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ORGANIZING FOR SUCCESS Abstract:
The steps to critical mission planning are outlined here as an operation
checklist and guide to planning. The listing is based on the principle of
training for the institution of innovative independent action and the taking of
responsibility at all levels of an organization or mission. The planning and
training for initiative taking strengthens a system's ability to respond and
take independent action when faced with a novel situation for which planning
provides no solution, or when communication has been lost, or events on the
ground are moving too fast for effective communication and response. The
following provides a guide for decision making, a basis for a disaster recovery
plan (DRP) or a business continuity plan (BCP) or any operation where overall
success is more important than getting in and returning with the flag
regardless of the consequences. Note: This paper is not meant to be
definitive and should be treated only as a preliminary outline for action The following is relevant to any
critical field operation as well as for group organization or for creating
systems or products for clients. The
terminology may be different but the conceptual framework is relevant to each
of these fields and other instances in which some control is exercised over the
outcome of events whether it is on the individual or group level. The major causes of failure Aside
from lack of timing, inadequacy of supplies or access, inadequate planning,
inadequate data gathered on current condition of environment within which
mission is to be accomplished, and a thousand other variables, the
major causes of failure are: Predetermination of approach before all goals
set, data are gathered Rigidity or inflexibility of approach
precluding considering the reality on the ground Grandstanding by leader or manager
attempting to always take center stage Inadequate division of labor causing
overload on particular personnel Inadequate or blocked access to decision
makers with timely data relating to
changes in the situation Inadequate access to innovative or
alternative ways to accomplish mission Inadequate support made available to team
members Inadequate provision for initiative and
self determination on the action level
when communication to central command is severed or before
effective communication and active response established Initiation
of independent action Something
which we do not want to think about is the loss of leadership at the top.
However this is always a possibility and until the chain of command can be
reinstated there is a gap which if left unfilled by action on the ground may
lead to greater loss, suffering and perhaps even defeat. Any
organization must be set up and trained so that in the absence of leadership
from the top, the lower echelons, and the personnel on the ground can take
responsibility and initiate appropriate action. This requires additional
training and an atmosphere which is not usually present in many bureaucratic or
highly organized systems. Training and rewards for taking the initiative and
the assumption of responsibility for a bottom up or horizontal command
capability provides a system with increased latitude and power. Any system
instituting this concept throughout an organization would be far stronger and
capable of handling any mission whether it be a disaster or regular
operation either within or separated from the normal chain of command. Such a system will
also often benefit from increased innovation in handling situations for which
there has been no specific preparation (7). What happens when independent initiative is
not available as an option? Level of training Units and different levels of the
command structure are less trained and prepared for novel
situations and are less prepared in general even for their own part in the mission Training for initiative and
responsibility leads to novel solutions which can be incorporated
into the overall advancement of the mission Advancement of mission Units focus only on their own segment
in a mission without a broader view which could enable
more understanding and flexibility to perform Continuity When faced with communication
lapses for whatever reason, action which may be critical
to the overall mission is delayed when confronting a new situation or threat Morale Morale is lower when units or
individuals are not empowered Preparation for initiative and
leadership in small arenas give greater sense of responsibility
and pride in unit accomplishments Training would include: Set of expectations delineating
assumption of initiative and responsibility bounded by certain
limitations Leadership and overall command
responsibilities Training for effective cooperation
between unit members Innovation and problem solving
techniques Multi-tasking in a number of central
and crucial possible situations to be encountered Training in identification of signs of
possible problems within the teams, the mission and within
the environment Training in future ideation –
consequence timelines, and interaction juxtaposition (how
elements should work together) Broad training in information access Training in communication (making sure
that everyone knows how to operate the available
technology and lines of access) Knowledge of logistics at each level
and access to supply chains Coordination with other groups involved
to avoid overlap and interference Arena available materials
identification, location of and use of instead of waiting for outside
