Reflective Practice Report Crp - Case Study Example

Critical reflective practice report Military science Executive summary From 30th September to 4th October the Commandand Staff Course at RBAF (Royal Brunei Armed Forces) applied ASPEX (Applied Security Planning Exercise) aimed at recapturing Fiordland district of Maroona from Kantabria. Consequently, Maroona demanded support from Aotea to return her regional veracity. A group of 29 officers, split into 3 consortiums, applied their conjectural understanding, operative understanding and amassed expertise of JOP ( joint operational planning) into practice to plan a major campaign in a fashionable and multifaceted operational setting using the British Joint Doctrine Publication 5-00 (JDP5). The report presented herein expansively and ostensibly covers the activities in two sections. Part one will present the group activities conducted, group organization, errors done, interpretability and how the group used mind mapping to enhance the victory of the exercise through attending to others, knowledge sharing and integration. Part two will how the entire exercise impacted on our experience as students, how knowledge collected through the course was utilized and what can be done to realize greater results in future while portraying a deep understanding of the UK doctrine. Moreover, the team’s self-projection tendency and time management while identifying gaps during the war gaming. Critical reflective insights of group CRP, dyadic CRP and individual CRP and recommend better solutions for improving RBAF, security planning and SPEX to ensure efficiency and effectiveness is attained in a fairly just modus. This section also designates the benefits of joint and multinational planning team. In the group CRP section I mentioned about absence of shared understanding and the advantages of using visual aids. It was exposed that for effective teambuilding, mutual reverence is the most vital factor. This section also portrays the emotional attachment of the group to the plan they generated. At times it was difficult to leave the plan and accept others plan. However, the ultimate planning was good and the team felt that the plan was superb. Table of Contents 1.Executive summary 2 2.Introduction 5 3.Conclusions 5 4.Recommendations 8 4.1.War gaming 8 4.2.Planning Space 8 4.3.Time Management 8 4.4.Internalize the situation 9 4.5.Understanding the Doctrine 9 4.6.Mutual respect and learning 9 4.7.Use critical depth and critical breath. 10 5.PART 1: POST ACTIVITY REPORT 10 5.1.Values we used in our group 11 5.2.Activities that were conducted affluently 11 5.3.Solecisms made and how to forestall them in future 12 5.4.Gaps in our knowledge base that needs to be worked on 14 5.5.Knowledge used and its legitimacy 14 5.6.Ways of addressing the gaps in our skills 14 6.PART 2: CRITICAL REFLECTIVE INSIGHTS AND OUTCOMES 15 6.1.Individual CRP 15 6.2.Group CRP 18 2. Introduction From 30th September to 4th October 2013, the Command and Staff Course at RBAF (Royal Brunei Armed Forces) applied ASPEX (Applied Security Planning Exercise) aimed at recapturing Fiordland district of Maroona from Kantabria. Exercise Ehasan Juang 2 involved fictional states namely Kantabria, Maroona and Aotea. The weary aspect of it is that the state of Kantabria hadfaced economic crisis and started claiming a share of the oil resource owned by the state of Maroona. Political and military support of the Kantabria government to the Goritti minority in Fordland region accelerated the tension between the conflicting states. Meanwhile, the government of Maroona and its military had been weakened by the cyclone Remy forcing the government to seek military aid from the government of Aotea in an effort to ensure that it gains and controls its treasured territory and natural resources. The Kantabria troops had occupied Milford Sound area which is perceived to be rich in oil and the planners organized to operate from this area inhabited by native people, Goritii, whose central source of income is the oil resource. The officers were divided into three syndicates comprising of 10, 10 and 9 officers. The planning team sought help from various individuals such as professors from Massey University and the DS who were experienced in security planning and significantly bolstered the success of the process. 3. Conclusions The main points in the two part s of this ASPEX report can be abridged as below: The prominence of CRP in the journey of operational planning is indispensable. CRP is not only important valuable in times of actions but also in formulation and implementation of individual, dyadic and group CRP that assists commanders to manage stress during wars and make unsurpassed decisions. Conflicts of interest are common in the preliminary phases of ASPEX. Personal and professional values were conflicting and this could substantially plummet the successfulness of the activity. Such conflicts might embarrass the war gaming and a dedicated and realistic career planner should let professional interests and values prevail for the benefit of the group and the security team. War gaming is a vivacious part in the estimate process. The team needs to allocate enough time for preparations and also to apply during