Table Of Content

Red Teaming Handbook v7 Points of Contact UFMCS http://usacac.army.mil/cac2/UFMCS/index.asp University of Foreign Military and Cultural Studies TRISA (TRADOC G2 Intelligence Support Activity) 803 Harrison Drive, Building 467, Room 315 Ft Leavenworth, KS 66027-2308 FAX 913-684-3887 DSN 552 Director 913-684-3860 Operations 913-684-3857 Security 913-684-4336 Technology 913-684-4339 Curriculum 913-684-4321 Instructors 913-684-3892/3959 SMEs 913-684-4323/4338 Librarians 913-785-3001/3081 Enrollment 1. Go to https://www.atrrs.army.mil/atrrscc/search.aspx 2. Select a Fiscal Year, i.e., 2015. 3. Select the School Code: 159 (UFMCS). 4. Click Search the ATRRS course catalog button (near the bottom). 5. Select a UFMCS course from the table. Page i Red Teaming Handbook v7 Table of Contents CHAPTER I: Introduction ....................................................1 Why Red Teaming? ...........................................................1 What is Red Teaming? ......................................................2 How is Red Teaming Conducted? .....................................4 How is a UFMCS Education Unique? ................................5 Why this Red Teaming Handbook? ...................................7 Summary ...........................................................................8 Endnotes ...........................................................................8 CHAPTER II: Self-Awareness .............................................9 What is Self-Awareness? ..................................................9 Who Am I? ...................................................................... 10 Journaling Daily ............................................................... 15 Interpersonal Communication.......................................... 16 Personality Temperaments ............................................. 18 Summary ......................................................................... 21 Endnotes ......................................................................... 21 CHAPTER III: Fostering Cultural Empathy ...................... 22 Cultural Awareness ......................................................... 23 Ethnocentrism ................................................................. 24 Some Cultural Frameworks ............................................. 27 Functional Systems Approach ......................................... 32 Cultural Relevance .......................................................... 37 Summary ......................................................................... 38 Endnotes ......................................................................... 41 CHAPTER IV: Critical Thinking ........................................ 43 Introduction ..................................................................... 43 What Do Critical Thinkers Do? ........................................ 43 Why is Critical Thinking Necessary? ............................... 47 Summary ......................................................................... 55 Endnotes ......................................................................... 56 Page ii Red Teaming Handbook v7 CHAPTER V: Groupthink Mitigation & Decision Support ........................................................................................ 57 Groupthink ....................................................................... 57 Groupthink Mitigation ...................................................... 59 Military Decision Making Process .................................... 62 Mitigating Groupthink during the MDMP .......................... 62 Red Teaming During Planning ........................................ 64 Red Teaming During Problem Framing ........................... 65 Red Teaming During Operational Design ........................ 71 Summary ......................................................................... 73 Endnotes ......................................................................... 73 CHAPTER VI: Red Teaming TTP ...................................... 74 1-2-4-Whole Group ......................................................... 74 1 on 1, 2 on 2, Exchange Emissaries .............................. 76 4 Ways of Seeing ............................................................ 77 5 Whys ............................................................................ 78 5 Will Get You 25 ............................................................ 79 6 Empathetic Questions .................................................. 80 6 Words .......................................................................... 80 Alternative Futures Analysis............................................ 81 Analysis of Competing Hypotheses (ACH) ..................... 84 Argument Deconstruction ............................................... 87 BATNA ............................................................................ 89 Brainstorming .................................................................. 90 Challenges to Effective Planning .................................... 93 Circle of Voices ............................................................. 104 Circular Response ........................................................ 105 Cognitive Biases ........................................................... 106 Common Logic Fallacies ............................................... 108 Critical MDMP Questions .............................................. 110 Critical Review Steps .................................................... 112 Critical Thinking Traits .................................................. 113 Page iii Red Teaming Handbook v7 Critical Variables (CVs) ................................................. 116 Cultural Perception Framework..................................... 123 Deception Detection ...................................................... 142 Determining the Suitability of an Analogy ..................... 144 Devil’s Advocacy ........................................................... 146 Divergence - Convergence ........................................... 148 Dot Voting ..................................................................... 