| dc.description.abstract | The field of battle today is ever changing, and change in any situation often generates utter chaos and confusion. If change cannot be controlled or mitigated, it has the potential to create grave danger to American fighting forces. Information developed in the research should aid in determining what actions could be taken to minimize the loss of life on battlefields as soldiers are introduced to unexpected changes.
The purpose of this research was to analyze how battlefield commanders’ initially react to unexpected change in a combat environment. It is especially important that leaders remain vigilant when operating in hostile environments since there are few “second chances” in handling change; the consequences of experiencing unexpected change are often either survival or death. The initial reaction to change is crucial in determining whether mitigation strategies can be applied toward managing that change.
The general objectives for the research were to determine if training can improve how individuals adjust to change; to determine if individuals can minimize the effects of introduced change by taking specific, immediate actions; and to determine if such actions would ultimately be expected to lead to greater survivability.
One of the several specific realms of the research conducted involved determining whether training could help in identifying unexpected changes sooner, aiding in minimizing the effects of such changes. Another specific research realm involved analyzing how individuals work through unexpected change.
Various important issues relating to unexpected change were identified in the research. Carelessness and complacency were found to be important factors that can contribute to the impact of unexpected change. Another contributing factor is team members not thinking alike, due to lack of experience in working together. When team members had little experience working together, outcomes were not in their favor.
The research revealed a considerable amount of useful information, helping to bridge the gap between the problem of unexpected change and its effective management. Results from a literature review were unanimous in supporting the idea that individuals need to specifically identify unexpected change as quickly as possible to increase the chances of survival – to the extent possible, even before the change occurs. To summarize other key literature findings in simple terms, soldiers are more successful when, faced with unexpected change, they keep an open mind, accept the change, and do what is necessary to get through the change.
Results from the original research conducted suggested that survival of unexpected change is directly proportional to how quickly individuals adapt to the change. This adaptability leads to individuals performing actions quicker than the enemy, or than the change being introduced, gaining important advantage.
Key elements in battlefield commanders’ preparing for, and responding to unexpected change as identified from this research are mission debriefs and the sharing of lessons learned; but the most significant research finding was that the ability to predict change, or have almost instantaneous recognition of that change, is perhaps the most important capability for battlefield commanders in adjusting to change. Among other key elements in effectively reacting to unexpected change, better communication was also identified as tending to produce more positive results when unexpected change is encountered. Research results also suggested that better training made it easier for individuals to adjust to change. This training eventually led to soldiers reverting back to the Commander’s intent, enabling them to quickly decide on follow-on actions that helped them overcome change. | |
