john mahaffey

... Mr John L Mahaffey NATO Consultation, Command and Control Agency PO Box 174 2501 CD The Hague The Netherlands John.Mahaffey@nc3a.nato.int True genius resides in the capacity for the evaluation of uncertain, hazardous, and conflicting information. ...

This is a travel article I did on Walleye fishing in the Netherlands.  I wrote it simply for the joy of it.  The article details exceptional fishing opportunities in the Netherlands due largely to the improved environment and water quality.  As noted it is simply a travelogue and was written for entertainment.

IQPC Interview regarding the employment of Intelligence Surveillance and Reconnaissance (ISR) systems to enhance Battlespace Awareness for commanders in Joint/Coalition operational environments. Focus is on ISR, Command and Control (C2), and dynamic Decision Making Processes

Decision-making is a cognitive process stemming from the analysis of available courses of action related to a given problem. Rationally, potential courses of action are derived from deliberate analysis of available data related to a problem and its potential outcomes. Decisions are generally characterized as normative, descriptive or naturalistic. Normative decisions are based on evidence, logic and analysis; descriptive decisions are based on intuition and experience. Naturalistic decisions are formed as a hybrid of normative and descriptive processes.

For decision-makers the revolution in information technology and the amount and scope of the data they provide has become overwhelming, leading to cognitive overload, confusion and an inability to function effectively. Decision Support Systems (DSS) facilitate data analysis and selection of a viable course of action rapidly and effectively. However, like the human decision- makers they serve, DSS capabilities may also suffer from cognitive overload, inaccuracy, and complexity, especially in time-sensitive environments.

This study explores DSS employment for time-sensitive decision processes using Digitally Aided Close Air Support (DACAS) as a model. The study explores decision theory, models, DSS development and time-sensitive environments. Using DACAS as a model the paper reveals the obstacles and opportunities associated with the employment of DSS for time- sensitive processes. Finally, the study makes recommendations for improved employment of DSS in time-sensitive environments.

This paper discusses the advantages and disadvantages associated with the use of live, virtual (simulation) and constructive (live and simulation) environments.  The need to transfer training from live to simulation provides benefits for the owning organization both in reduced costs and improved efficiency.  The paper uses a straw-man case to introduce the topic then goes on the explain the advantages and disadvantages of each environment.

This paper discusses the issues and opportunities related to the employment of expatriate staff by transnational companies and organizations.  Key elements of the paper include issues related to the cost of supporting expatriate staff and their families, cultural disconnects between the expatriate manager and the local staff, training for expatriate staff and the costs associated with a staff member's failure to assimilate.  The paper uses the Mabuchi Motor Company as the case from which to draw observations and recommendations.

My apologies - this paper was supposed to be uploaded earlier.  In fact, I uploaded another paper under this name.  I am now placing the paper on the database correctly.  Please feel free to comment at john.mahaffey@ncia.nato.int

Abstract - This paper is about change management, specifically the application of change management processes based in part on the requirement for well defined direction and guidance through organizational core values and competencies
The paper will first discuss organizational change, then compare and contrast the importance of guidance and direction through the use of vision and mission statements as a basis for the further development of organizational core values and competencies.

The paper will discuss the change operations process (COP), a change management model developed during by the Iinternational School of Management, Change Management, DBA Seminar Held at La Tour Marbourg, Paris France, 13-15 May 2008.

The COP will further be applied to case studies in order to illustrate and discuss issues associated with organizational change both inside and outside of the organization’s core values and competencies. In order to facilitate change management discussions on an organizational scale, a long term strategy for change will be developed using a fictitious company.

By applying change case studies to the company, Babeldyne Technology, the author will illustrate various challenges and opportunities with regard to personnel, product development, growth and crisis management planning and processes. The paper concludes with a series of recommendations regarding effective organizational change management and potential ways forward.