149 Fishbowl ........................................................................ 150 Frame Audit .................................................................. 151 High-Impact/ Low-Probability Analysis .......................... 153 Indicators or Signposts of Change ................................ 155 Key Assumption Check ................................................. 157 Liberating Structures ..................................................... 159 Mitigating Groupthink .................................................... 160 My 15% ......................................................................... 162 Onion Model.................................................................. 163 Outside-In Thinking ....................................................... 165 Premortem Analysis ...................................................... 167 Problem Restatement ................................................... 170 Quality of Information Check ......................................... 172 Red Team Analysis ....................................................... 174 Red Teaming – Assessment Questions ........................ 177 Red Teaming – Assumption Questions ......................... 178 Red Teaming – Key Questions ..................................... 180 Red Teaming – MDMP Actions ..................................... 181 Shifting the Burden ....................................................... 186 Stakeholder Mapping .................................................... 188 Strategies for Structured Analysis ................................. 193 String of Pearls ............................................................. 195 S-W-O-T Analysis ......................................................... 206 Team A / Team B Analysis ........................................... 207 Page iv Red Teaming Handbook v7 Telling Stories ............................................................... 209 TRIZ .............................................................................. 210 Troika Consulting (Ad Agency) ..................................... 211 Validating Assumptions ................................................. 212 What if? Analysis .......................................................... 224 Why Assess? ................................................................ 226 Endnotes ....................................................................... 229 Bibliography .................................................................... 233 Abbreviations .................................................................. 238 Index ................................................................................ 240 My Notes .......................................................................... 241 Page v RTHB v7 Chapter I CHAPTER I: Introduction “We need to help our commanders and staffs escape the gravitational pull of Western military thought.” -- CSA Peter Schoomaker1 Why Red Teaming? The premise of the program at the University of Foreign Military and Cultural Studies (UFMCS) is that people and organizations court failure in predictable ways, that they do so by degrees, almost imperceptibly, and that they do so according to their mindsets, biases, and experience, which are formed in large part by their own culture and context. The sources of these failures are simple, observable, and lamentably, often repeated. They are also preventable, and that is the point of ‘red teaming’. Our methods and education involve more than Socratic discussion and brainstorming. We believe that good decision processes are essential to good outcomes. To that end, our curriculum is rich in divergent processes, red teaming tools, and liberating structures, all aimed at decision support. We educate people to develop a disposition of curiosity, and help them become aware of biases and behavior that prevent them from real positive change in the ways they seek solutions and engage others. We borrow techniques, methods, frameworks, concepts, and best practices from several sources and disciplines to create an education, and practical applications, that we find to be the best safeguard against individual and organizational tendencies toward biases, errors in cognition, and groupthink. Red teaming is diagnostic, preventative, and corrective; yet it is neither predictive or a solution. Our goal is to be better prepared and less surprised in dealing with complexity. Page 1 RTHB v7 Chapter I What is Red Teaming? Red teaming is a function that provides commanders an independent capability to fully explore alternatives in plans, operations, concepts, organizations and capabilities in the context of the operational environment (OE) and from the perspectives of partners, adversaries and others. A Red Team performs three general types of tasks: - Support to operations, planning, and decision support - Critical review and analysis of already-existing plans - Intelligence support (Threat Emulation) (UFMCS provides education for the first two tasks; TRADOC’s Intelligence School and Center provides education on the third.) In order for a Red Team to effectively contribute to decision making all of the following elements are required: • The ability to think critically about the problem. While this may seem obvious, the reality is that critical thinking is a skill set that requires training, education and tools. The Army assimilates people from different backgrounds across the nation. One of the drawbacks of that assimilation is our military tendency to reflect the same biases and perspectives. We pride ourselves in common values—which while ingrained in the Army culture are not universal outside of that culture. • Thinking critically and challenging the group is an unnatural act for military staffs. Doing so effectively requires tools and methods that enable leaders to see different perspectives. • Red Teams require top cover to be allowed to challenge the conventional wisdom and the organization’s leaders. No matter the quality of the Red Team or the methods they employ, dictatorial or toxic leaders are incompatible with successful red teaming. Page 2