Tactical Science
Maneuvering in Time
COURSE:
Tactical Science Course
TIME:
2 Hours
INSTRUCTOR(S):
Subject matter experts with demonstrated
knowledge and insight in the subject matter capable
of establishing rapport and teaching a lay audience.
METHODS OF INSTRUCTION:
PowerPoint presentation, lecture, group
participation - question & answer, discuss
operational experiences.
MATERIALS:
Laptop computer, projector, screen or white wall,
handout materials, tables & chairs in sufficient
number, suitable room for given class size.
REFERENCES:
Book: Boyd: The Fighter Pilot Who Changed the
Art of War, Robert Coram, Little Brown Publishers,
2002
Book: Heavy Matter: Urban Operations’ Density
of Challenges, Dr. Russell W. Glenn, RAND
Corporation, 2000
Book: Sound Doctrine – A Tactical Primer,
Charles “Sid” Heal, Lantern Books, 2000
INSTRUCTIONAL GOAL:
Explain the importance of maneuvering in time in
support of planning and decision making in tactical
operations and disaster responses. Provide insight
into four-dimensional reality, time, density,
initiative, tempo, and Boyd’s Cycle.
PERFORMANCE OBJECTIVES:
At the conclusion of this block of instruction, the
student will be able to:
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A.
Understand and describe the four
dimensions found in all tactical operations
B.
Understand and explain the difference
between the dimensions of Space (maneuver
elements are physical) and Time (maneuver
elements are intangible) in tactical
operations
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C.
Explain the difference between Time
Sensitive and Time Competitive aspects of
tactical operations, and how some tactical
operations can be both Time Sensitive and
Time Competitive despite their differences
D.
Understand and describe the three major
factors for maneuvering in time during
tactical operations
E.
Explain the significance of Density in Time,
and how too much activity can lead to poor
planning and decision making
F.
Explain the significance of Initiative in
Time, and how gaining and maintaining
initiative is essential during tactical
operations
G.
Explain the significance of Tempo, its
relationship to Speed, and how tempo
provides opportunities for surprise during
tactical operations.
H.
Explain the importance of Boyd’s Cycle
during tactical operations, and its four
revolving components
AUTHOR:
Robert Guthrie, Lieutenant
Arcadia Police Department
DATE:
September 22, 1998
REVIEWED BY:
Charles “Sid” Heal, Los Angeles Sheriff’s
Department, Commander (ret.)
DATE REVIEWED:
September 23, 2010
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Tactical Science
Maneuvering in Time
I.
II.
INTRODUCTION
A.
Instructor introduction
B.
Describe the class goal and performance objectives.
C.
Precisely define the fact that gaining understanding is the ultimate
objective and not simply gathering and disseminating information.
INTRODUCE THE FOCUS OF THE CLASS
A.
B.
All tactical operations unfold in at least four dimensions
1.
Space is made up of length, width and height or depth. Sometimes
called “X, Y and Z.”
2.
Time is the fourth dimension and is a notional dimension; meaning
that it is intangible and requires a mental image
3.
Critical to understanding maneuver in different dimensions is that
the rules for one dimension are irrelevant in another.
Timing is every bit as critical as tactics.
1. Doing the right thing at the wrong time is just as bad as doing the
wrong thing at any time.
2. All planning attempts to alter the future, consequently, all planning is
future oriented.
3. The future is plural!
a. There is a future that will exist without an intervention
b. There is a different future that will exist with an intervention
c. Depending on how effective the intervention is there are an
infinite number of futures in between.
d. In attempting to maneuver in the future the term used most
correctly is a “forecast.” While the term “predict” is often used
it implies a precision that is not possible.
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C.
Time is a constant that stops for nothing and no one. Neither friend nor
foe, it is present during every tactical operation, and cannot be avoided.
1. Tactical operations always unfold in at least four dimensions and
include both physical and intangible maneuver elements.
a. Space – here maneuver elements are physical (length, width,
height). Examples include personnel, vehicles, and supplies.
b. Time – here maneuver elements are intangible. Examples
include actions, events, circumstances, and opportunities.
