What is the Military 1/3 - 2/3 Rule?
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- Опубликовано: 27 сен 2024
- Let’s talk about a tool that the Special Operations community and US Military use to ensure that subordinates have plenty of time to prepare for and plan for upcoming missions … it is called the one third - two thirds rule. In this video we will take a look at what the 1/3 - 2/3 rule is, how it integrates into the military planning process and training methodology, and then I’ll give you a military and a business example.
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Thanks for watching,
Christopher Littlestone
Life is a Special Operation
Are You Ready for It?
Just retired as an Infantry Squad Leader in Army National Guard units. Have also been working over two decades as a construction safety guy. I’ve found myself trying to explain this concept to crews I work with to relay how important it is for them to plan things out rather than “flying by the seat of your pants”. Some get it, others don’t.
Get the hell out
That's why there are a few Chiefs and a bunch of pee-ons.
@@SnowTiger45 no it's you all so clueless about what stand for might as well lie down can't even fake Americans anymore disgrace to truth freedom and justice . Clueless about what protects freedom and justice exactly your job as we the people
@@SnowTiger45 all you know about this country is the name and free speech and right to bare arms clueless why . I kept my to trust in God no politicians to tell the truth and do there jobs we make them is exactly are jobs as we the people . We understand exactly how to find truth and make politicians tell the truth and do there jobs they represent we the people best be doing what we put them in to do we police government watching the unbais unopinionated fact checked news seeing all close to one story are they or aren't they doing what we put them in to do. Then we form a bios and opinion and vote or why bother voting . Is unbelievable fake Americans can't even fake Americans anymore clueless about what vote for and what protects freedom and justice exactly your job and duty as we the people
@@SnowTiger45 have this country away they never needed to fire a shoot
This is such a simple thing, but hearing you lay it out, this is now something I can apply for the rest of my life. Good instruction! Blue Spaders!
Being a Chef,this type of planning is almost a daily occurrence. Weekly menus for incoming banquets can be set,and in an instant something is changed,added or dropped completely. When I find out about the changes,my Sous Chefs are notified immediately so they can adjust and make the necessary reforms to be successful.
As a chef myself i can totally relate to your approach. I absolutely hate it, when a higher up comes in and give changes to the team the last minute. It’s always obnoxious and exhausting to deal with such late guys.
I was trained by a wonderful chef when I was in the food industry, he called it "mise en place" which roughly translates as " to set up" in English. Meaning before the dinner rush set up everything you need, plus some and put in place where you know it will be when your scrambling your azz off when some sends back a turf and surf where the steak needs to be well done lol.
@@Naughtforeye it should be illegal to cook a steak well done
@@TheRealSykx I'm 💯% with you on that one lol!
It is similar in software. I've managed a lot over the years and the good managers aren't very numerous, but they use these types of techniques to keep chaos to a minimum. I've lost count of how many warnos I've issued over the years. The heads up is the most important message you can give, and it takes just a few minutes to do.
Good HQ vs Bad HQ is dead nuts on. Nobody ever called me an Operator but most my career was in Tactical Com. The best higher echelon commanders gave us time to plan. I’ve tried to bring that with me into civilian life for my teams. I may still hate having to decide what to wear everyday but I love that I can bring the biggest part of my life to this after party. Thank Brother and Sisters in Arms!
that clothes issue seems quite easy to fix. Why not go for a capsule wardrobe and pick things at random?
Excellent explanation and suggestion. I’ve been using 1/3-2/3 rule in my civilian life even after the Army as Program Manager. It is a principle of great importance and a quick “gut feeling” Lehman check in project management especially laying out complex Gantt Charts and establishing critical path of the project. In essence, starting from the overall project timeline and driving down to each work package breakdown, it should be evident at any point that 1/3 should be given to the top activities and parts of the Bill of Material, and 2/3 for the remaining activities and children parts.
We just call it a ‘heads up’ - nothing fancy about it. For example, “Hey - heads up, this is the feedback we’re getting from the field - we’re making plans on how to pivot and will share ASAP, meanwhile do what you need to do to get ready”
I am an ex Brit squaddie and find this so true. I went onto work in TV and film and I just wish this philosophy was used in that arena. 😮
As an engineer I can confidently say this is life-saving advice for business in high tech industry.
It's very effective in civi life also. Especially having former Marine and Army bosses that tell ya what's expected as soon as they find out from above. Give the guy on the ground the most time to plan, prep, and prosecute. Thanks for the time man!
