MAGAZINE
FALL 2020
Problem Solving in
a
Joint Multinational Headquarters
:
Three Key Skills
By U . S . Army Major Mike RYBACKI , NRDC-Spain German Army Lieutenant Colonel Sebastian KIEFER , NRDC-Spain
“ Eleven nations , one team ” serves as the motto for the NATO Rapid Deployable Corps - Spain ( NRDC-ESP ). At its most basic level , the motto demonstrates the valued commitment of multiple nations towards the collective defense against adversarial forces and institutions . The motto also serves as a reminder of potential challenges associated with mission accomplishment given a diverse team with an even larger constituency . Problem solving at a multinational headquarters can be complicated at nearly every step of the way : Defining the problem , developing options , evaluating options , and achieving consensus on an action plan . Those challenges may be further complicated by the inherently joint roles and backgrounds of members . Members of the headquarters , for many positive reasons , are often assigned to the organization because of their diversity of perspective , experience , and values . These attributes inevitably focus a member ’ s attention , organize their mental processes , and ultimately guide their actions . Theories such as Hofstede ’ s Five Cultural Dimensions suggest that observable cultural differences represent only the “ tip of the iceberg ” of already ingrained organization culture1 .
Organizations can and should draw from a number of frameworks to mitigate dissonance . The purpose of this article , which is written from the perspective of two field grade officers assigned to the headquarters , is to consider which tools , frameworks and skills apply to problem solving within NRDC-ESP and similarly structured organizations . The three key skills that will be discussed in greater detail are :
1 ) Follow a Process . 2 ) Understand before Advocating . 3 ) Interests over Positions .
Follow a Process . Doctrine , as defined by Allied Joint Publication - 01 ( AJP-01 ), is “ the fundamental principles by which military forces guide their actions in support of objectives .” 2 The stated purpose of doctrine is to “ free joint force commanders ( JFCs ) and their staffs to focus their efforts on solving problems at the tactical , operational and strategic level .” 3 This freedom is achieved because doctrine provides staff members with the process to define problems , generate options , and evaluate those options . Without baseline tools , the Joint Force Commander and the staff assume risk in duplication of efforts , inefficient systems , as well as a whole host of other cognitive biases . Leveraging doctrine as the “ point of departure ” enables efficiency by reducing ambiguity for planning and problem solving . Members unfamiliar with their organization can quickly contribute in a meaningful way by adhering to a standardized , published process . Doctrine fills this role . Additionally , doctrine provides cultural perspective and a common professional language4 , both of which are necessary in a joint multi-national headquarters . In the headquarters , two such guiding documents provide thorough and detailed instructions on the process for solving problems in a military headquarters . At the operational level , the Comprehensive Operations Process Directive ( COPD ) details a six step problem solving process to change a current system state5 into a desired system state . At the tactical level , the NATO Tactical Planning
( 1 ) Hofstede , Geert . Culture ’ s Consequences : International differences in work-related values . Page 11 .
( 2 ) Allied Joint Publication-01 ( AJP-01 ): Allied Joint Doctrine . Edition E , Version 1 . NATO Standardization Office , 2017 . Page 1-1 .
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( 3 ) Joint Publication 1 ( JP-1 ): Doctrine for the Armed Forces of the United States . Page I-1 . ( 4 ) Army Doctrinal Publication ( 1-01 ): Doctrinal Primer . Washington . Page 1-3 .
( 5 ) Allied Command Operations Comprehensive Operations Planning Directive . Version 2.0 Belgium , 2013 .