the phase of the ASPEX. Moreover, the exercise situation portrays the modern operating environment where the armed forces are anticipated to function in divergent environments concurrently, a concept known as the three block war; paramilitaries are conducting peace keeping mission, philanthropic assistance, and combat concurrently. Therefore, the aptitude to strategize for manifold operations and to upkeep those tasks is a proficiency that must be cultivated. Moreover, the army is becoming more involved in Information Operations (IO), Non-Combatant Evacuation Operations (NEO) and Humanitarian and Disaster Relief operations (HADR), hence cooperation and coordination with stakeholders (UN and ICRC), civilians and humanitarian agencies must be incorporated into the ASPEX plan. International regulations and Geneva Resolutions are also mandatory for successful planning of the exercise. The British doctrine (JDP-5) has proved to be an expedient guide for operational planners in that it standardizes the process of developing a plan without encumbering the personal or group aptitude to be innovative and artistic. This became apparent to me in the steps of operational planning which are; Comprehending the operating environment Understanding the problem, assessing objects & factors, Cmdr.’s validation. Articulating probable COA’s (Courses of Actions) Mounting and authenticating COA’s Assessing COA’s Making and implementing Comdr’s decision The evocative communications between the associates and participation experiences and/or expert information can make brilliant ideas to solve multifaceted concerns in the planning process. Additionally, JOP can be learned from classmates, and learning should be complaisant rather than contending among colleagues. The success of the operation environment during the planning process is bolstered by comprehensive, assortment and confidence between the teams and team members. Effective communication should and must be embraced in any ASPEX as it enables the sharing of vital information; all members should learn to listen and accommodate divergent viewpoints as this will also improve the expertise of individuals with limited information and expertise in Joint operation planning. Notably, during the exercise, the team conducted and conserved a Critical Reflective Practice session that was organized in as part of the group’s daily undertakings. The team conducted all types of critical reflective practices (on action, in action and for action). During and after the exercise working hours, individual and dyadic CRPs were also undertaken to assess the importance of CRPs in the entire security planning process. Achieving the intent is one of the hardest phases in the planning process. Disparagingly, most of the members of the team were not confronting the concept at joint operational stage. However, team valued it and proceeded systematically while considering this important issue that would otherwise have mired the effectiveness and merit of ASPEX if snubbed. 4. Recommendations 4.1. War gaming During an ordered event or exercise in an actual joint operational headquarters, I endorse enough time to be allocated to war gaming. In addition the COS must play the leading role during the war gaming. Consequently, it should be used for emphasizing gaps, risks and decision junctures within the disposition. Understanding the context in which one operates or is intending to operate from is vivacious in ensuring effective utilization of the available space and bolsters the success of a JTFC (Joint Task Force Commander). 4.2. Planning Space A fundamental recommendation for imminent employment in joint operational environment is the organization of planning space. Rooms should be upgraded to help group’s progressions throughout the RBAF and CSC. Rooms to be used by syndicates should have essential clerical scaling and security apparatus to support the students during the security planning exercise. Group comfort zone must be maintained in future by working within the syndicate rooms while striving to avert any obstruction. 4.3. Time Management When time limitation threatens to obstruct the efficacy of staff officers to finish their work at joint operation headquarters, they should manage and select substantial information directly by a single team. Also, at the same time, other groups should strive to find out the intent, mission statement, campaign end- state campaign objectives, and specified tasks. When this step is done, it is highly recommended that for extent ascertainment purposes, all results be presented on maps and graphs thus making it easy for groups to refer to the information thus saving time. Additionally, the various phases of the multifaceted ASPEX should be assigned to specialized individuals who should be assigned tasks and responsibilities that match their proficiency as this will result in greater efficiency and productivity. 4.4. Internalize the situation A commander and any staff officer, in all situation should keep themselves in the same environment underwent by the military and the civilians. This will better the understanding of the predominant plight and give gave them an ostensible perception of the proper decision required. Decision-making is important for the success of the military and should not be discounted under any circumstances. 