B-1B Lancer assigned to 28th Bomb Wing,

Ellsworth Air Force Base, South Dakota,

undergoes preflight maintenance at Andersen
Air Force Base, Guam, September 25, 2020,
while participating in exercise Valiant Shield
(U.S. Air Force/Nicolas Z. Erwin)

Design Thinking
By Daniel E. Rauch and Matthew Tackett

he COVID-19 pandemic is a poi- planning effort for the next pandemic? counterinsurgency, an invasion, or a

T gnant example of a rapidly chang-

ing operational environment
(OE). The virus’s spread has caused
How would you assess the change to
the OE and identify the key people and
organizations involved and affected?
major unit reorganization, deliberately
approaching those problems is essential
to developing options, making sound
chaos in almost every personal and Would your organizational readiness decisions, and providing recommen-
public sector throughout the world. be drastically impacted? You probably dations that can be understood by all.
Facts were sometimes slow to emerge, have an intuitive response based on this Design methodology offers a doctrinal
emotions were high, and conspiracies latest pandemic. But can you validate approach to understanding, communi-
ran rampant. Political guidance from those thoughts with facts and logic? cating, and developing approaches to
all sides shifted and was perceived Is there structure in your supporting situations, such as a pandemic, where
as reactive by some parties. If given narrative? Having a framework in place structure can be elusive.
the vital responsibility, how would to assess problems is a start. Whether The U.S. military historically acts
you approach the task of leading the the next problem is a pandemic, a without developing a comprehensive ap-
proach to addressing what might happen
once the shooting starts—and ends. Iraq,
Colonel Daniel E. Rauch, USAF, and Colonel Matthew Tackett, USA, are Military Professors in the Joint
Afghanistan, and, to an extent, Syria are
Military Operations Department at the Naval War College. all recent examples of situations where

