by David Zelaya
One of the most praised and routinely ignored ideas in the Army is the philosophy of mission command. The virtues of a clear end-state, simple purpose, disciplined initiative and prudent risk are roundly praised in lectures, LPDs, and initial counseling; however, when rubber meets the road, the first shot is fired and the proverbial shit hits the fan lofty ideals go out the window and leaders find themselves grappling with the burden of uncertainty. Many rely on the edict that “if you want a job done right you best do it yourself.” They take comfort in the certainty of their own actions. Unbeknownst them, however, they are falling prey to a paradox of their own making and is simple to understand: under uncertain conditions increased control on subordinates increases uncertainty and the possibility of failure.
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