Defence Forces Review 2010

Mission Command: The Command Panacea?must be defined and discussed from a uniquely human perspective, one that is consistent withprevailing operational experience, and that defining C2 in terms of common intent representsa first step in that direction.From a business perspective, D’Arcy 18 says that one of the key characteristics of a highperformingorganisation is a flexible organisational structure that shares responsibility andemphasises teamwork and empowerment among its employees. He contends that hierarchiesalone do not work in civilian businesses and that the optimum organisational structure tends tobe flatter. For him the keys to success in business are effective leadership and the distributionof leadership as a means of “minimising hierarchy, leveraging expertise and keeping decisionsnear customers.”DialogueEXPLICITINTENTEXPLICITINTENTEXTERNALISATIONINTERNALISATIONINTERNALISATIONEXTERNALISATIONIMPLICITINTENTIMPLICITINTENTPerson APerson BSocialiSationFigure 3: Mechanisms for Sharing Intent (McCann and Pigeau, 2000:170)Morality and ValuesMC in a PSO context must focus on issues of morality, be based on embedded values, andbe centred on human interests and values. The human-in-command approach to PSO isunderpinned by the need to exercise sound moral judgement, that leadership is “an ethicalact” and that operations “must be especially sensitive to some moral and ethical code.” 19McCann and Pigeau state that values and attitudes are the foundation of the command edificeand that what guides leaders and team members are the values and attitudes of the militaryorganisation. They emphasise the critical importance of selecting and developing militarymembers who reflect the values of the nation. 20 Accordingly when a strong set of valuesbecomes embodied in ideology or in organisational philosophy, it can serve as a guide and asa way of dealing with uncertainty about intrinsically uncontrollable or difficult events. Thevalues now become basic underlying assumptions.In his thesis Nolan 21 confirms that well-developed and relevant core values, sufficientlyembedded in the organisation, are especially important to all command philosophies, and that18 Gabriel D’Arcy, Managing Director of Bord na Móna, delivered a lecture on strategic leadership to the 65 th SC&SC on 4 Feb 2009, during which heoutlined his thoughts on how to build and harness a successful business. He drew heavily on his experience with Kerry Group plc, and from his currentrole as MD of Bord na Móna.19 Lester, R. (2001) ‘Human-in-Command: Peace-Support Operations’, Air and Space Power Journal: 8. (online) (cited 24 October 2008). Available from:http://www.airpower.maxwell.af.mil/airchroicles/cc/lester.html20 Op Cit, p. 401.21 Nolan, N. (2008) ‘The Good, The Bad and The Ugly: Ethical decision-making in the Military’, 64 th Senior Command and Staff Course Thesis, NationalUniversity of Ireland, Maynooth.5