Incorporating Army Design Methodology into Army Operations: Barriers and Recommendations for Facilitating Integration.

摘要

With the March 2010 publication of FM 5-0, The Operations Process, the U.S. Army formally introduced Design into its doctrine (Headquarters; Department of the Army, 2010). Design is defined in FM 5-0 as a methodology for applying critical and creative thinking to understand, visualize, and describe complex, ill-structured problems and develop approaches to solve them (p. 3-1). Though many people contend that successful commanders have always performed Design, the codification of Design in doctrine represents a significant organizational change for the Army. Organizational change efforts are often met with resistance, and the intended benefits of the change may go unrealized. The goal of this research effort was to identify and document significant organizational barriers to integrating Design into Army operations, and develop recommendations for mitigating those barriers. The research team conducted a literature review and in-depth interviews with subject-matter experts to identify obstacles to adoption of Design. A number of barriers have the potential to create significant impediments to the integration of Design, including: terminology and language barriers, conceptual barriers, organizational culture barriers, command-level barriers, and applications barriers. A series of recommendations are made for mitigating the identified challenges and facilitating the integration of Design into Army operations.