2. There are three major factors for maneuvering in time.
a. Density – density in space refers to the numbers of personnel,
vehicles, and so forth simultaneously occupying a given area
(the physical).
b. Density in time refers to the quantity of activities per unit of
time (the intangible).
(1)
Congestion occurs in time as well as space. One
negative outcome of too much congestion in time is
OBE – Overwhelmed By Events.
(2)
OBE countermeasures include removing distractions
(also known as Clearing the Decks), demanding
standard formats (to reduce friction and maintain
consistency), and delaying non-essential decisions
(separating the relevant from the volume).
c. Initiative – the freedom of action, or the ability to carry through
with action.
(1)
Establishing and maintaining initiative corresponds to
establishing and maintaining the power during tactical
operations.
(2)
An implied objective of every operation is to gain and
maintain the initiative.
d. Tempo – a measurement of speed, often referring to the rhythm
of activity.
(1)
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Tempo, like initiative, provides freedom of action.
Tempo also provides opportunities through surprise by
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intentionally changing the rhythm of action to catch an
adversary off balance.
(2)
III.
Tempo is relative – there is no fast, only faster.
Consequently, when you can’t speed up your own
operations you can achieve the same effects by slowing
the actions of the adversary.
WHEN IS AS IMPORTANT AS HOW IN TACTICAL OPERATIONS
A.
Tactical operations are always time sensitive.
1. Given enough time, every operation resolves itself one way or another.
a. In a conflict, the adversary who can most quickly exploit the
circumstances to his benefit gains an advantage.
b. A decision and action delayed is often rendered ineffective
because the circumstances will have changed.
2. Since situations continuously change, opportunities are always linked
with time. Windows of opportunity are fleeting, and thus never
guarantee to present themselves again if missed.
B.
IV.
Whenever tactical operations involve a human adversary, they are also
time competitive because time or opportunity neglected by one adversary
can be exploited by the other. Sooner or later, the aggregate resolution of
these actions will determine the outcome of the conflict.
BOYD’S CYCLE (OFTEN CALLED “OODA LOOP”)
A.
Boyd’s Cycle is the creation of military strategist Col. John Boyd USAF
(Ret.).
1. In the simplest terms, the cycle consists of four, interconnected loops
where information and intelligence further the decision making
process and action during tactical operations (or conflict).
a. Observation – the process of becoming aware of the
environment, physical surroundings, lighting conditions,
terrain, adversary, self, and situation. This is the first step in
separating the relevant from the volume (helps reduce Density
in time).
b. Orientation – the direct result of our culture, background,
experience, and training. Orientation is arguably the most
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important part of the Cycle because it makes sense of
observations, clarifies decisions, and helps to forms actions.
c. Decision – takes into account all factors present at the time of
orientation. Here, conclusions are drawn and formed based
upon understanding, and lend to action. The key during this
part of the Cycle is relevance because decisions must be made
to influence outcomes.
d. Action – the implementation of the Decision. This part of the
Cycle must have purpose. For, actions without decisions are
reckless, and decisions without action are pointless. Any
action inherently changes the situation, beginning the cycle
over again.
2. Boyd’s cycle is a descriptive process that helps to understand the
factors and influences in maneuvering in time.
B.
In time competitive situations it is imperative to get into your adversary’s
Cycle to interrupt, confuse, and slow down their decision-making process.
1. The key here is gaining and maintaining a faster tempo than your
adversary – a tempo (or rhythm) that gravely compromises his ability
to correlate action with what he’s able to see (observation) and
understand (orientation) in a given amount of time.
2. Oft times, especially in law enforcement operations, it is impossible to
speed up your own operation. Notwithstanding, slowing down the
actions of the adversary has the same effect.
a. It is very unusual that all essential resources arrive at the same
time. This requires a “ramp up” and so the situations benefits
by attempting to make the situation as static as possible until
the critical resources are in place.
b. Many famous commanders believed that time is even more
critical than space in tactical operations. In fact, Napoleon
once said that “I may lose a battle but I shall never lose a
minute.” Likewise, Philip of Macedon said, “Better to be
present with ten than absent with ten-thousand.”
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