4.5. Understanding the Doctrine Future joint or international operation environment should ensure that all participants have a deep comprehension of the JDP 5-00 doctrine of armed forces and employ it in the ASPEX process. It will enable them to be acquainted with the procedure of planning, crisis identification and management and the dynamic commander and campaign planning. The theories, experimentation and practices therein are significant in helping an individual to conduct military operations and beware of the common lexicon used by militias. Moreover, military technologies, national geography, capabilities of adversaries and the capabilities of military organizations should be comprehended through the doctrine that offers a lucid interpretation of military the diction. 4.6. Mutual respect and learning During the preparation practice in a joint operation HQ, the team must be a coherent one where diverse opinions will be appreciated. Giving every team member a chance to freely air their grievances and opinions without intermissions and without trying to find faults that will dishearten members will positively ensure that a strong and apparently successful team exists. During the ASPEX it give the trainees chance to learn from others and everyone must attempt to acquire important knowledge from the great capacity of the team, without neglecting any source of studying. The ASPEX is just the commencement of a long journey to understand operational environments and to improve knowledge in disaster management and should be taken with due assiduousness. 4.7. Use critical depth and critical breath. A strong endorsement for future utilization in joint operational HQ is that the commanding officer and the staff officers must use critical depth and critical breath to think wisely as well as take into consideration inclusion at the macro political, economic, and diplomatic levels. This will help in formulating imperative ideas for future operational environment management and use of CRP at individual, dyadic, and the team level. It should be a permanent practice through entire ASPEX programme. 5. PART 1: POST ACTIVITY REPORT Noteworthy, ASPEX was the fourth exercise of discrete joint operational approximation based upon the matching exercise location. The practical section involved 3 days of the planning process in synchronization with the appraisal model of the UK doctrine (JDP 5) after the concept of operations brief. The subsequent sections pinpoint the post activity report of ASPEX. Moreover, it addresses key questions of the dyadic CRP and strives to formulate a better understanding of the group dynamics. 5.1. Values we used in our group Captivatingly, our team utilized some values to achieve the target during the process. The values came from the past experience and actions and reactions in the various situations. Integrity, cooperation, reliability, transparency, respect, teamwork, and devotedness to work were the outstanding values that were overwhelmingly used by our group. The values created a serene and supportive environment that led to the success of the ASPEX activities despite the trivial challenges encountered. During the CRP misdoings by individuals or groups were handled proficiently and lasting solution found. This was made a success by the use of effective communication, an important value in group crescendos. 5.2. Activities that were conducted affluently As a facet, the estimate schedule was used correctly and the UK doctrine applied appropriately. Moreover, issues were solved by applying theoretical education to the practical issue and this ominously engrossed realization of results and objectives. Furthermore, one of the good points during the ASPEX is the discussion and the collaborations between the team and this made the work environment exhilarating. Peer learning was embraced leading to quick sharing of information rather than relying wholesomely on the lecture materials. Our environment was very good because the group involved multi-national/all services and civilian members where dissimilar capabilities were combined and dazzling outputs obtained. Tactical contemplations by the staff officers through the ASPEX procedure also supported the replies to many questions and mysteries surrounding preparation for emergencies. The CRP concepts taught in class were fully in rehearsal and in operation. This develops the theoretical aspects taught by Massey lecturers. The interactions from colleagues made the peculiarities in building out of the box solutions to multifarious issues. 