The people in sysTems Tlcm handbook - Human Factors Integration ...

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c a p a b i l i t y p l a n n i n g Concepts and Doctrine LOD A Concept is an expression of the capabilities that are likely to be used to accomplish an activity in the future. Doctrine is an expression of the principles by which military forces guide their actions and is a codification of how activity is conducted today. It is authoritative, but requires judgement in application. Changes in concept and doctrine will have an overarching effect on the People Component (and vice versa) and it is appropriate to consider this influence on all People-related factors. Relevant questions could include: • How will concept and doctrine impact current and future ways of working? (Ways of Working) • Is current training Capability appropriate given concept and doctrinal changes? (Training Organisation) • How are people-related ‘Lessons Identified’ being used to inform the development of Capability? (e.g. New Technology and Ways of Working) A computer graphic simulation of a Future Protected Vehicle called Cammo. Equipment that could provide a front-line force for troops of the future helped to launch the MOD’s new Defence Technology Plan. The Defence Technology Plan is the first time the MOD has unveiled its long-term research needs. It underlines the importance of science and technology in providing cutting-edge kit for the battlefield.
An Afghan woman stops a Royal Marine on patrol and asks him ‘What are you doing here?’. The Marine who was part of Operation Sond Chara explained that he was part of the International Security Assistance Force (ISAF) and their work to bring better security to the local area. Organisation LOD Relates to the operational and nonoperational organisational relationships of people. It typically includes military force structures, MOD civilian organisational structures and Defence contractors providing support. Relevant questions could include: • Will the People Component be sufficiently flexible to support the demands of working within ad hoc teams or agile groups? (Organisational Configurations) • What cultural factors are likely to impact the effectiveness of the Capability, e.g. coalition operations? (Social Environment) • How might differences in ways of working between operational and non-operational organisations impact effectiveness? (Ways of Working) 14/15
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Page 3 and 4: table of contents F o r e w o r d 3
Page 5 and 6: FOREWORD MOD recognises that Effect
Page 7: Through Life Capability Management
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Page 39 and 40: HFI Domains HFI involves the identi
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Page 45 and 46: A soldier wearing an S10 Respirator
Page 47 and 48: How to do HFI HFI is about mitigati
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Page 51 and 52: HFI Strategy The HFI Strategy needs
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