Intelligence Surveillance and Reconnaissance (ISR) systems provide key capabilities to the coalition and national command authorities for intelligence collection, exploitation and battle management. ISR systems support the full range of component commanders at all levels of command. Further, both coalition and national command authorities may employ exploited and pre-exploited ISR information in the development of politico-military options for military and civil operations within an area of operations (AO). As a result, ISR information provides a critical piece of information for both military commanders and their civilian counterparts operating in the same AO and will likely be in demand for contingency operations from disaster relief to military conflict. This paper will present the key findings of experimentation employing network enabled databases and ISR management tools for dissemination of ISR data and information. Subjects to be addressed include but are not limited to information security and cross domain data transfer, network resource allocation and tools provided for review and minimization of bandwidth requirements, tasking and management of ISR systems by end users outside of traditional networks, communications capabilities and limitations realized through collaboration functions and web enabled applications as well as ISR command and control in an open network of multiple end users.

Intelligence Surveillance and Reconnaissance (ISR) Systems have become a leading edge capability for the Joint and Combined Forces Commander. The 21st century battlefield is characterized a varied level of threats, weapons and missions. These include large force conventional operations, special operations, counter-insurgency operations, anti crime operations and natural disaster relief. The threats run the
gamut from well equipped conventional forces to poorly equipped insurgents; from terrorists equipped with weapons of mass destruction to disease brought on by natural disaster and famine. The commander must plan for this new battlefield with weapons, command and control and information. Much of this
information, especially that received and exploited in near real time, comes from ISR assets. Unfortunately, ISR assets are both high demand and low density. No single nation can afford to provide all the ISR the commander needs. As a result, the commander must rely on a coalition of ISR systems to provide this benefit. But there are problems, information security, system interoperability, communications limitations and variable capabilities and limitations within ISR system classes conspires to reduce the overall system’s effectiveness for use in near real time across a broad coalition. The Coalition Aerial Surveillance and Reconnaissance (CAESAR) project serves as the primary model for this experimentation. This paper will address some of these issues and provide potential solutions based upon experimentation with multinational ISR systems in a coalition environment. The data and information detailed in this paper are based upon an operational view of technical capabilities to disseminate ISR data across a multinational coalition.

A published article in the NATO Joint Air Power Competence Centre (JAPCC) Journal.  The focus of the article is the transformation of the NATO E-3A Airborne Warning and Control System (AWACS), from a purely air centric surveillance and control platform to an operational level battle management and intelligence, surveillance and reconnaissance (ISR) system. The article explores the technical and operational requirements for the system and its aircrews to effectively support emerging mission roles and responsibilities.  Lessons from the transformation process are applicable to civil capabilities undergoing major changes related to emerging technologies.

Leo Buscaglia stated “change is the end result of all true learning.” In order to change; to improve our environment and enrich ourselves, our families and our associates, we must learn. On a personal level learning may manifest itself as formal and informal education. A program manager may attend formal courses in the use of Microsoft Access in order to improve the efficiency of a project. In time the program manager becomes more comfortable with the application increasing efficiency while decreasing the amount of time required managing their program. In essence, the individual program manager has attained new knowledge that has improved the company’s environment and likely prospects through both formal education and informal education.
If the individual can learn and benefit, can the organization learn as well? There is ample evidence to say they can and do. When groups of individuals change their actions in support of organizational goals, the organization maintains or enhances its effectiveness (Edmondson, Dillon & Roloff, 2006). Change requires learning and learning facilitates change. The key question then, is how do organizations learn, and what factors may facilitate organizational learning?
This paper is about learning organizations, specifically multinational organizations that are thrust into complex operations with limited time and options for learning. This paper will first seek to define organizational learning and the learning organization as an entity. The paper will then provide a discussion of learning modes with special emphasis on the role of leadership as a critical component in the leadership and management of diverse organizations focusing on a defined set of objectives. The paper will conclude with a review and discussion of these concepts using a multinational military exercise as the model. For the purposes of this paper, the military organization used as the model will be exercise Bold Avenger/Trial Quest 2007 (BAR/TQ 2007) and its constituent national and coalition armed forces.

A published article in the NATO Joint Air Power Competence Centre (JAPCC) Journal.  The focus of the article is the need to maintain and apply business rules and processes to systems that are technically capable of " cutting corners" to improve efficiency.  In essence the article is a treatise on the trade-offs associated with the application of advanced technology to decision making processes.