5.3. Solecisms made and how to forestall them in future The most outstanding mistake made through the ASPEX was the poor management of time and wastage of excessive time in selection of correlated knowledge from activity documents. Rather than concentrating on the analysis, much time was devoted to reading documents. This was unnecessary considering the many activities that were to be undertaken within a limited time frame. In future, simultaneous work within the group is of pivotal significance supplemented by spread knowledge and visual display of information for the advantage of participants. Secondly, precision planning was lacking during the ASPEX. Due to time restraints and limited sources, the plan made lacked specifics details and deepness which can finally lead to loss of people’s lives during real operations and end up as a disappointment. For prospective operations planning, team at joint operational environment should be more realistic and vigilant in their design and organization. What’s more, during the war games, the J2 and J5 got carried away and became personal with their plans. For future, it’s important to know that war gaming is not of winning or failing. It is for finding risks, gaps and creating decisions which will back any change in the previously formulated plan. Moreover, in the estimate activity, the doctrine was not followed to the letter. As a consequence, Present steps were flouted which had influence on the whole planning. In future, the doctrine must be followed fully and ask for advice through the planning process as it is a good guardrail. Furthermore, slithering in to the lowest level was another mistake watched through the activity. In some conditions, it is allowed for Commanders to move down to tactical level at times used to trickle down to the tactical level instead of concentrating on strategic levels. For future, commanders and team members of joint operational HQ should quintessence on medium and top echelons. What’s more, the composition of the group was comparatively imbalanced in terms of experience, inter-service representation and capability. Below is an appointment table for the planning exercise; it total depicts imbalance. Major Alroy (Singapore Army) J2 Major Aeddy (Brunei Army) J53 (Land) Major William (China Army) J1 Major Kassim (Brunei Army) J4 Major Scott (British Army) COS Lt.Col Saleh (Oman AirForce) J53(Air) Cmdr Enayet (Bangladesh Navy) J53 (Maritime) Lt Cdr NoorBahrain (Brunei Navy) Asst J2 Major Zainol (Brunei AirForce) J53 In future, consideration must be taken to ensure that all teams have an equal number of members, rather than 10, 10 and 9, operational expertise, operational planning and service representation upheld. Understanding and capability should be considered when allocating engagements to the team members. Moreover, Component Command Headquarters (CCH) should be represented. 5.4. Gaps in our knowledge base that needs to be worked on During the ASPEX, we found some gaps in responsiveness. The principal gap emphasized by many was the deficiency of understanding the UK doctrine predominantly in terms of roles of their armed forces and the roles of positions in a joint operational HQ. Additionally, there were a lack of whole avaricious and conception of the JIPB (Joint intelligence Preparation of the Battle space). Although the targeting process was underscored during the syllabus, a gap was found in planning the various templates in the process. This delayed the process of resolving the ubiquitous issues. 5.5. Knowledge used and its legitimacy The JDP 5-00 involves the approximation processes and was an outstanding and useful handrail. The JDP5 was a supplementary tool to bring everyone into deep scrutiny from miscellaneous positions or perspectives. For the first time, the officers engaged in COG and PESTLE analysis. The several elements taught to us through the program by Massy lectures, Singapore team and RBAF CSC DSs were also used during the activity in discussions as well as exact solicitation. Through ASPEX, all war game theories taught by the lecturers were competently put in to application. The outstanding knowledge attained from various discussions can significantly be termed as “valid” since it was derived from authoritative academic sources. 5.6. Ways of addressing the gaps in our skills Numerous gaps were exposed in different skills. Some people thought themselves as the connoisseurs. They would not advice others but would be obdurate that their plans were superlative. Lack of enthusiasm and inspiration among members was also an upsetting aspect. In future, members must be encouraged to be more creative in conducting and facilitating CRP activities. Moreover, others were caught up in ridicule and frustrations and in extreme cases some members would vacillate explaining their ideas particularly during the negotiations and interactions. In future, all members must learn to accommodate swerving sentiments and contain their displeasures for existence of a harmonious environment that supports undertaking ASPEX. Creation of a smooth and efficient working ambiance is paramount for the success of ASPEX. 