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

Chapter 11
compute, or estimate the raw data values for each solution and each criterion. In analyzing solutions that
involve predicting future events, they use war-gaming, models, and simulations to visualize events and
estimate raw data values for use in analysis. Once raw data values have been determined, the leader judges
them against applicable screening criteria to determine if a possible solution merits further consideration.
Leaders screen out any solution that fails to meet or exceeds the set threshold of one or more screening
criteria.
11-32. After applying the screening criteria to all possible solutions, leaders use benchmarks to judge
them with respect to the desired state. Data values that meet or exceed the benchmark indicate that the
possible solution achieves the desired end state. Data values that fail to meet the benchmark indicate a poor
solution that fails to achieve the desired end state. For each solution, leaders list the areas in which analysis
reveals it to be good or not good. Sometimes the considered solutions fail to reach the benchmark. When
this occurs, the leader points out the failure to the decisionmaker.
11-33. Leaders carefully avoid comparing solutions during analysis. To do so undermines the integrity of
the process and tempts problem solvers to jump to conclusions. They examine each possible solution
independently to identify its strengths and weaknesses. They are also careful not to introduce new criteria.
COMPARE POSSIBLE SOLUTIONS
11-34. During this step, leaders compare each solution against the others to determine the optimum one.
Solution comparison identifies which solution best solves the problem based on the evaluation criteria.
Leaders use any comparison technique that helps reach the best recommendation. The most common
technique is a decision matrix (see Chapter 4).
11-35. Leaders use quantitative techniques (such as decision matrixes, select weights, and sensitivity
analyses) to compare solutions. However, they are tools to support the analysis and comparison. They are
not the analysis and comparison themselves. Leaders carefully summarize the quantitative techniques so
the decisionmaker does not need to refer to an annex for the results.
MAKE AND IMPLEMENT THE DECISION
11-36. After completing their analysis and comparison, leaders identify the preferred solution. For simple
problems, leaders may proceed straight to executing the solution. For more complex problems, a leader
may need to form a design team (see FM 5-0). If a superior assigned the problem, leaders prepare the
necessary products (verbal, written, or both) needed to present the recommendation to the decisionmaker.
Before presenting the findings and a recommendation, leaders coordinate their recommendation with those
affected by the problem or the solutions. In formal situations, leaders present their findings and
recommendations to the decisionmaker as staff studies, decision papers, or decision briefings.
11-37. A good solution can be lost if the leader cannot persuade the audience that it is correct. Every
problem requires both a solution and the ability to communicate the solution clearly. The writing and
briefing skills a leader possesses may ultimately be as important as good problem-solving skills.
11-38. Based on the decisionmaker’s decision and final guidance, leaders refine the solution and prepare
necessary implementing instructions. Formal implementing instructions can be issued as a memorandum of
instruction, policy letter, or command directive. Once leaders have given instructions, they monitor their
implementation and compare results to the measure of success and the desired end state established in the
approved solution. When necessary, they issue additional instructions.
11-39. A feedback system that provides timely and accurate information, periodic review, and the
flexibility to adjust must also be built into the implementation plan. Leaders stay involved and carefully
avoid creating new problems because of uncoordinated implementation of the solution. Army problem
solving does not end with identifying the best solution or obtaining approval of a recommendation.
STAFF STUDIES
11-40. A staff study is a detailed formal report to a decisionmaker requesting action on a
recommendation. It provides the information and methodology used to solve a problem. The staff study
11-6 ATTP 5-0.1 14 September 2011