Chapter 6. NATO Code of Best Practice (COBP) for C2 Assessment. Richard E. Hayes. Evidence Based Research, Inc. Products. Formulation.

Transcription

1 3 roblem Formulation NAT ode of est ractice () repare for Success for 2 Assessment Sponsor roblem 4 Solution Strategy roducts 6 Human & rganisational Issues 5 Human Measures and of rganizational 7 Scenarios Factors Merit (MoM( MoM) 11 hapter 6 Richard E. Hayes 8 Methods & Tools 9 Data Evidence ased Research, Inc. 10 Assess Risk

2 Human and rganizational Factors 3 roblem Formulation repare for Success Sponsor roblem 4 Solution Strategy 6 Human & rganizational Issues 5 Measures of Merit (MoM( MoM) 7 Scenarios 8 Methods Models & Tools 11 roducts 9 Data 10 Assess Risk 2

3 Human and rganizational Factors 2 must include the human dimension Maximizing the likelihood of mission accomplishment demands a 2 system characterized by efficient interaction between humans, organizations, and technology Human and organizational issues are central to structuring 2 problems 3

4 Key onsiderations Addressing human and organizational issues adds complexity Establish relevance of human and organizational factors for the specific 2 assessment problem Ensure availability of empirical evidence and social science expertise onsider parametric treatment of factors versus explicit modeling of human and organizational behaviour 4

5 Human Factors Issues Human behaviour Decisionmaking behaviour ommand style 5

6 Human ehaviour Human performance sycho-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) ackground (cultural, educational, religious) Assessment possibilities Team competence Team experience 6

7 Decisionmaking ehaviour Types of decision Simple Automatable: decision rules or algorithms To know is to decide ontingent To know is to decide, but onfirmation/ judgement about situation necessary omplex Alternatives must be created riteria for selection must be created apacity of commanders and other decisionmakers (training and experience) 7

8 ommand Style Attributes of commander ackground (training, operational experience) Leadership (motivational capability, moral integrity) Individual attributes (risk propensity, decision style) rganizational style Decomposition Versus holistic ommand philosophy Mission-oriented bjective-oriented rder-oriented 8

9 Human ehaviour in TW Human behaviour is even more critical Tactical-level of decisions may have strategic consequences (media presence) Strategic corporal Multitude of actors (ara)military, political/ethnical/religious groups, amorphous groupings, aid organisations (I,NG) Diverging interests, different behavioural patterns erceptions of military actions even more important than their physical effects 9

10 rganizational Factors Structure Functional responsibility perational capacity 10

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

12 Functional Responsibility Distribution of responsibility Location of functional activities (e.g.,intelligence, logistics, IMI) 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 12

13 perational apacity ersonnel (background, training, experience) ommunication systems and architectures Information processing systems and architectures perational field experience 13

14 2 Analysis roblem in TW Analyst is faced with a (theoretically) large set of complex options Analysis problem: Management of complexity to arrive at efficient options Approach: Integrated Analysis 14

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 15

16 Decisionmaking Drivers 16

17 perational Determinates of Headquarters Effectiveness 3I System Function Activities Level of Detail Structure Relationship Among Elements - onnectivity - Authority - Information eople rocedures apability Linkages Information rocessing Effectiveness Ability to Develop lans That Achieve Assigned Missions Adaptability Speed Important ut Not Sufficient Risk Efficiency Speed perational Environment 17

18 ase Study: Team Sharp No treatment of individual human behaviour rganizational issues Intra-military interactions within coalition Military and non-military (e.g. NG, I) 18

19 Human and rganizational Issues in the Assessment Addressing human and organizational issues requires interdisciplinary analysis roject 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 19