Organic Design for command and control

8/9/2019 Organic Design for command and control

http://slidepdf.com/reader/full/organic-design-for-command-and-control 1/40



The title chart provokes a couple of questions:

$ %hy the focus on C&C'

$ %hat do (e mean by )organic

design*'

+



Failures

he past fe( years ha-e seen the fiascos associated (ith Nifty Nugget‑ and

Proud Spirit C&C eercises together (ith the real (orld fiascos epitomi/ed bythe e-acuation of Saigon, 0esert 1 and others.

esponse

he institutional response for o-ercoming these fiascos is2 more and better

sensors, more communications, more and better computers, more and better

display de-ices, more satellites, more and better fusion centers, etc.3all tied

into one giant fully informed, fully capable C&C system. his (ay of thinking

emphasi/es hard(are as the solution.

!nother "ay

1 think there is a different (ay3a (ay that emphasi/es the implicit nature of

human beings. 1n this sense, the follo(ing discussion (ill unco-er (hat (e

mean by both implicit nature and organic design.!



#mplications

$ 4eed insight and vision, to un-eil ad-ersary plans and

actions as (ell as )foresee* o(n goals and appropriate plans

and actions.

$ 4eed focus and direction, to achie-e some goal or aim.

$ 4eed adapta$ility, to cope (ith uncertain and e-er5changing

circumstances.

$ 4eed security, to remain unpredictable.

6



%la$oration

$ &hy insight and vision'

%ithout insight and -ision there can be no orientation to deal (ith both

present and future.

$ &hy focus and direction'

%ithout focus and direction, implied or eplicit, there can be neither

harmony of effort nor initiative for -igorous effort.

$ &hy adapta$ility'

7daptability implies -ariety and rapidity. %ithout variety and rapidity

one can neither be unpredictable nor cope (ith changing and

unforeseen circumstances.

$ &hy security'

%ithout security one becomes predictable, hence one loses the benefits

of the abo-e.8



Comment

%ith these thoughts in mind let9s take a look at some

appropriate samples from the historical en-ironment that

(ill, as (e shall see, pro-e useful before trying to e-ol-e

any operational philosophy or command and control

concept.

#



Samples from historical environment

Sun T(u )around *++ ,-C-.

Probe enemy to unmask his strengths, (eaknesses, patterns of mo-ement and intentions. Shape

enemy9s perception of (orld to manipulate:undermine his plans and actions. Employ Cheng/Ch'i

maneu-ers to ;uickly and unepectedly hurl strength against (eaknesses.

,ourcet )/01* 0/.‑

7 plan ought to ha-e se-eral branches ... <ne should ... mislead the enemy and make him imagine that

the main effort is coming at some other part. 7nd ... one must be ready to profit by a second or thirdbranch of the plan (ithout gi-ing one9s enemy time to consider it.

Napoleon )early /2++3s.‑

Strategy is the art of making use of time and space. 1 am less chary of the latter than the former. Space

(e can reco-er, time ne-er ... 1 may lose a battle, but 1 shall ne-er lose a minute. he (hole art of (ar

consists in a (ell reasoned and circumspect defensi-e, follo(ed by rapid and audacious attack.

Clause"it( )/245.Friction =(hich includes the interaction of many factors, such as uncertainty, psychological:moral forces

and effects, etc.> impedes acti-ity. )Friction is the only concept that more or less corresponds to the

factors that distinguish real (ar from (ar on paper.* 1n this sense, friction represents the climate or

atmosphere of (ar.

6omini )/241.

By free and rapid mo-ements carry bulk of the forces =successi-ely> against fractions of the enemy.

?



Samples from historical environment)continued.

N-,- Forrest )/21+3s.

it thar the fustest (ith the mostest.

,lumentritt )/7*0.

he entire operational and tactical leadership method hinged upon @ rapid8 concise

assessment of situations … quick decisions and quick eecution, on the principle2

Aeach minute ahead of the enemy is an ad-antage.9

,alck )/72+.

