... and breathe ....
Don't worry, unlike most of my posts that one percolated over a few days.... and breathe ....
Yes and no.Finally - headfuck approaching - the above means: within a subjective system starting with subjective data, there are objective calculations, made from objective data, which give objective results, that may inform how the problem is subjectively assessed, without the objective calculations or data becoming subjective
I'm afraid it is, theoretically speaking. What you include and exclude in any scientific study alters the results of that study irrespective of the subject of analysis.It's not the case, either theoretically or practically, that subjectivity in one part of a data set implies subjectivity elsewhere
Which is partly why I disagree fundamentally with this. Larry Laudan laid out other concerns better than I ever could but, in short: you have no possible mechanism by which to judge anything as being more true than anything else and, more importantly, your selection of measurements is inherently a value judgement that undermines any claim to truth in an overall sense.It implies a science in measurements being incrementally more true.
And I don't think an objective approach is possible in the sense you mean, which is why I would like you to demonstrate how it's possible. You aren't being asked to show your results, you're being asked to demonstrate that a theoretical methodology that you advocate can actually work in practice. A demonstration of methodology IS routine in science grant applications. I can also show you several thousand examples of where an iterative process led to bad science and poor outcomes because the data and methodology weren't viewed with appropriate criticism. No bad faith at all: I just think you have an unwarranted belief in both the objectivity of data and what supposedly objective data can actually tell you.My argument is: you can't prove anything until you change to an objective approach, using objective data. Insisting that I first prove an objective approach works with non-objective data is fallacious reasoning. You are putting theory before practice and assuming theory proves practice possible or impossible. But it doesn't - you're using an outdated system, by about 500 years. I presume you don't insist that other sciences prove that things are true before they can collect data? I equally presume that you accept that the value of objective data and iterative analysis has been well proven elsewhere over the past few centuries? Perhaps you can see why I sense a degree, unconscious or otherwise, of bad faith in your reasoning?
This just isn't true. You can achieve a subjective analysis perfectly reasonably without needing objective data to compare it to. If you do choose to use objective data as a means of comparison, then the gap between the objectively measurable data and the actual result you want to assess (ie. how good an OC is) will determine the validity of that comparison. I would say in most military cases the gap is so large as to make the objective data useless as a means of comparison. That's why I asked you to show how you would collect the data for an infantry platoon - for your argument to hold water, you have to be able to demonstrate that you can collect data that approximates to the totality of an infantry platoon's desired outputs/outcomes. If you can't then the objective data is less useful than a subjective assesment that can judge how good the platoon is against the desired outputs even if that subjective assessment is flawed.That's a good example of exactly why more objectivity is required. You need some objective data to be able to baseline any analysis,
Because almost everything I want from the vehicle can be objectively measured. Most of what I want from the infantry can't.You have trusted your life to vehicles that have gone through a lot more objective testing than simply the opinion of the tester. Why isn't the same principle solid for the infantry, or the soldiers who operate the tanks?
And I think this is the real gulf between our positions. I just don't think the reporting mechanism is anything like as broken as you think it is, and I think we can end up with a MUCH worse reporting system very easily.At worst, you will end up where you already are.
They should be able to fix the problems in the SEALs pretty easily. There is a lot of literature out there to help them with the issue(s):
1. Reaching Beyond Boundaries: A Navy SEAL's Guide to Achieving Everything You've Ever Imagined
2. Extreme Ownership: How U.S. Navy SEALs Lead and Win
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5. The Way of the SEAL: Think Like an Elite Warrior to Lead and Succeed
6. Raising Men: Lessons Navy SEALs Learned from Their Training and Taught to Their Sons
7. Elite: High Performance Lessons and Habits from a Former Navy SEAL
8. Mastering Fear: A Navy SEAL's Guide
9. No Ordinary Dog: My Partner from the SEAL Teams to the Bin Laden Raid
10. The Heart and the Fist: The Education of a Humanitarian, the Making of a Navy SEAL
11. Navy Seal: Self Discipline: Greatest Lessons of the Toughest Soldiers
12. Navy SEAL Invincible Mind: Develop Mental Toughness, Confidence, and a High-Achiever Mindset!
13. Navy Seal Mental Toughness: A Guide to Developing an Unbeatable Mind
14. Self-Discipline: Master Self-Discipline and Develop the Mental Toughness of a US Navy SEAL in 30 Days; How to Build Self Confidence, Maintain
15. Transformed: A Navy Seal's Unlikely Journey from the Throne of Africa, to the Streets of the Bronx, to Defying All Odds
16. First SEALs: The Untold Story of the Forging of America's Most Elite Unit
17. No Hero: The Evolution of a Navy Seal [
18. 8 Weeks to SEALFIT: A Navy SEAL's Guide to Unconventional Training for Physical and Mental Toughness
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27. Navy Seal Training: Forging Self-confidence Book By David Rutherford Navy SEAL, motivational speaker
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30. Suffer in Silence: A Novel of Navy SEAL Training
31. Navy Seal Training Class 144: My Bud's Journal
32. The Finishing School: Earning the Navy Seal Trident
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38. The U.S. Navy Seal Guide To Fitness And Nutrition
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Of course not... but is it beyond those at the MoD to get the contract right, before issuing the RFQ (or whatever), and not waiting until after contract award to start changing things?Is it beyond those at the MOD to agree a contract and then demand that that contract is carried out for the specified price / cost as per the specifications of the contract ?
