United States Armed Forces Case Study
Introduction
The USA’s military is the back bone of the country considering all the operations it is involved in. It is divided into several departments depending on the task and environment it is involved in; navy, air force and ground forces. The environment the United States operates in is quite difficult and quick. There is no sign that the future will be any simpler or be the same. The military is being slowed down to its limits in resources: it applies more effort to accomplish less (KELLY, 2008). The army needs to be in possession of a joint team that is ready to integrate and put to work the special features that each section has. The present commanders are supposed to put in place joint operations in air, land, sea, space and time.
Situational concern with the military
The military is supposed to be completely void of any enemy attack as it takes time in familiarizing itself with the Joint task force staff framework and features presented to it. The present joint organization is vulnerable in this step. The time aspect is therefore part of the problem and is seen as a critical vulnerability.
The Joint task Force organization limits the capability of the military. The not so long operations; ANACONDA, IRAQI FREEDOM DESERT SHIELD and URGENT FURY among others, has brought forth the desire to elevate our ability to put in place a joint task force headquarters that is experienced and able to use capabilities in a limited time system. Similarly, time spent in giving skills and orientation adds to the vulnerability of time.
The issue of a joint task force headquarters is being analyzed by the command section; it however have its misfortunes, first among them is the transformation form of the staff duties in the joint commands removes the collective knowledge of the commands. The assignment procedures brings the team members from the combined situations an form of organizational knowledge is sifted out hence limiting the effectiveness of the team in the process a service member is being coached. Secondly, the persons taking part in the joint team is affected by service prejudice (Teister, 14th May 2004.). It is part of being human to want the team that one is in to succeed above all others, and however being part of the combined team, each person acquires a huge parent service team who has precedence. The knowledge of an ongoing and elevation is dependent on doing good as seen in the service. The joint team is not involved in managing a person’s professional future. Consequently, the desire to create a national military is hindered by absence of bedrock, and combined doctrine among others from which other services are built.
Models for the change
These prevailing development matters that come into being with the doctrine writing procedures is able to be sorted out through these changes. Through the creation of an unbiased doctrine writing entity, understandable in the multi-medium aspect and competences of the services which has the ability to move the baseline combined services to other services, are to be created. This brings to being a top to down process that is ventured towards creating a rigid structure and language for the process to be accomplished while adding value to it through the individual service doctrine.
The OODA Loop and the CV are systems that have been used to show the change that has been applied in the military.
Boyd’s OODA Loop
Boyd’s system attempts to make the individual to identify the threat and decide on what to do and then use the smallest time possible to do it. The victor is the one who does it in the smallest time possible. The assumption that is made is that the aspects involved are able to see. The two entities even though are on similar footing or situation there has to be one that will do faster than the other one, as it all calls for time. On the other hand, if one is able to see the situation before the foe the OODA process may be applied. Even with equality of situation, the one with first visual contact is able to be first in acting.
Being able to acquire the target is dependent on being able to see the difficulty of the target. If one is not able to see the target it creates the aspect to friction with the aspect. The difficulty of the technical, organizational and operational aspect makes the commanders and juniors to acquire their own internal interactions. They are hence not able to adapt to fast changing situations. In simple terms, the aspect limits or even stops the ability to act.
Conversely if an aspect is able to advance harmony personally it may be able to limit its own OODA loop. These desires let them to get to know of the ability and difficulties in addition to the internal system you work in. one is therefore able to acquire efficiencies that are able to result to efficient in the smallest time possible. These changes in the department of Defense have to be brought about by harmony, according to Boyd, so as to limit the military’s OODA loop.
Another change is called the critical vulnerability, these makes be aware of the strength and weakness of oneself and the enemy. This point is not alien in war; one has to develop a good understanding of the person one is to engage in war with. This step elevates a person’s ability to win or lose.
Actions to be implemented for the change process
So as to effect these changes several step have to be undertaken. The USA’s military is known to tackle all sorts of threats from natural to man made. The military is therefore a key component in the operational level of the USA; the operations in Iraqi and Afghanistan could not be done if it was not for the military. Their effectiveness could not be so if it was not for time adherence. Time makes it possible for the military to make necessary steps in place and time to acquire decisive outcome. Some considerations should be the noting of the crisis, interpreting of the environment where the problem lies, create an effective series of steps to the crisis and putting it in place. The time aspect as a key problem brings to being the importance of the military organization to acquire and up keep composure and be able to acquire flexibility.
Recommendation
Most of the organizations with these similar problems as the military is, other organizations are similarly able to adopt some steps. Organizations need put the right tool to use to use at the right time for correct purpose. The staff of the organization is supposed to familiarize themselves with the abilities available to them (Kuriger, 2004). These would lead them to use the smallest time possible to accomplish their objective. No organization is able to afford time wastage as it does lead to financial loss let alone huge burdens. This is why organizations have a vision and a mission that they work towards and avoid time wastage.
In the military acquiring a target through observation and using the smallest time possible to capture before it captures you is quite vital for survival. Moreover, the knowledge of the enemy, like in the business world, is significant to being a thriving force.
Bibliography
KELLY, J. “. (2008). RESISTANCE TO ORGANIZATIONAL CULTURAL CHANGE IN THE MILITARY–A JFO CASE STUDY. U.S. Army War College,.
Kuriger, C. C. (2004). Organizational Change: Case Studies in the Real World. Florida, USA: Universal-Publishers.
Teister, M. K. (14th May 2004.). Organizational Change for the United States Armed Forces. School of Advanced Military Studies United States Army Command and General Staff College.