Well done, most civilians don't understand how effective Military planning is, they've been poisoned by Hollywood. You can modify this methodology to fit business, and personal life with ease, and reap the benefits. Thank you for posting, cheers.
And then they wonder why military personnel are so effective in the civilian world...
We may be idiots, but we're well organized and coordinated idiots!
yeah we saw it in action with the evacuation of Afghanistan....
@@jtfike oh yeah I'm sure the civilians would have done a better job evacuating
@@antoniodelaugger9236 I mean most of the PMCs got out with all their equipment.
About time someone is thinking about the people who actually perform the job. The 'Warno' in the case of a mission on a short fuse is good also. Basically, that's a 'Stand-by to stand-by'.
Working in Supply Chain Managenment, the 1/3 2/3 rule makes SO much sense, as it create a timeframe where there is time for "operations" to reach out to apropriate stakeholders and coordinate and clear issues, in order to make the giving plan a succes or time to raise flags :) I love it :D
I cant believe it took me years to find this channel. This is sooo useful in engineering projects. Great job guys 👍🏻
In my life, when dealing with others and engaged in situations of trust, those who are affected by me or my decision will be made aware within the hour of awareness about emerging challenge before it becomes a problem so that whatever research or decision that needs to be made can go live to avoid the worse possible outcome and to give trust the best possible chance for survival.
When I get a heads up sometimes weeks in advance of just a single sentence "we might have a job coming in from this company in this location" I spend the first few days preparing everything and when it's time to pull the trigger, work that would take 8 hours and still come out half arsed is done in minutes. Thank you for rationalizing and verbalizing this phenomenon!
A friend taught me this format . Part of Force multiplying concept. Works amazing for remodel contracting,
Ive actually seen the OPORD finally approved after the mission was completed. We sailed the task force under the draft OPORD.
Meticulous Planning, and Continuous assessment of it, always be ready to adjust to the situation, and plan it loose enough to afford to reactions to on the ground developments.
NEVER fall in love with the product.
I did a similar thing the last time I taught my youth group. I requested the worship music 2 days prior to when it was needed and requested a friend who also helped out to format and present that evening. It went well.
In the Army Infantry, we taught a five step problem solving process that involved only small unit-derived solutions on the fly. Gather info in the time you have available. Define the problem. Form several plans of action. Select the best plan. Execute. It leaves you with multiple backup plans.
I must've been in a different military, because the overwhelming majority of _ANYTHING_ was "It's 1530 on Friday... could you do this thing before you leave that could've been done on Tuesday but we didn't tell you? Thanks."
in MDMP the 1/3 - 2/3 rule is about planning vs rehearsal, one third of the time goes into developing and finalizing the plan for the mission, and two thirds go into rehearsing it before execution.
We used to call this priorities of work, warning order, and an operation order.
As a mech Infantry Section Leader, 1:3 is used all the time. No one said you can refine the plan once the plan is in place. One thing to touch on; MDMP(Military Decision Making Process) is at BN-level and higher, TLPs(Troop Leading Procedures) is for small unit leaders CO-lever and smaller. Essentially the same thing, just different terminology.
Best leaders plan with subordinates. The high brass and politicians might give the objective but, those expected to execute the mission, plan the mission. High ranking leaders are rarely intimate with exact abilities of a given group.
My dad has been operating like this for decades. He'd always give us a heads up on any changes that will be made, be it doctor appointments, Boy Scout trips, road trips, etc. It works really well for my brother and I, because we're the kind of people who can do stuff short notice, so giving us advanced notice lets us get our plans in order way, way out from the point they go into effect. Funny enough, my dad is terrible with short notice plans, which is probably why he is all about that advanced notice. Could also be something he picked up from his combat tour in the Vietnam War.
Another thing he taught us that he adopted from his time in the military is to fix things before they break, especially when it comes to cars. I, too, have adopted this, and I get my car serviced before it needs servicing. There is a point of diminishing returns, of course, where it becomes financially wasteful, so there is some discretion there. I also do this with my firearms, replacing common failure points before they can fail, such as the extractor, bolt, or a recoil spring. I hold onto those parts, because they are still serviceable, should I no longer be able to procure parts. It's just that while parts are available, might as well replace them early.
If it ain't broke, then don't fix it.
The military fixing things before they break? Dude they won't even fix decades old equipment let alone fix what isn't broken. What universe are you living in?
