Army Special Forces officer Grant Martin wrote a piece for ‘Small Wars Journal’ on effective Disruptive Thinking. Very good article and well worth your time to go read it. Make sure you check out ‘Disruptive Thinkers: The Disruptive Poets Society.’
I was actually encouraged and cultivated to serve as a disruptive thinker during various parts of my career. Unfortunately, the institution I served, as unconventional as it was, wasn’t entirely made up of the open minded. The institution isn’t a monolith and that goes both ways. Conventional units will have freethinkers and SOF will have their dogmatic followers of the status quo. The military attracts joiners and you have to be aware of that. Some folks are more than happy to be cogs in the machine, as clunky as it might be. And, you will often work for someone who is really good at going with the flow and getting promoted. Generally, these types are staff officers or XOs and serve as door keepers. Be prepared for that. Instead of looking at you as an asset they will feel that you are upsetting the boat. When possible, wait them out or learn how to co-opt them.
I have interesting perspective having served in both the Army and Air Force, with most of that service in SOCOM organizations or other similar assignments. Over the years I learned a couple of things that initially didn’t make sense to me as a disruptive thinker. First off, it’s pretty hard to think outside the box if you don’t know where the edges of that box are. Learn doctrine cold. Then, take a look at how you actually do business. This is where disruptive thinking begins; in the seams between doctrine and reality.
Second, it’s ok that the institution resists change. Not every idea is a good one so it’s actually a good thing that the military doesn’t change how it does business willy nilly. Make sure the idea is worth it and be prepared to defend it in the context of doctrine.
Next, don’t make long-term changes based on one person. Once I had a boss ask me, short of cloning, how we could another me once I PCSed to my next assignment. They had created a duty position that was uniquely me, much like this website. I had a skillset that was outside of my careerfield and there was no way that they were going to get someone like me at my grade level with my experience. They had to reconsider what that duty position’s value was to the command once I left.
Real change isn’t made with fielding a new widget. Don’t confuse wanting to buy a piece of kit with disruptive thinking. In particular understand DOTMLPF. Real change is generally effected in other ways than kit and that shiny new piece of gear often requires changes in other areas well including organization, logistics and training.
Keep change simple. Like Albert Einstein said, “Any intelligent fool can make things bigger and more complex… It takes a touch of genius – and a lot of courage to move in the opposite direction.”
Finally, only try to fix one thing at a time. The institution isn’t prepared to make wholesale change. Often, to effect what you see as real change, you feel that a lot has to happen. Instead, analyze your concept and the institution. Look for that one item that will not only improve the institution but also make them open to more of your suggestions. Remember that door keeper I mentioned above? Look at your idea from his perspective – Red team yourself.
Chances are good, if you’re an SSD reader, you are constantly looking at how to do things better. Learn to harness those thoughts and look at things from different points of view in order to anticipate friction points. When you are ready to present them, know your audience and seek out buy in.