supply Flexibility management and adaptation Use of local knowledge and information
from the field in forming decisions and operational strategy Understanding of specific arena
characteristics to obtain seamless operational efficiency Training which will develop the basis
for mature judgment through experience
Effective run through of situations so
that each member of the team can see the overall picture and
how everything interacts Advance planning and execution based on
foreseen future requirements Negative aspects which need to be countered
are: Lack of training Lack of information Lack of resources Incorrect timing Lack of integration with other efforts
being pursued in the arena Instituted when: The use of independent action is
normally part of any organization when the type of action taken is
within a narrow scope of activity or will have relatively little ramification
on the total
mission. A structure is federated and little
emphasis has been placed on chains of command, rules of action,
or when the details of action are in principle left to the lower echelons. When independent action is dictated by
the emergencies of the situation and there is no response
from higher levels, or response is not forthcoming within the time frame, or response is
ineffective given the situation faced on the ground. Independent, innovative action and the
taking of responsibility has been built into the system and
is expected. This paper focuses on the 3rd
and 4th situations and provides a basis for the training, instituting of
rewards for independent and innovative action. Stages
of Critical Basically, all of the
steps covered here must to some degree be part of any operation or response. The
important first step is to identify the different stages and to assess
their timeline, overlap,
and each stage's contributory influences to other stages. Many stages may in fact
overlap in time, material usage, and influence. The most critical job will be
to keep them running
concurrently without interference between segments which could compromise the
mission. Preplanning This is the stage of developing the goals
dictated by the problems or desires which must be solved or
fulfilled. It is the period of reconnaissance in which as much as possible is
learned about the
possibilities, the 'lay of the land' and the collection of all data which will
be used to understand the
situation within which the mission will be conducted. At this stage documentation is
started which will last throughout the project. Planning This is the stage in which goals will be
linked to all of the possibilities and directions necessary to their
attainment within different possible settings and resource availability including timing
and integration. Preparation This stage places flesh on the bones of the
structure created during planning. All materials, and resources or
capabilities for resource delivery are completed. All operations will be realized in terms
of their requirements prior to the actual execution of the plan. Execution
This is the realization stage of the plan
in which any gaps in the previous stages are discovered and
must be filled in real time. This stage is the one in which not being prepared can easily lead to
disaster. This is also the stage in which innovation, and necessity of taking new roads for
which there is no preparation needs to be taken. Recovery This stage runs throughout the execution
and afterwards to repair, adjust, and reassess
enabling
continuation of the operation and the next phase. Wrap-up Wind down of all actions, protection of all
resources, assessment of all attainments and their meaning for the
continuation of and continuity of the organization in the present and the preparation for
the next operation. Aftermath This stage is all too often in actuality a
new operation in its own right which should be executed
according to all of the stages. It is the result planned for but it is often
not at all what was
envisioned. Therefore, in most instances, the preparation for the aftermath
must be scrapped and a
new set of rules and procedures instituted to fit the realities of the actual situation. Review,
evaluation and critique This stage provides understanding to the
degree possible of what occurred and an assessment of what
were successes and failures. This phase
is critical for future operations and must not be
overlooked or minimized. At this phase it is very important to have outside bodies participate
in the assessment and to accomplish an independent review and critique. The
following are details of the above stages and are applicable to all situations
from individual actions to group endeavors. Preplanning Documentation Logs, databases, forms, questionnaires,
observers, transcribers initiated which will run throughout all
phases of the mission Goals Setting of overall
goal/sub-goals/possible alternative goals Think, plan and provide globally before
devising the intricacies of any operations. Global definitions
will enter into every small part of an operation. Devise different global views - an
incorrect or flawed global view will necessarily lead to disaster at some
level if not to the total operation and its outcomes. Analysis of goal fulfillment Be sure of the
reasons for the goals you have set What will be the effect of these goals
if realized? What would be the effect should
different goals be set? What would be the effects of failure on
the group? Information
Before you do anything, find out all
you can about the thing you are about to do. Be able to navigate within the area.
