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• W210318809 abstract "Fundamental Principles and Iconoclastic Observations SITUATIONAL UNDERSTANDING (by a single decision maker, however august) and situational understanding (by multiple decision makers who must act in concert to achieve goals and desired outcomes) pose two related but very distinct sets of challenges. There has been a great deal of discussion within the defense community in the past several years on these subjects. Some approaches offer operational pictures to eliminate fog and friction in war and stimulate between friendly units by providing comprehensive information concerning everything deemed to be of interest in the battlespace. Needless to say, there are problems. As with most such projects, the problems start with a poor philosophical foundation. In each instance, it is assumed that human decision makers are essentially interchangeable and need only access to a common set of data to achieve shared situational awareness. This is generally presumed to automatically result in shared situational understanding, which, in turn, is generally presumed to automatically yield the ultimate goal of self-synchronization (disparate units automatically acting in concert, even with limited communications). Aside from the fact that this chain of causality presumes a great deal too much, and therefore cannot be relied upon, I also see some fundamental philosophical errors and important unaddressed questions. I have observed that even in very sophisticated environments populated with first-rate minds, such concerns are generally overlooked in favor of those to which our cultures of productivity and reflexively drive us. Situational awareness (shared or otherwise) is not the same thing as understanding (which, unlike awareness, requires some useful grasp of the information at hand). One might argue further that understanding is different from and inferior to insight or wisdom, and that either of these should be a recognized goal on the path toward self-synchronization (which does not automatically result, even from situational insight or wisdom). That said, situational understanding is not a desired end in itself. It is valuable only as a means of enabling desired emergent behaviors, notably synergy, adaptability, and opportunism. These, in turn, facilitate self-synchronization (and vice versa). AU of this promotes the ultimate values of any military enterprise, enhanced effectiveness, efficiency, and economy. The only reason we need situational understanding is to achieve these values. Keeping this hierarchy of needs and purposes in mind will help us solve related challenges. Culture (personal and beliefs and values) is the strongest determinant of emergent (indeed, all) behaviors. The of (which is a type of the of productivity) determines how and if a warfighter decides to lift his weapon and place himself in harm's way. It also determines (through frames of reference) what he sees, hears, tastes, smells, feels, emotes, and thinks individually and in groups (in multiple layers of group identity) in response to any given stimulus. Culture does this to a greater degree than do intelligence, aptitude, or any training, instruction, orders, technology, or any other aspect of DOTMLPF (doctrine, organization, training, materiel, leadership, personnel, and facilities).1 We ignore this fact at our peril. Any stimulus that we may try to convey in order to foster situational understanding will have meaning to the recipients only in the context of the disparate frames of reference through which the stimulus must pass within their minds. The same image viewed by 1 OO people may mean 1 00 different sets of things to them, unless we shape their frames of reference to increase their predisposition to attain understanding. A warfighting culture is therefore the ultimate key to situational understanding in the battlespace. …" @default.
• W210318809 created "2016-06-24" @default.
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• W210318809 date "2010-09-01" @default.
• W210318809 modified "2023-09-24" @default.
• W210318809 title "Shared Situational Understanding: Fundamental Principles and Iconoclastic Observations" @default.
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