Knowing The Art of War presentation

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“Knowing” The Art of War 2000: 

“Knowing” The Art of War 2000 Alex Bennet DoN CIO [email protected] 7 April 2000


Syllogisms Cannot have predictable patterns in warfare Logic sometimes creates predictable patterns Sometimes cannot use logic in warfare Captains often make decisions based on knowing Captains usually make the right decisions Right decisions are often based on knowing This slide shows a ship at the bottom with 2 anchors on either side, one representing logic and the other “knowing” with text below these representations.

“Knowing” is:: 

“Knowing” is: seeing beyond images; hearing beyond words; and sensing beyond appearances.

Sun Tzu says: 

Sun Tzu says So it is said that if you know others and know yourself, you will not be imperiled in a hundred battles; if you do not know others but know yourself, you win one and lose one; if you do not know others and do not know yourself, you will be imperiled in every single battle. Sun Tzu, The Art of War

Aspects of Knowing: 

Aspects of Knowing In a changing world, future projections cannot be based on past orientation. Where you stand with it What it is How you relate to it “Know yourself” “Know others” [context] SITUATION place moment in time This slide shows an arrow pointing downward from the aspects of knowing. On the arrow’s lines are the words situation, place and moment in time pointing towards context. Below this is two spheres on each side of the screen, one representing where you stand with the context, and the other what it is. In the middle of the two spheres is the text, how you relate to it.

U.S. Army Research Institute For the Behavioral and Social Sciences: 

U.S. Army Research Institute For the Behavioral and Social Sciences Is it possible to make Situational Awareness (SA) a “Basic” or a habitual way of processing and thinking about sensory input? … Do high SA individuals have better spatial ability or different spatial abilities? Are they better at attention sharing or pattern matching? Do they have mental models or schemas that allow them to be more aware? Do they have the ability to discern patterns that others find difficult?… One proposal was to design SA exercises to train leaders to adapt to various unpredicted actions on part of the enemy, and to train them to examine their plans from the adversary’s perspective. Papers from the 1998 Infantry Situation Awareness Workshop

U.S. Army Situational Awareness: 

U.S. Army Situational Awareness Knowledge of a specific situation that enables a commander to: Place current battlefield events into context; Readily share a portrayal of the situation with staff and subordinates; and Predict, expect and prepare for future states and actions Focus on the mental or intellectual processes Results from the ability to derive expected outcomes from conscious and automatic processes, for example, “intuition”

Area of Optimization: 

Area of Optimization Empowerment translates into agility and flexibility at the point of action Trained in reaction Learned ability

The Knowledge Superiority Vision: 

The Knowledge Superiority Vision More than any other nation, more than any other Navy, and more than ever before, we rely on the creativity, ingenuity, and intellect of our people. As we cross the threshold of the Information Age, we intend to realize this awesome potential in every corner of our Navy, by every person, as a highly interactive total team. Transcending even our current advantage in physical firepower, our Navy will be alive with the fire of shared understanding. We will do this because we must for our Navy’s relevance and readiness in this new era. No foe, present or future, will match our knowledge or our ability to apply it. Indeed, just as forward presence has become a way of life for us, so too will knowledge superiority become a Navy way of life.

Developing the Concept of Knowing: 

Developing the Concept of Knowing

Knowing the Situation: 

Knowing the Situation Understanding the situation in context: Current dynamics and forces of environment Complexity of relationships and roles of human emotions and culture Unprecedented amount of available data and information The challenging phenomenon of situational awareness in today’s world.

Boundaries of Knowing: 

Boundaries of Knowing A problem cannot be resolved at the same level that caused it. The boundaries of Knowing are the level of knowing necessary and sufficient to succeed in asymmetric warfare. - Einstein

Knowing 2000: 

Knowing 2000 “Knowing” improves your ability to develop real discernment, greater associations, wise insight and better decision making. Scanning Sensing Patterning Integrating Intuiting Valuing Noticing Judging Visualizing Cognitive Processes Cognitive Capabilities

Cognitive Capabilities of Knowing 2000: 

Cognitive Capabilities of Knowing 2000 Noticing Attention and Focus Things and Systems Relationships Relevance Scanning Environmental “speed reading” Early indicators Filtering and amplifying Environmental noise Patterning Connections Flow and Trends Rhythm Randomness Sensing External and internal sensors Openness and receptivity Listening Discernment and Discretion Integrating Sensemaking Networking Systems thinking Spatial ability

Cognitive Processes of Knowing 2000: 

Cognitive Processes of Knowing 2000 Visualizing Power of thought Perspectives and Assumptions: (Individual, team and organization) Creating focus Imagining Visualizing success Intuiting Access to non-conscious mind Empathy Emotional Intelligence Trial and error Mindmapping Valuing Alignment to vision, mission, goals Building meaning Ambiguity and Uncertainty Unknown unknowns Judging Frames of Reference Metaknowing Verication Heuristics V V I J

Self as agent of change: 

Self as agent of change Know thyself Mental models Emotional Intelligence Learning and forgetting Mental defenses Modeling behaviors Knowledge sharing Dialogue Storytelling The Art of Persuasion Internal: External: “Knowing” is doing. Knowers are attentive, focused and ready to act.

Benefits of “Knowing”: 

Benefits of “Knowing” Builds situational awareness Empowers decision making Cultivates discernment and discretion Reduces complexity Supports Knowledge Superiority



DON IM/IT Strategic Plan Drivers: 

DON IM/IT Strategic Plan Drivers Goal 4 Implement strategies that facilitate the creation and sharing of knowledge. Goal 8 Provide Sailors, Marines and Civilians with IM skills and competencies essential for success in the information age; and Facilitate Critical thinking skills that take maximum advantage of the richness of data and information enabled by IT. Goal 9 Foster and incentivize a technology-enabled, information rich culture. Incentivize innovative approaches. Recognize IM best practices that foster new patterns of work. New skill needs for a new age

“Knowing 2000” Implementation Strategy: 

“Knowing 2000” Implementation Strategy Initial classroom sessions (2 ½ days) to develop awareness and early skill set. Continuing self-study exercises. Follow-on Virtual tool to facilitate broad dissemination. Development of a Community of Interest to continue exchange. Consider advanced training as areas of need are identified.

Visualizing our Classroom Approach: 

Visualizing our Classroom Approach INTRODUCTION Learning Areas MODULES (Approx 2 hr Segments) O/V Skill Focus Area Self-Study Exercises, References Practice Summary And Application …

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