Applying Divergent Thinking to Improve Lethality and Retain Flexibility

By SSG Brandon Sutan

Article published on: June 1, 2024 in Field Artillery 2024 Issue 1

Read Time: < 4 mins

Life in the military, especially in the Field Artillery, is about being adaptable to the circumstances that define our mission, such as spending those late nights to ensure our howitzers are fully mission capable, coordinating with other battalions to provide support if needed, or getting that emergency deployment readiness exercise (EDRE) to ensure that we are always ready at a moment’s notice. Now imagine trying to accomplish this. You lose a section chief or squad leader to an unpredictable circumstance now that section loses its firing capabilities until another leader has conducted the proper certification tables. Imagine if you had an additional certified section chief or squad leader within that section. You would no longer have to struggle to fill the position and can maintain firing capabilities and be prepared for those unexpected or expected events in the unpredictability of life.

Certifying two crews per section might seem mundane and not worth the effort at first, but using divergent thinking or horizontal thinking, you can create multiple solutions, such as what happens when that section chief has to attend military training or is Department of the Army (DA) selected for drill sergeant or recruiting duty, or gets injured and a medical evaluation board process gets initiated or decides that the Army is longer for them and begins the transition process and now as a leader you are being reactive rather than proactive trying to find the solution and potentially requiring that a recently promoted sergeant takes the reigns knowing that they might not be ready increasing the potential risk of a firing incident. This is a risk many command teams must take as our organizations are ever-changing. The movement of personnel is continuous due to service members due to a permanent change of station (PCS) or being moved to another position due to an unpredictable event.

Many positives correlate with this method of approach as it allows organizational leaders to maintain firing capabilities due to personnel and ultimately allows leaders to instill the efforts of taking care of their service members and allowing them to take advantage of more opportunities to improve their professional development such as attending military training such as schools or professional developmental courses without hindering the organization. It will also give commanders a sense of ease, creating an additional safety check regarding an additional certified leader operating that equipment. At the section level, it will instill a sense of camaraderie and healthy competition to succeed. It will also develop the mindset of being prepared for the unexpected. Each team member will have at least two positions improving training results as they could move to a different job immediately and be adequately equipped with the increased emphasis on the following level-up drills. Both internal crews will want to be better than the other regarding their artillery skills and proficiency while allowing them to collaborate to achieve the best possible results.

With this method over time, I believe it would have a positive impact as we move forward as the King of Battle and will increase the proficiency of our leaders and future leaders when the time comes for the newly promoted leaders to take control of their sections or as the section leaders progress through their careers they will gain a deeper level of understanding and an increased level of knowledge and experience regarding their artillery skills. It will create a systematic approach of leaders training future leaders and identifying better ways of conducting tactical operations, as the best ideas come from trial and error or a different perspective.

Applying a divergent method of thinking to consider the certifications of two crews per artillery section will allow leaders at all levels to benefit and be accountable.

Soldiers from the 75th Field Artillery Brigade; the 2nd Battalion, 18th Field Artillery Regiment; and the 4th Battalion, 60th Air Defense Artillery Regiment load various military vehicles onto rails in preparation for an Emergency Deployment Readiness Exercise (EDRE) at the National Training Center (NTC). (Photo by Edward Muñiz, Fort Sill Public Affairs Office)

In conclusion, applying a divergent method of thinking to consider the certifications of two crews per artillery section will allow leaders at all levels to benefit and be accountable. From the section level, it will increase that progressive competition and will increase training value as they will be required to learn multiple positions to perform what is expected from them and will provide the experience to newly promoted leaders to ensure they are competent and understand the scope of what is required of a section leader. From the aspect of a commander, it allows them to maintain firing capabilities during unexpected events, such as losing a key leader due to an unforeseen circumstance. It encourages them to be more proactive versus reactive. While still being able to have the ability to take care of their service members and allow more opportunities for their leaders to take advantage of professional developmental programs or PMEs without creating an increased impact on the organization.