A report by the Dept. of Defense¿s Command and Control Research Program. Contents: (1) Complexity in Natural and Economic Systems; (2) Concepts for Warfare from Complexity Theory; (3) Evidence for Complex Emergent Behavior in Historical Data; (4) Mathematical Modeling of Complexity, Knowledge, and Conflict; (5) An Extended Example of the Dynamics of Local Collaboration and Clustering, and Some Final Thoughts. Appendix: Optimal Control with a Unique Control Solution. Tables and figures.
Joint Vision 2020 is the conceptual template for how we will channel the vitality of our people and leverage technological opportunities to achieve new levels of effectiveness in joint warfighting.
A selective review of modern decision science and implications for decision-support systems. The study suggests ways to synthesize lessons from research on heuristics and biases with those from "naturalistic research." It also discusses modern tools, such as increasingly realistic simulations, multiresolution modeling, and exploratory analysis, which can assist decisionmakers in choosing strategies that are flexible, adaptive, and robust.
The defense debate tends to treat Afghanistan as either a revolution or a fluke: either the "Afghan Model" of special operations forces (SOF) plus precision munitions plus an indigenous ally is a widely applicable template for American defense planning, or it is a nonreplicable product of local idiosyncrasies. In fact, it is neither. The Afghan campaign of last fall and winter was actually much closer to a typical 20th century mid-intensity conflict, albeit one with unusually heavy fire support for one side. And this view has very different implications than either proponents or skeptics of the Afghan Model now claim. Afghan Model skeptics often point to Afghanistan's unusual culture of defection or the Taliban's poor skill or motivation as grounds for doubting the war's relevance to the future. Afghanistan's culture is certainly unusual, and there were many defections. The great bulk, however, occurred after the military tide had turned not before-hand. They were effects, not causes. The Afghan Taliban were surely unskilled and ill-motivated. The non-Afghan al Qaeda, however, have proven resolute and capable fighters. Their host's collapse was not attributable to any al Qaeda shortage of commitment or training. Afghan Model proponents, by contrast, credit precision weapons with annihilating enemies at a distance before they could close with our commandos or indigenous allies. Hence the model's broad utility: with SOF-directed bombs doing the real killing, even ragtag local militias will suffice as allies. All they need do is screen U.S. commandos from the occasional hostile survivor and occupy the abandoned ground thereafter. Yet the actual fighting in Afghanistan involved substantial close combat. Al Qaeda counterattackers closed, unseen, to pointblank range of friendly forces in battles at Highway 4 and Sayed Slim Kalay.
Network Centric Operations (NCO; also known as Network Centric Warfare) is a key component of Dept. of Defense (DOD) planning for transformation of the military. NCO relies on computer equipment and networked communications technology to provide a shared awareness of the battle space for U.S. forces. Proponents say that a shared awareness increases synergy for command and control, resulting in superior decision-making, and the ability to coordinate complex military operations over long distances for an overwhelming war-fighting advantage. NCO technology saw limited deployment in Afghanistan and, more recently, increased deployment in Operation Iraqi Freedom (OIF). This report, issued in 2007, provides background information and discusses possible oversight issues for Congress regarding DOD's strategy for implementing NCO, which formed a central part of the Bush Administration's plans for defense transformation. This is a print on demand report.
This book begins with a discussion of the nature of command and control. It includes a distillation of the essence of command and control, providing definitions and identifying the enduring functions that must be performed in any military operation. Since there is no single approach to command and control that has yet to prove suitable for all purposes and situations, militaries throughout history have employed a variety of approaches to commanding and controlling their forces. A representative sample of the most successful of these approaches is reviewed and their implications are discussed. The authors then examine the nature of Industrial Age militaries, their inherent properties, and their inability to develop the level of interoperability and agility needed in the Information Age. The Industrial Age has had a profound effect on the nature and the conduct of warfare and on military organizations. A discussion of the characteristics of Industrial Age militaries and command and control is used to set the stage for an examination of their suitability for Information Age missions and environments. The nature of the changes associated with Information Age technologies and the desired characteristics of Information Age militaries, particularly the command and control capabilities needed to meet the full spectrum of mission challenges, are introduced and discussed in detail. Two interrelated force characteristics that transcend any mission are of particular importance in the Information Age: interoperability and agility. Each of these key topics is treated in a separate chapter. The basic concepts necessary to understand power to the edge are then introduced. Then the advantages of moving power from the center to the edge and achieving control indirectly, rather than directly, are discussed as they apply to both military organizations and the architectures and processes of the C4ISR systems that support them.
The capacity and means by which the American Armed Forces defend their nation are entering a paradigm-breaking transition period. Previous transitions have been driven by the technologies of weapons and their platforms. This is not so in the 21st century. Taking the information revolution as a starting point, Battle-Wise argues that only by strengthening the relationship between information technology and brain matter will the U.S. military enhance its ability to outsmart and outfight future adversaries. Our aim is to understand whether and how advantages in thinking and decisionmaking under operational conditions can affect outcomes victories or defeats especially in networked warfare. It is important to identify as precisely as possible the mental abilities, such as anticipation and rapid adaptation, that are of greatest utility in networked operations and thus in strategic competition so that these abilities can be emphasized in the ways that military personnel are recruited, taught, developed, and organized. The role of the mind in networked warfare is still unknown. This book is meant to raise ideas, issues, and possibilities, as well as at the risk of seeming presumptuous a potential framework.
