Strategic thinking and action in the security-political window of action

Peter Hofer/Peter Vorhofer

 

The considerations presented in this essay aim at supporting decision finding processes in complex organisations which have to be successful in a highly dynamic environment. With an optimised capability of finding decisions resilience as well as the capability of anticipation and of rapid and unerring decision making can be improved decisively and thus the freedom of action of leaders and organisations can be considerably enhanced. For this not only new means of preparing decisions are required; one also has to regard capability protagonists who can be made effective in the so-called “security-political window of action”, which designates a time slot in which they are able to effect a decisive turnaround. The Strategic Comprehensive Action and Resilience Division/Department consists of six core areas:
- The Military Diplomatic Liaison Service liaises with the foreign military attachés accredited in the country and can thus quickly start information exchange and transmission of strategic positions.
- The military Diplomatic Command is responsible for the coordination of the work of the own attachés abroad and can thus gather information, guarantee security-political advice for the embassy, and make specific interventions concerning the own position.
- Research & Development implement quality management, does specific research and controls the training of personnel in military diplomatic service.
- Comprehensive Action & Resilience liaises with all relevant national and international actors in the comprehensive environment and thus guarantees permanent information exchange with non-military actors.
- Information & Cyber Operations is responsible for information operations.
- Strategic Creativity is the think tank and permanently executes strategic assessments on the basis of current knowledge development. For this it makes use of an expert board consisting of experts of all services and strategic approaches as well as of planning tools.
Apparently this element, which actually developed from military requirements, can also be applied in civil environments, as many military scientific discoveries have already created the basis for further developments in sciences so far. Strategic creativity is a relevant exigency to this element as well as to its staff members. Distinctive thinking „out of the box“, together with extraordinary ways of achievement of objectives, are decisive and thus have to be encouraged. Although on the one hand specialized knowledge is an imperative supposition, on the other hand obstinate thinking in specialist categories impairs strategic creativity. Not every staff member is qualified for such a mission. If, however, it becomes possible to bring all qualified characters together, the effectiveness of an organisation will increase abruptly. The question remains, however, how to find and train this kind of characters.