and provides a basis for the training, instituting of
rewards for independent and innovative action. Stages
of Critical Basically, all of the
steps covered here must to some degree be part of any operation or response. The
important first step is to identify the different stages and to assess
their timeline, overlap,
and each stage's contributory influences to other stages. Many stages may in fact
overlap in time, material usage, and influence. The most critical job will be
to keep them running
concurrently without interference between segments which could compromise the
mission. Preplanning This is the stage of developing the goals
dictated by the problems or desires which must be solved or
fulfilled. It is the period of reconnaissance in which as much as possible is
learned about the
possibilities, the 'lay of the land' and the collection of all data which will
be used to understand the
situation within which the mission will be conducted. At this stage documentation is
started which will last throughout the project. Planning This is the stage in which goals will be
linked to all of the possibilities and directions necessary to their
attainment within different possible settings and resource availability including timing
and integration. Preparation This stage places flesh on the bones of the
structure created during planning. All materials, and resources or
capabilities for resource delivery are completed. All operations will be realized in terms
of their requirements prior to the actual execution of the plan. Execution
This is the realization stage of the plan
in which any gaps in the previous stages are discovered and
must be filled in real time. This stage is the one in which not being prepared can easily lead to
disaster. This is also the stage in which innovation, and necessity of taking new roads for
which there is no preparation needs to be taken. Recovery This stage runs throughout the execution
and afterwards to repair, adjust, and reassess
enabling
continuation of the operation and the next phase. Wrap-up Wind down of all actions, protection of all
resources, assessment of all attainments and their meaning for the
continuation of and continuity of the organization in the present and the preparation for
the next operation. Aftermath This stage is all too often in actuality a
new operation in its own right which should be executed
according to all of the stages. It is the result planned for but it is often
not at all what was
envisioned. Therefore, in most instances, the preparation for the aftermath
must be scrapped and a
new set of rules and procedures instituted to fit the realities of the actual situation. Review,
evaluation and critique This stage provides understanding to the
degree possible of what occurred and an assessment of what
were successes and failures. This phase
is critical for future operations and must not be
overlooked or minimized. At this phase it is very important to have outside bodies participate
in the assessment and to accomplish an independent review and critique. The
following are details of the above stages and are applicable to all situations
from individual actions to group endeavors. Preplanning Documentation Logs, databases, forms, questionnaires,
observers, transcribers initiated which will run throughout all
phases of the mission Goals Setting of overall
goal/sub-goals/possible alternative goals Think, plan and provide globally before
devising the intricacies of any operations. Global definitions
will enter into every small part of an operation. Devise different global views - an
incorrect or flawed global view will necessarily lead to disaster at some
level if not to the total operation and its outcomes. Analysis of goal fulfillment Be sure of the
reasons for the goals you have set What will be the effect of these goals
if realized? What would be the effect should
different goals be set? What would be the effects of failure on
the group? Information
Before you do anything, find out all
you can about the thing you are about to do. Be able to navigate within the area.
This may mean linguistically through the use of interpreters,
understanding of the protocols, prejudices, traditions, worldview of
different segments of
the population or group concerned History Learn the history of those who will be
involved and how your plan will impact them and how this
will effect the mission Playing field Study and know the area within which
the plan will be realized, its parameters, obstacles, the rules
by which the plan will be unfolded and the way in which the participants will interact Determine the parameters of movement Other players Study the other participants and what
they bring to the interaction General environment Environmental parameters which will aid
or hinder progress Within arena resources potentially needed
which are already present and available Available tools, materials, people,
skills available within the arena or the population Obstacles Major obstacles to overcome and potential
solutions Previous attempts to accomplish mission by
self or others Successes and failures of past attempts Available resources to obtain
historical data Analysis of historical data
Determine what is available or not available now as opposed
to previous attempts Find historical incidents similar to
the operation planned and learn by example. Look at a number of well known and
documented incidents either related or
unrelated) which succeeded or which went wrong and assess the reasons for the
successes or failures and what could have been done or avoided. Risk assessment Identify all possible risks – natural
and manmade which may enter into any response pattern. Always factor in the presence of
outside and potentially disruptive elements - those which can be
foreseen and those which may be totally fortuitous and unpredicted. Basic organizational structure Units and chain of command should be
clarified and known to all taking part in the mission Basic funds and resources needed The basic needs for each stage, the
potential sources and methods of commitment and timing of delivery Time sequencing Set the basic time sequencing of
operations to accomplish task Resources available including personnel Basic skills available which will be
needed to accomplish mission Skills and resources within group Skills and resources from suppliers and
other resources Other potential groups or individuals who
may be called in to perform central support or auxiliary
functions Delineation of the involvement of
personnel and support groups, when, where, and how much Basic communications and structure Communications available and
potentially useful or critical to the operation Types of analysis and monitoring needed Initial analysis Obtain the opinions of others
(participants, analysts, experts) on the
general
outline and on different parts of the planned operation. Planning General rules of planning Generate a spirit of improvisation and
willingness to take responsibility in performing independent
action suited to the exigencies confronted on the front line of any operation. Decentralization increases the
opportunities for success Never rely solely on your own view of
events, or those of close advisors or players. Most mistakes have been due to not
taking outside and conflicting points of view into
consideration. And never attempt to plan or execute a plan on the sole advice
of yourself. Never assume what the other party is
thinking, their capability, predisposition or ability to perform.
Keep in mind that the other actors taking part in the operation may have a totally
different view of the situation and will themselves have factored in their own security
and protection. Provide measures which will create the
least negative effects should something go wrong. Preplan methods of ameliorating
negative fallout or consequences Methods Deal with planning and scheduling
problems related to options available for each task
and the consequences of each action to determine the most
practical and goal effective methods Always factor in pullout, shutdown,
abort possibilities and methods for accomplishing with least
disruption. This often entails greater preplanning than the planning of the operation
itself. Generate methods for handling
unexpected events Operations in obtaining goal Determination of what operations are
needed to succeed Determine areas of flexibility – what
is flexible and what is not in terms of tasks, time line,
resource availability Methods of handling and analyzing
alternative suggestions and innovations Establishing boundaries for the
fulfillment of tasks Establishing rules and methods for
cooperation, engagement, retreat, and re-planning Scheduling, timing and intersection Timing and integration is critical at
all levels Determination of time line for each
action and how it interacts with all other actions involved in
the operation and in the environment Testing Modeling and dry runs to determine
probable success Create a limited mission with few
elements and game play with group of players to discover
what is needed, when, and how much. Work through scenarios in which
planned elements are changed to review the changes
created in the operation and the outcome. Assess all possibilities so that
there is no possible room for surprises Always answer the questions what, what,
what if, when, why, where, how and how much as a rule
of thumb. Assess the consequences of each action
to determine the most practical and goal effective Push each operation to its logical
conclusion and in some cases illogical fallout and consequences
Test all modalities of mission critical
equipment and functioning Chain of command and division of labor Determination of lines of command or
responsibility Determination of who does what and in
what circumstances Determination of backup for every
critical position Backups and redundancy Redundancy measures for critical
functions Recovery modes for errors in task
completion Backups for each role or function Have backup plans or capabilities for
each operation Prepare for backups, re-supply and
re-delivery, including possible substitutes, alternative means and
routes of all expendables. Overcoming barriers Delineation of barriers which will
impede progress and methods
for overcoming Create what if…? For every possible
occurrence to determine what to do given different
types of circumstances Rules of engagement Delineation of basic rules of conduct and
accountability Support networks and resources Support networks established for each
position and task Establish rules of communication Provision of outside help in emergencies Establishing parameters for cooperation
from within the arena itself On call facility and resources
providers Provision for cooperation from outside
groups even in some cases competitors
Analysis methods of ongoing events Provide for constant analysis of situational variables, progress an |