Emphasis upon creation of implicit connections or $onds based upon trust, not

mistrust, that permit (ide freedom for subordinates to eercise imagination and

initiati-e—yet, harmoni/e (ithin intent of superior commanders. Benefit2 internal

simplicity that permits rapid adaptability.

9ours Truly

<perate inside ad-ersary9s obser-ation orientation decision action loops to enmesh‑ ‑ ‑

ad-ersary in a (orld of uncertainty, doubt, mistrust, confusion, disorder, fear, panic

chaos @ and:or fold ad-ersary back inside himself so that he cannot cope (ith

e-ents:efforts as they unfold.



ey points

$ he atmosphere of (ar is friction.

$ Friction is generated and magnified by menace, ambiguity,

deception, rapidity, uncertainty, mistrust, etc.

$ Friction is diminished by implicit understanding, trust,

cooperation, simplicity, focus, etc.

$ 1n this sense, -ariety and rapidity tend to magnify friction, (hile

harmony and initiati-e tend to diminish friction.



#n other "ords

$ Dariety:rapidity (ithout harmony:initiati-e lead to confusion,

disorder and ultimately to chaos.

on the other hand

$ armony:initiati-e (ithout -ariety:rapidity lead to =rigid>

uniformity, predictability and ultimately to non adaptability.‑

' aises the question '

$ o( do (e generate harmony:initiati-e so that (e can eploit

-ariety:rapidity'

Comment

$ %e must unco-er those interactions that foster harmony and

initiati-e—yet do not destroy -ariety and rapidity.



#nteractions

$ 0isconnected bits and pieces

$ 1slands of disconnected effort

$ 0isconnected from other humans

$ 0isconnected from en-ironment

$ 0isconnected from en-ironment, but

connected to some formality

;inkages

$ Common fre;uencies

$ Common language

$ Correlation among multiple sources

$ armony of different efforts

$ 1n-ersely related characteristics

$ 1mage of acti-ities and changes thereto

$ Compartmentation

$ 4on cooperati-e centers of gra-ity‑

$ 7lienation

$ 4on adaptation‑

$ Fied recipe

!ctivities

$ Radio transmission:reception

$ Con-ersation:(riting

$ <perational intelligence center

$ eam(ork

$ radeoffs

$ ans Rudel

Negative

Positive

+"



#nsight

1nteractions, as sho(n, represent a many<sided implicit

cross<referencing process of pro=ection8 empathy8

correlation8 and re=ection.

++



Suspicion

Seems as though this insight is related in some (ay to

orientation, hence it ...


%hat do (e mean by orientation'

+!



>essage

<rientation, seen as a result, represents images, -ie(s, or

impressions of the (orld shaped by genetic heritage,

cultural tradition, previous e?periences, and unfolding

circumstances.

+6



' aises another question '

o( are these images, -ie(s, or impressions created'

+8



>essage

Referring back to our pre-ious discussion, (e can say2 orientation is

an interactive process of many<sided implicit cross<referencing

pro=ections8 empathies8 correlations8 and re=ections that is

shaped $y and shapes the interplay of genetic heritage8 cultural

tradition8 previous e?periences8 and unfolding circumstances.

+#



#llumination

$ <rientation is the Schwerpunkt . 1t shapes the (ay (e interact (ith

the en-ironment—hence orientation shapes the (ay (e o$serve,

the (ay (e decide, the (ay (e act.

1n this sense

$ <rientation shapes the character of present

obser-ation orientation decision5action loops‑ ‑

—(hile these present loops shape the character of future orientation.

#mplication

$ %e need to create mental images, -ie(s, or impressions, hence

patterns that match (ith acti-ity of (orld.

$ %e need to deny ad-ersary the possibility of unco-ering or

discerning patterns that match our acti-ity, or other aspects of reality

in the (orld. +?



%ssential idea

Patterns =hence, orientation>, right or (rong or lack thereof,

suggest ability or inability to conduct many sided implicit‑

cross references.‑

' aises question '

o( do (e set up and take ad-antage of the many sided‑ ‑

implicit cross referencing process of proGection, empathy,‑

and correlation, reGection that make appropriate orientationpossible'

+



>essage

Epose indi-iduals, (ith different skills and abilities, against a -ariety of

situations—(hereby each indi-idual can o$serve and orient himselfsimultaneously to the others and to the -ariety of changing situations.

' &hy '

1n such an en-ironment, a harmony, or focus and direction, in operations iscreated by the bonds of implicit communications and trust that e-ol-e as

a conse;uence of the similar mental images or impressions each indi-idual

creates and commits to memory by repeatedly sharing the same -ariety of

eperiences in the same (ays.

,eneficial payoff

7 command and control system, (hose secret lies in (hat9s unstated or not

communicated to one another =in an eplicit sense>—in order to eploit

lo(er le-el initiati-e yet reali/e higher le-el intent, thereby diminish friction‑ ‑

and compress time, hence gain both ;uickness and security.

+



' aises question '

%hat happens if (e cannot esta$lish these implicit connections or

$onds3-ia similar mental images or impressions3as basis to cope

(ith a many sided uncertain and e-er5changing en-ironment'‑

+



#llumination

$ he pre-ious discussion assumes interaction (ith both the e?ternal and internal en-ironment. 4o(, letus assume, for (hate-er reason or combination of circumstances, that (e design a command and

control system that hinders interaction (ith e?ternal en-ironment. his implies a focus in(ard, rather

than out(ard.

$ Picking up on this idea, (e obser-e from 0ar(in that2

H he en-ironment selects.

H 7bility or inability to interact and adapt to eigencies of en-ironment select one in or out.

$ Furthermore, according to the Idel Proof, the eisenberg ncertainty Principle, and the Second Ka(

of hermodynamics2

H <ne cannot determine the character or nature of a system (ithin itself.

H Loreo-er, attempts to do so lead to confusion and disorder. %hy' Because in the )real (orld* the

en-ironment intrudes =my -ie(>.

$ 4o(, by applying the ideas of 0ar(in, the Second Ka(, eisenberg, and Idel to Clause(it/ one can

see that2

e (ho can generate many non cooperati-e centers of gra-ity magnifies friction. %hy' Lany‑

non cooperati-e centers of gra-ity (ithin a system restrict interaction and adaptability of system‑

(ith its surroundings, thereby leading to a focus in(ard =i.e., (ithin itself>, (hich in turn generates

confusion and disorder, (hich impedes -igorous or directed acti-ity, hence, by definition,

magnifies friction or entropy. !"



Point

$ 7ny command and control system that forces adherents to look

in(ard, leads to dissolution:disintegration =i.e., system comes

unglued>.

#n a much larger sense

$ &ithout the implicit $onds or connections, associated (ith similar

images or impressions, there can be neither harmony nor

individual initiative (ithin a collecti-e entity, therefore, no "ay that

such an organic (hole can stay together and cope (ith a

many sided uncertain and e-er5changing en-ironment.‑

or e;ui-alently

$ &ithout implicit $onds or connections, (e magnify friction,

produce paralysis, and get system collapse.

!+



#nsight

he key idea is to emphasi/e implicit o-er eplicit in order to gain a

fa-orable mismatch in friction and time =i.e, ours lo(er than any

ad-ersary> for superiority in shaping and adapting to circumstances.

' aises question '

o( do (e do this'

!!



>essage

$ Suppress tendency to build up‑ e?plicit internal arrangements that hinder interaction (ith

e?ternal (orld.

1nstead

$ 7rrange setting and circumstances so that leaders and subordinates alike are gi-en

opportunity to continuously interact (ith e?ternal (orld, and (ith each other, in order to

more quickly make many sided implicit cross referencing proGections, empathies,‑ ‑

correlations, and reGections as (ell as create the similar images or impressions, hence a

similar implicit orientation, needed to form an organic (hole.

