Operational Tempo: Can the United States Navy Keep Pace
Abstract
Operational tempo has been defined as a key to success in warfare. Two tenets that are essential to operational tempo are: (1) the ability to make decisions and execute faster than the enemy, and (2) to develop freedom of action by utilizing the initiative of subordinates to exploit enemy vulnerabilities. The purpose of this paper is to explore through theory and historical comparisons a mismatch between doctrinal desires in respect to operational tempo and the reality of current United States Navy concepts. Specific analysis is conducted on how operational decision making can be slowed instead of quickened through: (1) information dominance, (2) lack of education at the operational level of war, and (3) influence of Total Quality Leadership. Analysis is also conducted on how initiative is becoming a lost art due to: (1) centralized control systems, and (2) a risk averse culture. It is concluded that unless the Navy trains its leaders in the concepts of the operational level of war, and creates a culture that promotes initiative and innovation, the operational commander will have little trust and confidence in the Navy as a joint force component. The operational commander will lean toward a centralized control system that will slow his decision making and create missed opportunities in exploiting enemy vulnerabilities at the tactical level due to lack of subordinate initiative.
Document Details
- Document Type
- Technical Report
- Publication Date
- May 18, 1998
- Accession Number
- ADA351663
Entities
People
- Thomas A. Russell
Organizations
- Naval War College