@@lntrlp4936 You should improve
That's a really good method. Instead of being caught in fire, with a broken car... you fix the issue beforeit occurs. The Intrlp4936 is horrible advice...
Although it applies to circumstances. Its mot contextual, but being proactive doesn't hurt.
I may not be military, but I respect a lot of the training and discipline regimens that the military employs, especially with organization. Thank you for this breakdown.
I immediately subscribed once I knew what this was about. I've been looking for a different way to think about problem solving and your channel fits that bill. Thank you for sharing these concepts.
Loving all your content! I think a really good video would be how to interview/board. Not a lot of people know how to be confident in interview settings. This skill can be applied to military boards, civilian job, interviews, and even a first date.
The 1/3 2/3 rule makes the entire process much more efficient. Even in civil industry, this helps to avoid information and implementation backlogs. Many greetings from Germany.
As a restaurant manager i always use this rule to communicate large orders with my crew when received and supply problems with my superiors. Some of my superiors use the rule when they can and some don't you might be able to guess which of my superiors where in the military. I have not been but most of my family was and this was how I was taught to do things. It's just the right way to do things. thanks for the video.
I’m in a band called War On Gravity. I’m sending this to my band mates!
As an engineer working on projects with deadlines, I learned long ago that we always have to be mindful of long lead and downstream operations, to insure that the project is completed on time. Our complaint has been that planning gives all the time to other parts of the work flow, and not enough for engineering activities.
I'm going to 1/3 - 2/3 my sleep schedule. I'm going to tell my boss I need 16 hours to plan and prepare my sleep schedule and then take about 8 hours to execute it.
This needs to be shown before every field training.
From a non-military perspective, this really fits. I've worked at very smart corporations for many years that always planned ahead and allowed time for the peons to plan and implement. I subsequently went to several companies that always pulled things last minute. The ridiculous thing is everyone at these last minute companies KNOWS it's horrible if they're a peon. But all of the executives and owners follow the last-minute rules. All to their detriment.
They forget that when you don't give your peons time to implement, they don't have time to identify (and therefore, avoid) pitfalls, missed opportunities, last minute tweaking, etc. When every item is "hot", it allows zero time for planning ahead and actually all but prevents doing so. It's a self-fulfilling prophecy. Once everyone puts out the fires, they sit back and relax instead of using that post-time to start planning ahead immediately.
They also forget that when you constantly rush things, people's attention can no longer reach a decent level of focus. Focus for serious problems which require serious consideration. The egos and the greed just expect things to "get done" - which they do. But they're not privy (or rather, REFUSE to be) to the shortcomings of constantly being in this state.
Working at the software company was the intelligent place to work. Working at places like small businesses that are short-staffed or especially, tribal casinos, was all putting out fires. The first retains talent through encouragement, valuing input, planning ahead, etc. The others CAN'T retain talent, have constant turnover, lose hereditary knowledge that way and are constantly short-sighted and end up in an unending vicious cycle which results in only being able to put out MEDIOCRE results. Never evaluating how investing in the long game can increase profits tremendously. When you're culture is all about appeasing your bosses because they want "now" 24/7, you fail miserably. It's a trap for most Big Business and it comes from poor director selection that are more focused on egos than actual profit.
Business will tout they want to analyze everything for profitability. But the things they REFUSE to analyze are most things related to employees and how they function. Morale, intelligent placement, reinforcing strengths vs. shoring up weakness (on a scale from 1 - 10, get an employee's 6's and 7's to 8's and 9's, don't get their 3's and 's to mediocre 5's). It's the ultimate "ME!" focus Big Business has been about and more so as time continues.
Yes, "HOT" lol - My response: If everything's hot, nothing is.. or This one was hot first.
Where I work upper management doesn't have the words 'planning' or 'proactive' in their lexicon. Instead, you get sent an email that has gone through twenty people already and asked why you haven't solved the issue buried someplace in that email and it needs to be done immediately so we're in compliance.
This seems common sense logic as a leader of an organization i find it very logical to do this strategy, i learned from last min execution mistakes in the past. Solid communication
In the business example, it's possible that the production people may even have some ideas to help correct the problem. Even if they are not masterminding it they may have some valuable input from their experience in the manufacturing. Even if they don't they still should have some heads up.
