Audio read by Dr. Jeff Mccausland
excerpt written by Jeff McCausland and Tom Vossler
In May 1863, General Robert E. Lee gained permission from the Confederate government to conduct an offensive summer campaign into Union territory. This was an ambitious undertaking to say the least. General Lee was fully aware that if the Army of Northern Virginia was going to be successful, it needed a clear plan of action. Lee, along with his principal confidants and advisors, began the necessary, detailed, planning process by which to accomplish their mission. It came as no surprise to Lee that the process of planning this strategic campaign involved the ability to confront an unpredictable and dynamic situation as well as an environment that could, and did, change rapidly.
We know from his writings that Lee was fully confident of the soldiers under his command, but were there enough of them? What of the leadership of the army? With the war having gone on now for two years, many good leaders at all levels of command had fallen in battle or had been forced from continued active service by their wounds. Would their replacements be as effective as the faithful departed? Would his opponent react differently on his home ground rather than in Virginia? The further he moved into enemy territory away from his logistical base in Virginia, how was he to provision his army? He had many questions and many problems to solve.
Shows the landmarks in the area around Union-occupied Hampton, Va., including the Poor Farm, the Female Seminary, Buckrow's house, Hickman's farm, and "Fox Hill," the home of J. Fox. Source: Library of Congress
PROBLEM SOLVING AND WICKED PROBLEMS.
Leaders must consider whether they are facing a “problem” or a “wicked problem.” A “problem” is a situation confronting an individual or organization that presents difficulty and demands resolution. Normally, a leader when confronted by a problem will consider alternatives, apply resources— people, money, capital items, and time—in order to seek resolution. But once the problem is solved it remains so.
A “wicked problem” involves incomplete or even contradictory information and requirements or conditions may change as the problem is addressed. The problem continues to evolve or change as the leader attempts to solve it. Lee knew that he and his army were faced with a “wicked problem”. The Union army and its leadership might react in an unpredictable fashion. In addition, his army would be operating on “foreign” soil and have imperfect information with respect to road networks, supplies, enemy disposition, and so on. Lee also realized that the Yankees got a “vote on his strategy” whether he liked it or not. As he developed his strategy and plans, his Union opponents would develop their own in an effort to defeat him. And so, the famed general faced a “dynamic” problem, rather than a “static” one. As he and his subordinates prepared their operational and tactical plans, the Union army would do so as well to defeat him. Modern leaders must recognize that, when they are confronted by an adversary or competitor in the marketplace, circumstances may change quickly and their “enemy” will actively try to “win.” Consequently, it is imperative to be prepared to adapt planning at all levels quickly and empower subordinates to do so as well.
Parts of this article are excerpted and adapted from Battle Tested! Gettysburg Leadership Lessons for 21st Century Leaders written by Jeffrey D. McCausland and Tom Vossler. Book is available September 1, 2020. Pre-order sales available now at: https://bit.ly/battletestedbook.