This may mean linguistically through the use of interpreters,
understanding of the protocols, prejudices, traditions, worldview of
different segments of
the population or group concerned History Learn the history of those who will be
involved and how your plan will impact them and how this
will effect the mission Playing field Study and know the area within which
the plan will be realized, its parameters, obstacles, the rules
by which the plan will be unfolded and the way in which the participants will interact Determine the parameters of movement Other players Study the other participants and what
they bring to the interaction General environment Environmental parameters which will aid
or hinder progress Within arena resources potentially needed
which are already present and available Available tools, materials, people,
skills available within the arena or the population Obstacles Major obstacles to overcome and potential
solutions Previous attempts to accomplish mission by
self or others Successes and failures of past attempts Available resources to obtain
historical data Analysis of historical data
Determine what is available or not available now as opposed
to previous attempts Find historical incidents similar to
the operation planned and learn by example. Look at a number of well known and
documented incidents either related or
unrelated) which succeeded or which went wrong and assess the reasons for the
successes or failures and what could have been done or avoided. Risk assessment Identify all possible risks – natural
and manmade which may enter into any response pattern. Always factor in the presence of
outside and potentially disruptive elements - those which can be
foreseen and those which may be totally fortuitous and unpredicted. Basic organizational structure Units and chain of command should be
clarified and known to all taking part in the mission Basic funds and resources needed The basic needs for each stage, the
potential sources and methods of commitment and timing of delivery Time sequencing Set the basic time sequencing of
operations to accomplish task Resources available including personnel Basic skills available which will be
needed to accomplish mission Skills and resources within group Skills and resources from suppliers and
other resources Other potential groups or individuals who
may be called in to perform central support or auxiliary
functions Delineation of the involvement of
personnel and support groups, when, where, and how much Basic communications and structure Communications available and
potentially useful or critical to the operation Types of analysis and monitoring needed Initial analysis Obtain the opinions of others
(participants, analysts, experts) on the
general
outline and on different parts of the planned operation. Planning General rules of planning Generate a spirit of improvisation and
willingness to take responsibility in performing independent
action suited to the exigencies confronted on the front line of any operation. Decentralization increases the
opportunities for success Never rely solely on your own view of
events, or those of close advisors or players. Most mistakes have been due to not
taking outside and conflicting points of view into
consideration. And never attempt to plan or execute a plan on the sole advice
of yourself. Never assume what the other party is
thinking, their capability, predisposition or ability to perform.
Keep in mind that the other actors taking part in the operation may have a totally
different view of the situation and will themselves have factored in their own security
and protection. Provide measures which will create the
least negative effects should something go wrong. Preplan methods of ameliorating
negative fallout or consequences Methods Deal with planning and scheduling
problems related to options available for each task
and the consequences of each action to determine the most
practical and goal effective methods Always factor in pullout, shutdown,
abort possibilities and methods for accomplishing with least
disruption. This often entails greater preplanning than the planning of the operation
itself. Generate methods for handling
unexpected events Operations in obtaining goal Determination of what operations are
needed to succeed Determine areas of flexibility – what
is flexible and what is not in terms of tasks, time line,
resource availability Methods of handling and analyzing
alternative suggestions and innovations Establishing boundaries for the
fulfillment of tasks Establishing rules and methods for
cooperation, engagement, retreat, and re-planning Scheduling, timing and intersection Timing and integration is critical at
all levels Determination of time line for each
action and how it interacts with all other actions involved in
the operation and in the environment Testing Modeling and dry runs to determine
probable success Create a limited mission with few
elements and game play with group of players to discover
what is needed, when, and how much. Work through scenarios in which
planned elements are changed to review the changes
created in the operation and the outcome. Assess all possibilities so that
there is no possible room for surprises Always answer the questions what, what,
what if, when, why, where, how and how much as a rule
of thumb. Assess the consequences of each action
to determine the most practical and goal effective Push each operation to its logical