JFQ 101, 2nd Quarter 2021 Rauch and Tackett 11

Figure 1. Design Methodology ing techniques at the operational and in all aspects of operational design, “is
tactical levels. The intended audience the cognitive approach by commanders
Frames Terms for this article is military and civilian and staffs” (referred to henceforth as
war college students, faculty, and others designers), “supported by their skill,
Understand interested in understanding the basics knowledge, experience, creativity, and
the Guidance Actors
of design. The article does not set out judgment to develop strategies, cam-
Understand
Tendencies to discuss design through a theoretical paigns, and operations to organize and
Develop an
Approach
the Tensions lens, but rather to contextualize its employ military forces by integrating
Environment
Potentials
value based on current joint doctrine. ends, ways, means, and risks.”4 Moreover,
Understand Design is not easy to conduct, but the “Operational design is the conception
the Problem framework and terminology of design and construction of the framework that
methodology are understandable once underpins a campaign or major operation
conversant with aspects of the doctrinal and its subsequent execution.”5 The
reading. methodology of operational design is an
U.S. military involvement “solved”
Joint Publication (JP) 5-0, Joint attempt to provide structure on which
some elements of perceived problems
Planning, the doctrine that includes to begin discourse in order to help com-
but consequently created other issues.
design thinking, provides a structure manders and planners understand the
Following the invasion of Iraq in 2006,
or model to visualize, understand, and ends-ways-means-risk questions during
when the initial assessments seemed
develop approaches to address complex planning.6
wrong and the situation was deteriorat-
problems. For the purposes of this article, While there are other available meth-
ing simultaneously in Afghanistan, the
complex or ill-structured problems may ods to approach problem-solving, such
Army began investigating alternative
not be a single issue but rather a conflu- as the Joint Planning Process or Lean
approaches to conceptual planning.
ence of several nonlinear and dynamic Six Sigma, design is a relatively unpre-
Design methodology, now validated in
issues interacting that affect the operating tentious, robust, and doctrinal tool that
joint doctrine, is the result of that inquiry.
environment.1 These problems are the also supports a “recursive and ongoing
This methodology is used by planners at
most challenging to understand and dialogue.”7 Design’s structure allows
U.S. Central Command and U.S. Special
solve. Unlike well-structured problems, operational-level military commanders
Operations Command and, to a degree,
leaders disagree about how to solve to communicate with strategic leaders in
at other unified commands, and is part of
ill-structured problems, what the end- terms those leaders understand. Design
the curriculum at many U.S. professional
state should be, and whether the desired thinking, as addressed in JP 3-0, Joint
military education institutions. Using
endstate is achievable. At the root of this Operations, allows designers to use this
the methodology will not guarantee a
lack of consensus is difficulty in agreeing methodology when planning major
successful outcome and is not a panacea
on what the problem is.2 Complicated or joint operations or campaigns. Fully
for solving pandemics or complex prob-
well-structured problems are defined as implementing a design team is resource
lems. It does, however, provide a general
easy to identify because required infor- intensive and suited for large organiza-
framework, supported by an underlying
mation is available to solve the issues at tions (for example, unified commands);
logic, for discussing problems and devel-
hand. In addition, known methods—for however, the underlying thinking can
oping approaches.
example, math formulas—are available be beneficial at all levels. Understanding
to solve these types of problems. While what design is, as defined by current doc-
What Is Design Methodology? sometimes difficult to solve, well-struc- trine, is the first step to understanding the
Design methodology is a model to
tured problems display little interactive theory, and subsequently practicing, the
aid in understanding and communi-
complexity and have verifiable solutions.3 methodology.
cating cause-and-effect relationships
Although complex problems exist
in complex environments. Although
at all levels, those problems at or above Benefits of Design
imperfect, it may still be useful. Design
the operational level (for example, Design methodology directly supports
methodology facilitates discourse,
national security campaign planning at divergent thinking—the skill of con-
enables questioning of guidance and
the geographical combatant, functional ceiving and considering multiple cre-
assumptions, and aids in articulating
command, or four-star headquarters ative, diverse, and often contradictory
risk and opportunity in order to develop
equivalent) are likely complex and approaches, and then treating each with
pragmatic options with an ends-ways-
well suited for design application. This equal intellectual rigor to identify the
means balance. This article addresses
methodology enables an informational best approach(es). This skill and the
the doctrinal application of design
discourse communicated through the subsequent discourse enable designers
methodology at the political-strategic
lens of four “frames” and the common to visualize why the current environ-
to operational level while also discussing
use of four terms (as reflected in figure ment differs from their previous expe-
the potential to employ design-think-
1). Operational art, which is inherent riences. Divergent thinking enables the

12 Forum / Design Thinking JFQ 101, 2nd Quarter 2021

consideration of ideas other than those Figure 2. Operational Design Framework
solutions that worked in past situations.
Junior U.S. military officers spend Understand the Understand the
much of their time dealing with well-de- Operational Environment Strategic Guidance
What is the context in which What do our national leaders
fined issues, or complicated problems, the operation will be executed? want to solve or change?
Understand
that are most aptly addressed through Strategic
structured approaches—but these expe- Guidance

riences may create habits of thought and

intuitive responses that are not condu-
cive to generating solutions within truly
complex environments. Intentionally
employing a divergent thinking process Understand
the Operational Continuous Interaction
Define the
to a diverse and uniquely experienced Environment
Problem(s)