6. PART 2: CRITICAL REFLECTIVE INSIGHTS AND OUTCOMES In this section, the critical reflective visions and their results shall be reiterated. It will offer a comprehensive and intuitive reflection of the individual CRP and group CRP. 6.1. Individual CRP Firstly, through the ASPEX shows I discovered many points which were unquestionably new as compared to what in CSC. I remember the earliest time when our Massey lectures trained us about CRP, I was totally variegated and thought to myself how possibly one can do a CRP during the estimate process. However, during the implementation of different exercise including ASPEX, I comprehended the connotation of CRP during planning time and achievement. It definitely succors commanders and officers to plan and strategize in a mission. Moreover, the estimate process was completely new to me compared to the one that I was accustomed with in Oman. I got me anxious and apprehensive. However, as time moved and it was implemented in many exercises and with practice, by the time ASPEX began, I found that I had a decent and worthy knowledge in it. Moreover, the estimate process and CRP that I learnt at different levels is likely to support me in any coming operational job. The resulting component connected to the doctrine was concept of the Logistics. Planning for Logistics, I used the tactics and techniques which are being used in Oman; on the other hand, the doctrine and tactics of the Logistics were mostly different and did at time not fit in to the context in which I used to discuss them through the operational planning process. Therefore, in future, I need to take a lesson in the understanding of doctrines of various forces employed along with the roles and responsibilities of various staff employments. This will help eliminate the kind of confusion that I encountered in the ASPEX. Through “in action” CRP, I understood that the task of J4 and that of the J1 was corresponding on various staff checks. So, there was a mishmash in efforts which was useful in the realization of anticipated results. I also realized that a good hand on the doctrine and roles of different occupations is vital for joint operational planning. Furthermore, through operations there were cases where classmates would criticize the planning/ decisions by commander or staff. To avoid tarnishing my reputation, I decided to adhere to all orders from the commander because I believe they are more experienced in these matters and students should constantly act with diligence and veneration unless circumstances force them to deviate from the norms. Reflecting in action, during the first day when I was planning to support the militaries as J4 that I grasped how effective perfectionism can be. With scantiness of time and resources, I was enchanted having managed to make an enormous plan. Moreover, I understood that at times the steps in the doctrine were not followed mostly owing to time restraints and secondly because I think my operational experience will be adequate. However, during the CRP, I realized that the doctrine is a vivacious handrail and that it should be built to time and also for support until one becomes professional. Noteworthy, it is important that the use of theory for practical planning by using the estimate process; on the other hand, the complicate and unstable operational environments of today also dictate the significance of operational art. I feel that every one of the joint operational headquarters should have the courage to give their sentiments and proclaim their thought during different cases. Factually, during the estimate process, there were proceedings where I think we should move up to strategic level or in some cases we must go down to tactic level, and this would be more flexible for the planning process. For instance, during the war gaming, I found it challenging to move out of the lowest level and stay at highest level. Additionally, during the operational level, I realized a good message would be to think bigger by censoriously investigating what is beneath the profundity of problem and examine it at economic, political and diplomatic levels to avert any unnecessary skirmishes and acrimony. In the exercise, I found a battle between personal values and professional values. Consequently, I a key recommendation for future employment in an operational environment is that as a commander and staff officer, in any plan, group and/or professional values and objectives must prevail over personal interests. Additionally, the commander and planners should envisage the absolute truth by putting themselves in the situation of the troops on the ground for the success of their plan at all levels. An imperative fact that I acquired during the individual CRP is that a military estimate incorporates an understanding of the situation and the prevailing problem and documentation of the possible courses of action. Moreover, no plan of action reaches with any conviction beyond the preliminary encounter with a nemesis’s force. Combats and skirmishes are fundamentally complex and capricious. Successful army planners should therefore not plan in advance and should not expect the enemy to behave in any way but their operation plan should be kept under evaluation and reconsideration in all its stages of execution. Dedicated and bespoken staffs should do this on an uninterrupted basis. 