In the current operational environment, the United States Army is faced with a different range of issues and mission sets that are varying and unique than what was initially encountered. Different forces face a group of demands that encompass the social, geopolitical, military and cultural factors that relate to unpredictable ways. One thing about the complexity of today’s operations is that it underscores the requirement for the army to expand beyond the traditional method to operational plans. The army has incorporated the operations process as a concept of design. This is an addition that emphasizes the significance of creating a better appreciation of complex issues is to visualize various ways to solve them.
The Army Design Methodology provides both the commanders and the planning staff as a tool for the conceptual element of an incorporated planning process (Burns, 2013) . This is an aspect that leverages innovation, critical thinking, and reflective practice to ask on the type of problem intended to solve (Rader, 2016) . One thing about the term related to design is that it continues to evolve. Consequently, this is part of the reason why the army adopts the army design methodology with the term design in the revisions of doctrine.
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Based on the introduction of design into doctrine, there has been a lot of debate on this topic. There is a difference in both the views and perceptions concerning design discourse, which continues concerning what design is, this is depending on whether this is new or a broadened version of mission evaluation. This also considers how and where this should fit in the current doctrinal procedures, and this is whether it should be treated as a mindset, philosophy or structured in replicable procedures.
ADM is a resource that is intended to assist bridge the gap from design approach, with classroom instruction to the application of ADM in the industry. Moreover, this is an aspect that offers practical suggestions, tips, and strategies to support the integration of ADM into its operations. One thing about this resource is that it is not particularly authoritative on the how-to guide or the process manual. There is no standard procedure to carry out the operations that underpin an ADM. It is essential to understand that ADM needs to be adaptive, flexible, emergent and creative a specific issue and environment. This design comes in various forms, which follows a different range of processes to produce multiple results depending on a host of factors, and this include; the team composition, operational setting, timeframe, the level of formal education in design theory and the level of commander involvement.
Even though there is no way to use ADM, there are usual practical difficulties that both commanders and planning staff encounter as they seek to use the ADM principles and approaches to real-world settings. To ensure that the potential benefits of ADM are realized, it is essential for commanders and planning teams to be supported in recognizing, anticipating and administering the challenges. With this resource, there are practical difficulties in using ADM in the field provided, together with ideas and practical suggestions for management. The guiding principles of mission command are; accepting prudent threats, building a cohesive team through mutual trust, providing a clear commander’s purpose, creating a shared understanding, issuing an exercise disciplined initiative and using mission orders.
Through applying these principles, everyday activities can be employed to teach and develop the underlying philosophy of mission command and also build leaders who are willing to take any form of disciplined initiative within the commander's purpose. The principle is held on the idea of creating a cohesive team through mutual trust. The commanders must, in this case, have enough confidence that all the tasks for a properly functioning company are being carried out. The activity of completing every routine operation also creates mutual trust. One important thing to understand is that trust is gained based on everyday activities than occasional gestures. This is better concerning building a cohesive team, with the best teams formed through performing a routine and regular task together.
To participate in mission command, it is essential for the commanders to understand the warfighting functions and the effect of NCO on all of them. Each action taken leads to a reaction that the commander will take. This is part of the reason why it is crucial that the noncommissioned officers understand intelligence, sustainment, fires, and warfighting functions. People need to look at how they interact, and this is because they could run to the situation on the battlefield where they have to implement. They are required to understand the different warfighting functions since this is an aspect that is likely to change the way that the commander sees and visualizes the mission to ensure they have a critical role in the mission command, which is in providing that the commander makes proper decisions.
Based on mission command development the primary emphasis should be developing the decision maker by explaining the reason for the activity and teach into the context of a problem-solving exercise. The higher command levels oversee officers; it is vital for the non-commissioned officer's schools to look for many flexible courses that are guided through results instead of inputs and also allow the instructors to evolve their lesson plans applying innovative teaching methods and tools for the changing environment. Based on the strength of the character, the command executes the battle by missions he assigns to organizations. When the subordinates lose contacts with their higher commander, it is critical for the assistant to be counted on taking proper action, instead of stopping and waiting for communication to be re-established.
This is an aggressive attitude that allows the units to take advantage of the local success. One thing about a subordinate commander is that he is justified to modify and change the task assigned. However, the actions need to support the commander's purpose. The most proper way to separate the great from everyone is to empower people with responsibility. Commanders are responsible for their units in as much as they are responsible for the service to people. It is important for officers and leaders to enjoy responsibility, this is because independence provides an officer with ways to handle uncertainty and make quality decisions. When facing the challenges of a battlefield, it is critical for an officer to have more independence in keeping him vigorous.
The idea of responsibility come s when things are hard, and each person seems to have given up. Generally, this is a feeling that only decide the result of the engagement after each person experiences the emptiness of the battlefield (Heidegger, 2015) . There is an emerging approach to create mission command in all soldiers from the start of the initial entry training by the war approach. This method when taught applies the United States Army's Command Doctrine of Mission Command; this is because it is the driver to show the tools of creating adaptability. The primary goal is to make both soldiers and leaders excellent teachers while illustrating to them on ways to teach applying the required principles.
The principles are based on the idea that training teaches soldiers to teach themselves the necessary skills of the success of their mission. Consequently, training also enhances intangible to develop the invisible attributes of accountability and initiative. Training also improves combat performance conditions; this helps soldiers in overcoming both the psychological and physiological results of combat. Concluding, Mission command can be described as the exercise of both authority and direction by the commander, applying mission orders that enable any form of a disciplined initiative that is within the commander's purpose to empower adaptive and agile leaders with the proper conduct of unified land activities. The Army Design Methodology provides both the commanders and the planning staff as a tool for the conceptual element of an incorporated planning process. This is an aspect that leverages innovation, critical thinking, and reflective practice to ask on the type of problem intended to solve. One thing about the term related to design is that it continues to evolve.
References
Burns, E. M. N. (2013). The American idea of mission: Concepts of national purpose and destiny .
Westport, Conn: Greenwood Press.
Heidegger, M. (2015). The beginning of western philosophy: Interpretation of Anaximander and
Parmenides .
Rader, M. (2016). The enduring questions: Main problems of philosophy . New York: Holt.