team (for example, epidemiologists and

economists when dealing with a pan-

al A d
io n a n
rt
demic) has the potential of mitigating

at nt
cognitive biases and developing options

er m e
O p ess
appropriate to the uniqueness of the s

s
Operational sA
situation.8 Design should pull the minds Operational Approach Approach u o u n of Define the Problem(s)
n
ti tio
of designers out of linear processes and How will the problem be solved? C o n pli c a What problem(s) should be
Ap addressed and what must
enable them to raise questions that be acted upon?
identify additional risks or tensions, as
well as opportunities or potentials.
Design, as codified in joint doctrine, describe all of them. The model artifi- that balances ends, ways, means, and risk,
helps commanders, staffs, and designers cially separates the discussion of each and it must be continuously evaluated
articulate complex relationships in a man- frame, but the interaction of the frames (and questioned) in order to confirm
ner relatable to both senior military and cannot be overlooked. Designers may there are no changes. The information
civilian leaders. Design provides a plain begin hypothesizing approaches at the garnered by this strategy provides the
but malleable framework to structure di- beginning as a way to better determine lens through which designers are able
alogue in a way that addresses problems. the interaction between and within the to understand the OE. Often, they at-
The terminology is simple and relatable frames. However, the OE and problem tempt to foresee the desired future state
among diverse groups. It is not military frames should be thoroughly under- of the OE—the conditions that should
lexicon filled with acronyms and non- stood in order to develop an actionable exist when operations end—while fully
transferable concepts, nor is it arduous approach. recognizing that these frames are not
academic or scientific jargon that requires Throughout these framing discus- sequential. Designers examine guidance,
unique education to be comprehensible. sions, four terms (from JP 5-0, chapter 4) or questions asked within that guidance,
When fully adopted and understood, de- are used continuously by strategic leaders and ensure that the right questions are
sign can assist the joint force in defining to describe and facilitate clarity within answered. At times, guidance may be
and addressing complex problems. frames: actors, tendencies, tensions, and missing, incomplete, or rapidly changing.
potentials. Understanding the frames and In this case, design methodology may as-
Design in Doctrine terms goes beyond just knowledge of the sist in clarifying and completing guidance
Design is built on the iterative and capabilities and capacities of the relevant through an examination of the envi-
supporting frames of understanding actors (individuals and organizations) or ronment (including policy and political
strategic guidance, the operational the nature of the OE. This understanding considerations).
environment, the challenges of that also provides context for decisionmaking Using graphics to capture the opera-
environment, and the development and what facets of the problem are likely tional environment provides a doctrinally
of an approach that addresses a given to interact, allowing commanders and based technique that helps designers
problem (see figure 2). This framing is planners to identify consequences and visualize systems as part of that environ-
conducted with continuous interaction opportunities and to recognize risk.9 ment.10 One way to visualize, understand,
from and into previous and later frames. Understanding strategic guidance and depict the OE is as a complex
These frames can be envisioned as four is a cornerstone of design and provides adaptive system.11 Designers identify the
rooms, and as one moves from room strategic or political objectives, desired actors at play in the environment and
to room, the doors remain open to all endstates, force availability, and opera- then examine their tendencies in order to
rooms. One must go back and forth tional limitations. This guidance is the provide a “continuous and recursive re-
between rooms to understand and higher level culmination and the “why” finement of situational understanding.”12

