ARMY DESIGN METHODOLOGY

1 ATP 1 army DESIGN METHODOLOGY 2 JULY 20153 DISTRIBUTION RESTRICTION. Approved for public release; distribution is unlimited. 4 Headquarters, Department of the army 5 6 This publication is available at army Knowledge Online ( ). To receive publishing updates, please subscribe at Distribution Restriction: Approved for public release; distribution is unlimited. i army Techniques Publication No. Headquarters Department of the army Washington, DC, 1 July 2015 army DESIGN METHODOLOGY Contents Page iii INTRODUCTION .. v Chapter 1 FUNDAMENTALS OF army DESIGN METHODOLOGY .. 1-1 Mission Command and The operations process .. 1-1 Planning .. 1-2 army DESIGN METHODOLOGY .. 1-3 Key Concepts .. 1-5 Chapter 2 GETTING STARTED.

2 2-1 When to Employ army DESIGN METHODOLOGY .. 2-1 Commander Involvement .. 2-3 Forming the Planning Team .. 2-4 Leading the Team .. 2-7 Sharing the Workload .. 2-7 2-8 Chapter 3 FRAMING OPERATIONAL ENVIRONMENTS .. 3-1 Operational Environment .. 3-1 Framing Activities .. 3-1 Tools and Techniques .. 3-6 Chapter 4 FRAMING PROBLEMS .. 4-1 Nature of Problems .. 4-1 Framing Activities .. 4-2 Tools and Techniques .. 4-5 Chapter 5 FRAMING SOLUTIONS .. 5-1 Operational Approach .. 5-1 5-2 Transitioning to Detailed Planning .. 5-8 Chapter 6 ASSESSMENT AND REFRAMING .. 6-1 Organizational Learning .. 6-1 Assessment .. 6-1 Reframing .. 6-2 ATP ii ATP 1 July 2015 Tools and Techniques .. 6-4 Appendix A THINKING CHALLENGES.

3 A-1 Appendix B VIGNETTE .. B-1 SOURCE NOTES .. Source Notes-1 GLOSSARY .. Glossary-1 REFERENCES .. References-1 INDEX .. Index-1 Figures Figure 1-1. The operations process .. 1-2 Figure 1-2. Combining conceptual and detailed 1-3 Figure 1-3. Systems thinking .. 1-8 Figure 2-1. Integrated planning .. 2-2 Figure 2-2. The commander s role in the operations process .. 2-3 Figure 2-3. Workspace setup .. 2-8 Figure 3-1. Framing an operational environment .. 3-2 Figure 3-2. Current state of the operational environment .. 3-4 Figure 3-3. Desired end state .. 3-6 Figure 3-4. 3-8 Figure 3-5. Mind map .. 3- 11 Figure 4-1. Problem frame .. 4-3 Figure 5-1. Operational approach .. 5-1 Figure 5-2. Sample line of effort and line of operation.

4 5-6 Figure 5-3. Sample operational 5-9 Figure 6-1. Decisionmaking during execution and reframing .. 6-3 Figure B-1. Network analysis 1 .. B-2 Figure B-2. Network analysis 2 .. B-3 Figure B-3. Network analysis 3 .. B-3 Figure B-4. Network analysis 4 .. B-4 Figure B-5. Network analysis 5 .. B-5 Figure B-6. Network analysis 6 .. B-6 Tables Table 1-1. Elements of operational art .. 1-6 Table 4-1. Types of problems and solution strategies .. 4-1 1 July 2015 ATP iii Preface army techniques publication (ATP) , army DESIGN METHODOLOGY (ADM) is part of a continuing effort focused on improving the critical and creative thinking abilities of leaders and teams to understand and solve problems.

5 This publication describes ADM in the context of the operations process and offers techniques for forming and leading teams for group problem solving. It describes the major activities of ADM and provides techniques for framing operational environments, framing problems, developing an operational approach, and reframing. To comprehend the doctrine contained in this publication, readers must first understand the fundamentals of the operations process described in army Doctrine Reference Publication (ADRP) 5-0, The operations process . In addition, readers must understand the fundamentals of mission command described in ADRP 6-0, Mission Command and the fundamentals of leadership found in ADRP 6-22, Leadership.

6 Readers must also have a solid foundation in various processes and procedures of mission command addressed in Field Manual (FM) 6-0, Commander and staff Organization and operations . ADM takes an interdisciplinary approach to planning and problem solving incorporating ideas associated to critical and creative thinking, leadership, decisionmaking, and organizational learning. The professional field of books and articles on these disciplines is vast and rich. Readers are encouraged to continue their study on these topics beyond the material offered in this ATP. The principal audience for this publication is army commanders and staffs. Commanders and staffs of army headquarters serving as joint task force or multinational headquarters should refer to applicable joint or multinational doctrine concerning joint or multinational planning.

7 Trainers and educators throughout the army will also use this publication as a guide for instructing ADM. Commanders, staffs, and subordinates ensure their decisions and actions comply with applicable , international, and, in some cases, host nation laws and regulations. Commanders at all levels ensure their Soldiers operate in accordance with the law of war and the rules of engagement. (See FM 27-10.) ATP uses joint terms where applicable. Selected joint and army terms and definitions appear in both the glossary and the text, the term is italicized, and the number of the proponent publication follows the definition. ATP is not the proponent publication (the authority) for any terms. ATP applies to the Active army , the army National Guard/ army National Guard of the United States, and the United States army Reserve unless otherwise stated.

8 The proponent of ATP is Headquarters, army Training and Doctrine Command. The preparing agency is the Combined Arms Doctrine Directorate, army Combined Arms Center. Send written comments and recommendations on a DA Form 2028 (Recommended Changes to Publications and Blank Forms) to Commander, army Combined Arms Center and Fort Leavenworth, ATTN: ATZL-MCK-D (ADRP 5-0), 300 McPherson Avenue, Fort Leavenworth, KS 66027-2337; by e-mail to or submit an electronic DA Form 2028. This page intentionally left blank. 1 July 2015 ATP v Introduction Recognizing and solving problems is essential. Faced with unfamiliar or ambiguous situations, commanders and staffs may feel overwhelmed by uncertainty.

9 This is where army DESIGN METHODOLOGY (ADM) can help. By first framing an operational environment and associated problems, ADM enables commanders and staffs to think about the situation before developing ways to solve those problems. Based on this understanding, commanders and staffs are better equipped to develop approaches to overcome identified problems. DESIGN thinking in army doctrine resulted from a recognition that commanders and staffs had difficulty understanding complex situations. This hindered their ability to distinguish between symptoms of problems and their root causes. This difficulty led to solutions that addressed symptoms of problems rather than problem causes.

10 Beginning in 2005, the army and Marine Corps began a multi-year effort to examine methods to help commanders and staffs understand complex, ill-structured problems and visualize approaches to solve them. Collectively referred to as DESIGN , the army and Marine Corps incorporated DESIGN into their respective doctrines by 2010. In 2011, the joint community adopted the critical and creative thinking aspects of DESIGN in Joint Publication (JP) 5-0, Joint operations Planning. In 2012, the army modified its doctrine on DESIGN with the publication of army Doctrine Publication (ADP) 5-0, The operations process . ADP 5-0 replaced the term DESIGN with army DESIGN METHODOLOGY and associated ADM with conceptual planning.