Reflecting on wicked force management problems (Army)
My take on the problem with force management is that it has been treated as a complicated problem, suitable for central planning (PPBES) and not as a complex problem, rife with social & political context, in a dynamic state where the variables change parameters far faster than the planned decision cycles. Consequently, we never get what we planned for, it’s always too costly and the steady-state never is.
My suggestion that FM be treated with design, as a complex problem, would engage with fundamental questions of the purpose of the Army and process by which it is designed, fielded and sustained. I’d argue against an Archimedean perspective because that’s what has led us to the cumbersome, over-planned, under-executing Byzantine bureaucracy we have in place. The owner/operators (ie operational career field “end-users”) have generally stayed outside of the process and have let the “experts” run this system. I argue for them to be part of the FM process, and thus believe design-thinking is needed in order to get the Army you want.
I consider it to be complex, and not just complicated, because of the multiple actors, time frames, values, purposes that combine to resemble March’s “garbage can decision making model” w
A rather longish discussion of how social, political and “unplanned” FM can be is here: http://usacac.army.mil/blog/blogs/dlro/archive/2008/11/24/a-reflection-on-army-force-structure-decision-making-from-1995-1996-passing-on-the-bct-based-army.aspx