Military leadership process
The leadership process (until 1998 leadership process ) is a structured process of thought and action that runs continuously at all military leadership levels . Its content, scope and process are adapted to the respective situation and the respective order . It is triggered by new orders or situation developments and takes place in the following phases:
- Position assessment ,
- Planning,
- Giving orders and
- Control,
which run as a control cycle. They build on each other and enable consistent thinking and acting. Closely interwoven, they repeat and complement each other. Constant assessment of the situation recognizes changes and assesses them. The assessment is used to prepare for the decision and to plan alternative courses of action that lead to the decision. The decision is the core of the subsequent issuing of orders, during which the cooperation of the subordinate troops who are dependent on cooperation is coordinated. Already during the preparation of the decision, these can be oriented through preliminary orders and prepared for new orders at an early stage. With the control, which follows every command, the control cycle closes, since the knowledge gained during the control flows back into the determination of the situation in order to be assessed again.
The communication and application of the leadership process is the core of military training. It starts with the training of NCOs and continues through to the general staff course . Almost drill-like repetition should enable all military leaders to come to useful decisions even in crisis situations through a consistent flow of thought.
The first conceptual approaches to the leadership process can be found in the ordinances for senior troop leaders of June 24, 1869 by Helmuth von Moltke and in the manual for troop leadership and command drafting (Gera, 1879). The Reichswehr regulation leading and fighting combined arms (Berlin 1924; H.Dv. 487) already covers all essential characteristics in Chapter 1, Sections C, D and E. The Bundeswehr took over the procedure under the designation command process , which was only changed in 1998 in the course of a new version of the basic service regulation (Army Service Regulation 100/200, command support in the army) with marginal changes in the content of the command process .
After the end of the Second World War, the logic inherent in the process was made usable for the economy with many other terms from strategy and military leadership. Both the PDCA cycle (also called the Deming circle after the creator ) and the OODA loop are largely identical to the German-style management process.
fire Department
In the fire brigade and in disaster control , too , the management process is used and trained as a "targeted, recurring and self-contained process of thinking and acting". The command process is described in FwDV 100 (command and control in action) and essentially corresponds to the military command process.
In Swiss fire service and civil protection courses , the management team is supplemented by a standardized command structure, namely the OAABS scheme .
literature
- Army Service Regulation 487: Command and Combat of Combined Arms; Chapter 1, sections C, D, E . Verlag Offene Zeiten, Berlin 1924 (= H. DV. 487.).
- Army Service Regulations 100/200 VS-NfD: Troop Leadership (TF); Chapter 6: Command support in the army (TF / FU) . Federal Ministry of Defense, Bonn 1998. (Lock case - only for official use)
- Georg Cardinal von Widdern: Manual for troop command and command drafting . Reisewitz Verlag, Gera 1879–1881. (Compilation in 4 parts)
- Rudolf Riemer: 1 × 1 of tactics, manual for officer candidates of the army , Die Reserve Verlagsgesellschaft mbH, Monschau 1963