Mission Command Essay

It is the legionss primary agency to organize, train, and equip forces to conduct be active and sustained land combat operations (ADRP 6-0, 1-1). To come across its billing, the array utilizes its concept of merge land operations. unify Land Operations, applicable to each array operations is the seizing, retaining, and exploiting the initiative to gain and maintain a go down of relative avail. Such advantage provides a social structure to prevent or deter conflict, prevail in war, and create the conditions for a well-situated conflict resolution (ADP 3-0, p. 9). Critical mentation becomes a vital map when decisive actions need to be executed where it is direct by mission command.Mission Command is the structure that enables commanders to exercise authority and direction. This structure is built on the commanders intent, mission type severalizes and modify/centralized execution. Agile and adaptive leadership soul the commanders intent and context of the mission e xecuted their objective. Commanders and leadership at all levels apply critical and germinal thinking to their understanding and ending making.The development of critical thinking skills has been imperative and a triumph for the Unites States Army. As the military entered into a spick-and-span era of war fighting, critical thinking has become infixed to help Army forces function effectively and accomplish missions within a mission command structure. Commanders and Leaders at all levels have adopted different decision-making practices. This research paper lead present the role of critical thinking and how it facilitates understanding and die hard the different decision-making antennaes in a mission command structure.Critical thinking and germinal thinking is utilise when commanders and leaders need to understand the mission and be drawn to hold back effectivedecisions. Critical thinking examines a problem in depth from multiple points of view (ADRP 6-0, 2-7). Here, crit ical thinkers need to determine if in that respect sufficient justification to accept the conclusion as true based on a disposed inference or argument. Critical thinkers need to be well informed in order to make judgments and decisions. Critical thinkers be purposeful and reflective thinkers who apply judgment about what to believe or what to do in response to known facts, observations, have intercourse, oral or written nurture sources, or arguments (ADRP 6-0, 2-7). As mentioned seminal thinking is also a key to the understanding and for an effective decision-making approach for commanders and leaders. Creative thinking involves thinking in saucy, innovative ways while capitalizing on imagination, insight and novel ideas. Whether we are faced with standardized problems we encountered in the past, or faced with new ones new and creative solutions can be applied.If we utilize the equivalent solutions, an enemy will acknowledge, adapt and overcome the unchallenged solution. Cr eative thinking will lead to new insights, novel approaches, fresh perspectives, and new ways of understanding and conceiving things. Implementing critical thinking and creative thinking, commanders and leaders are able to better understand and support their decision-making approach. These Decisions are how commanders and leaders put their outcome into action. In order to reach a decision, the proper decision-making approach must be applied for the situation. Commanders or leaders will apply a systematic uninflected decision-making or an original decision-making approach. Different situations will dictate what approach will be suitable.Analytic DecisionmakingAnalytic decisionmaking allows commanders and leaders to gather information from various sources that are provided to them as well as their own experiences if necessary. Once information has been obtained, several alternative solutions are then generated. These solutions, referred as options, will then be compared and evaluate d until the best course of action has been decided. It aims to produce the optimal solution by comparing options (ADRP 6-0, 2-8). According to mission command, analytic decisionmaking is Methodical and allows the breakdown of tasks into recognizable elements. Ensures commanders and leaders consider, analyze, andevaluate applicable factors, employing techniques such as war-gaming. Provides a systematic approach when the decision involves processing large amounts of information. Helps resolve conflicts among courses of action.Gives new personnel a logically structured approach. Depending on the situation commanders and leaders are faced with, analytic decisionmaking can be applied. nevertheless, because there are often large amounts of information gathered that inevitably to be clearly evaluated before a decision can be do, it is time consuming. If the conditions of the mission change, such information will require a complete reevaluation, which can delay decisions. Where there a re rapidly changing situations that require quick effective decisions, analytic decisionmaking will not apply. (ADRP 6-0, 2-9).Intuitive DecisionmakingDecisions made by utilize intuitive decisionmaking are determined based on knowledge, judgment, experience, education, intelligence, boldness, perception, and character. (ADRP 6-0, 2-47) Because it is based on these elements, unlike uninflected decisionmaking, intuitive is a more(prenominal) rapid approach to making a quicker decision. Intuitive decisionmaking is often make at the lowest levels of command. According to mission command this approach Focuses on assessment of the situation more than on comparing multiple options. Is effective when time is short.Relies on a commanders experience and ability to recognize the key elements and implications of a particular problem or situation. Tends to focus on the larger picture more than the individual components. When there are rapid changing situations and decisions need to be made right away, commanders and leaders will apply intuitive decisionmaking approach.Commanders and leaders mix theses two approaches to help them bide objective and make timely and effective decisions (ADRP 6-0, 2-49). In a mission command structure, commanders and leaders countermand making decisions solely by intuition they incorporate some analysis into their decisions. Decisions should not be race or over-thought. A hurt decision can be fatal if critical thinking and creative thinking skills are not used whencommanders and leaders need to make a decision thru an analytical or intuitive approach.In a mission command structure, commanders and leaders decisions are based on the mixture of analytic and intuitive decisionmaking. To facilitate in the decisionmaking, commanders and leaders need to apply his/her critical and creative thinking skills. These skills are imperative to help make