ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
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Chapter 2 14 ATP 5-0.2-1 07 December 2020 2-33. Some things to consider include, but are not limited to, the following: Desired conditions. Objectives. Tasks. LOEs. Resource estimates. Acceptable level of risk. Risk-mitigation measures. Combinations of actions. Broad, general actions that might facilitate movement toward a desired state. Logic or rationale behind why these broad, general actions will work. 2-34. Present findings as an answer to the question, such as "How do we get from the current state to the desired end state?" Use a graphic and a narrative to explain. Once the commander approves the concept, planners can use the MDMP to create a plan for subordinate units to execute. 2-35. Some final thoughts on ADM— Design is not a linear process. Without exception, commanders and staffs move back and forth between frames when they develop a design, plan, prepare, and execute. Design's four questions do not comprise a procedure. Adopt the virtue of humility. Expect error and try to anticipate change. Be aware of the need to reframe. Staff members cannot develop a design alone. Staffs must work in groups. A rule of thumb is to include six to nine people on the core team, and bring in other subject-matter experts as needed. Attempt to capture all relevant perspectives through personal or group narratives. Use their words and images. Employ multiple disciplines, frameworks, theories, and models. Prevent "paralysis by analysis" by having a leader in charge. Keep in mind that clashing perspectives are desirable, because opposing perspectives result in integration of relevant variables, relationships, and dynamics into the frames. Disagreements ultimately result in a shared understanding of the environment, the problem, and the solution. To have a clash of perspectives and the creation of a shared narrative, leaders and design practitioners must cultivate the free, open exchange of perspectives to create a shared narrative. Struggle to find the right amount of detail in your frames. Both too much and too little detail is unhelpful. Keep in mind that the whole is likely greater than the sum of its parts. Many activities are simultaneously transpiring in the environment. The goal is to understand how the variables and relationships between them interact to affect the whole. Keep in mind the environment is dynamic, not static. Ask, "How will our interventions affect the environment?" Be aware of feedback loops. Plan actions to learn more about the environment. Plan actions that create opportunities. Understand that, in human affairs, "end states" are not the goal. Achieving a desired state for a certain duration is the objective.