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In your career experience while assigned to a Battalion, Brigade, or Division command and staff (or equivalent):
(1) How often (on average) did the staff train on or practice the Military Decision-Making Process (MDMP) or the Marine Corps Planning Process (MCPP) during a normal year?
(2) Do you feel that this was an adequate amount of time for your staff to master the MDMP/MCPP as a collective task?
(3) What obstacles do you perceive prevented the staff from a practicing the MDMP/MCPP an adequate amount of time?
(4) At a minimum, how often do you believe a staff should practice the MDMP/MCPP to properly master the process as a collective task?
NOTE: "Mastery" for purposes of this post means that the staff was assessed collective task proficiency of "T" for "Trained" resulting from an external evaluation IAW applicable service training doctrine.
(1) How often (on average) did the staff train on or practice the Military Decision-Making Process (MDMP) or the Marine Corps Planning Process (MCPP) during a normal year?
(2) Do you feel that this was an adequate amount of time for your staff to master the MDMP/MCPP as a collective task?
(3) What obstacles do you perceive prevented the staff from a practicing the MDMP/MCPP an adequate amount of time?
(4) At a minimum, how often do you believe a staff should practice the MDMP/MCPP to properly master the process as a collective task?
NOTE: "Mastery" for purposes of this post means that the staff was assessed collective task proficiency of "T" for "Trained" resulting from an external evaluation IAW applicable service training doctrine.
Planning
Training
Posted 2 mo ago
Responses: 2
During my time at the Division level, we always used MDMP, but only during training exercises and operations. Outside of those, I would characterize the decision making process as a 'hasty' one at best.
During my Battalion time, I would alway make the staff use a deliberate planning model (think 'modified MDMP') for some of the more major decisions, and of course we would use in during operations and exercises.
However, I don't think I've ever encountered an organization that practiced a decision making process (any process) enough to be at a 'T' level.
During my Battalion time, I would alway make the staff use a deliberate planning model (think 'modified MDMP') for some of the more major decisions, and of course we would use in during operations and exercises.
However, I don't think I've ever encountered an organization that practiced a decision making process (any process) enough to be at a 'T' level.
(4)
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Honestly, I have yet to see a BN/BDE/DIV level entity practice/use the MDMP process. Too many times, especially in the Reserves, I have seen the higher echelons give the DRUs the answers (if you want to even call it that), then tell the DRUs to figure out the solution(s) with little to no information. To put it another way
X+Y/A=B; X is unknown, we won't give you Y and you have to figure out A, B=Make it happen anyway.
I can't even remember the last time I witnessed a Decision Brief conducted (outside of SLC).
X+Y/A=B; X is unknown, we won't give you Y and you have to figure out A, B=Make it happen anyway.
I can't even remember the last time I witnessed a Decision Brief conducted (outside of SLC).
(3)
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COL Randall C.
I remember one time when I was a junior LT filling the role of the acting S-2. We were doing COA development and the staff chimed in with the usual ranking of each COA based on their ability to best support, etc. Collectively the staff recommended one COA to the commander and he dismissed them and said he was going to do another COA.
He then turned to me and said, "'2', I want you to come up with the intel to support the COA."
He then turned to me and said, "'2', I want you to come up with the intel to support the COA."
(3)
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MSG (Join to see)
COL Randall C. - As I had an S3 tell me..."Manifest my Will to match the vision of the BC"
(2)
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