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The DSP (for Disruptive Solutions Process) is a concept applied to the combat operations process, often at operational level, primarily in Air National Guard applications. However, it has been used successfully in other government agencies and in the private sector. It was created by fighter pilot and USAF and ANG Lieutenant Colonel Edward Vaughan.[1]

Overview

Typical defense industry bureaucratic approach to problem solving might be to either overwhelm with superior funding, resources, and manpower-- take any major weapon systems development such as a new fighter jet, for example-- or secondarily, when resources are constrained, adopt a stance of continuous process improvement, similar to that espoused in Kaizen, Total Quality Management, and Lean Six Sigma.

Because most preventable “safety” mishaps are caused by human factors (83% of FY07 AF Class A costs due to HF per AF Safety Center)[2] and can be traced to human cultural and behavioral issues, according to DSP, safety can and should uniquely apply a “disruptive” solution set to addressing the issues. Such a disruptive, iterative approach may not be appropriate in otherwise hardware-centric programs, such a aircraft procurement or production.

To address the safety cultural issues associated with mishap prevention in a large bureaucracy, Air National Guard safety pursued a disruptive approach in requirement definition, problem identification, solution vetting, funding, and procurement. Using Boyd's OODA Loop to assess the efficiency and effectiveness of the process, DSP was created.

Basic Process

The DSP "process" is executed similar to a venture capitalist’s portfolio of projects in that the team invests small amounts of resources in many disruptive ideas. Then the team assesses initial demonstrations and validations (DEM/VAL) of those solutions, choosing only to fully develop those that show success and return on the investment.

Essentially it is a six step process:

1. POLL FIELD--IDEA MINING: use network of professionals at the field unit level to identify best practice mishap prevention, education, mishap investigation, procurement, and other tools. Look for full and partial solutions.

2. CONSOLIDATE / RACK AND STACK: Heuristically sort list of ideas into groups based on resource requirements, proven record, technology leveraging, mission accomplishment, AFI directives, and NGB identified needs. Rank order all projects based on overall value to the force using DSP assessment algorithm (citation forthcoming after public release of algorithm).

3. ELIMINATE BAD FITS: Scrub the list for those items requiring major hardware, POM, or other non-O&M (3400-type) funding or processes. Eliminate those programs that are not scalable in scope.

4. SELECT AND DEM/VAL: Consider resource requirements and rapidly source field unit funding or headquarters seed monies in the sub-$50K range to perform a limited DEM/VAL of concept. Use rapid contracting mechanisms through government contracting office, primarily employing SBA set-asides, blanket purchase agreements, or previously procured assets that may be re-roled into current use. This requires expert contracting officers and staff who possess training in performing basic functions of government contracting officer representative, or contracting officer technical representative.

5. RESULTS: Establish definition of success at the outset. Measurable and reportable. Demonstrate measurable results within six months and seek further external and scalable funding from sources such as DARPA, Defense Safety Oversight Council (DSOC), other services, other government agencies, etc. Match requirements to resources and solutions.

6. LEAD AND MARKET: lead the effort on behalf of the DOD, Joint, Interagency, etc and tighten the OODA loop down to nothing. Essentially creating an agile, continuous loop so tight, Boyd might describe it as an OODA Point. Market the solution intensely and seek buy in by returning the solution to same experts that initially proposed it. Identify capable project leaders to run with the project.

7. REPEAT PROCESS.

HISTORY AND PROGRAM SUCCESSES

DSP was initiated during OIF in 2004, when a joint, interagency team led by Lt Col Edward Vaughan created Project BLACK MOUNTAIN. This project, recently declassified, assembled an ad hoc tactical datalink using in situ components within a Internet Protocol normalized network. Data from otherwise incompatible systems was shared in near real time using data packet conversion methods, developed on location. The disruptive and austere nature of the project, and its unexpected and rapid success, led to DSP.

