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.Tasking Order cycle.DiscussionAir missions that originate from air-capable ships, whether or not theyterminate on land or back at their origin, must be listed on the AirTasking Order to permit deconfliction and prevent fratricide.Sea-borneunits must send their mission inputs to planners at the CAOC no laterthan 72 hours in advance to ensure proper IFF (Identification, Friend-or-Foe) coding as allocated.However, their inputs routinely arrive to the planners past the 72-hourdeadline.C-4NotesOne of the main reasons for the delay was found to be caused bydifficulties inherent to the maritime environment with classified internetconnectivity.Satellite communications connectivity is required for unitsto deliver these inputs to the CAOC.Outages or the environment canhamper these communications and cause delays.There are no liaisonofficers from the larger maritime air units at the CAOC to collaborate onmission planning in the event of a communications blackout.Another main reason for delays is training.DiscussionSpecial Instructions for aviation units in theThe discussion describes whatOperation Order explain the formatting andis expected, then explains whydeadlines for mission inputs.However, thewhat was observed may becomposition of these maritime air units isdifferent.varied and can range from a full, 50-aircraftcarrier air wing to two-plane helicopter detachments.Many of the smallerunits were found to not understand the formatting and deadlinerequirements, leading to several last minute changes and past-duedelivery of their inputs.ConclusionMission input delays from maritime aviation units are caused bycommunications problems and a lack of training.There is currently nocontingency plan should a communications interruption occur.RecommendationsLarger maritime aviation units should send liaison officers to the CAOCwith pre-planned responses on how to plan the maritime air missionsbased on a longer-term schedule.These liaison officers must alsounderstand and be able to plan for the smaller shipboard units undertheir purview.Action Body: Maritime Air Wing CommandersTraining is needed for aviation personnel on air planning procedures,including formatting and deadlines, prior to deploying to theatre.Action Body: Pre-deployment training unitsC-5NotesANNEX DINTERVIEW PROCESS(Shamelessly taken from Nick Milton s The Lessons Learned Handbook(Reference B), pp 41-43.)A common task for the LLSO is likely to be gathering further informationabout observations in order to be able to develop them into LI.If there istime, this is best achieved through interviews with the person or peoplewho submitted the original observation.Using the following process willgive you the best chance of leaving the interview with all of theinformation you need.Process OverviewThink of the parts of the interview as parts of a tree that you are trying toexplore during the interview.The trunk is the basic purpose of theinterview, based on the original observation.The branches are all of theissues surrounding the observation that you would like to explore more.Each branch then needs to be explored to find its root causes.Finally,you can pick the fruit at the end of the branch that is, get theinterviewee s expert opinion about how the organization can learn fromthe experience.Step 1: Introduce the trunkYou will first need to introduce yourself to the interviewee and explainwhat it is you are trying to achieve from the interview.Remind them ofthe observation that the interview will be based on and give them anopportunity to say a little about their background with respect to theobservation.Step 2: Identify the branchesThen ask a number of questions to identify what learning came out ofthe observation.These should be  what questions in the past tensesuch as:" What were some of the key issues?" What were the success factors?" What worked well/didn t work well?" What were the challenges and pitfalls?" What would you approach differently next time?Step 3: Explore root causesThen for each of the branches from step 2 that seem interesting, explorethe root causes using  how and  why questions or using the  5 TimesWhy technique described in Chapter 4.Use open questions such as:" Why do you think you were so successful?" What did you put in place to ensure success?" What was missing that caused that to happen?" What makes you say that?D-1Notes" Can you explain how you achieved that?" Can you tell me about that?Step 4: Pick the fruitWhen you think you understand what the learning is, get the intervieweeto help you to identify some useful ways ahead.Ask questions like:" What would be your advice for someone else doing this in thefuture?" If you were doing this again, what would you do differently nexttime?" If you could go back in time and give yourself a message, whatwould it be?Step 5: Review your notesWhen you finish the interview, ask the interviewee if they mind checkingyour notes in a day or two.Put aside some time immediately after theinterview to rewrite your notes in a summary form that picks out the mostimportant information the interviewee gave you.If you use the ODCRformat for this, then you will have a draft LI ready for review by decisionmakers in your organization.Send your tidied notes to the intervieweeso that they can check you have captured their LI correctly [ Pobierz całość w formacie PDF ]