Disruptive solutions process: Difference between revisions

Revision as of 18:22, 12 April 2021

Revision as of 21:46, 12 April 2021

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==Overview==

Typical defense industry bureaucratic approach to problem -solving involves exquisite, enterprise solutions requiring long lead times, the establishment of large, standing teams, and relative inflexibility. The long development cycles and lead times associated with this approach sometimes result in fielding a solution that is no longer relevant.<ref>[https://archive.today/20140503132704/http://www.nationaldefensemagazine.org/blog/lists/posts/post.aspx?ID=661]</ref> Recent attempts to resolve inefficiencies may include overwhelming with superior funding, resources, and manpower—for example, take any major weapon systems development such as a new fighter jet or IT system.<ref>[http://www.armytimes.com/article/20140403/NEWS/304030061/Lawmakers-scold-DoD-medical-records-failure]</ref> Conversely, when resources are constrained, bureaucratic staff adopt a tactic of continuous process improvement, similar to that espoused in [[Kaizen]], [[total quality management]], and [[Lean Six Sigma]]. This further discourages innovation and perpetuates low value programs and work teams that should be eliminated altogether rather than "improved".

Because most preventable "safety" mishaps are caused by human factors (83% of Fiscal Year 2007 Air Force major mishap costs due to human factors per AF Safety Center)<ref>Catalog of Air Force Statistics by Aircraft Type, considered typical for US Military [http://www.afsc.af.mil/organizations/aviation/aircraftstatistics/index.asp] {{Webarchive|url=https://web.archive.org/web/20081205120401/http://www.afsc.af.mil/organizations/aviation/aircraftstatistics/index.asp |date=December 5, 2008 }}</ref> and can be traced to human cultural and behavioral issues, according to DSP, safety can and should uniquely apply a "disruptive" solution set to addressing the issues. Such a disruptive, iterative approach may not be appropriate in otherwise hardware-centric, large budget programs, such anas aircraft procurement and production.

To address the safety cultural issues associated with mishap prevention in a large bureaucracy, Air National Guard safety directorate pursued a disruptive approach in requirement definition, problem identification, solution vetting, funding, and procurement. Using Boyd's Observe, Orient, Decide, Act [[OODA Loop]] to assess the efficiency and effectiveness of the process, DSP was created. However, taking on a bureaucracy is not without its downside. Fiefdoms and stovepipes{{clarify|date=July 2019}} within the system attempt to protect their "turf" and "lanes" with rules, regulations, and non-stop administrative delays and paperwork. All this requires commitment to a long-term solution set, while constantly changing the solution itself in order to work through the bureaucratic hurdles.

The DSP approach is both persistent and adaptive, which makes it entrepreneurial, according to Christopher Gergen and Gregg Vanourek in their article "Fending off the Recession with 'Adaptive Persistence'"," published in the Harvard Business Review, April 2009. They write... "Persistence is about refusing to give up even in the face of adversity. Adaptation is about shortening the time to success through ingenuity and flexibility. 'Adaptive persistence' entails alternating between anticipation, changing course, and sticking with it, deftly navigating that paradox with aplomb."<ref>[http://blogs.harvardbusiness.org/gergen-vanourek/2009/04/fending-off-the-recession-with.html Adaptive Persistence article from HBR]</ref>

==Basic process==

The "process" is executed similar to a [[venture capitalist]]'s portfolio of projects in that the team invests small amounts of resources in many disruptive ideas. Steps in the process are not rigorous and may be eliminated, combined, or reordered as appropriateappropriately to the desired outcome. Then the team assesses initial demonstrations and validations (DEM/VAL) of those solutions, choosing only to fully develop those that show success and return on the investment. Within the simplified OODA (Observe, Orient, Decide, Act) model, step 1 would be observe, steps 2 and 3 combine to form orient, steps 4 and 5 are decide, and step 6 is actAct.

Essentially DSP is a six-step process that runs counter to the military mantra of "requirements -driven", which is backwards-looking, and focuses instead on projecting future market needs that will eventually become formal requirements, but not currently identified as such. Accomplish This is accomplishedthis by looking at front-line problem solving activity and scaling these solutions up. These six steps, when applied rapidly, can get ahead of recognition, providing viable solutions at the point and time of need:

1. POLL FIELD—IDEA MINING: use network of professionals at the field unit level to identify best practice mishap prevention, education, mishap investigation, procurement, and other tools. Project unpublished requirements by including end-use customers in the idea mining process. Look for full and partial solutions.

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==History and program successes==

DSP was initiated during [[Operation Iraqi Freedom|OIF]] in 2004, when a joint, interagency team, led by then-Major Edward Vaughan and then-Major Cameron Guthrie, created Project BLACK MOUNTAIN. The project evolved from a combined requirement to better share real-time tactical data among ground and air forces, as well as promote [[mid-air collision]] avoidance (MACA) within the [[area of responsibility]] (AOR). This project, which is no longer classified, assembled an ad hoc tactical datalink using in situ components within an Internet Protocol-normalized network throughout [[United States Central Command]]'s AOR. Data from otherwise incompatible systems waswere shared in near real time using data packet conversion methods, developed on ___location. BLACK MOUNTAIN provided a viable fill in the gaps left by the dismantled Battlefield Universal Gateway Equipment (BUG-E)<ref>[https://books.google.com/books?id=GKZx1vwaQ54C&pg=PA50&lpg=PA50&dq=SADL+Gateway+in+Iraq&source=bl&ots=JTyfCSAReo&sig=KbrpxneqzJnzPUFChP4akF9_wa0&hl=en&sa=X&ei=NudkU8bbK4HMsQSF0oHoBQ&ved=0CEYQ6AEwAw#v=onepage&q=SADL%20Gateway%20in%20Iraq&f=false]</ref> gateway solution by distributing a redundant, universal concept of operations to remote stations. The disruptive and austere nature of the solution project, and its unexpected and rapid success, led to the creation of DSP as one way of streamlining bureaucracy in both combat non-combat environments.

More recently, DSP has been used in the [[Air National Guard|ANG]] and [[USAF]] to create and field mishap prevention programs. Safety programs created, executed, or developed using DSP: