Change Agents for the SOF Enterprise: Design Considerations for SOF Leadership Confronting Complex Environments

Abstract

The military design movement in the past generation has generated much discussion on why, how, and when to apply design thinking in military organizations. Further, there is significant debate on how design and traditional linear planning ought to integrate and compliment within a military enterprise confronting a complex, adaptive environment. Although there are multiple design schools, programs, as well as methodologies available across the U.S. Department of Defense and internationally in other militaries, the lack of research and materials for military senior leaders is of paramount concern. For Special Operations leadership in particular, design requires different consideration when set in the context of SOF unique missions as well as the composition of SOF forces in larger Coalition and Joint activities. This article provides some of the leading design theory tailored specifically for senior military leaders to provide deeper appreciation of how to foster design activities, innovation, and operational planning integration within complex Special Operations contexts.