Keys to Joint Task Force Decision Making During Current Operations
Abstract
The U.S. Army Research Laboratory (ARL) recently completed a cognitive study of the decision making process during current operations at the brigade and battalion Task force levels. The ARL study first presents a commander-staff group process model as a framework, then develops an integrated cognitive model. The integrated model synthesizes key features of four major decision models developed by prominent cognitive psychologists within the naturalistic decision making community. The implications are far-reaching. Insights from the study point strongly in the direction of developing tactics, techniques, and procedures (TTP) for tactical operations centers during current operations. The study also explains persuasively why, in time constrained circumstances, a commander-directed single COA, vice multiple options, is a prudent and successful method of decision-making. The authors link the cognitive model to a requirement that Opposing Forces (OPFOR) doctrine be developed to support the training of units for operations other than war. A sub-set of this effort would be the development of intelligence preparation of the battlespace (IPB) techniques to enhance visualization of the enemy force during OOTW contingencies. Finally, the authors urge that similar studies be initiated of current operations decision making within Joint Task Force headquarters. The studies have the potential to leverage significant improvement in the training of officers to serve in JTF headquarters. The authors also urge the Joint doctrine community to underwrite efforts to develop a body of Opposing Forces doctrine for OOTW contingencies.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jan 01, 1999
- Accession Number
- ADA462298
Entities
People
- Dennis K. Leedom
- Jack Glasgow
- Jim Murphy
- Leonard Adelman
Organizations
- United States Army Research Laboratory