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Abstract. A recurrent theme in command and control (C2) concerns the
most appropriate size of deployed HQs. Opinions vary, and the
subject is clouded by the impending impact of digital battle
management systems. However, the question is not directly related to
digitization. HQs in the World War II were considerably smaller
than at present. Their subsequent growth is attributed to the
increasing complexity of modern war. But how much more complex
is modern war? Is the attendant increase in HQ size
justified? Indeed, how should one justify the size of an
HQ? This paper discusses the role of an HQ in
supporting command and control and suggests six linked premizes: that
the quantity of information used to make battlefield decisions is
very small; that operation orders should be, can be, and
have been very short; that very few staff are required
to produce those orders; that there is significant advantage in
making and disseminating decisions much faster than at present; that
decisions do not have to be as good if they
are produced significantly faster; and that there are significant advantages
in deploying smaller HQs. These premizes are considered using historical
examples, apparent inconsistencies within doctrine and practice, and two novel
models (of decision-making and organisational complexity). The paper then proposes
a hypothesis that formations and units with small, closely integrated
staffs can be significantly more effective than those with HQs
of current dimensions. Discussion of the emergent hypothesis suggests a
er-evaluation of the apparent complexity of modern war; of the
nature of operational control; of decision-making methods; and of the
impending effects of digitization. Future concepts for C2 organisations require
further consideration, and perhaps experiment.
Related topics:
command and control, decision making, command systems
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