JFQ 101, 2nd Quarter 2021 Rauch and Tackett 13

 Actors are the individuals or groups neutral, and negative implications of • It enables a better understanding of
within a specific system who operate tensions to determine the problem while the operational environment and the
to advance personal or other interests. understanding that the force’s actions problem.21
Relevant actors might include states, gov- within the OE may exacerbate latent
Designers develop approaches to
ernments, multinational actors, coalitions, tensions.17 As designers identify these
achieve an endstate—or a better state—
regional groupings, alliances, terrorist problems, they also hypothesize solutions
and improve the environment based on
networks, criminal organizations, cartels, along the way. During exploration of
the guidance received. Understanding
families, tribes, multinational and inter- these frames, interactions are discovered,
the environment and its actors and ten-
national corporations, nongovernmental and a better understanding of the OE
dencies, and the problem and tensions
organizations, and others able to influ- and problem is developed, which leads
associated with it, allows designers to
ence the situation either through, or in to different, and potentially better, ap-
identify potentials—inherent abilities or
spite of, the established civil, religious, or proaches to this complex problem.
capacities for the growth or development
military authorities.13 Tendencies, also part To reiterate, the problem that the
of a specific interaction or relationship.
of understanding actors within the OE, operational approach must address is the
Commanders need to identify opportuni-
reflect the inclination to think or behave gap between the current and the desired
ties they can exploit in order to influence
in a certain manner. Tendencies are not systems or conditions.18 The operational
the situation in a positive direction. When
considered deterministic; instead, they approach, as defined by JP 5-0, is a
limited windows of opportunity open,
are models that describe the thoughts or primary product of operational design,
the commander must be ready to exploit
behaviors of relevant actors. Tendencies which allows the commander to continue
these to set the conditions that will lead
help identify the range of possibilities that the Joint Planning Process, translating
to successful conflict transformation, and
relevant actors may develop with or with- broad strategic and operational concepts
thus to transition.22 Not all interactions
out external influence.14 into specific missions and tasks in order
and relationships support achieving the
As thought and discussion related to to produce an executable plan.19 Failure
desired endstate—design helps identify
the current and desired systems continue, occurs when designers apply the wrong
those that do and those that do not.
the commander and staff will begin to (or any) solution to the wrong problem.
Understanding these terms, and
identify the problem frame—the fac- Strong commanders and designers must
how they influence the previously dis-
tors that must be addressed in order to consider the possible problem and its
cussed frames, provides clarity in design
achieve the desired system conditions. possible solutions without being tied to
discourse. Design is one of several tools
Understanding the problem is essential “their” solution. The problem statement
available to help the joint force command
to finding its solution. Essential activities identifies the areas for action that will
and staff understand the broad solutions
continue to be thinking critically and transform existing conditions toward
for mission accomplishment and the un-
conducting open and frank discussions a better state, if not a desired endstate.
certainty in a complex OE. Additionally,
with stakeholders, while considering their Defining the problem extends beyond
design supports a recursive and ongoing
diverse perspectives, thereby discovering analyzing interactions and relationships in
dialogue concerning the nature of the
and understanding the underlying nature the OE. It also identifies areas of tension
problem and an operational approach to
and essence of the problem and thus and competition—as well as opportuni-
achieving the desired political or military
furthering understanding of the current ties and challenges—that commanders
objectives.23 It is also important to un-
OE.15 The precise problem is the one that must address to transform current con-
derstand the flexibility with initiating this
defines the gap between the desired bet- ditions in order to attain the desired
concept. The process is not linear. The
ter state (defined by understanding the endstate.20
team can start by proposing solutions
guidance) and the current state (defined As better understanding emerges, the
as easily as by listing actors—the goal is,
by the actors, tendencies, potentials, and commander and staff determine broad
through research and discourse, to gain
tensions of the OE). actions (the operational approach to im-
the best possible understanding of all four
The factors at play between actors prove the environment) that can address
frames before taking action.
and their tendencies impact tensions the factors of actors, tendencies, and
(for example, frictions, conflicts, and tensions. JP 5-0 names three purposes for
competitions) and include geographic, developing an operational approach:
The Artifact
The artifact, or output of a design team,
demographic, economic, religious, and
• It provides the foundation for the will vary depending on the objective,
resource consumption trends.16 Designers
commander’s planning guidance to the gravity of the situation, and the
identify tensions by analyzing the context
the staff and other partners. team’s audience. The initial output
of the relevant actors’ tendencies and
• It provides the model for execution may be to simply aid discourse at the
potentials within the operational envi-
of the campaign or operation and national security level. The goal is to
ronment. Given the differences between
development of assessments for that eventually create an initial operational
existing and desired conditions in the en-
campaign or major operation. approach that will be further defined
vironment, analysis identifies the positive,

