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The Army Problem Solving Model And The Rapid Decision Making And Synchronization Process

1832 words - 7 pages

Compare and Contrast the Army Problem Solving Model (Process) with the Rapid Decision making and Synchronization Process. (C100)
The Army Problem Solving Model, and the Rapid Decision Making and Synchronization Process (RDSP) are systems that commanders use to solve issues that may arise. Both systems require time to complete. Commanders use Army problem solving when the problem is the pressing issue, and time is secondary. Commanders and staff use the RDSP when time is the major factor rapid is the key.
Each system is a step-by-step process. Army problem solving has seven individual steps and normally completed in sequential order. While two steps (gather the information and develop the criteria) in Army problem solving are linked, they are still two separate steps. While conversely, the RDSP is a five-step process, it allows commanders to perform steps one and two concurrently or sequentially.
Both systems require a mental process; however, Army problem solving is more analytical, while the RDSP relies on experience and intuition. Staffs at all levels use these processes, nonetheless, Army problem solving provides a framework to help less-experienced officers, while the RDSP is more like a battle drill and staffs must practice it to become more proficient.
Both systems have an output. Army problem solving will publish guidance, or some type of formal implementing instructions, sometimes in the form of a memorandum of instruction, policy letter, or command directive. On the other hand, the RDSPs only output may be a verbal order or if time allows, a fragmentary order will follow to confirm those orders.

Compare and Contrast the National Defense Strategy (NDS) of the United States of America with the National Military Strategy (NMS) of the United States of America. (C200)
The NDS and the NMS are documents that describe the art and science of applying the US military in the defense of the nation’s interests. The NDS and the NMS address risk management. While both documents describe these risks, the terms and how they are applied are different. The NDS describes operational risk as one of the four dimensions of risk. Operational risk is those risks that are associated with the current force executing strategy successfully. By contrast, the NMS tells Combatant Commanders to develop options to achieve success and identify capability tradeoffs necessary to manage increase risk within a baseline security posture that includes WOT, Ongoing operations, and day to day activities. The NDS identifies Future Challenge risk as the ability to execute missions against an array of prospective challengers. However, the NMS advises the Combatant Commander that reducing this risk may require early entry capabilities forward for early action while relying on surge capacity provided by follow on forces. The NDS describes Force Management risks as those associated with the management of military forces the objectives in the NDS. ...

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