Agile Networking in Command and Control Export

@article{citeulike:1621863, abstract = {Agile networked command and control (C2) should lead to a flexible and responsive force that can better deal with a highly uncertain, dynamic chain of operational events. Four essential elements of networked C2 are described, each with network characteristics of their own: cause-and-effect networks, social networks, information networks, and ICT networks. These form the basis for the development of agile C2.}, author = {Essens, P. and Spaans, M. and Treurniet, W.}, citeulike-article-id = {1621863}, citeulike-linkout-0 = {http://www.dodccrp.org/files/IC2J_v1n1_06_Essens.pdf}, comment = {There's a lot of stuff that's regurgitated Alberts \& Hayes and Grisogono. I do like their comments on COP (common operating picture)... much more realistic than others I have seen. It also talks a bit about demands for detailed information at a political level, to that I would also start looking at why (I think the real demand is from the speed of media these days). Some interesting quotes: ``Since most intended effects are not physical but psychological, it is harder to collect quantitative data. A practical solution is the use of psychological research methods and expert judgment of the results obtained. For instance, winning the hearts and minds of the population and influencing their behavior is one of the important outcome measures of interest. The measurement and quality of data might be improved by using local polling agencies, which would avoid the connotation of a military purpose.'' ``As a consequence of the approach described above, the ” C” of the term COP does not mean that everyone receives the same information. Nor does the ” O” mean that a COP is limited to the operational level, or the ” P” that a COP is only a (graphical) picture.'' ``Situation understanding (SU) is one level beyond SA and deals with the understanding of what is going on, what the intentions of all relevant parties are, how these parties will most likely act to implement these intentions and what is possible and what should be done to implement one's own intentions.'' ``As such they will enrich this information, search for more details, recognize patterns, relationships, higher level abstrac- tions, and aggregations, etc. This is not a linear process but instead consists of continuous iterations that will result in implicit interme- diary products (awareness or understanding that is not yet rich enough for the purpose).'' (ties in nicely with Jeff Cares' book) Ones I have a different perspective on: ``It is probably acceptable for the task executors to know what the aim is in a specific village; however, it is desirable that they understand what information might be relevant for higher echelons or decision- makers. This can be enhanced by giving them clear guidance on the information requirements of the higher echelons.'' I think that the information requirements shouldn't be something that is "set and forget" but rather something that evolves with time---eg. perhaps cultural factors or local "goings on" in the village may turn out to be critical but hadn't been initially considered. ``...connections with the other levels of command, including the lower (and lowest) command levels. This will enable them to quickly switch between levels of command and the related operation details.'' ...or overload them. }, journal = {The International C2 Journal}, keywords = {agility, c2, network-centric-warfare, networks}, number = {1}, pages = {177--210}, posted-at = {2007-09-05 07:16:24}, priority = {0}, title = {Agile Networking in Command and Control}, url = {http://www.dodccrp.org/files/IC2J_v1n1_06_Essens.pdf}, volume = {1}, year = {2007} }

TY - JOUR ID - citeulike:1621863 L3 - citeulike-article-id:1621863 N2 - Agile networked command and control (C2) should lead to a flexible and responsive force that can better deal with a highly uncertain, dynamic chain of operational events. Four essential elements of networked C2 are described, each with network characteristics of their own: cause-and-effect networks, social networks, information networks, and ICT networks. These form the basis for the development of agile C2. IS - 1 JF - The International C2 Journal EP - 210 TI - Agile Networking in Command and Control VL - 1 SP - 177 KW - agility KW - c2 KW - network-centric-warfare KW - networks N1 - There's a lot of stuff that's regurgitated Alberts & Hayes and Grisogono. I do like their comments on COP (common operating picture)... much more realistic than others I have seen. It also talks a bit about demands for detailed information at a political level, to that I would also start looking at why (I think the real demand is from the speed of media these days). Some interesting quotes: ``Since most intended effects are not physical but psychological, it is harder to collect quantitative data. A practical solution is the use of psychological research methods and expert judgment of the results obtained. For instance, winning the hearts and minds of the population and influencing their behavior is one of the important outcome measures of interest. The measurement and quality of data might be improved by using local polling agencies, which would avoid the connotation of a military purpose.'' ``As a consequence of the approach described above, the “C” of the term COP does not mean that everyone receives the same information. Nor does the “O” mean that a COP is limited to the operational level, or the “P” that a COP is only a (graphical) picture.'' ``Situation understanding (SU) is one level beyond SA and deals with the understanding of what is going on, what the intentions of all relevant parties are, how these parties will most likely act to implement these intentions and what is possible and what should be done to implement one’s own intentions.'' ``As such they will enrich this information, search for more details, recognize patterns, relationships, higher level abstrac- tions, and aggregations, etc. This is not a linear process but instead consists of continuous iterations that will result in implicit interme- diary products (awareness or understanding that is not yet rich enough for the purpose).'' (ties in nicely with Jeff Cares' book) Ones I have a different perspective on: ``It is probably acceptable for the task executors to know what the aim is in a specific village; however, it is desirable that they understand what information might be relevant for higher echelons or decision- makers. This can be enhanced by giving them clear guidance on the information requirements of the higher echelons.'' I think that the information requirements shouldn't be something that is "set and forget" but rather something that evolves with time---eg. perhaps cultural factors or local "goings on" in the village may turn out to be critical but hadn't been initially considered. ``...connections with the other levels of command, including the lower (and lowest) command levels. This will enable them to quickly switch between levels of command and the related operation details.'' ...or overload them. AU - Essens, P AU - Spaans, M AU - Treurniet, W PY - 2007/// UR - http://www.dodccrp.org/files/IC2J_v1n1_06_Essens.pdf ER -