%hy'

$ 7 similar implicit orientation for commanders and subordinates alike (ill allo( them to2

H 0iminish their friction and reduce time, thereby permit them to2

H Eploit -ariety:rapidity (hile maintaining harmony:initiati-e, thereby permit them to2

H et inside ad-ersary9s < < 0 7 loops, thereby2‑ ‑ ‑

H Lagnify ad-ersary9s friction and stretch out his time =for a fa-orable mismatch in friction‑

and time>, thereby2

H 0eny ad-ersary the opportunity to cope (ith e-ents:efforts as they unfold. !6



Circling $ack to the $eginning

$ %e can see that implicit orientation shapes the character of2

H 1nsight and -ision

H Focus and direction

H 7daptability

H Security

#mplication

$ Since a first rate command and control system should possess

abo-e ;ualities, any design or related operational methods

should play to and epand, not play do(n and diminish,

implicit orientation.

!8



Comment

p to this point (e ha-e sho(n orientation as being a critical element

in command and control—

implying that (ithout orientation there is nocommand and control (orthy of the name.

@ery nice

But, simply stated, (hat does this comment and e-erything else (e9-ediscussed so far tell us about command and control'

!#



#llumination

$ he process of obser-ation orientation decision action represents‑ ‑ ‑

(hat takes place during the command and control process—(hich

means that the < < 0 7 loop can be thought of as being the C&C‑ ‑ ‑

loop.

$ he second <, orientation—as the repository of our genetic heritage,

cultural tradition, and pre-ious eperiences—is the most important

part of the < < 0 7 loop since it shapes the (ay (e obser-e, the‑ ‑ ‑

(ay (e decide, the (ay (e act.

#mplication

$ <perating inside ad-ersary9s < < 0 7 loop means the same thing as‑ ‑ ‑

operating inside ad-ersary9s C&C loop.

!?



%hich


o( can (e get effecti-e command and control'

!



Some historical snapshots

1n responding to this ;uestion let us take a look at some e-idence

=pro-ided by Lartin -an Cre-eld as (ell as myself> that may help in this

regard2

$ 4apoleon9s use of staff officers for personal reconnaissance

$ Loltke9s message )directi-es* of fe( (ords

$ British tight control at the Battle of the Somme in ++?

$ British M )phantom* recce regiment in %% 11

$ Patton9s )household ca-alry*

$ Ly use of )legal eagle* and comptroller at 4NP.

!



! richer vie"

1n the June +? %ar, ) ... eneral Oashayahu a-ish spent most of his time either

Aaccompanying9 units do(n to brigade le-el—by (hich, according to his o(n definition, hemeant staying at that unit9s command post and obser-ing de-elopments at first hand—or

else helicoptering from one unit to another again, in his o(n (ords, Athere is no

alternati-e to looking into a subordinate9s eyes, listening to his tone of -oice9. <ther

sources of information at his disposal included the usual reporting system a radio

net(ork linking him (ith three di-isional commanders, (hich also ser-ed to link those

commanders (ith each other a signals staff (hose task it (as to listen in to the di-isional

communications net(orks, (orking around the clock and reporting to a-ish in (riting

messages passed from the rear, i.e., from eneral ead;uarters in el 7-i-, linked to

a-ish by Apri-ate9 radiotelephone circuit and the results of air reconnaissance for(arded

by the 7ir Force and processed by Rear ead;uarters. a-ish did not depend on these

sources eclusi-ely, ho(e-er not only did he spend some time personally listening in to

the radio net(orks of subordinate units =on one occasion, a-ish says, he (as thereby

able to correct an Aentirely false9 impression of the battle being formed at Brigadieronen9s head;uarters> but he also had a Adirected telescope9 in the form of elements of

his staff, mounted on half tracks, follo(ing in the (ake of the t(o northernmost di-isions

and constantly reporting on de-elopments.*

Lartin -an Cre-eld, Command in War ,

+!, pp. +5!"".