I really Appreciate these Videos Sir, I'm in BLC right now and they are Helping Me out alot
I must have picked this up when I was in the Navy in the 90s and maybe it wasn’t called that then. But I use this principle all the time in the civilian world. As soon as a I hear something coming down the road I check to see it’s timeline and when it looks like it’s going to turn into a real project I tell my team about it. We then make space for planning and clear other work. My team does organizational change management so we look at what will be necessary for training, process documentation, etc. It keeps my team on a more even keel, and people wonder why it appears we can do everything.
It’s not magic, we just start the work when we have just enough information to get going.
You are talking about a very dedicated team. In most cases in the work place if you mention a change people will question and resist it.
As an as an infantry officer, I did a lot of mission planning in both training and combat. I always stuck by the 1/3-2/3 rule religiously. As soon as 1/3 of my planning time was reached, I would brief my subordinates (even earlier, if I could). No matter how unfinished I thought my plan was, I would still brief. Your subordinates are smart, and they can fill in the missing pieces. They would much more appreciate getting the big picture sooner than getting the “perfect plan”with all the little details later.
While your subordinates start their own planning cycle, you can work to complete your plan and refill them in a FRAGO later.
As a retired combat veteran the use of the 1/3 is part of my life .
Any examples?
Interesting. Never encountered this in the marines. Instead we got the deadline, 15 minutes prior, plus 15 minutes earlier for everyone passing the deadline down to the next rank. So if lt. Colonel says 0730, pfc shows up at 0430.
I was an 0311, then joined Army National Guard & retired in 2006. I was initially taught this in the Marines. Did it usually happen? No. Just like the book by S.L.A. Marshall, "The Soldiers Load and the Mobility of a Nation". Many leaders highly recommended reading it, but practically no one ever followed it.
Get on the tarmac for a 0830 jump at 0330, sit there until 0900, scrub the jump
The army way
Dude this literally happened to an extreme for a BN hike. We showed up at 0230 for a 0800 step off time. Then our fearless leader got us lost in the hills behind 22 aria. It was a great day. The lack of sleep sucked but the hike was just whatever, just a lot of walking and watching marines cry about it. I had fun, I found the dirtbag marine who filled his Camelback with jack and coke. Lol
@StrifeA217 hey man not cool, you said you weren't going to tell anyone about the camelback.
@@StrifeA217 I was always cranberry, vodka, and ice in mine
As a Green Beret veteran and private small business owner it is imperative to enable leadership on the ground to make decisions and support them continually. Ground truth is powerful and small group leaders should be empowered to the greatest extent possible
I use this daily in operations management. It just works!!
Thank you for sharing your experience and wisdom.
"No battle plan ever survives contact with the enemy." Every brother and sister in arms understand this.
you need to give this leadership tip to Military Sealift Command and US Naval Logistics as a whole.
I have used the heads-up warning in all positions I had. I created great trust and often, solutions were planned and implemented without significant planning.
This is actually why SF and CIA shouldve been left to deal with Afghanistan and the Taliban. Once big ARMY gets involved, there is way too much of this issue, we spent hours trying to get through an op because upper HQ was making changes to our routes, and objective able to work
I was going to answer you with something about how too many cooks spoil the broth, but thinking that way reminded me of one famous instance where a company simply issued a kind of WARNO to a small bunch of smart cooks and then simply left them to come up with their own plan to get the job done.
I'm thinking of Lockheed's Skunk Works. Time and again they've been asked to build aircraft that pushed the limits of the state of the art, and time and again they produced aircraft that (a) looked like nothing else in God's blue heaven and (b) pushed the bleeding edge of the state of the art as far as it would go.
You're not wrong
I actually had a wonderful opportunity to talk about this rule and mentality at a panel for veterans employed at my workplace and how skills and talents developed in the military can be applied to the civilian workplace.
To paraphrase Gen. Patton: "A good plan executed today is better than a perfect plan executed next week."
Taking that quote down in my book, thanks🫡
The actual quote was: “A good plan violently executed now is better than a perfect plan executed next week.” So you were right on the money with that one, he had a lot of good quotes
@@Agent_13 Yeah, but with RUclips's rules, I didn't want to use the word "violently"...you know how sensitive these guys are.
We use this planning methodology in formulating strategies to troubleshoot chronic aircraft system problems. Advance 1/3 warning to the downstream team members enables them to be ready ahead of the game... creates cohesive smooth plans and execution every time. As opposed to plan plan plan - go! Where the execution bec9mes a crap shoot.
