FM 5-0, The Operations Process - Federation of American Scientists

Chapter 3
Design
This chapter establishes the fundamentals that guide the application of design. It
defines and explains the goals of design. It discusses design in context and describes
how leaders drive design. Next, it describes the design methodology that includes
framing the operational environment, framing the problem, and developing a design
concept. The chapter concludes with a discussion of reframing.
DESIGN DEFINED
3-1. Design is a methodology for applying critical and creative thinking to understand, visualize,
and describe complex, ill-structured problems and develop approaches to solve them. Critical thinking
captures the reflective and continuous learning essential to design. Creative thinking involves thinking in
new, innovative ways while capitalizing on imagination, insight, and novel ideas. Design is a way of
organizing the activities of battle command within an organization. Design occurs throughout the
operations process before and during detailed planning, through preparation, and during execution and
assessment.
3-2. Planning consists of two separate, but closely related components: a conceptual component and a
detailed component. The conceptual component is represented by the cognitive application of design. The
detailed component translates broad concepts into a complete and practical plan. During planning, these
components overlap with no clear delineation between them. As commanders conceptualize the operation,
their vision guides the staff through design and into detailed planning. Design is continuous throughout
planning and evolves with increased understanding throughout the operations process. Design underpins
the exercise of battle command, guiding the iterative and often cyclic application of understanding,
visualizing, and describing. As these iterations occur, the design concept—the tangible link to detailed
planning—is forged.
3-3. Design enables commanders to view a situation from multiple perspectives, draw on varied sources
of situational knowledge, and leverage subject matter experts while formulating their own understanding.
Design supports battle command, enabling commanders to develop a thorough understanding of the
operational environment and formulate effective solutions to complex, ill-structured problems. The
commander’s visualization and description of the actions required to achieve the desired conditions must
flow logically from what commanders understand and how they have framed the problem. Design provides
an approach for how to generate change from an existing situation to a desired objective or condition.
3-4. Moreover, design requires effective and decisive leadership that engages subordinate commanders,
coordinating authorities, representatives of various staff disciplines, and the higher commander in
continuing collaboration and dialog that leads to enhanced decisionmaking. (Paragraphs 1-31 through 1-36
discuss collaboration and dialog.) This facilitates collaborative and parallel planning while supporting
shared understanding and visualization across the echelons and among diverse organizations. It is the key
to leveraging the cognitive potential of a learning organization, converting the raw intellectual power of the
commander and staff into effective combat power.
3-5. Innovation, adaptation, and continuous learning are central tenets of design. Innovation involves
taking a new approach to a familiar or known situation, whereas adaptation involves taking a known
solution and modifying it to a particular situation or responding effectively to changes in the operational
environment. Design helps the commander lead innovative, adaptive work and guides planning, preparing,
executing, and assessing operations. Design requires agile, versatile leaders who foster continuous
26 March 2010 FM 5-0 3-1