Supporting Organizational Change in Command and Control: Approaches and Metrics
Abstract
Network-centered Command and Control (C2) has great potential to increase military effectiveness, in some measure due to enhanced information sharing and dissemination techniques. However, for these technologies to be maximally effective, C2 organizations need to have the flexibility to tailor their organizational structures in response to changing mission In the experiment reported here, a model-based approach to supporting organizational adaptation was assessed. The purpose of this experiment was to explore ways in which obstacles to adaptation could be overcome. Teams of Naval Officers participated in three simulations of a joint forces mission on the Distributed Dynamic Decision-making (DDD) simulator (Serfaty & Kleinman, 1985; Kleinman & Serfaty, 1989). The match between organizational structure and mission task requirements was manipulated within-participants, resulting in differences in coordination requirements. Between the second and third simulated missions, participant teams were given the opportunity to select an organizational structure from a list of model-based, predefined organizational designs, to better accommodate the changing mission requirements. To support organizational change, model-based prospective information was provided to the teams. This support led to the adoption of better matched congruent organizations in each of the participant teams. Several measurement techniques were designed to evaluate both the degree of adaptation and its effect on mission performance.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jun 01, 2005
- Accession Number
- ADA463611
Entities
People
- Daniel Serfaty
- Elliot E. Entin
- Frederick J. Diedrich
- Georgiy Levchuk
- Katrina E. See
- Shawn A. Weil
- Stephen Downes-martin
Organizations
- Aptima (United States)