The concept of strategy has adapted over time, one of this adaptations has been in the form of command. Ancient times saw strategic leadership develop around a single individual; this person was the one hope everyone put their trust into. It took time to develop and place this individual in a position allowing access and control of needed resources. This meant the creation of the hero myth or leadership legend. But there was not certainty of either the individual’s development or the actions taken. Thus strategist adapted by creating a chain of command and a general staff. These allowed for more commanders to direct and coordinate different resources, strategic elements and tactics. This gives each small responsibilities reducing the need for a single commander to be everywhere all the time and trained the younger ones to develop as a better commander. The reduction of a single commander does not reduce the responsibilities, dividing the work involves trust and without responsible actions this trust is gone. Authority granted any command must also protect those granting authority, responsible action must be a requirement else this command becomes all it thinks about.
Directing resources into a focused point requires a single minded thought to follow. This because the dream or focused point of operations will require resources spent and developed in time with the needs. A commander focuses to allow fewer distractions to develop and confuse the situation; the most important resources once wasted are gone. This is why placing a length of time on projects works so well, it keeps all developments going until the end of the need. No wasted time or resources, fewer resources used and more effective results all increasing the efficiency. A single directed focus must exist from a single authority or command structure to reduce this waste. This unity of control has to operate and be responsibly for this focused attention.
But unity of command also leads to bad behavior, as it is a learned behavior one instilling a habit of making all the decisions. This habit, like all other habits, is hard to break away from, either when a long-term task is completed or if/when others oppose. Opposition may occur, not from competition but from concerns and misunderstandings. A single unity of control with the habit of making total decisions does not take disobedience easily. It is for this reason when representing others one is not granted complete authority. By insuring a division of authority exists the rights of those represented are meant to be secured through the many different commanders in positions.
But as mentioned, strategy adapts so unless this command is put under some stress it will eventually reach a point it sees itself as all powerful. Adaptations do not occur in a vacuum; to adapt some measure must be acting upon or directing that adaptation. The so called “7 deadly sins” are but one detailed method of showing how commanders can be adapted without realizing it.
The general staff started with the concept of dividing responsibilities of a single commander, avoid weaknesses by having many commanders interacting together. If all are focused they can work excellently, but break the focus and these same spin out of control for their own sakes. Confidence and trusting the other commanders to do their task is what keeps this chain of commander from separation and in-fighting. Once this confidence is gone the in-fighting redirects resources away from the focused direction to less desirable areas and concerns. The unity created to organize is lost, when the command loses it own confidence. This is easier to do with a group than a single individual as the individuals in the group are pulling in different directions. The more commanders that exist in this command the easier it is then to redirect the focus and allow failure.
Contact: Michael Pulse [email protected] Author of: The Truth of Things
Website: www.truth-things.biz CEO of Stone Rose LLC.