1. SponsorProblem AssessRisk SolutionStrategy Measures of Merit (MoM) Human & OrganisationalIssues Scenarios Methods & Tools Data Products 3 6 4 5 7 10 8 9 11 ProblemFormulation Prepare for Success NATO Code of Best Practice (COBP) for C2 Assessment Human and Organizational Factors Chapter 6 Richard E. Hayes Evidence Based Research, Inc.

2. C O B P 2 Human and Organizational Factors Sponsor Problem Assess Risk Problem Formulation Solution Strategy Measures of Merit ( MoM ) ) Human & Organizational Issues Scenarios Models Methods & Tools Data Products 3 6 4 5 7 10 8 9 11 Prepare for Success

3. C O B P 3 Human and Organizational Factors C2 must include the human dimension Maximizing the likelihood of mission accomplishment demands a C2 system characterized by efficient interaction between humans, organizations, and technology Human and organizational issues are central to structuring C2 problems

4. C O B P 4 Key Considerations Addressing human and organizational issues adds complexity Establish relevance of human and organizational factors for the specific C2 assessment problem Ensure availability of empirical evidence and social science expertise Consider parametric treatment of factors versus explicit modeling of human and organizational behaviour

5. C O B P 5 Human Factors Issues Human behaviour Decisionmaking behaviour Command style

6. C O B P 6 Human Behaviour Human performance –Psycho-physiological (stress, fatigue, hunger) –Ergonomic/external factors limiting performance –Individual psychology (risk propensity, decision style) Social interactions among individuals and groups –Interactive processes (shared awareness) –Background (cultural, educational, religious) Assessment possibilities –Team competence –Team experience

7. C O B P 7 Decisionmaking Behaviour Types of decision –Simple Automatable: decision rules or algorithms To know is to decide –Contingent To know is to decide, but Confirmation/ judgement about situation necessary –Complex Alternatives must be created Criteria for selection must be created Capacity of commanders and other decisionmakers (training and experience)

8. C O B P 8 Command Style Attributes of commander –Background (training, operational experience) –Leadership (motivational capability, moral integrity) –Individual attributes (risk propensity, decision style) Organizational style –Decomposition –Versus holistic Command philosophy –Mission-oriented –Objective-oriented –Order-oriented

9. C O B P 9 Human Behaviour in OOTW Human behaviour is even more critical –Tactical-level of decisions may have strategic consequences (media presence) –“Strategic corporal” Multitude of actors –(Para)military, political/ethnical/religious groups, amorphous groupings, aid organisations (IO,NGO) –Diverging interests, different behavioural patterns Perceptions of military actions even more important than their physical effects

10. C O B P 10 Organizational Factors Structure Functional responsibility Operational capacity

11. C O B P 11 Structure of Organization Number of echelons Span of control Linkages between nodes –Hierarchical, spokes of a wheel, multi-connected, networked –Permanent versus transitory relationships –Formal versus informal relationships

12. C O B P 12 Functional Responsibility Distribution of responsibility –Location of functional activities (e.g.,intelligence, logistics, CIMIC) –Distribution of authority –Functional specificity Warfare domain task forces for combined operations Integrated capabilities (mission tailored task forces for joint operations) –Roles Degree of ambiguity in command relationships

13. C O B P 13 Operational Capacity Personnel (background, training, experience) Communication systems and architectures Information processing systems and architectures Operational field experience

14. C O B P 14 C2 Analysis Problem in OOTW Analyst is faced with a (theoretically) large set of complex options Analysis problem: Management of complexity to arrive at efficient options Approach: Integrated Analysis

15. C O B P 15 Integrated Analysis Integrated Analysis implies iterative testing of hypothesises on related sets of key parameters –Starting with a few aggregated parameters that cover the theoretically possible range of options –Narrowing, in each iteration, the bounds for subsequent testing of related sets of ever more disaggregated parameters

16. C O B P 16 Decisionmaking Drivers

17. C O B P 17 Operational Determinates of Headquarters Effectiveness C3I System Function Structure Capability PeopleLinkages Procedures Information Processing RiskEfficiency Operational Environment Speed Effectiveness Activities Level of Detail Relationship Among Elements -Connectivity -Authority -Information Ability to Develop Plans That Achieve Assigned Missions Adaptability Speed Important But Not Sufficient

18. C O B P 18 Case Study: Team Sharp No treatment of individual human behaviour Organizational issues –Intra-military interactions within coalition –Military and non-military (e.g. NGO, IO)

19. C O B P 19 Human and Organizational Issues in the Assessment Addressing human and organizational issues requires interdisciplinary analysis Project leader must be aware of the current state of the disciplines involved Human and organizational issues must be brought into the assessment early Early working relationships with subjects of, or affected by, assessment are important