"Ths report documents the analysis, design, and development of the Military Decision-Making Process (MDMP): A Prototype Training Product. The MDMP product is a computer-based, stand alone training support package to assist individuals and staffs of light infantry brigades in learning to participate in the military decision-making process. The product consists of a compact disk that presents a self-paced course of instruction on now to conduct the MDMP. Doctrinal fundamentals based on FM 101-5 Staff Organization and Operations, serve as the basis. The course also contains numerous tactics, techniques, and procedures (TTP) that will assist staff officers in understanding and mastering their individual skills and their role in the collective process. This program, sponsored by ARI, was coordinated with the Joint Readiness Training Center leader's Training Program."--DTIC.

"This report documents the analysis, design, and development of the Division Level Military Decision-Making Process (MDMP) training product. The division level MDMP product is a computer-based, stand alone training support package envisioned to be used by the U.S. Army Command and General Staff College (CGSC) to augment existing CGSC instruction on the MDMP. The product, a computer disk, provides a self-paced, detailed discussion of the steps of the MDMP, focusing on the battle staff at the division-level. Field Manual 101-5 Staff Organization and Operations served as the doctrinal source reference. The course also contains selected tactics, techniques, and procedures (TTP) that aid the CGSC student in conducting staff integration and coordination during mission planning. This project was coordinated with the CGSC."--Stinet.

Since 2004, the US Army has started a revolution of reorganization and doctrine development throughout its Combat, Combat Support and especially Combat Service Support “logistics” organizations, known as “Transformation.” In the logistics or “Sustainment” arena, the Army’s concept towards supporting other units has changed from the old “out-stockpile” the enemy concept towards a system used by modern civilian distributors – “Just-In-Time” sustainment, leaving planning and synchronizing throughput of commodities and support to the customer with little margin of error. To successfully accomplish this, Sustainment planners must thoroughly understand the Military Decision Making Process or “MDMP” for short. Conducting a Sustainment oriented MDMP is essential in integrating the Sustainment War Fighting Functional Area into the unit’s plan and for ensuring a synchronized and supportable course of action. Successful integration is a result of having the right personnel, available tools, correct MDMP methodology, and synchronized timeline throughout the process. If this guide can assist logistics’ planners in accomplishing this process, then it has accomplished its intent and mission.

"This report describes a concept experimentation assessment of battle command information requirements and military decision making in the 2010-2015 timeframe. This research was the first in a series of concept experimentation programs (CEPs) planned by the Mounted Battlespace Battle Lab (MBBL) at Fort Knox, KY, to re-engineer command and staff operations. This report focuses on research methods, exploratory results, and recommendations on method improvements for assessing battle command information requirements and the military decision making process (MDMP). The exploratory results provide a benchmark for future efforts and suggestions for improving information systems and future evaluations. Limitations and lessons learned on research methods are considered. Method recommendations address measurement approach issues, such as mission, enemy, terrain, troops, and time (METT-T) structure for determining information requirements, and the applicability of the MDMP in a real-time information environment. Recommendations on manual measures address the timing and scope of assessment and respondent workload. Finally, recommendations on instrumented measures stress reducing respondent workload and increasing measurement scope and precision."--Stinet.

Based on his background, education, training, and the information available at the time of his attack, Lieutenant Colonel George Armstrong Custer made good decisions as he lead the 7th Cavalry in its defeat at the Little Bighorn. Custer received the standard pre-commissioning education that West Point used to mold all future Army leaders. That education served him well in the Civil War where he enjoyed tactical success and a meteoric rise to fame and high rank. Following that conventional conflict, Custer entered into world of irregular warfare and voluntary forces. His defeat at the Little Bighorn ended 10 years of development as an unconventional warrior. Despite the common perception that his decisions invited disaster, by using the current Military Decision Making Process, and the intelligence available to him professionals of today can recreate the command decisions he made that day in June 1876 and possibly conclude that they were not to blame for the defeat. Custer’s military decisions are very similar to those a current leader would make using current military decision making doctrine.

President Bill Clinton, speaking as might any commander-in-chief, on the eve of his decision to deploy ground troops to Bosnia in 1995, declared he had "no responsibility more grave than putting soldiers in harm's way." Such a statement suggests that a study of the decision-making process associated with the weighty matters of using force would be enlightening. Indeed, it is. The decision-making process is far from standardized nor is it simple. While all individuals associated with important decisions about national security and the lives of America's service members take their responsibilities seriously, the processes by which they reach their conclusions are varied and complicated. The book traces eight traditional and emerging theories or models of decision-making by first explaining the components of each model and then by analyzing its practical application through three case studies. Each chapter concludes with a discussion of the utility and explanatory power of the particular model. Instructors considering this book for use in a course may request an examination copy here.

You already know that logistics is hard, it should not be, but it just is. The key components to supply and movement consist of receive, store, issue, and move. It should be that simple. Bottom line: it just is not that simple. There are too many moveable parts where the synergy of the operation could provide a scenario where the combined requirements needed to sustain a theater are greater than the sum of their individual effects or capabilities. . This book outlines some of these logistical components and their doctrinal relationship to the operation, as well as provides some new ideas. . The chapters are formatted in a fashion that offer the reader the doctrinal concept that the operation or function is based on, and then presents new theories on how to better execute the logistical function or capability as it relates to the operation. . The goal is to discuss those hard logistical topics and their conception to improve the general knowledge and understanding on "why it happens", and "how we can improve the outcome".

Decision-Making in Emergency Management examines decisions the authors have made over their careers based on their combined training, experience and instinct. Through a broad range of case studies, readers discover how experience impacts decision-making in conjunction with research and tools available. While the use of science, data and industry standards are always the best option when it comes to handling emergency situations, not all emergency situations fit one known solution. This book comprehensively explores the question "Is ‘instinct’ a viable factor when faced with a challenging situation and how close does it match up with the best science available?" Includes case studies from natural and manmade disasters, providing readers with decision-making skills in various global settings Provides readers the opportunity to learn from someone else’s decisions Inspires emergency response personnel to continuously pursue learning, question their strategies and apply changes as appropriate