6.2. Group CRP During the first day of ASPEX, we found out that we had enough time to formulate our operations outline. Consequently, we had enough time to go through the entire estimate process However, there was a lot of information in dissimilar white documents which created confusion in understanding and to selecting the relevant to our planning process. I realized the main point to keep in mind is the prominence of examining the information to our process directly, while other groups can concentrate on finding other concepts such as campaign end-state, intent, mission statement, specified tasks and campaign objectives. Additionally, our group used PowerPoint presentations to allow tranquil and efficient sharing of information while ensure g that no group members misses out on this imperative exercise. Although, CRP is considered to be a fairly fresh concept in academics, our group realized that it has been in use for thousands of years. The simple idea of the CRP is to think and investigate. This daily activity is conducted by civilians, scientists, artists and all creative minds the world over. Its relevance in the contemporary advanced and fairly complicated world became apparent. It deals with aspects such as effective utilization of military resources and the best plans to use in paralyzing a nemesis during combats. On the fourth day of the activity, the elements of the process were put in to practice. There were diverse opinions given by different members of the group; on the other hand, after having some time we finally started off with the process. I observe our first rehearse of the presentation was good. A major lesson we as a team realized that the value of the soft aspects like information and psychological operations needs to be planned meticulously in conjugation with the group at strategic, political, and national levels. Through the CRP group, we comprehended the necessity for a commander to understand their position and to continuously update and apprise that understanding prior to or during a campaign. Firstly, it offers a commander an appreciation of the prospective involvedness of the present situation and informs them on what might be the auspicious situation in the indefinite future. Additionally, it offers the commander an inordinate chance to garner an extensive range of viewpoints particularly those that might confront any prevailing martial or national paradigms. These were significant concepts that were agreed upon in our CRP group. What’s more, the rudiments of martial operational planning were effectively understood, put into practice and appreciated. Shared understanding and involving all stakeholders stood out as an indispensable option in the formulation of a better crisis management by any state. I witnessed that the diversity and comprehensiveness in the planning process are substantial for succeeding in contemporary operational environments. Each member of the group should be listened to and be made felt as part of the team. This increases innovativeness, happiness and consequently group productivity. The sacrifice for classmates is significant to ensure amiable atmosphere in the team. There were members who would masquerade dumbness in the entire discussion session, a factor that deleteriously impacted on the adeptness and effectiveness of the group. Information asymmetry and difference in language were some of the factors that significantly contributed to the aforementioned scenario. However, I totally garrisoned against the idea of leaving such people to be in a group while offering no contribution to the ASPEX exercise. I suggested that such officers be given chance to speak in front of others instead of those who often speak. Gladly, our group took it positively mainly the officers who really desired the unwarranted publicity. Our group was able to exhibit a tremendous presentation on 4th of October. In comparison with the planning of other groups, our group could formulate and present a more lucid campaign plan. Despite the time constraints and complexities of team building, the team responded with a positive outcome. The imperative take away of the exercise is the team development process. In a multi-cultural setting, it is natural that the team would be enduring all the four stages of team development as prescribed by Tuchman’s Team Development Model. Everyday, the CRP sessions brought the authentic feeling of team spirit, team cohesion and made our team a success. This molded and redesigned my cognitive domain, a factor that might help in bettering my future professional life. Through the war gaming, I realized that in some cases we were passionately protecting our plan. In fact, the importance should be on finding the gaps, watching risks, decision and opinions in the plan. This can be provided by international members and all services contributions from the group notwithstanding their role and/or appointments. The function of COS during the estimate was very imperative. As a result of that we should spend more time to highlight rather than spend it on scenarios. The assessment of course of action during war gaming was very educative and important to learning thus ought not to be snubbed. Crises arise in numerous ways and different circumstances. Individual actors perceive such crises differently and their actions are wholly defined by their perceptions. There are seldom objectives to inaugurate with certainty what, where, when or why something will happen. Our group recognized that more or less continuously, illogicality, confusion and ambiguity permeate. Additionally, the time available for exploration will constantly be restricted implying that a tradeoff between the development of clear orders/guidelines and improvement of understanding must be established and upheld for the benefit of any state. Read More