TDG Collection
You are the commander of Company A, 1st Tank Battalion, with three tank platoons, a rifle platoon on AAVs, and a reinforced light armored reconnaissance (LAR) platoon (four LAV-25s, two LAV-ATs). 1st Marine Division is conducting combat operations in a hilly region of the country of Tracoatia and
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[Charlie] reports it can just make out [Faludi] in the haze about 5 kilometers north. "There are a couple thin-skinned vehicles there. I can't ID them." Suddenly, gunfire erupts to the south and Charlie reports: "Whippet has just engaged a convoy of about 10 vehicles. They are fleeing south."
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Tactical decision game number 96-9, "Flank Guard, Part III," is offered.
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Intuitive decisionmaking methods are beginning to take hold in the USMC. Blasiol is not yet ready to abandon the standard analytical decisionmaking model in FMFM 3-1, the USMC's field operations manual.
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Schmitt offers advice for desiging effective tactical decision games.
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Schmitt and Klein comment on Frank Ball and Morgan D. Jones' response to Schmitt's ideas about intuitive decisionmaking in "How We Decide" (1995). Ball and Jones used flawed reasoning in defense of analytical decisionmaking.
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Training USMC commanders to systematically analyze their impulses will produce better decisions on the battlefield. Ways in which commanders' intuitive skills can be improved through training are discussed.
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Here the author points out that the ability to implicitly understand a commander's intent is acquired through a great deal of effort and training.
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Tactical Decision Game number 95-11, "More Hell in a Handbasket," is presented.
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The USMC's emphasis on analytical decisionmaking in its schools leaves the Corps ill prepared for leadership in real-world situations. The USMC must develop intuitive decisionmaking skills among its leaders.
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