By C.J. Harris, I. White
This booklet describes a few of the advancements in Command, keep an eye on and conversation platforms
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Extra resources for Advances in command, control & communication systems
If all such cells could be considered as instances of such a general functional model (subsequently christened the C-process) then any particular command organisation could be represented by the interconnection of separate C-processes, where each C-process represents a cell'with a declared responsibility within this structure. 4 Development of the C-process model The functional model was developed in three stages. Initially, a 'proposal assessment' loop was suggested as the underlying paradigm for problem solving within the idealised command and control processes.
2,1,7 Complex command The final stage of this analysis of command and control resulted from consideration of the complexity of naval command, and the way in which total problems are decomposed into manageable subproblems. Complexity is ascribed to interactions between the multiplicity of objectives and resources typically associated with naval command: Objective interaction In general, pursuit of several objectives simultaneously will be more difficult than in isolation. Mutual influence between objectives prohibits the individual objectives being pursued independently.
An event is believed to occur frequently (have high probability) if it is easy to recall similar events. Conservatism The failure to revise estimates as frequently as necessary. Data saturation Reaching premature conclusions on the basis of too small a sample, and then ignoring further data. Self-fulfilling prophesy The decision maker values certain outcomes and acquires and analyses only data which support that conclusion. Attribution error The decision maker associates success with inherent personal ability, and failure with poor luck in chance events.
Advances in command, control & communication systems by C.J. Harris, I. White