14 Forum / Design Thinking JFQ 101, 2nd Quarter 2021

Soldier assigned to 209th Aviation Support Battalion, 25th Combat Aviation Brigade, 25th Infantry Division, uses hand signals during 25th Infantry Division
Noncommissioned Officer and Soldier of the Year competition at Schofield Barracks, Hawaii, June 2, 2020 (U.S. Army/Sarah D. Sangster)

and debated during detailed planning. the design team. The optimum output weighed against the tendency of a weak-
In doctrinal terms, the output is best is a balance between prose narrative and ened Syrian regime that presented the
described as level 1 planning detail, pictures that capture the tendencies and potential for empowering extremists—a
which can take many forms. Level 1 tensions of relevant actors, along with correct foreshadow that demonstrates
planning, per JP 5-0, involves the least the potentials and risks associated with understanding the environment. It is
amount of detail and focuses on pro- the initial guidance. apropos to point out that Russia is not
ducing multiple courses of actions to General Martin Dempsey’s July 2013 mentioned in this memo. Russia’s entry
address a contingency. The product for memorandum outlining options for into the environment was a significant
this level can be a briefing, command intervention in Syria is a good example change that altered the potential collapse
directive, commander’s estimate, or of level 1 planning detail that effectively of the Syrian regime—a demonstration
memorandum with a required force enabled strategic discourse with policy- of not fully understanding the actor(s) in,
list. To inform higher level discourse, makers.24 His task was to provide military and potential(s) of, the environment.
the output may be extremely descrip- options. He provided those options
tive of the environment and perceived in terms of ends-ways-means-risk and Argument for Design
problem. In order to move into detailed cost. His conclusion was rich with the The evolution of design into what is
planning, the output must provide portrayal of the complexity of the envi- now codified in doctrine has resulted in
further planning guidance, the com- ronment, the natural tensions between both positive and negative perceptions.
mander’s intent, and sufficient descrip- select actors, coupled with the potentials After the invasion of Iraq, the Army
tion of the environment, problem, and if acted on without a whole-of-govern- began exploring design concepts to
approach. Whatever the desired use, ment approach. This memorandum was help tackle the complexity of the situa-
bullet slides are generally an inappropri- written prior to the rise of the so-called tion. The School of Advanced Military
ate format, as they often fail to capture Islamic State in 2014. At that time, the Studies at Fort Leavenworth studied
the rich discourse and understanding of tension between acting or not acting and evaluated the Israeli version of

