JUST ANOTHER BUREAUCRACY:

An Officer and a Creative Man (MARK MOYAR, 12/20/09, NY Times)

Although many Army and Marine officers in Afghanistan are performing well, a significant portion are not demonstrating the vital leadership attributes of creativity, flexibility and initiative. In 2008, to better pinpoint these deficits, I surveyed 131 Army and Marine officers who had served in counterinsurgency operations in Iraq or Afghanistan or both, asking them each 42 questions about leadership in their services.

The results were striking. Many respondents said that field commanders relied too much on methods that worked in another place at another time but often did not work well now. Officers at higher levels are stifling the initiative of junior officers through micromanagement and policies to reduce risk. Onerous requirements for armored vehicles on patrols, for instance, are preventing the quick action needed for effective counterinsurgency. Of the Army veterans I surveyed, only 28 percent said that their service encouraged them to take risks, while a shocking 41 percent said that the Army discouraged it. [...]

It doesn’t need to be this way in the Army. After all, the Marine Corps has succeeded in inducing its officers to operate independently. More than twice as many Marine survey respondents as Army respondents — 58 percent — said that their service encouraged risk-taking. Marine culture is different because the career Marine officers who shape it are, on average, less risk-averse than career Army officers.

Researchers have found that the leadership ranks of big organizations are dominated by either “sensing-judging” or “intuitive thinking” personality types. Those in the former category rely primarily on the five senses to tell them about the world; they prefer structure and standardization, doing things by the book and maintaining tight control.

In the late 20th century, the Army gravitated toward standardization, as peacetime militaries often do, and consequently rewarded the sensing-judging officers who are now the Army’s generals and colonels. But this personality type functions less well in activities that change frequently or demand regular risk-taking, like technological development or counterinsurgency.

As Michael Lewis's Moneyball so eloquently argued, your senses are liars.

Posted by Orrin Judd at December 20, 2009 9:50 AM