As I was watching this it also occurred to me that giving your subordinates time to plan also allows time for people closer to the more granular details to find and flag issues that someone higher in the chain may not have thought of. Not sure if that's part of the logic but especially in a business context, for example the production employees might be able to point out that some part of management's plan is impractical if they have enough time, where if it gets dropped on them at the last minute there's no opportunity for them to provide input.
I’m definitely trying this method with my next family vacation. Teenagers are a squirrelly bunch. SF.
I second this.
- Senior Sergeant in the Norwegian Army.
Nice job with the business example.
In the Marines what I did was keep my ear to the ground, that allowed me to get ready before HQ says anything.
Every damn manager and boss needs to see this video.
This sounds like the difference between a top down and bottoms up approach to any organization.
Alright. A little late to the party. I’ve experienced this. I was a crew member on a mishap aircraft. Information that would have been crucial to the prevention of extensive damage to a DoD asset would have been prevented if the information would have been properly distributed according to guidance. Also, the mishap aircraft was defiled before investigators arrived. Proper understanding and appliance of regulations is very important for mission success.
..and this is why many layers of middle management in a corporation is a setup for failure. That 2/3rds keeps getting sliced finer and finer at each management layer.
On a field exercise I had the privilege to work with an awesome infantry officer who was stuck working with a bunch of POG's. He was injured and had to work with us at the Division ACP. It was scut work but he constantly improved how we worked. I finally asked him why he was working so hard and he said that in the infantry they always work to improve their position. That was a life lesson for me. I took that to heart, no matter where I was in life I always worked to improve my position. In work, at home, financially, I always worked to improve my position and my ability to provide for mine. I wish I remembered the name of that young Captain, he taught me a lesson that has allowed me to be successful throughout my life.
My two cents is that in the business world there are more considerations given to how things 'look'. Too many folks - and I've seen firsthand how career ambitions and politicking got in the way of doing the right thing the 1st time - use the time on some combination of A) Hoping the problem/issue/thing just goes away if they do nothing and/or B) Trying to identify someone they can blame if things don't go as planned while still taking credit if it goes right
When I encountered the business world example, I had to laugh. When management discovers a flaw in a product, the most common response is to deny & cover-up. Only when the customers have discovered the flaw, & are angry about it, only then is anything done -- & it's expected to be fixed yesterday.
Words of Wisdom from somebody that has been there and been through it using a method that has been proven and not using an effective method. Great advise!
I am nay firefighter. We never get notice ahead of time. Every fire is different. We just adapt and overcome.
I was an Armor GPMG Gunner in the Armor Unit for 2 years, followed by Reserved/Operationally Ready GPMG Gunner Coastal Defense in an Infantry Brigade for 10 years. Always felt lost, unsure of what is the objective, the plan and was just told to follow orders but I don’t know head from tail. Our Commanders had their meetings, then always rushing us but didn’t give us the big picture nor share their plans. Fortunately, I know how to use my own head and think!
Awesome advice!
I like it! This is very helpful. Gives me different way of doing things at work.
It is easier to describe when this rule wasn't used. Especially in manufacturing environments. It is usually no notification, and it needs to be done yesterday. The result is a lot of overtime getting the job done and chaos.
In SW development, the 1/3-2/3 rule is as follows:
You will be asked to do something in a third of the time it takes to do it, and 2/3 of the requirements will change after the dead line has passed.
That's a great rule. I often use something similar but not as specific called "Treat people how you would like to be treated. No one likes last-minute BS when there was ample time to give them a heads up.
In the field it's catch 22 - we can either gather intel, or act on prior intelligence that may be out of date. Very rarely can we achieve both simultaneously.
All military planning is locked into the time available before execution is required. Deliberate operations with out a timeline for completion allows plenty of time to prepare at all levels. Time sensitive operations often does not have sufficient time for any level to fully prepare; you work with what you've got. A good plan now is better than a perfect plan too late.
1/3rd of the time my wife will actually tell me why she's not OK - 2/3rds of the time i have to work it out for myself
Can’t tell you how many meetings I have attended where some problem was announced and an immediate solution was expected in the meeting. Worst management ever. The Boss always said that we should have known about the issue from the time it happened so we didn’t need time to prepare. Guess where I don’t work anymore.
Your examples are all over the place.