JFQ 101, 2nd Quarter 2021 Rauch and Tackett 15

 Design also has opponents, who
Table. Elements of Operational Design
believe it simply does not work based on
Termination Direct and indirect approach their experiences. However, one must
Military endstate Anticipation question these opponents’ exact experi-
Objectives Operational reach ences with design and how they measure
Effects Culmination success. For example, did they expect that
Center of gravity Arranging operations simply assembling a group and labeling
it a “design team” would provide a solu-
Decisive points Forces and functions
tion? Were they oversold on what design
Lines of operation and lines of effort
brings to the table? Design facilitates
understanding and communication, but
design developed by the Operational Methodology, nor Marine Air-Ground it will not solve problems. The resources
Theory Research Institute led by Briga- Task Force Staff Training Program put toward understanding an ill-struc-
dier General Shimon Naveh.25 Naveh’s Pamphlet 5-0.1, Marine Corps Design tured problem will certainly help, and the
theory derives from the interdisciplinary Methodology, suffer the same confusing quality of the designer is essential to good
general systems theory introduced by language as joint doctrine. Both describe output. Just as asking someone with little
a biologist in the 1930s—the concepts operational design methodology as a tool to no training or talent to paint a portrait
and associated terminology of which that supports the commander’s use of will probably result in a poor product,
can be elusive without extensive study.26 operational art to develop an operational executing design without the proper re-
Naveh, a London-educated Ph.D. approach.31 The Department of Defense sources will also result in a poor outcome.
in military sciences, adapted general Dictionary of Military and Associated Design methodology is suited for the
systems theory into a methodology to Terms also captures operational design operational and strategic levels because
develop approaches for complex military as a methodology and an operational ap- it is resource-intensive. However, there
problems, and termed the approach proach as an output. However, there are may be a time when leadership at those
systemic operational design.27 His perhaps more significant issues contribut- levels is pressured to move to action
adaptation created additional complex ing to the misunderstanding of design’s before a reasonable understanding of the
language drawn from his diverse educa- place in the environment. environment is available. This is when the
tion—even he would admit his concepts Some overzealous advocates believe thinking that underpins design must be
were “not for mere mortals.”28 Critics design will always attempt to provide executed at the tactical level. This is not
of Naveh’s work have even called the solutions to problems in a complex optimal, but it is a reality. A tactical unit
systemic operational design’s terminol- environment. Those that oversell its will not be resourced to fully understand
ogy unintelligible.29 What is currently usefulness have also contributed to the the cause-and-effect relationships of the
codified in U.S. doctrine, however, is a misunderstanding of what design is and theater, but they can use design thinking
pragmatic methodology for conceptual how and when it should be used. These skills to better approach the problems
planning that can be understood with individuals are easily identified, as they at hand. This is an example not of fully
minimal study. present examples of tactical or operational executed design methodology, but rather
Joint doctrine does create some success through the lens of design but fail of implementing design thinking.
confusion by using operational design to examine the long-term condition of
as the methodology (properly so) and the environment. What design advocates Conclusion
then later as the elements of operational seem to imply is that “design” is the Design methodology is not the panacea
design (see figure 3). This makes the manner of thinking associated with the for problem-solving. Design facilitates
term sound both like a cognitive process methodology (that is, divergent, creative, discourse, enables questioning of guid-
and an artifact.30 Interpreting section B, critical, iterative). These are laudable skills ance and assumptions, and enables the
chapter 4, of JP 5-0 as operational design that should be used at all levels of plan- articulation of risk and opportunity to
methodology may minimize the confusion ning and execution. However, design is arrive at a pragmatic ends-ways-means
associated with the methodology and the focused on identifying underlying causes balanced concept. Like operational art
elements that compose the approach. and testing hypotheses that have the po- and the Joint Planning Process, design
Recognizing that joint doctrine is a tential to influence the environment over is one more tool or model that can
compromise among the Services and 5 to 20 years (versus a 12- or 24-month foster better thinking skills and provide
that design evolved within U.S. ground deployment). The resources required a common language between the
forces (specifically the Army at Fort to fully frame a complex environment joint force and civilian senior leaders.
Leavenworth), it is advised to consult and develop a workable cause-and-effect However imperfect, some models are
Army and Marine Corps publications understanding can be significant. Those fundamentally useful. Understanding
for clarity. Neither Army Techniques resources are unlikely to be available the joint doctrinal version of design
Publication 5-0.1, Army Design below the unified command level. should demystify the concepts sur-

