Tags: Innovation, process, training
Twelve pages into Samuel Eliot Morison’s The Two-Ocean War and I’ve already found myself setting the work aside and getting lost in thought regarding the stark similarities between the interwar Navy of 1917-’41 and the Navy I serve in today. I feel compelled to quote from it at some length. The Author received a letter from VADM Deyo while he was still writing the work.
The surface Navy, despite lack of funds from Congress or interest by its civilian heads, produced a reasonable semblance of a balanced fleet and operated effectively as one in its training. The spur of officer selection and ship competition was most noticeable. But gradually the means became the end. Thus, while everyone worked hard, we began going in circles. The Fleet became more and more tied to bases, operating out of Long Beach–San Diego on a tight fuel budget, chained to the increasingly artificial, detailed mandates of the Office of Fleet Training whose word was law. The pencil became sharper than the sword, everyone tried to beat the target practice rules and too many forgot there was a war getting closer. There was a waiting line for top commands, and tenure of office was so short–often only a year or less–that high commanders came and went, leaving little impression. Paper work wrapped its deadly tentacles around cabin and wardroom. Smart ship handling, smart crews, eager initiative received little attention, as did the reverse. Glaring defects in guns, ammunition, torpedoes, battle tactics, went unnoticed for so long as the competition rules made due allowances and gave everyone similar conditions.
The Competition the Admiral is speaking of is the Battle Efficiency Competition instituted by President T. Roosevelt in 1902 as a solution for the Navy’s poor gunnery in the Spanish-American War. The competition worked Morison says, for the first seven years. After which time however, the competition became institutionalized and the effort became more about the process itself than it was about increasing our efficiency in battle.
Looking at where we are today, we find ourselves in a very similar situation. The Commands charged with the training of the Fleet have changed, the methods by which we choose to train have changed. But, the same basic problem with ‘process worship’ or ‘churn’ exists today.
One issue that seems to be a constant undercurrent is the amount of time, resources, focus and energy we spent on establishing, refining, and participating in various processes instead of on the actual output of the process. This worship of process over product (“churn”) results in people going through the motions, with little to no understanding of its original purpose, resulting in very little output.
Admiral Harvey said that at his place last April. The solution to churn in ’35 was that CNO Admiral Standley ended the battle efficiency competition and had his Fleet train in more realistic and less idealized conditions. What ADM Standley did was not exactly innovative, rather it was new for the time. I am sure that the salty old Chiefs at that time were telling their Sailors that ‘this is how we used to train’ or ‘we’re getting brilliant on the basics’. From what I have read, he didn’t institute a replacement program–as large and complex as the original–for the Battle Efficiency Competition program. Rather, he just removed what was not necessary and counterproductive, adding only small substantive changes.
Any process over time will accumulate churn, or become bloated. We should assume this to be unavoidable and accept that we must eliminate major portions of programs and start anew with the same basic goal we had with the initial program, so that that this cycle can start over again, as those who’ve gone before us have had to do.
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