The Army Problem Solving Model and The Rapid Decision Making and Synchronization Process

Comparison and comparison of military problem solution model (process) with quick decision making and synchronization process. (C100) The Army problem solution model, and the rapid decision and synchronization process (RDSP) are systems that the commander uses to solve possible problems. Both systems take time to complete. If the problem is an urgent matter, the commander uses military problems to solve it, and the time is secondary. When commanders and staff use RDSP, time is the main factor and speed is important.

Military leaders make resolutions everyday and solve the problem. Some people need to make decisions promptly, others need time. The US military has several decision-making methods to help the leaders. The Army problem solution model (process) is a systematic approach to identify the best solution to the problem and a well thought out decision-making approach. (FM 6-0, 2009) If time is not important, the leader will use it for problem resolution. However, this concept is not new. The problem-solving judicial process is due to some innovation in policing, including community and problem-oriented policing. This is a traditional response to law enforcement, identification of patterns of crime, relaxation of basic conditions, and construction of the foundation of the community (Wolf, Problem-Solving Problem-Solving Justice, 2007). A new policing strategy is useful for stimulation

Decision making is part of a larger process to solve the problem and plays an important role in this step. There are several models to solve this problem, but the team can use various decision-making methods. For example, to narrow down the suggested solution list, team members can decide pros and cons for a majority of votes, or discussions until reaching an agreement. There are more complicated decision-making models such as "6 cap method" to be explained later. When the final decision is reached, the team leader or coordinator needs to confirm that the team has reached an agreement. We encourage people to rest for a while or postpone the decisions to later meetings so that people can evaluate it outside the context of the group.