Military Review English Edition July-August 2014 - Page 33

HURTLING TOWARD FAILURE Resilient Leaders, Resilient Systems, and Resilient Forces integration and training in applying this concept cannot be overstated. The document also states: The Army must pursue emerging technologies to maintain its strengths, address weakness, exploit opportunities, and develop countermeasures to future threat capabilities and maintain its technological advantage over future threats.17 The Army will be able to maintain any technological advantage only by complementing advances in technology with concurrent and corresponding leader development that will ensure adaptiveness. To prevent catastrophic battlefield failures similar to the Air France disaster, the Army must consider how to use mission command systems in a way that does not increase complexity to unmanageable levels. In its drive to help commanders understand their OEs, the Army has built Military forces need a way to reduce uncertainty without simultaneously increasing complexity. True, they need resilient mission command systems that can enable resilient forces. Resilient systems and resilient forces are adaptable, versatile, and flexible, but adaptability (or adaptation) is the most important characteristic. G. Scott Gorman’s statement about adaptable soldiers, penned in 1998, holds true today: “Adaptation, although it may involve technological solutions, does not originate from technology. Adaptation springs from the minds of both leaders and followers.”14 Adaptable leaders and followers need to be able to analyze and interpret information correctly and make rapid decisions repe