Innovation Methodologies for Defence Challenges: On Design Thinking and Organic Approaches
DOI:
https://doi.org/10.35926/HDR.2020.2.3Kulcsszavak:
design thinking, wicked problems, Clausewitz, complexity, tame problemsAbsztrakt
It is a commonplace to state that the operational environment is inherently complex. In such a volatile, uncertain, complex and ambiguous, or in short VUCA, environment traditional approaches to plan, prepare and execute missions are no longer applicable. VUCA environment features challenges and problems that can be either tame or wicked. A tame problem is linear in nature and yield to engineering approaches. It is decomposable into parts and solvable through a chain of causal assumptions. The bulk of problems, however, posed by the VUCA environment is wicked and not amenable to linear solutions. These problems require design thinking that is a novel approach. Design thinking is a conceptual tool to deliver non-linear solutions by taking advantage of right-brain creative thinking and left-brain analytical thinking. If applied properly, design thinking can make the best of both worlds.
Hivatkozások
Ackoff, R. T. “Fundamentalism and Panaceas”. Systemic Practice and Action Research 14/1. 2001. 3–10.
Alberts, D. S., Garstka, J. J., Hayes, R. E. and Signori, D. A. Understanding Information Age Warfare. Washington DC: CCRP, 2001.
Ambrose, G. and Harris, P. Design Thinking, the Act or Practice of Using your Mind to Consider Design. Lausanne: AVA Book, 2010.
Anderson, W. R., Husain, A. and Rosner, M. “The OODA Loop: Why Timing is Everything”. Cognitive Times, December 2017. https://www.europarl.europa.eu/cmsdata/155280/WendyRAnderson_CognitiveTimes_OODA%20LoopArticle.pdf, Accessed on 2 April 2020.
Axelrod, R. and Cohen, M. D. Harnessing Complexity, Organizational Implications of a Scientific Frontier. New York: The Free Press, 1999.
Baranger, M. “Chaos, Complexity, and Entropy: A physics talk for non-physicists”. http://necsi.org/projects/baranger/cce.pdf, Accessed on 24 November 2015.
Beyerchen, A. D. “Clausewitz, Nonlinearity and the Unpredictability of War”. www.clausewitz.com/CWZHOME/Beyerchen/CWZandNonlinearity.htm, Accessed on 2 August 2015.
Briggs, J. and Peat, D. F. Turbulent Mirror: An Illustrated Guide to Chaos Theory and the Science of Wholeness. New York: Harper & Row, 1989.
Christensen, C. M. and Raynor, M. E. “Why Hard-Nosed Executives Should Care about Management Theory”. Harvard Business Review 81/9. 2003. 67–74.
Cilliers, P. Complexity and postmodernism: Understanding complex systems. London: Routledge, 1998.
Clausewitz, C.: On War. London: Everyman’s Library, 1993.
A Concept Framework for Effects-Based Operations: White Paper Version 1.0. Suffolk: JFCOM, 2001.
Czerwinski, T. Coping with the Bounds, Speculations on Nonlinearity in Military Affairs. Washington DC: CCRP, 1998.
Emmeche C., Køppe, S. and Stjernfelt, F. “Explaining emergence: Towards an ontology of levels”. Journal for General Philosophy of Science 28. 1997. 83–117. DOI: 10.1023/A:1008216127933.
Flood, R. L. “Knowing the Unknowable”. Systemic Practice and Action Research 12/3. 1999. 247–256. DOI: 10.1023/A:1022447617323.
Gleeson, D. J., Linde, G., McGrath, K., Murphy, A. J., Murray, W., O’Leary, T. and Resnick, J. B. New Perspectives on Effects-Based Operations: Annotated Briefing, Alexandria: Institute for Defense Analyses, Joint Advance Warfighting Program, 2001.
Griffin, D., Shaw, P. and Stacey, R. “Knowing and Acting in Conditions of Uncertainty: A Complexity Perspective”. Systemic Practice and Action Research 12/3. 1999. 295–309. DOI: 10.1023/A:102240380230.
Huss, J. “Exploiting the Psychological Effects of Air Power, A Guide for the Operational Commander”. Aerospace Power Journal 13/4. 1999. 23–32.
