ATTP 5-0.1 Commander and Staff Officer Guide - Army Electronic ...

� They are valid, that is, they are likely to be true.
Problem Solving, Staff Studies, and Decision Papers
� They are necessary, that is, they are essential to continuing the problem-solving process.
11-15. If the process can continue without making a particular assumption, leaders discard it. So long as
an assumption is both valid and necessary, leaders treat it as a fact. Problem solvers continually seek to
confirm or deny the validity of their assumptions.
Opinions
11-16. When gathering information, leaders evaluate opinions carefully. An opinion is a personal
judgment that the leader or another individual makes. Opinions cannot be totally discounted. They are often
the result of years of experience. Leaders objectively evaluate opinions to determine whether to accept
them as facts, include them as opinions, or reject them. Leaders neither routinely accept opinions as facts
nor reject them as irrelevant—regardless of their source.
Organizing Information
11-17. Leaders check each piece of information to verify its accuracy. If possible, two individuals should
check and confirm the accuracy of facts and the validity of assumptions. Being able to establish whether a
piece of information is a fact or an assumption is of little value if those working on the problem do not
know the information exists. Leaders share information with the decisionmaker, subordinates, and peers, as
appropriate. A proposed solution to a problem is only as good as the information that forms the basis of the
solution. Sharing information among members of a problem-solving team increases the likelihood that a
team member will uncover the information that leads to the best solution.
11-18. Organizing information includes coordination with units and agencies that may be affected by the
problem or its solution. Leaders determine these as they gather information. They coordinate with other
leaders as they solve problems, both to obtain assistance and to keep others informed of situations that may
affect them. Such coordination may be informal and routine. For an informal example, a squad leader
checks with the squad to the right to make sure their fields of fire overlap. For a formal example, a division
action officer staffs a decision paper with the major subordinate commands. As a minimum, leaders always
coordinate with units or agencies that might be affected by a solution they propose before they present it to
the decisionmaker.
DEVELOP CRITERIA
11-19. The next step in the problem-solving process is developing criteria. A criterion is a standard, rule,
or test by which something can be judged—a measure of value. Problem solvers develop criteria to assist
them in formulating and evaluating possible solutions to a problem. Criteria are based on facts or
assumptions. Problem solvers develop two types of criteria: screening and evaluation.
Screening Criteria
11-20. Leaders use screening criteria to ensure solutions they consider can solve the problem. Screening
criteria defines the limits of an acceptable solution. They are tools to establish the baseline products for
analysis. Leaders may reject a solution based solely on the application of screening criteria. Leaders
commonly ask five questions of screening criteria to test a possible solution:
� Is it suitable?—Does it solve the problem and is it legal and ethical?
� Is it feasible?—Does it fit within available resources?
� Is it acceptable?—Is it worth the cost or risk?
� Is it distinguishable?—Does it differ significantly from other solutions?
� Is it complete?—Does it contain the critical aspects of solving the problem from start to finish?
14 September 2011 ATTP 5-0.1 11-3