conclusion and in some cases illogical fallout and consequences
Test all modalities of mission critical
equipment and functioning Chain of command and division of labor Determination of lines of command or
responsibility Determination of who does what and in
what circumstances Determination of backup for every
critical position Backups and redundancy Redundancy measures for critical
functions Recovery modes for errors in task
completion Backups for each role or function Have backup plans or capabilities for
each operation Prepare for backups, re-supply and
re-delivery, including possible substitutes, alternative means and
routes of all expendables. Overcoming barriers Delineation of barriers which will
impede progress and methods
for overcoming Create what if…? For every possible
occurrence to determine what to do given different
types of circumstances Rules of engagement Delineation of basic rules of conduct and
accountability Support networks and resources Support networks established for each
position and task Establish rules of communication Provision of outside help in emergencies Establishing parameters for cooperation
from within the arena itself On call facility and resources
providers Provision for cooperation from outside
groups even in some cases competitors
Analysis methods of ongoing events Provide for constant analysis of
situational variables, progress and future possibilities
based on changes which are continually fed into
the operations as they proceed. Security and protection Factor in security and protection of
all members as well as those tangentially affected. Prepare alternative means of protection
given any contingency. Brainstorm all possible scenarios where
protection or security may be necessary. Response protocols and rules Develop specific responses for all risks
identified and general
response protocol which will prepare for unexpected risks Accountability Methods of accountability and follow-up Public accountability Methods and rules for disclosure Rules, types and methods for public
relations Consequences and outcomes Factor in how the operation and its
outcomes will effect other operations, players, social
and
political bodies. Re-plan sequences after each unforeseen
change in the conduct of an operation. Aftermath Plan for aftermath and all possible
consequences Plan meticulously for aftermath - all
possible scenarios including those not envisioned. In many cases the aftermath takes more
planning and has greater consequences than the
operation itself. Preparation This
is the stage of logistics and training - the obtaining and positioning of
materials and players towards the stage of
execution. During this stage a great deal of flexibility and re-planning must
take place based on the availability of resources, capabilities of storage and
positioning and arranging for the timing of receipt and planned use of
resources. This
is the stage in which planning is finalized based on the availability and
positioning of resources and the capabilities of personnel. Finalization must
be created through in-depth analysis of all measurable factors involved. Resources Assess supply needs, acquisition,
arrangement for storage and delivery at appropriate
times Assess the capabilities of your team(s)
and your own capabilities. Always have sufficient players to
fulfill all parts of the operation in terms of knowledge, capability
and training Training Training and overall preparation of all
personnel Mock play through, rehearsal, and
simulation in real time or computer modeling for
purposes of training, and determination of gaps in knowledge, capabilities and interaction
with other team members and other teams Multiple role training so that any
individual can take over and fulfill a
number of
different positions. Training, information and written
protocols which can be accessed in an emergency Testing and evaluation Run-through and testing of the
different operation options to identify gaps and areas
needing further training or change in modality Testing of personnel in terms of
capability to perform within the context of the tam and operation Testing and finalization of procurement
and delivery of all needed materials Equipment, training, knowledge of
theater of operation Training for optimum
use of encounters with competitors, friendlies, or
hostiles. Checking of communications and alternatives
available Interaction analysis Cohesion of teams and clarification of
points of possible friction What if? analysis What if?' planning so that all
possibilities of changes in scenarios of planned action due to
probable, improbable and unexpected factors will be covered Identification Identification of areas which are
incomplete, lacking, or might produce problems in actual interaction
in theater of operation. Identification of environmental
variables (supplies, availabilities of material from previous actions,
reuse of equipment, possible replication) which can be used to advantage
thus reducing the
reliance on centralized procurement and delivery Identification and accounting of real
time action variables (juxtaposition of forces, tradeoffs, cross
actions, turning points and changes in
requirements in supplies, types of material needed,
changes in rules of conduct, changes in
form of engagement) Psychological factors involved Establish the morale, knowledge and
acceptance of goal and reasons for the action. Establish an atmosphere for innovation,