!



Point

he pre-ious discussion once again re-eals our old friend—the

many sided implicit cross referencing process of proGection, empathy,‑ ‑correlation, and reGection.

' aises question '

%here does this lead us'

6"



%pitome of ACommand and ControlB

Nature

$ Command and control must permit one to direct and shape (hat is to be done as (ell

as permit one to modify that direction and shaping by assessing (hat is being done.

&hat does this mean'

$ Command must gi-e direction in terms of (hat is to be done in a clear unambiguous

(ay. 1n this sense, command must interact (ith system to shape the character or

nature of that system in order to reali/e (hat is to be done

(hereas

$ Control must pro-ide assessment of (hat is being done also in a clear unambiguous

(ay. 1n this sense, control must not interact nor interfere (ith system but must

ascertain =not shape> the character:nature of (hat is being done.

#mplication

$ 0irection and shaping, hence )command*, should be e-ident (hile assessment and

ascertainment, hence QcontrolQ, should be in-isible and should not interfere—

other(ise )command and control* does not eist as an effecti-e means to impro-e our

fitness to shape and cope (ith unfolding circumstances. 6+



%pitome of ACommand and ControlB

Nature

$ Command and control must permit one to direct and shape (hat is to be done as (ell

as permit one to modify that direction and shaping by assessing (hat is being done.


$ Command must gi-e direction in terms of (hat is to be done in a clear unambiguous

(ay. 1n this sense, command must interact (ith system to shape the character or

nature of that system in order to reali/e (hat is to be done

(hereas

$ Control must pro-ide assessment of (hat is being done also in a clear unambiguous

(ay. 1n this sense, control must not interact nor interfere (ith system but must

determine =not shape> the character:nature of (hat is being done.

#mplication

$ 0irection and shaping, hence )command,* should be e-ident (hile assessment and

determination, hence )control*, should be in-isible and should not interfere—

other(ise )command and control* does not eist as an effecti-e means to impro-e our

fitness to shape and cope (ith unfolding circumstances. 6+7



#llumination

$ Reflection upon the statements associated (ith the Epitome of )Command andControl* lea-e one unsettled as to the accuracy of these statements. %hy'

Command, by definition, means to direct, order, or compel (hile control means to

regulate, restrain, or hold to a certain standard as (ell as to direct or command.

$ 7gainst these standards it seems that the command and control =C&C> (e are

speaking of is different than the kind that is being applied. 1n this sense, the C&C (e

are speaking of seems more closely aligned to leadership =rather than command>and to some kind of monitoring ability =rather than control> that permits leadership to

be effecti-e.

$ 1n other (ords, leadership (ith monitoring, rather than C&C, seems to be a better (ay

to cope (ith the multi faceted aspects of uncertainty, change, and stress. <n the‑

other hand, monitoring, per se, does not appear to be an ade;uate substitute for

control. 1nstead, after some sorting and reflection, the idea of appreciation seemsbetter. %hy' First of all, appreciation includes the recognition of (orth or -alue and

the idea of clear perception as (ell as the ability to monitor. Loreo-er, net, it is

difficult to belie-e that leadership can e-en eist (ithout appreciation.

$ Pulling these threads together suggests that appreciation and leadership offer a

more appropriate and richer means than C&C for shaping and adapting to

circumstances. 6!





!ppreciation and leadership

Nature

$ 7ppreciation and leadership permit one to discern, direct and shape (hat is to be done as (ell as

permit one to modify the direction and shaping by assessing (hat is being done or about to be

done =by friendlies as (ell as ad-ersaries>.