Basically what Jocko Willink had said about good leadership, it's not just top down but each leader asks their subordinates about the plan to plan out
Its used in the British military too
Very informative video thanks for the video It applies in real life situations as well as the business world.
Love it, brother. Thanks for sharing. This makes a difference.
In my 13 years in the United States Army infantry, the one 3rd to 3rd rule as taught here is completely backwards.
In real world planner should have 1/3 of the time, operator should have 2/3 of the time .
But what really happens is his planner sit there and tweak this and tweak that take 2/3 of the time to make this amazing awesome plan it doesn’t survive first contact and you have a bunch of operators/soldiers trying to figure out in 1/3 of the time how to do shit
I recently retired , after forty years employment at the same company .
I won't speak to management 's planning for corporate changes , but...
If I had a dollar for every time I found out about a change ,
When one of my customers questioned the change in his service ,
I could treat my family of four to surf and turf at the best restaurant in town .
This was well worth my time.
this sounds great. i usually charge headfirst into whatever i'm doing no plan all leroy jenkins, goes well most of the time. though when i run into situations that require planning or practice it goes hilariously bad for me.
Danish military also works like this. Give a warno as early as possible to leave the most amount of time for work/planning at all levels.
Spot on. Wish civilian life and management would apply this. The brits call this the 6ps. Prior prep and plan prevent piss poor performance.
Proper prior planning prevents piss poor performance.
That's awesome information!!!! Thanks guy!!!!👍👍👍
quite helpful and concise. I will be able to use this tomorrow at work. Warno!!!
This is such a good approach!
Follow 1/3...2/3 rules since left SOF long time ago .Applying in my work and most of the time in my Family operations
How do you handle when the subordinates using two thirds of the time make and prepare a plan of action that is different and or incompatible with the plan that is made by you or headquarters? Sharing the objective is not the same as sharing the plan of action. The plan of action can be planned for many different ways, a conflict often occurs when two different parties one having the access to the overall big picture, and one not having that overview prepare the details of a general action separately.
If your subordinates can achieve the desired outcome(a hostage rescue or an excel spreadsheet) what does it matter how they achieved it? It sounds like you like to over-plan and micro-manage. Sure, the upper management can add input and suggestions and can even be fairly stern at times out how to get to the end but if the VP is dictating individual steps then that person is probably not a very good vice president or you are in one _VERY_ flat hierarchy.
Thank you for this rule I didn't know. Makes perfect sense.
Stuff like this should be taught in school
Can you do a video on how militaries or intelligence agents consume information fast? It can help students that are watching your videos.😊
I can see how this would benefit many people as well as businesses. And sometimes higher ups need a gentle reminder that life in the the trenches is different from what they think up in their cozy ivory towers. And that some of the gems they think up from time to time have pretty severe knock-on effects that might come back to bite them. Like, a piece of media that needs printing. Everything has been run by the bossman and greenlit. Everyone is happy. And then, a day before everything is supposed to go to the printers, bossman wakes up and decides on a whim he does not like the colors in one of the graphics. So the order comes down to „just change that one real quick“. Which means the presumed final draft is now retracted, needs rework, another round of approvals, possibly more changes, leading to more overtime and increased cost when external parties (who bill by the hour) are involved, which in turn will make the bossman unhappy. And if you then tell them that this is what happens if they come up with last minute changes like that, they either will warn you not to give them attitude - or they will stop, think and say „You know what - forget about it“. A well placed „Sorry bossman, no can do unless you are prepared for X, Y and Z“ can work wonders.
In my professional career I have witnessed too many projects going horribly wrong or things that while being completed, caused WAY more stress for everyone involved than needed be. And then there is of course company politics wreaking havoc on projects, where two managers cannot agree and projects end up eating all the resources because manager A wants things done one way, and manager B wants them done a different way or not at all. And those who need to implement the whole thing are stuck in the middle with conflicting information they are somehow expected to „work out“ or get told to „just make it work“.
Imagine being told to draw a green square, but only using three lines and a red pen. Then you’ll get the idea.
from my observation on US specops, the early heads up from HQ is so the deployed teams could start gathering live intels outside of satellite imageries. like drone intels and quick recons. those data will be exchanged with their HQs for the final briefs. its simply to clarify things. and even that can still go wrong. the real tactical prep that are matters are the tactical behaviour of the personnels during executions. and these are things that also can be defeated if the enemies know the perfect counter to deal with it. whatever intels they have gathered prior to executions.
Si, great content as always!