Publication: FA Journal
Publication Date: 01-SEP-06
Delivery: Immediate Online Access
Author: Daugherty, Timothy J. ; Wells, G. Damon
Article Excerpt
The process of receiving, assimilating, filtering and conveying relevant information to an individual is a challenge that every Army leader will experience. Over the course of many combat deployments, it becomes evident that the concept of too much or too little information can cost commanders their ability to make sound decisions. Outlining information and determining for the commander where the critical decision must be made set the conditions for success.
The 4th Fires Brigade at Camp Liberty, Baghdad, Iraq, has taken information management to the next level. During pre-deployment training and the beginning phases of the 4th Infantry Division's (4th ID's) role in Operation Iraqi Freedom (OIF) 05-07, the fires brigade sought ways to improve and streamline the application of information management.
Based on the principle of an information band of tolerance (IBOT) that falls in a spectrum of all available information, the optimal amount of information conveyed is that required to make a viable decision. (See the IBOT model in the figure on Page 34.) The top line of the model is the theoretical state when all information flowing in for decision-making would be too overwhelming. Consequently, it does not support decision-making requirements. The bottom line represents minimal information flow and, again, does not lead to an effective decision.
The "garrison" or peacetime environment on the model encourages a wide IBOT. Leaders can accept and manage more information and discard irrelevant information in garrison. They also can accept less information because they can request more information later, if needed. In garrison, it is common for leaders to be presented the same information many times before a decision is needed.
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The IBOT model represents the change in information flow as a unit transitions from garrison to wartime operations.
Leaders in a deployed unit make far more critical decisions than garrison leaders on a daily basis. In fact, almost every decision a deployed leader makes has implications for accomplishing the mission and the well being of Soldiers.
In the high-stress deployment environment, the IBOT is much smaller and the information flow is more concise. The potential severe consequences of a poor decision force this IBOT into a tighter "band." Too much information wastes time and clutters the decision-making process. Too little information causes the leader to either make the wrong decision due to simple ignorance or requires a request for more information, which wastes time at a critical moment.
During a combat deployment, those key decisions that produce a measurable effect (positive or negative) on the commander's unit are greater in number and individual importance. This greater number of critical decisions is based on the principle that leaders are programmed to have certain levels of interest in decisions of varying severity made in their units.
However, the leader who focuses on everything, focuses on nothing.
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Limitations imposed on a leader's schedule always have the same result: inefficient use of time leads to untimely or poor decisions. A staff that can effectively "manipulate" time by focusing on a narrow IBOT will create an environment that is conducive to decision making.
IBOT Movement. Think of the IBOT as a band of "wavelengths." The total IBOT rarely fluctuates as a whole. A variety of different topics comprise the IBOT, and this represents the sum of the scope of...
NOTE: All illustrations and photos have been removed from this article.
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