Command Red Team

Command Red Team Organization
(1) Structured Red Teams. Within the CCMDs, service components, and
JTFs, red teams are normally established as standing elements that consult SMEs as
required, as core groups of trained cadres augmented with SMEs as circumstances
warrant, or as matrixed networks of designated SMEs distributed throughout the staff.
Provided other organizational prerequisites are met, all of these organizational models
have been equally successful. All structured red teams should have a permanent, trained
red team leader (see Section 5 of this chapter). Ideally, team members should also be
trained as well.
(a) Standing Red Teams (see Figure II-1). When the red team is
established as a permanent, standing element, each individual member should be able to
apply core red team processes as required. SMEs (both internal and external to the
command) should be consulted as required to compensate for knowledge gaps. Standing
teams can often allocate individual members to different problem sets, allowing the team
to support multiple planning and analytical efforts simultaneously. Over time, standing
teams may operate more efficiently than other models. However, they should do
continuing education to stay current in red team practices. Disadvantages of standing
teams include the potential for individual members to stagnate or for members who
continuously advance contrarian views to eventually get tuned out by the staff. Similar to
other red teams, the standing red team member is also at risk of unconsciously advancing
personal biases or perspectives.
(b) Cadre Red Teams. A cadre red team consists of a core group of
experts specifically trained on red teaming techniques and augmented as required by
SMEs with expertise in the specific problems at hand. Unlike the standard red team,
which only consults with SMEs, a cadre red team temporarily inducts SMEs into the red
team. A cadre red team combines the features of a standard red team with a matrixed red
team. This organizational model places a greater burden on cadre members to be able to
lead groups in the application of red team techniques. This model may require more
effort to prepare SME augmentees each time they are assembled to address a problem.
Other disadvantages include the potential for individual SMEs to use the red team to
unconsciously advance favorite, but not necessarily alternative, views. Additionally,
cadre red teamers could be at risk of feeling pressured to come to consensus quickly so
they can return to their regular job or could be co-opted to conform to institutional
thinking to protect their regular positions. Advantages include the potential for intense
synergistic interaction between multiple SMEs.
(c) Matrixed Red Teams (see Figure II-2). Matrixed red team networks
typically consist of a relatively large number of identified internal SMEs, distributed
throughout the staff and serving in their normal positions, who have also been trained to
perform on a red team as an additional duty and occasionally external SMEs. Tailored
groups of matrixed members are temporarily assembled as required to address a specific
problem. Matrixed teams may provide a more robust and flexible capability in many
circumstances. However, as staff officers rotate to new assignments, maintaining
matrixed teams may constitute a more complex training burden than the other models.
Other disadvantages of matrixed teams include less frequent networking and
II-3