This paper describes a conceptual framework for the development, integration and employment of network enabled information  technology based on operational and technical requirements.  For this paper an architecture model based on the NATO Architectural Framework (NAF0 is used to assess and validate organizational IT system requirements prior to acquisition.

This following paper is a sample career development plan for displaced employees of Air Canada, the national airline of Canada. The task is to provide recommendations for a career development plan to support 280 middle managers being made redundant through lay offs and an unknown number of senior employees being offered early retirement.

The paper will review the Air Canada workforce and explore workforce reduction options. Career development planning will include a workforce audit for each position, followed by career development options targeted at employees who are being laid off or departing under the early retirement scheme. The paper will conclude with a series of recommendations for the company based on the research and emerging practices in the field.

This paper describes issues regarding international Mergers and Acquisitions using the merger of Mittal and Arcelor as the case study.  Of special interest is the cultural issues related to the merger of a European (Arcelor) and Asian (Mittal) Company.

This case study explores problems and issues associated with the concept of operational information management. Specifically, how participants in a common network (providers and end users) can request, collect, analyze, exploit and disseminate information relevant to any decision making cycle.

The  study is designed to be used by researchers and students seeking to observe and test options for the employment of information centric capabilities supporting complex scenarios involving multi-nodal and multi-level operational and system architectures. It should further be noted that the subject of this case, counter-piracy is used as a model depicting an organization engaged in time sensitive operations and events. As a result, the principles and objectives described in this paper have applicability to any endeavor requiring rapid access to accurate, reliable and relevant information required for both long and short term decisions.

This paper is about management practices associated with multinational organizations, specifically those known as "prospector organizations." The paper will review issues and opportunities associated with the management of largely expatriate staff, hired primarily for their expertise versus the development of permanent staff.

Global Responses to Maritime Violence: Cooperation and Collective Action edited by Paul Shemella. Stanford University Press (http://www.sup.org/), 500 Broadway Street, Redwood City, California 94063-3199, 2016, 344 pages, $27.95 (softcover), ISBN 9780804798419.

"Global Responses to Maritime Violence, Cooperation and Collective Action" is a collection of essays written by a wide range of subject-matter experts, describes the issues and opportunities associated with violent activities in the maritime environment, as well as their effect on a variety of stakeholders, including those not located on the high seas.

The book organized and presented in three parts. The first part, “Examining Maritime Violence,” introduces and describes the problem. In part 2, “Riding the Storm,” the contributors provide a detailed review of historical and current operations addressing the issue of violence in the maritime environment. Part 3 offers a series of case studies chosen to reinforce and validate the theories and recommendations of the primary author and editor, Captain Shemella and his contributors.

IT procurement for ISEG MBA Course IT for non-IT Managers. Discusses issues related to IT system procurement including requirements development, acquisition, operations and management (O&M), decisions to procure through purchase, lease or outsourcing.

Baseline presentation for ISEG MBA Course - It for non-IT Managers.  Basic II system description including elements (hardware, software, networks and people). Describes value of IT and concepts related to evolving technology into a capability.

Basic Project Management Concepts for the MBA course IT for non-IT Managers. Covers the basics of Project Management including assessment of scope, resources, and time - stakeholder management, communications, leadership and general management.

IT System Architecture Development for non-IT Managers. How to use an architecture to define operational and technical requirements, determine information exchange requirements and assess interoperability and integration of IT systems  supporting business processes.

Lecture for an MBA Class describing the process for developing operational and technical requirements. Defines requirements, describes the differences between functional and non-functional requirements, pitfalls and common issues related to the process and provides an examples of operational and technical requirements.

My presentation on Automated Decision Support for Time Sensitive Operations for a multinational Airborne Battle Management/Command and Control and Joint Intelligence Surveillance and Reconnaissance held in Europe.  This presentation was based heavily on my doctoral research and on research for NATO.    NOTE: The presentation uploaded is shortened as I removed some of the examples (screen captures) used in the conference.  They were unclassified as was the entire presentation but displayed the logos of the companies involved.