By C.J. Harris, I. White
This publication describes many of the advancements in Command, regulate and conversation structures
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Extra resources for Advances in command, control & communication systems
5) is divided internally into two subprocesses called the A-subprocess and the Bsubprocess, the latter being that part based on the proposal assessment loop. As it stands, this structure can only address a single problem at a time. 32 The C-process: a model of command To extend this simple structure to support parallel but co-ordinated consideration of tentative solutions to subproblems, there is a need for multiple, interconnected, proposal assessment loops. 6 shows a stretched A-subprocess able to accept a number of B-subprocesses in much the same way that a computer bus backplane accepts electronic circuit boards.
3 Criteria of effectiveness: The introduction to the proposal assessment loop presupposes the existence of measures of effectiveness appropriate to the current objectives. An attempt was made to understand what is involved in translating objectives into effectiveness metrics. This required re-examining what is meant by the term objective. The achievement of objectives involves not only the attainment of goals or desirable situations, but also the avoidance of undesirable situations, which for the want of a better term were called penalties.
Measures of effectiveness which are intended to correspond to a set of objectives constitute a model of that value system. Constructing effectiveness metrics is an exercise in identifying and specifying the value model This is a difficult task because the value model should make explicit: 26 The C-process: a model of command (a) All relevant factors, and not just the immediate principal value of, for example, disabling an enemy submarine, or self-survival. g. the value of remaining covert, retaining resources, and maintaining morale.