Shrinking the JTF Staff: Can We Reduce the Footprint Ashore

摘要

This monograph discusses four factors that influence the reduction of the JointTask Force (JTF) staff and its associated footprint in the area of operations. The first factor is concerned with the degree of personal interaction required on a large staff. The commander and staff actions, necessary for effective information exchange and decisionmaking, require a significant degree of personal interaction. Direct interaction, where dialogue occurs both verbally and non-verbally, serves to minimize miscommunication, generate ideas and inspire subordinates. The second factor is concerned with how future warfighting concepts will allow the JTF to operate with a 'virtual staff.' This will be possible through advanced communications technologies that will speed information flow and transmit an electronic picture of the battlefield as part of the commander's shared mental image. But communication tools cannot displace person-to-person interaction. In a dynamic, complex environment, commanders and staff members cannot be limited to gaining awareness of a developing situation through electronic reports or a camera. They must have the freedom to gain information by experiencing the environment. The third factor is concerned with the significant manpower devoted to addressing a broad range of warfighting, non-traditional and coalition force-related tasks in the area of operations. Operations in Somalia and Haiti illustrate the various specialized staff cells that JTFs form to deal with service differences, language and cultural barriers, and non-military agencies with their own agendas. These tasks will continue to tax the forces committed in theater. The final factor is concerned with the complexity of communications in modern and fixture JTF operations, and the need for hundreds of servicemen and specialists to operate and maintain the communications systems.