The Dance of the Headquarters

Individual units of large organizations and higher headquarters always misunderstand each other. Front line personnel feel like their leaders are detached and sometimes incompetent, while higher level leaders have pressures that small unit personnel do not understand. How do we bring them together?

In Iraq in late 2003 a draft recommendation came to the Task Force 1st Armored Division Headquarters from our higher headquarters, the Combined Joint Task Force Headquarters. It referenced tuberculosis in Iraq and proposed aggressive use of preventive measures against the disease, citing huge numbers of new cases per year. As the Task Force Preventive Medicine Officer and Deputy Division Surgeon, I was responsible to review all public health and other medical recommendations coming from outside. The math didn’t seem right and I went to the World Health Organization website to check the incidence and prevalence of tuberculosis in Iraq. Suddenly I realized that whoever had made the recommendation had badly overestimated the incidence of new tuberculosis cases. To our medical team it was just another example of trouble from our higher headquarters.

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Awards and Recognition Ceremonies – Are They Really About You?

Why have awards and recognitions, and why have ceremonies for them? Because such inducements help the organization even more than the individual. 

“A soldier will fight long and hard for a bit of colored ribbon.” Napoleon Bonaparte

An Air Force physician had not had a ceremony for his promotion to major and asked me if he should have one for his coming promotion to lieutenant colonel. His former supervisor was not pleased, and though this bright and self-effacing young officer didn’t want to be honored in front of others, he also didn’t want to get in trouble.

During two years as Chief Medical Officer at an Army hospital in Virginia, I routinely interviewed people leaving the Army. Several retiring officers said that they did not want retirement ceremonies. They felt that such events put too much focus on them and they wanted to pass quietly into civilian life.

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Learning Many Ways to Communicate

Communication is critical in success in life. The wise will do it well. Language, music, and a host of other techniques. For fun, how many of you can read Morse Code? Read on!

By Mark D. Harris

(- …. . .. — .–. — .-. – .- -. -.-. . — ..-. .-.. . .- .-. -. .. -. –. — .- -. -.– .– .- -.– … – — -.-. — — — ..- -. .. -.-. .- – .)

(- …. .  .. — .–. — .-. – .- -. -.-. .  — ..-.  .-.. . .- .-. -. .. -. –.  — .- -. -.–  .– .- -.– …  – —  -.-. — — — ..- -. .. -.-. .- – .)

In the popular movie Star Wars, the protocol droid C3PO boasts that he is programmed to use over six million forms of communication. His skills come in handy for Luke Skywalker, Han Solo, Princess Leia, and the other characters trying to save the galaxy from the evil Empire. From Ewoks to Jabba the Hut, C3PO plays a major role in the final outcome.

In real life we often assume that communication is easy and we consider ourselves masters at it. In truth, however, communication is fraught with opportunities for misunderstanding. We often assume that our language, written and spoken, is the best and the others should learn it. In fact, each language is stronger for some tasks and weaker for others, just like people. Further most others will not learn our language, whatever its virtues. If we wish to speak with these people, we need to learn how to communicate with them. This article will discuss ways of communicating with others, and the importance of doing so.

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Taking Intelligence Threats Seriously

Knowing about a threat is the first step to avoiding it. Believing correctly about the threat is the second step. In our world in which the ordinary is expected, we sometimes miss extraordinary threats at our door. 

On 7 December 1941, Privates Joseph L. Lockard and George Elliot were at the Opana radar site on Oahu. They detected a large group of aircraft flying in from the north and reported the findings to Private Joseph McDonald at Fort Shafter. Lieutenant Kermit Tyler was the officer in charge and knew that a routine flight of B-17 bombers were expected that morning from San Francisco. He told his subordinates “Don’t worry about it.” Thus, the Japanese attack on Pearl Harbor was unopposed. Tyler had not taken the threat seriously.

The Joint Task Force National Capital Medicine (JTF Cap Med) recently completed medical support for the 57th Presidential Inauguration, involving hundreds of medical professionals providing health care and preventive services to thousands of military and civilian participants and hundreds of thousands of onlookers. Since the president, key members of government, and Washington DC itself are high profile targets, planners developed a careful intelligence estimate for the event. Military personnel in combat service support roles such as quartermaster, finance, chaplain and medical sometimes do not understand the importance of such estimates. In other cases we do not consider the breadth of threats to military operations such as the Inauguration.

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Getting Things Done in Military Medicine

How to get things done in military medicine, and how to carry that skill into every area of life. 

Like everything in government, military medicine is a vast bureaucracy. As such, military medicine is inherently resistant to change; sometimes it seems that people work four times as hard to get one-fourth of the work done. Nonetheless good people do good things every day, and slowly the prow of this lumbering battleship gets pointed in the right direction. I have spent over 23 years in military medicine, including 18 months as a liaison in Washington at the Department of Health and Human Services, and have learned a few things along the way. This paper is intended to help my staff, others currently in military medicine, and perhaps even those after us, get good things done in the US military health system.

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Bridging Strategic Thinking with Tactical Operations

Living in a complex world, leaders need to think strategically to pick the right jobs, and tactically to get the jobs done. How do you do that?  

The Need for and Difficulties Getting the Strategic View

The Service Secretaries, Chiefs of Staff, Surgeons General, and other senior military leaders regularly send out updates on what is happening in their world to their subordinates. The Army Chief of Staff, for example, sends out a regular update on priorities to all Army colonels. These are rarely more than one to two pages, but in the hustle and bustle of daily activities, often do not get read. Leaders rely on the news, local word of mouth, or perhaps nothing at all, to build their mental picture of what is going on outside their organization; the environment in which they work. Without a desire to see and a clear view of the greater strategic situation, military units and other organizations fail.

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