independent action and responsibility where action must be
taken and there is lack of communication or clear guidelines to action. Integration Integrate plans into wider area plans
which are in place by other agencies or entities. Integration and early warning systems
should interact to provide feedback and support. Set priorities for each agenda: action,
protection, response, preservation, recovery In the event of an emergency or
during any operation is will not always be possible to complete all
functions – which are the most valuable or necessary for continuance and continuity
(some are not necessarily recognizable as such). Review operations in relation to
timing, communication, supply, chains of command Evaluate condition and characteristics
of all environmental, social and physical factors which could
impact on the operation. Develop a check list for updates on any
changes which need to be considered. Checking security Checking and enhancement of security of
operation on all levels Checking and enhancement of the safety
of personal including protection systems for each entity –
personnel, material, communication, resources. Each grouping needs a specialized
protection system which includes protection against known dangers as well as protocols
covering any unknown or unexpected danger. This should also include the development
of maintenance procedures which will reduce long term problems Monitoring capabilities Special provision for real time
monitoring using different modalities with backups and redundancies. Develop listing of telltale signs of
problems, how to recognize them, and what to do when they occur. Maintenance and updating Maintenance schedules should be set for
all renewable factors in the mission Procedures for updating all equipment,
programs, communication should be instituted Execution This
is self explanatory – or is it? There
are a number of indicators which test the degree to which the
preceding stages were accomplished successfully or not if any of the items
below are not fulfilled
or actively in place Early warning Provide an effective early warning
system which will reach 90+% of those effected Provide for a way to monitor the
receipt of the warning and action related to it Follow up with a sustained and
effective means of dealing with the effects of the warning Provide for the capability of effective
response to the early warning. In many cases this may be one of
the more difficult parts of a mission. Monitoring It is during this stage that several
types of monitoring must be in place: Monitoring of all functions which will
enable identification of environmental, personnel
and resource availability and interaction and sufficiency for mission continuity in
real time and to provide for review and critiques at later stages. Monitoring of scheduling, delivery and
sufficiency of supplies, sufficiency of personnel, the
mission There must be clear indications and
measurable indices of each of the above to enable effective
decision making, indices which can signal advancement, retreat, abort sequences,
or changing of the goals within the mission given real time necessities. Constantly assess the resources
available in the theater of action (already in the arena, available
through conventional resources, available as an outcome of the action itself) Concurrent analysis Concurrent analysis during active
phases of the operation Possible error analysis: Correction
and decision making based on analysis of all things which can
go wrong given the actual operation on the ground Flow diagrams of operation in
progress to assess next steps given environmental, personnel,
interaction, equipment vectors Real time feedback from different
vantage points, and different modalities Real time updating of those carrying
out the operation
Provision for containment Identification of the need for
containment Parameters of containment Measures in instituting containment Check against the major causes of
failure of containment Constant check of the effectiveness of
containment
Contingency operations and shifting of preplanned actions There must be latitude for shifts in
operations provided by sufficient backups, and preplanning
for most contingencies. Be prepared for sudden shifts in rules,
projected occurrences, order of presentation some of which may
totally change the way in which the operation is handled and played out including
the possible consequences and needs for security and protection. Be constantly prepared to reassess and
adjust Where there is no preplanning and a
lack of supplies or command for certain contingencies,
there must be the ability, backed up by training and experience, to take the
initiative and the responsibility on the local level if lives are to be saved or the
goals of the operation are to be realized.
Decision making Constantly check for clear chain of
command without overlap from other groups, agencies or
individuals with an interest or legal right to intercede. These should be
included as detailed
lines of approval within the chain and not pose as unplanned decision makers
Have alternative
ways to do each operation accessible both theoretically and operationally
given changes in the arena or problems encountered Always be willing to look at
conventional wisdom as well as alternative and even highly criticized
theories. Preplan all possibilities including
those not generally accepted by conventional wisdom and general
knowledge of the field.
