by Tommy Miller
At the core of ever-changing warfare, human curiosity demands that we uncover new problem-solving approaches to create effective solutions. Just think about how much the Army and its warfighting tactics have changed from the beginning of the global war on terrorism to now. Think about how much warfare has adapted from Vietnam to the Gulf War. At the heart of each of these changes were problem solvers who were curious about how to move, strike, or protect in a more creative and effective way.
Curiosity is at the core of creativity. Creativity helps us determine more effective approaches to our daily operations. Consequently, leaders must foster a culture of creativity within their organizations, encouraging individuals to uncover new ways to address our problems. Leaders can cultivate creativity within their organizations through three methods: (1) Create a Learning Space, (2) Allow for Time to Think, and (3) Promote New Science.
- Create a Learning Space
Problem-solvers should practically live in a learning space. They should feel comfortable trying new things and creating new approaches to solving problems. Eduardo Briceno wrote in his book, The Performance Paradox, that novel problem-solvers should always be trying something new, and if we aren’t trying something new, we are in the “performance zone.” The “performance zone” is an inflexible space where problem-solvers feel they need to execute tasks in a specific manner without the ability to venture out and try new methods. In contrast to the performance zone, the learning zone enables us to try new methods and devise new solutions to problems.
The leader of an organization must prevent subordinates from entering the performance zone. Leaders should avoid creating a culture where subordinates feel they must always perform perfectly and within the confines of a box. Developing a learning zone begins with the way senior leaders allow their subordinates to brief them. Subordinates must feel comfortable framing a problem or solution to the leader with a new approach. Although the leader might never have encountered these new approaches before, they might prove more effective at accomplishing the task than the standard operating procedures (SOPs).
SOPs are necessary and something each organization should use. However, sometimes diverting from the SOP and trying something new is necessary. As a planner, I have started with a blank slide or blank document many times to frame a problem, since our SOPs did not always offer an acceptable solution. Not every problem is best identified, worked, and framed with a quad chart. During these instances, I have tried to use new products or techniques to frame or solve a unique problem.
The product must frame the problem set and provide recommendations or solutions. In other words, the product must actually work to address the problem more effectively than the old SOPs. Explaining the product to the commander often takes time. To create a learning space, leaders must realize that a new product can convey the point better than the SOPs and exercise patience as they learn this new product. At the core of the learning space is the mutual trust between the leader and the planner that allows the planner to try something new.
- Allow for Time to Think
A learning space is wasted if planners do not have time to think. Consequently, the XO or Chief of Staff must reserve time on the battle rhythm for thinking. Without having the time to marinate on and think through problem sets, problem-solvers often revert to what they have always done and seen done. Individuals who think about a problem differently likely need additional time to analyze a problem set and develop a new solution. Without allowing for an extra ten minutes to go for a walk or sit outside and just think, leaders often will not have enough time to create new solutions that drive operations. New, creative solutions happen with a clear mind and a few, quiet minutes to simply think. Take the time to think and allow your subordinates that time as well.
- Promote New Science
In The Structure of Scientific Revolutions. Thomas Kuhn wrote, “men whose research is based on shared paradigms are committed to the same rules and standards for scientific practices.” (Pg 11) Khun means that individuals who have been institutionalized in the same types of organizations, i.e. the military, begin to think alike and believe the only approach to addressing problems is through, what Khan coined as, “normal science. “Normal science” is the same old thing we’ve always done without significant adaptations or revelations. “New Science” is a novel, creative idea to solve an older problem. Kuhn wrote that new science is typically developed by someone who hasn’t worked on the job for very long, someone with fresh eyes, who looks at the problem differently. Usually, these individuals also possess a high degree of creativity.
At some point, those who stay in the same unit for an extended period lose the ability to accept a new way of doing things. One of the most obvious examples is how our command posts are rapidly changing based on the Russo-Ukraine war. The Russo-Ukraine war has shown how our large, centralized command posts are rich targets for the enemy. One of the lessons learned is that while at war, the Division headquarters can no longer be located together and must divide into multiple, smaller headquarters positioned around the battlefield for survivability.
As the Army adopts this change, the way our Divisions conduct operations must also change. We can no longer meet in the same room to discuss problems; these meetings are now held over digital collaboration tools or other mission command systems. Unfortunately, the battle rhythm used in warfighter exercises is not developed to promote collaboration across a dispersed force, let alone organized to allow the staff time to think. Consequently, new science is needed to figure out how our Divisions will fight and win on the new battlefield.
Conclusion
Fostering an environment where leaders can cultivate creativity is an important part of a learning organization. As warfare continues to evolve, curiosity will transform into creativity as long as the workplace culture allows it. To build this culture we must create a low-threat space that allows for subordinates to try new things. Sometimes, the best way to frame a new problem is to start with a blank slide or a blank Word document. Allow problem solvers to walk away from the desk, clear their minds, gather their thoughts, and create new science. Units that build learning spaces and allow for time to think to promote new science have the potential to solve some of the Army’s biggest problems, such as what our command posts will look like in the future, and how our battle rhythm synchronizes across time and space.
Tommy Miller is a major in the Minnesota Army National Guard and the Task Force Spartan Chief of Plans deployed to Camp Arifjan, Kuwait. He has completed deployments to the CENTCOM and EUCOM AOR and has been activated for multiple National Guard state missions ranging from flood fights to civil disturbance. He has served as a planner at the Battalion, Brigade, Division, and State Interagency levels and is a graduate of the School of Advanced Military Studies. Feel free to connect with Tommy on his LinkedIn profile.