well round decisions for any type of mission. If wrong decisions are formulated it can be fatal, becoming an advantage to the enemy. These decisions not only affect the outcome, only it affects the service members who carry out the mission. Our service members decisions on the field are influenced by the decisions made by the commanders and leaders. The development of these skills is instrumental for commanders and leaders at all levels.The development of critical thinking skills has become a paramount to the military. One of the key characteristics in the job description of a military leader is, decision-making. But with no such skills, full effective decisions will not exist. Critical thinking as well as creative thinking is imperative to the success of the United States Army and it has been incorporated into the Professional array Education for leaders at all levels. Critical thinking means the ability to construct and react as argument using reason, applying intellectual standards and epistemic responsibility, and recognizing and countering logical fallacies as we see t hem in others and ourselves (Colonel doubting Thomas M. Williams).ReferencesBenson, Colonel Bill. (2012). The Evolution of Army Doctrine for conquest in the 2 world-class Century.Military Review March/April2012. Vol 92 Issue 2, p2. Retrieved From http//usacac.army.mil/CAC2/MilitaryReview/Archives/English/MilitaryReview_201206 30MC_art010.pdf Conley, Kathleen. (2013). Operationalizing Mission Command. Leveraging Theory to Achieve Capability. JFQ Joint Force every quarter 2013 1st Quarter. Issue 68, p32. Retrieved from http//www.ndu.edu/press/lib/pdf/jfq-68/JFQ-68_32- 35_Conley.pdf plane sectionof the Army Headquarters. (2011). Unified Land Operations. Army Doctrine government issue 3-0. Retrieved from http//armypubs.army.mil/ school of thought/DR_pubs/DR_a/pdf/adp3_0.pdf Department of the Army Headquarters. (2012). Mission Command. Army Doctrine Release military issue 6-0. Retrieved from https//armypubs.us.army.mil/doctrine/index.html Sharpe Jr., crowd D. Creviston, Thomas E. (2 013). Understanding Mission Command.Army Sustainment July-September 2013. Vol. 45 Issue 4, p10. Retrieved fromhttp//www.army.mil/article/106872William, Colonel Thomas M. U.S. Army Reserve. (2013). Education for Critical Thinking. Military Review. Retrieved from http//usacac.army.mil/CAC2/MilitaryReview/Archives/English/MilitaryReview_20130228_art011.pdfAppendixAnnotated BibliographyBenson, Colonel Bill. (2012). The Evolution of Army Doctrine for Success in the 21st Century.Military Review March/April2012, Vol.92 Issue 2, p2. Retrieved From http//usacac.army.mil/CAC2/MilitaryReview/Archives/English/MilitaryReview_201206 30MC_art010.pdf This article discusses the U.S. Army doctrine from the early 21st century. It provides thehistory and the evolution of the Army doctrine. It describes the publication AirLand Battlethat was published in 1982, the transition of the doctrine in the 1990s, through the publication ofUnified Land Operations in 2011. It describes unified land operations the seizing, retaining,and exploiting the initiative to gain and maintain a position of advantageprovides a field of honorframework and logic that nests unified land operations within the joint operational construct ofunified action and provides a structure that allows commanders to effectively and accuratelydescribe their intent in time, space, purpose, and priority, which are guided by MissionCommand.Conley, Kathleen. (2013). Operationalizing Mission Command. Leveraging Theory to Achieve Capability. JFQ Joint Force Quarterly 2013 1st Quarter, Issue 68, p32. Retrieved from http//www.ndu.edu/press/lib/pdf/jfq-68/JFQ-68_32- 35_Conley.pdf This article is the result of the Mission Command White Paper published by General Martin Dempsey, Chairman of the U.S. Joint Chiefs of Staff. It illustrates communication at all levels within military groups for better understanding and effective completion of missions. Mission Command will take on a more high-octane approach, developing ever greater adaptability, critical thinking and independent rapid decision-making. The principles of Mission Command are being currently being utilized in combat and other activities by many leaders and organizations.HeadQuarters, Department of the Army. (2011). Unified Land Operations. Army Doctrine Publication 3-0. Retrieved from http//armypubs.army.mil/doctrine/DR_pubs/DR_a/pdf/adp3_0.pdfThis is an Army Doctrine Publication the presents the Army on charge and direction for conducting operations on land, and provides the foundation for developing other principles, tactics, and techniques. The knowledgeableness included is a brief description of what the Army calls Unified Land Operations applicable to all Army operations is the seizing, retaining, and exploiting the initiative to gain and maintain a position of relativeadvantage. Such advantage provides a structure to prevent or deter conflict, prevail in war, and create the conditions for a favorable conflict resolution (ADP 3-0, p. 9). In order to create favorable conflict resolution there needs to be a decision making and understanding of the mission. With Unified Land Operations, critical thinking becomes a vital role when decisive actions need to be executed where it is guided by mission command.HeadQuarters, Department of the Army. (2012). Mission Command. Army Doctrine Release Publication 6-0. Retrieved from https//armypubs.us.army.mil/doctrine/index.htmlThis is an Army Doctrine publication that establishes guidance on command, control, and the mission command war- fighting function. This army doctrine guides the Army forces to function effectively and accomplish missions. Mission Command is broken down into three categories. For this research paper, the focus will be on the understanding and decision-making for commanders and staff through critical thinking. The development of critical thinking skills has been imperative and a success for the Unites States Army. As the military entered into a new era of war fi ghting, critical thinking has become essential to help Army forces function effectively and accomplish missions within a mission command structure. Commanders and Leaders at all levels have adopted different decision-making practices.Sharpe Jr., James D. Creviston, Thomas E. (2013). Understanding Mission Command.Army Sustainment July-September 2013, Vol. 45 Issue 4, p10. Retrieved fromhttp//www.army.mil/article/106872This article focuses on the background of mission command of the U.S. Army. It states the mission command is a warfighting function and the philosophy of the Armys command described within the decree of Army Doctrine Publication 6-0, Mission Command. It discusses mission command history trust in the doctrine of mission command, and decentralized execution.