Jobbagy, Z. “From Effects-based Operations to Effects-based Force: On Causality, Complex Adaptive System and the Biology of War”. PhD Thesis. Leiden: Leiden University, 2009. https://openaccess.leidenuniv.nl/handle/1887/14044.
Jobbagy, Z. “Wars, Waves and the West: Putting Effects-Based Operations into Context: TNO report DV1 2004 B077”. Hague: TNO, 2005.
Kurtz, C. F. and Snowden, D. J. “The new dynamics of strategy: Sense-making in a complex and complicated world”. IBM Systems Journal 42/3. 2003. 462–482.
Lefebvre, E. and Letiche, H. “Managing Complexity from Chaos: Uncertainty, Knowledge and Skills”. Emergence 1/3. 1999. 7–15.
Levin, S. A. “Complex Adaptive Systems: Exploring the Known, the Unknown and the Unknowable”. Bulletin of the American Mathematical Society 40/1. 2003. 3–19.
Liedtka, J. The Essential Guide to Design Thinking. Charlottesville: Darden Executive Education, 2015.
Lissack, M. R. “Complexity: the Science, its Vocabulary, and its Relation to Organizations”. Emergence 1/1. 1999. 110–125.
Lorenz, E. N. The Essence of Chaos. London: UCL Press, 1993.
Mann, E., Endersby, G. and Searle, T. Thinking Effects, Effects-Based Methodology for Joint Operations. Maxwell AFB: Air University Press, 2002.
Mann, S. R. “The Reaction to Chaos”. In Alberts, D. S. and Czerwinski, T. J. (ed.), Complexity, Global Politics, and National Security. Washington DC: National Defence University, 1997. McNicoll, I.
“Effects-Based Operations: Air Command and Control and the Nature of the Emerging Battlespace”. RUSI Journal 148/3. 2003. 38–44.
Nicolis, G. and Prigogine, I. Exploring Complexity: an introduction. New York: W. H. Freeman and Company, 1989.
Perrow, C. Normal Accidents, Living with High-Risk Technologies. New York: Basic Books, 1984.
Porkoláb, I. and Zweibelson, B. “Designing a NATO that Thinks Differently for 21st Century Challenges”. Defence Review 146/S1. 2018. 196–212. https://kiadvany.magyarhonvedseg.hu/index.php/honvszemle/article/view/235.
Prigogine, I. and Stengers, I. Order out of Chaos: Man’s New Dialogue with Nature. London: Heinemann, 1984.
Rittel, H. W. and Webber, M. M. “Dilemmas in a General Theory of Planning”. Policy Sciences 4/2. 1973. 155–169. DOI: 10.1007/BF01405730.
Rosenau, J. N. “Many Damn Thing Simultaneously: Complexity Theory and World Affairs”. Theoria: A Journal of Social and Political Theory 94. 1999. 48–66.
Russ, M. and Bacon, J. “Organizational Extinction and Complex Systems”. Emergence 1/4. 1999. 71–96.
Salmon, W. C. “Causation”. In Gale, R. M. Blackwell Guide to Metaphysics. Oxford: Blackwell, 2002. 19–42.
Snowden, D. and Stanbridge, P. “The Landscape of Management: Creating the context for understanding social complexity”. ECO Special Double Issue 6/1-2. 2004. 140–148.
Snowden, D, “The Paradox of Story”. Scenario and Strategy Planning 1/5. 1999. 16–20.
Stacey, R. D. Strategic Management & Organisational Dynamics. London: Pitman Publishing, 1996.
Tasaka, H. “Twenty-first-century Management and the Complexity Paradigm”. Emergence 1/4. 1999. 115–123.
Van Riper, P. K. Planning for and Applying Military Force: An Examination of Terms. Carlisle: US Army War College, Strategic Studies Institute, 2006.
Van Riper, P. K. “Precision and Clarity in Military Language”. Manuscript. 5 September 2006.
Waldrop, M. M. Complexity, The Emerging Science at the Edge of Order and Chaos. London: Viking, 1992.
Webster’s Third New International Dictionary of the English Language. Unabridged. Springfield: Merriam-Webster Inc., 1981.