Feedback Continual input of open information
channels Where public policy is involved, keep open
well advertised public forums and capability for
response and question-asking along with follow-up and review by those making
the decisions. Always have instant feedback capabilities
to the participants from the decision makers in order to
provide information, timing, and change in direction or operation. Recovery Recovery should always be preplanned since
any operation entails the possibility of some form of negative
risk, feedback, change in the parameters of 'business as usual', and there must be sufficient
planning to guarantee continuity. We
usually think in terms of disaster recovery, but in
fact any large scale operation carries with it the potential of disruption, changed fiscal
position and liquidity and access to resources, as well as changes in the atmosphere in the
organization and within the lives of the individuals involved in the operation. Recovery is an ongoing part of any
operation and should be meticulously planned prior to an incident or
initiation of action. Failure to
institute recovery measures and providing for continuity during
an operation including the necessary personnel and material support and expertise to
accomplish it in a timely manner can severely compromise the effectiveness of a mission. Preparing
for recovery and continuity Identification of gaps Establishing timing – assessed length
of time between breakdown of critical functions and failure of
sub-mission, length of time to repair or reestablish continuity (6) Pre-identification of hazards or risks
which will create a lapse in continuity during mission critical
operations (6) Managing for external intrusion and
internal compromise Develop signs of potential breakdown
which, apart from major damage due
to mission accomplishment and backlash, will alert unit
of impending breakdown or insufficiency. Pre-established alternatives Establishing alternative means to
perform critical functions Formulation of alternative measures to
ensure continuity Institute redundancies of materials and
personnel which can immediately
fill any gaps in operation occasioned by
breakdown,
exhaustion of resources, destruction Reconstruction Pre-planning for executing recovery of
(a non-exhaustive listing): data still existing on hard drives of computers otherwise
destroyed, codes and plans needed for
continuation, etc. Lost or ineffective communication Personnel in the arena who are crucial
to continuance but who have been compromised momentarily
for any number of reasons Communication links which have been
compromised through intrusion by hackers, virus/worm
attacks or spy programs Material assets which have been damaged
but are still viable with repair or part replacement Restoration of communication with those
units or service providers and suppliers needed for
providing continuity Identify backup or redundant personnel
or services prepared to perform recovery functions
under adverse conditions if necessary
Develop protocols for repair and
recovery of critical functions. Institution of procedures Perform regular checks of mission
critical functions which should be automatic checks where
possible, Recovery should be accomplished in
accordance with preparation. Where there has not been preparation or
when the unexpected occurs, the training, atmosphere
and the command structure should be capable of allowing for innovation, independent
operation of personal, and acceptance of responsibility at the ground level for
maintaining continuity. Have a cyber incident response (CIRT)
plan Make sure that all communications are
secure or do not transmit sensitive information Provide for remote capabilities in
event of main communication breakdown Develop strategies for filtering
communications which are fraud, intent on disruption or
misinformation. Recovery procedures and alternative
means of communication should be instituted
Provision for dealing with
disorientation, loss of morale, instability Provision should be made for group
support interaction, individual psychological help, debriefing,
and reality checks particularly in sensitive missions Wrap-up Wrap-up is not just the end of the
operation and withdrawal from the field.
It comprises a number of
identifiable operations. In actuality,
wrap-up during the operations at the end of sub-stages is
possible and if handled correctly, effective in
preparation for the next stages of the operation Stabilization Make any successes stable and failures
mollified or turned to advantage based on new
perspectives (lessons learned, data generated which can be useful for future operations) Debriefing Debriefing to some extent should always
occur for those involved to reduce psychological
load, to better understand what happened on the individual and unit level,
desensitization if needed, and learning from individual experiences what
transpired both physically and psychologically Recording procedures Recording of experiences and ideas for
the next operation Replay of crucial operations to learn
for future use Recording of events from the view point
of the participants for historical purposes
and documentation Recording for use in debriefing To prevent reoccurrence or provide for
greater access Analyze and put in place measures which
in a disaster will help prevent a reoccurrence or ease dealing
with it, or to help future missions to operate more effectively Analyze Analysis of data should be carried out
to better understand the causes and lead-ups to successes
and failures and understanding of gaps in supply and operation Editing of real time data transmissions