$ 7ppreciation, as part of leadership, must pro-ide assessment of (hat is being done in a clearunambiguous (ay. 1n this sense, appreciation must not interact nor interfere (ith system but must

discern =not shape> the character:nature of (hat is being done or about to be done

(hereas

$ Keadership must gi-e direction in terms of (hat is to be done also in a clear unambiguous (ay. 1n

this sense, leadership must interact (ith system to shape the character or nature of that system in

order to reali/e (hat is to be done.#mplication

$ 7ssessment and discernment should be in-isible and should not interfere (ith operations (hile

direction and shaping should be e-ident to system other(ise appreciation and leadership do not‑

eist as an effecti-e means to impro-e our fitness to shape and cope (ith unfolding

circumstances.

68



Suspicion

he pre-ious discussion suggests that the title )<rganic 0esign for

Command and Control* is not appropriate.

' &hy '

C&C represents a top do(n mentality applied in a rigid or mechanical‑

=or electrical> (ay that ignores as (ell as stifles the implicit nature of

human beings to deal. (ith uncertainty, change, and stress. =Eamples2

he Battle of the Somme, E-acuation of Saigon, Layague/ 7ffair,

0esert 1, 4ifty 4ugget and Proud Spirit C&C eercises, etc.>.‑

esolution

%ith these thoughts in mind, 1 suggest that the follo(ing title more

clearly reflects the spirit and content of this presentation.

6#



!ppreciation and leadership

6?



Definitions

$ nderstanding means to comprehend or apprehend the import or‑

meaning of something.

$ Command refers to the ability to direct, order, compel (ith or (ithout‑

authority or po(er.

$ Control means to ha-e po(er or authority to regulate, restrain, -erify,‑=usually against some standard> direct or command. Comes from medie-al

Katin contrarotulus, a )counter roll* or checklist =contra, against plus rotulus,

list>.

$ >onitoring refers to the process that permits one to o-ersee, listen,‑

obser-e, or keep track of as (ell as to ad-ise, (arn, or admonish.$ !ppreciation refers to the recognition of (orth or -alue, clear perception,‑

understanding, comprehension, discernment, etc.

$ ;eadership implies the art of inspiring people to enthusiastically take‑

action to(ard the achie-ement of uncommon goals.

6



!$out this edition

his edition of )<rganic 0esign* is our attempt to recreate the last -ersion of the briefing actually

presented by the late Col John Boyd, S7F =+! H +>. he last printed -ersion kno(n to eist

carries the date Lay +. %e ha-e used that as the starting point, and then modified the tetbased on changes (e recei-ed from Col Boyd, (hich continued until around ++. By that time, he

had mo-ed on to other acti-ities, such as )Conceptual Spiral,* his ad-ice to then5Secretary of

0efense 0ick Cheney during the First ulf %ar, and his interest in other forms of conflict, including

business.

he original + edition, (ith pen5and5ink changes dictated by Boyd, is a-ailable in P0F format at

http2::(((.d5n5i.net.

!$out the %ditors

Chuck Spinney (as a colleague of Boyd9s both in the 7ir Force and in the <ffice of the Secretary of

0efense, (here he participated in e-ery edition of )<rganic 0esign.* Chuck is the author of Defense

Facts of Life and numerous monographs and op5eds. is commentaries on defense issues appear

from time to time and are archi-ed at http2::(((.d5n5i.net.

Chet Richards (orked (ith Col Boyd on his first paper, )0estruction and Creation,* on -arious

editions of )Patterns of Conflict,* and near the end of Boyd9s life, on business applications. e is a

retired colonel in the 7ir Force Reser-e, and recently finished a book, Certain to Win, that applies

Boyd9s concepts to business.

inger Richards is co5o(ner and president of Nettle Creek Corporation, (hich o(ns 0efense and

the 4ational 1nterest. She designed and maintains that site as (ell as its sister, http2::

(((.belisarius.com, (hich is more oriented to(ards business.

7tl t i S7

http://www.d-n-i.net/


http://www.chetrichards.com/






Organic Design for command and control

Documents