More recently, DSP has been used in the ANG to create and field mishap prevention programs. Safety programs created, executed, or developed using DSP:

SEE AND AVOID – Joint DOD and Interagency with AOPA, EAA, and FAA. It is a web based civilian-military midair collision avoidance program created by ANG, considered best practice. ACC is partner; AFCENT asked for Iraq, Afghanistan coverage, now under contract, led by ANG and Air Combat Command.[3]

RealBase.org: ANG-wide…Comprehensive Commander’s Toolkit identifies safety issues, provides tools for Commanders to address; created by ANG after 2007 Safety Stand Down Day to provide ONE STOP SHOPPING for commanders and leaders. [4]

Maintenance Resource Management (MRM): Joint DOD-wide. Originated by Lt Col Doug Slocum (AZ ANG)--see MRM. ANG included it in DSP and took it DOD-wide with ANG and DOD funding…now Air Force program mandated by Air Force Instruction 21-101. Air Force Safety Center will propose way ahead on ORM revitalization & role of CRM / MRM. [5]

FlyAwake: ANG-wide, soon to be DOD-wide Joint Service. 201 Airlift Squadron (DC ANG), under command of Col Woody Akins, originated the basic concept for a web-based fatigue risk management tool which returns quantitative fatigue analysis for given flight schedule. This tool was based on the algorithm contained within FAST. Under direction of program manager Captain Lynn Lee, the ANG integrated it into the DSP and took it ANG-wide, then DOD-wide. [6]

Wingman for Life: went live on 2 Feb 09 at Tucson, Arizona; Under consideration by Defense Safety Oversight Council for DOD-wide use. ANG suicide intervention initiative that SHOWS, not tells, family and friends of distressed Airmen how to intervene to save a life. Lt Col Vaughan created with ANG Chaplain support. [7]

ANG AFCAST (online safety cultural survey) is now DOD-wide. It is the ANG-variant of DOD-wide Joint Service Cultural Climate and Assessment Survey (JSCAS). Used to assess unit cultural issues and target solutions from RealBase to the base needs.[8]

dBird Bird Mortality Model. Created and developed as interagency program combining partners from CDC, Smithsonian, NSF, USDA, DHS, and NOAA under ANG leadership to track, target, and predict movements of pathogen-infected bird flocks using BASH resources such as BAM/AHAS, NexRAD radar system, and others. [9]

BASH: ANG has comprehensive full-service BASH assessments and plan writing program, with MIPR and contracts from ANG to USDA and the world’s leading expert in avian wildlife biology, Dr. Russ DeFusco. [10], [11]

ANG Chief of Safety Course (ARCCOS) – tailored to ANG/AFRC needs; taught by ANG, well represented at active duty mishap investigation courses.

Low Altitude Deconfliction Program - online scheduling function with FAA's MADE program to provide collision avoidance for military aircraft operating in low altitude environment. [12]


See also

Citations and notes

  1. ^ Article linking Lt Col Vaughan to creation of "ANG's DSP"[1]
  2. ^ Catalog of Air Force Statistics by Aircraft Type, considered typical for US Military [2]
  3. ^ www.SeeAndAvoid.org
  4. ^ www.realbase.org
  5. ^ www.afmrm.org
  6. ^ www.Flyawake.org
  7. ^ www.WingmanForLife.org
  8. ^ www.ANGAFCAST.org
  9. ^ www.dBird.us
  10. ^ www.BASH-inc.com
  11. ^ www.USAHAS.com
  12. ^ www.DECONFLICT.ORG

References

  • Lee, Lynn "Face of Defense: Air Guardsman's Entrepreneurial Approach Earns Safety Award"[3]
  • Boyd, John, Organic Design for Command and Control [4]
  • Kotnour, Jim, Leadership Mechanisms for Enabling Learning Within Project Teams] in proceedings from the Third European Conference on Organizational Knowledge, Learning and Capabilities, Proceedings OKLC 2002 [5]
  • Osinga, Frans, Science Strategy and War, The Strategic Theory of John Boyd, Abingdon, UK: Routledge, ISBN 0-415-37103-1.
  • Richards, Chet, Certain to Win: the Strategy of John Boyd, Applied to Business (2004) ISBN 1413453775
  • Ullman, David G., “OO-OO-OO!” The Sound of a Broken OODA Loop, Crosstalk, April 2007,
  • Ullman, David G., Making Robust Decisions: Decision Management For Technical, Business, and Service Teams. Victoria: Trafford ISBN 1-4251-0956-X — ties the OODA Loop into decision making processes.[6]
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