Interestingly, over The Pond, the Septics are move TO (or maybe BACK to) this split command...The observation was based on the increasing experience that split chains of command are incredibly common, both internally within Regiments / Corps and externally.
The internal split has been codified by organising Corps' into Battalions, so is widespread. They classically have a (de facto) ADMINCON HQ down to sub-unit level who aren't necessarily co-located or under the same CoC as their component elements, who are usually directly attached to and co-located with a tasking (de facto) OP/TACON unit.
So long as the BCT has the same sub-unit task-org’ed in then they are training as they expect to fight.Interestingly, over The Pond, the Septics are move TO (or maybe BACK to) this split command...
Previously, the Brigade Combat Team (BCT) Commander had full command over the units in the BCT, and battalions/squadrons had MI and Fire Support personnel directly part of the unit.
Now, all fire support peeps belong to the Artillery battalion, which in turn is now part of a Divisional Artillery - but task organised back to how it was. Similarly, MI analysts (previously at Bn/Sqn level) are now in the MI Company, while a Divisional Signal Regiment has ADCON over the BCT Signal Companies.
Similar, a number of Echelon Above Brigade (EAB) units are OPCON the BCTs... but remain at EAB as there is a cap on the size of the BCTs.
Whatever happened to train as you will fight?
The reality of complex contracting is that “getting it right” is impossible. The tender documents on which the contractor bid can only ever be a snapshot of the requirement on the day they are approved and they can only ever be the tender writers’ interpretation of the user requirements. And that’s before you work out who the user is in a complex organisation like the MoD where the end user rarely holds the purse strings.Of course not... but is it beyond those at the MoD to get the contract right, before issuing the RFQ (or whatever), and not waiting until after contract award to start changing things?
Added to the fact that the MOD, almost alone across Whitehall, is the only department that contracts for such complex programmes. But that's no excuse for a lack of commercial understanding in the MOD, expecting contractors to take on a variety of financial and programmatic risks which are not understood by the Department. It wasn't until I spent a brief amount of time in the financial services sector did I begin to understand risk from a financial modelling perspective. Companies get it; MOD doesn't - even within FinMilCap.Of course not... but is it beyond those at the MoD to get the contract right, before issuing the RFQ (or whatever), and not waiting until after contract award to start changing things?
I'm not sure that is because of EU rules. In France, the military and Thales embed people in each others' organisations for long periods. This has led to significantly improved delivery and a deep understanding of the needs of both sides, by both sides.The reality of complex contracting is that “getting it right” is impossible. The tender documents on which the contractor bid can only ever be a snapshot of the requirement on the day they are approved and they can only ever be the tender writers’ interpretation of the user requirements. And that’s before you work out who the user is in a complex organisation like the MoD where the end user rarely holds the purse strings.
The contractors bids can only ever be based on the bid teams interpretation of an already flawed and probably out of date interpretation of the customer’s true need.
Variations are therefore inevitable and unavoidable. What matters is how those are dealt with. In an adversarial environment like government contracting where price is all, contractors will inevitably have bid below the true cost of delivery and will always be looking for variations to actually make a profit.
That’s why partnering contracts work, but for them to work, both sides have to partner. It’s nearly impossible for government to partner under EU public procurement rules.
Yes, we have them - usually in the areas of requirements and capabilities, etc. They are posted in for two/three years then move on.Done here as well; done for decades, I believe.
One model I saw posited that leadership was based around three axes: cooperation (let's do this!); coercion (do it or I'll hit you); and contract (do it or you're sacked). The main difference between the Regulars and the Reserves isn't a desire for consent, it's the absence of coercion and the weakening of contract. No Provost Sergeant to explain that "can't means won't, won't means refuse to soldier" and a few days in a boiler suit as a SUS.I'll reply to your post about objectivity later when I have time but trust me, you don't want this. Leadership by consent is extremely difficult and doesn't really work in a military sense.
There's good evidence for this from SOF/SF which are the only military organisations that work with a 'leadership-by-consent' model. The results aren't good.
I’ve related the story before, but in the run-up to Kosovo there was a dreadful road traffic accident near Skopje and an RAF field ambulance responded and rescued the survivors-2 Norwegian officers – and then had to fight their way back through Roadblocks etc to get the injured to the field hospital. It was a bit more complex than this with people Pointing guns at them and so on and there was minor damage to the ambulance. The driver and medic behaved most admirably and were written up for commendations; the following day the Master Driving rang me and demanded the Charge Sheet for the driver...Spot on!
EU public procurement rules make it very difficult to tender a framework contract, get a contractor on board and then build out the requirement together. So you end up with consultants who have never delivered anything advising the client side to build a complex ITT that doesn’t really match the need.I'm not sure that is because of EU rules. In France, the military and Thales embed people in each others' organisations for long periods. This has led to significantly improved delivery and a deep understanding of the needs of both sides, by both sides.