and analyses made during the operation for future use and
reporting Openness public
relations and reporting rewards given
for accomplishments Aftermath The aftermath is usually considered to be
any operation after the main operation and is
therefore
downgraded in importance and often performed with scant attention. However,
this is in many cases a
new operation and should be treated as such. Many failures are experienced during
this phase which often degrade the successes of the 'main' operation or in some cases
actually saves the operation from its failures. In point of fact, the aftermath
is often more
important than the operation itself since it pre-positions for the next event which may be
deadlier or costlier or wider spread. Cleanup Cleanup, repair, adjust, re-supply,
reposition Restart planning process Adjust planning for new reality – In
many cases none of the old planning is relevant in the new
situation Security Instituting forms of security and
protection of personnel for the long run in often a top priority Setting in place security measures and
protection of affected populations from internal or external
forces Initiate early warning systems on a
number of levels Reassess strategies Reassess and develop new strategies in
all areas to improve early warning, response and control Publish data Position and make readily available
documents and data which will be needed in future actions Analysis from unit and command levels Analyze the outcome from the point of
view of a number of different disciplines. Reconstruct sequencing, timing, availability of materials, personnel and knowledge available. Have different parts of the analysis
team focus on a different aspect of the operation and provide for
feedback and interconnectedness of teams and members during the analysis process. Gather all possible data and, where
appropriate, materials involved and arrange for their storage,
security and safekeeping against all forms of intrusion, or disturbance. Do not allow concentration on any
failed portion of an operation to cloud all the factors which might
have contributed to the incident as it occurred. Review,
evaluation, reconstruction and critique While part of this is accomplished in a
number of ways in the wrap-up, this is
an ongoing process which many have little or nothing to do with
the participants in the operation but with the overall successes
or failures. In some cases this stage
takes years to complete.
Context Some of the events and data can only be
understood within the context of a timeline often running
years before and after an event. Reconstruction Reconstruction of what occurred and the
reasons for successes and failures by the system itself
improves the future response of the system in general. Such reconstruction can be the basis
for reorganization and the changing of suppliers, equipment, data and command
flows, information gathering and use processes within the organization. This is also a basis for learning and
identifying best procedures Critique and investigation panels Set up criteria for the review and critique This should be conducted
by outside and independent sources provides the basis for comprehensive
understanding of the operation. This
will often (if not always) highlight areas not
seen or looked at by all internal critiques and reconstructions If the operation has been publicized,
set up a public forum to obtain feedback and critique some of
which will have perspectives at angles often missed by regular panels. Provide an information database for
review and for any personnel who will be part of the review
process Publication
Publish reconstructions, critiques and
investigations including the successes and failures as future
guides as well as thoughts on how the operation could or should have been accomplished
and internal as well as external restructuring Links
to resources http://www.americanprogress.org/site/pp.asp?c=biJRJ8OVF&b=64326 Center
for American Progress 100 Mistakes for the President to Choose From http://www.afterburnerseminars.com/newsletter/2005/newsletter_200509-2.asp?id=us&source=google The
Six Steps to Mission Planning A valuable
overview of the planning process. (3)
http://www.techcentralstation.com/092205B.html The planning
Illusion by Arnold Kling on
the value of decentralized improvisation and adaptation when faced with real
time problems to be overcome with less emphasis on bureaucratic planning. http://www.gartner.com/5_about/news/disaster_recovery.html The Aftermath: Disaster
Recovery and Planning for the Future – Gartner research
and analysis about the global information technology industry http://www.issa.org/PDF/pressroom/IRBestPractices.pdf New
Incident Response Best Practices by Guidance Software (6) http://www.fpd.finop.umn.edu/groups/ppd/documents/procedure/operations_plan.cfm Developing an Operational (7) http://www.fas.org/irp/doddir/army/p525-70.htm Military Operations Battlefield
Visualization Concept, Training and Doctrine Command, http://www.redcross.org/services/disaster/0,1082,0_601_,00.html Family Disaster Plan developed by the Federal Emergency Management Agency and the American Red Cross. Family Disaster Planning (PDF File) Preparing for Disaster
(A4600)(FEMA 475) (PDF File) http://www.nedcc.org/plam3/tleaf33.htm
Disaster Planning,
Systems
Development Life Cycle, Guidance Document, Information Resources Management , The Department of Justice January 2003 http://www.foreignaffairs.org/20040901faessay83505/larry-diamond/what-went-wrong-in-iraq.html What
Went Wrong in copyright © J. Morgan
Thomas Tel Aviv 2005-2006 all rights reserved |