What is “red teaming”?
Red Teaming is an activity performed by individuals educated and trained to enhance staff planning and decision making; decision support, critical review, and threat emulation.
Why is red teaming necessary?
Even the best plans have errors, in hindsight. Most errors arise from cultural misunderstanding, tunnel vision, group think, or mirror imaging. These errors occur because military members are similarly educated, trained, and assimilated. Moreover, if they do their jobs well, it’s because they’re conditioned to focus on reaching a defined end-state. As such, they fall into the gravitational pull of western military thought.
Don’t we already do red teaming inside our organizations?
Yes! Good organizations are so in part because they build components of red teaming into their major processes, i.e., MDMP, hypothesis, critical analysis, courses of action, etc, etc. Hence, the organization accomplishes its mission without disruption and with minimal deviations. Sadly, the underlying inherent dilemma is, performing these major processes well demands purposeful focus. That crucial behavior, purposeful focus, innately limits outsider perspectives and rippling implications. During the process, nobody wants to marginalize the crowd’s synergy, or become a ‘toad in the road’ squashed after too many questions. Deadlines and details consume the activity with no time to truly challenge assumptions. Therefore, the contrarian must be someone outside that vested interest, trained and chartered to truly consider alternative perspectives.
What does the Red Team do for its command?
Red Teams give commanders an independent capability to fully explore alternatives in organization, concepts, plans, operations, and capabilities; in the context of other perspectives, i.e., coalition, local.
What has the Army done?
The Army established MTOE requirements (ASI 7G and 7J). TRADOC chartered the UFMCS to support the fielding of a force-wide capability.
Last Reviewed: October 8, 2013