16 Forum / Design Thinking JFQ 101, 2nd Quarter 2021

rounding it. Time and resources may problems, but it does provide a structure Frank Cass Publishers, 1997).
28
To develop a clearer picture of the
be required to implement design, but it that evolved from an effective (but quite influence of Naveh’s work on U.S. Army
is simple enough to understand. It may complex) framework to one that can be doctrine, see the following: Matt Matthews,
take a large organization to properly easily understood by any reasonably edu- “Interview with BG (Ret.) Shimon Naveh,”
resource a design team, and the team cated person. And it is in joint doctrine, Operational Leadership Experiences, Combat
will likely require significant outside so why not try it? JFQ Studies Institute, Fort Leavenworth, KS,
November 1, 2007, available at <https://
resources in order to achieve the accept-
smallwarsjournal.com/documents/
able cause-and-effect understanding of a mattmatthews.pdf>; Alex Ryan, “A Personal
complex environment, but the cognitive Notes Reflection of Introducing Design to the U.S.
skills associated with design methodol- Army,” The Overlap, November 4, 2016,
ogy and design thinking are useful at all
1
Joint Publication (JP) 5-0, Joint Planning available at <https://medium.com/the-
(Washington, DC: The Joint Staff, June 16, overlap/a-personal-reflection-on-introducing-
echelons. 2017), III-6. design-to-the-u-s-army-3f8bd76adcb2>.
Implementing design methodology 2
Army Techniques Publication (ATP) 29
Milan N. Vego, “A Case Against Systemic
does not guarantee a solution, but it may 5-0.1, Army Design Methodology (Washington, Operational Design,” Joint Force Quarterly 53
help articulate the gap (the problem) DC: Headquarters Department of the Army, (2nd Quarter 2009), available at <https://apps.
between the desired state and the current July 1, 2015), 4-2. dtic.mil/dtic/tr/fulltext/u2/a515328.pdf>.
3
Ibid., 4-1. 30
JP 5-0, IV-6–IV-19.
state, as well as the gap in ends, ways, 4
JP 5-0, IV-1. 31
ATP 5-0.1, 1-4; Marine Air-Ground Task
and means (the approach). There are cer- 5
Ibid., IV-1. Force Staff Training Program Pamphlet 5-0.1,
tainly cases in which the ways and means 6
Ibid., IV-1–IV-19. Marine Corps Design Methodology (Washington,
are not available to achieve the desired 7
Ibid., IV-1. DC: Headquarters Department of the Navy,
ends (based on the strategic guidance).
8
For a more thorough discussion of critical May 2017).
thinking, divergent thinking, heuristics, and
Design should help articulate those biases, see Peter A. Facione, Critical Thinking:
cases and further the discourse of either What It Is and Why It Counts (Hermosa Beach,
changing guidance or creating new ways CA: Measured Reasons, LLC, 2015).
and means. An honest discourse will at 9
JP 5-0, IV-1–IV-2.
the very least help clarify the risks when
10
Planner’s Handbook for Operational
Design, Version 1.0 (Suffolk, VA: The Joint
forced to take action in an environment Staff, October 7, 2011), V.
where ends-ways-means gaps exist. 11
Ibid., IV-1.
Is design thinking the right tool to 12
JP 5-0, IV-2.
apply to the next pandemic or to the 13
Planner’s Handbook for Operational
next major large-scale military operation? Design, V-14.
14
Ibid., V-15.
Design thinking certainly has the benefit 15
Ibid., V-10.
of forcing planners and experts support- 16
ATP 5-0.1, 1-4.
ing planning who have good ideas to 17
Planner’s Handbook for Operational
articulate the logic of how their approach Design, V-15.
affects the environment, remains consis-
18
Ibid., V-5.
19
JP 5-0, IV-1.
tent with higher guidance, and ensures 20
Ibid., IV-14.
the problem is defined. Design thinking 21
Planner’s Handbook for Operational
also allows planners and commanders to Design, III-10.
gain an appreciation for the perspective 22
JP 5-0, xxi.
of, and impact on, other institutions and
23
Ibid., IV-6.
24
Martin E. Dempsey, Letter to
organizations. Deliberate, reflective, and Senator Levin, July 19, 2013, available at
structured thinking is essential to sound <https://www.globalsecurity.org/military/
decisionmaking. Using a shared frame- library/report/2013/dempsey-syria-sasc-
work and vernacular that is understood letter-130719.pdf>.
by others makes discourse much easier.
25
Stefan J. Banach and Alex Ryan, “The
Art of Design: A Design Methodology,”
Most organizations will not be able Military Review (March–April 2009), 105–115.
to resource a sufficient design team to 26
Ludwig von Bertalanffy, General System
thoroughly understand an environment. Theory: Foundations, Development, Applications
However, applying the framework and (New York: George Braziller, Inc., 1968),
thinking of design may highlight gaps in introduction and chapter 4.
27
For a better understanding of the
knowledge about the particular problem evolution of the Operational Theory Research
and avoid faulty intuition-based decisions. Institute’s approach, see chapter 1 of Shimon
Design methodology is not a remedy Naveh, In Pursuit of Military Excellence: The
for solving pandemics or all complex Evolution of Operational Theory (London:

JFQ 101, 2nd Quarter 2021 Rauch and Tackett 17