or both to help address the problem. We dropped those problems
which we judged not to be sensitive to digitization from further

analysis.

Table 4

High-Profile Problems in Unit Performance and Digitization

Potential

General Problem

Digitization Potential

Lack of awareness of some
aspect of the tactical
(friendly or threat) situation

Battle Visualization (increased
situation awareness [SA])

Lack of synchronization (within
or across BOSs) in terms of
time, space, or activities

Battlefield Visualization
(increased SA, wargaming tools)
and Increased OPTEMPO (sharing
of evolving plan)

Lack of awareness of some
aspect of the plan or lack
input to the plan by a BOS or
sub-unit

Increased OPTEMPO (Sharing of
evolving plan)

Details missing from plan

Increased OPTEMPO (sharing of
evolving plan)

Lack of understanding of the
tactical situation

Battlefield Visualization
(increased SA, wargaming tools)

Key elements of the plan
produced late

Battlefield Visualization
(increased SA) and Increased
OPTEMPO (sharing of evolving
plan)

Inadequate mission preparation

Battlefield Visualization
(increased SA) and Increased
OPTEMPO( sharing of evolving
plan)

Unit is highly vulnerable or
lacks lethality

Battlefield Visualization
(increased SA, wargaming tools)

Table 4 summarizes this part

of the effort at a high level

by addressing the eight categories of unit performance problems.
In general, the benefits of digitization likely to address one

problem in a category should also
same category. As can be seen by

address other problems in the
reviewing Appendix B, Table 4

does not try to define specific mechanisms. However, a
discussion of the specific mechanisms where digitization is

likely to address problems can be

10

found in Appendix E.



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increased operating tempo (OPTEMPO). For a discussion of the
model and the enabling mechanisms, see Appendix D.

Impact on Trainers

Trainers are tasked with observing unit performance and
using those observations to help guide After Action Reviews
(AAR). AARs are interactive discussions in which a unit decides
what happened, why it happened, and how to sustain or improve
future performance.

Digitization often complicates the role of trainers for
collective training and increases their workload substantially
(Army Training Modernization Directorate, 2000; Brown, Anderson,
Begley, and Meliza, 1999; Gerlock and Meliza, 1999; Meliza,
1999). For trainers monitoring command and staff operations in
a tactical operations center (TOC) environment, new observation
requirements emerge with digitization. In addition to existing
observation requirements, trainers in the TOC environment find
it necessary to monitor operator interactions with digital
systems, interactions between system operators and users of the
system (e.g., interactions between ASAS operators and the S2),
and interactions among operators of different digital systems.

Trainers at company level and below are pulled out of many
portions of a unit’s tactical information loop. Instead of
merely monitoring multiple voice nets to track communications
within and across units, trainers have to take on the additional
duty of interacting with multiple computers to track the digital
communications within versus across units. These trainers also
have to contend with the fact that they do not know which
digital communications are being examined by their unit
counterparts.

One means of reducing the workload for trainers of
digitized units is to focus measurement efforts on assessing
whether units and individuals are exploiting the capabilities of
digitization and reaping the intended benefits. This approach
is also consistent with our goal of developing measures of
digital proficiency that will not lose value as digital hardware
and software evolve.

Measurement Targets
While it may be possible to measure the expected benefits

of digitization (lethality, survivability, responsiveness,
deployability, agility, and sustainability [U.S. Army



Increased awareness and understanding of the tactical
situation provide digitized units with a time advantage in terms
of mission planning and preparation activities. Digital systems
help leaders gain information in a manner that fits human
sensory modalities better and adds to the time advantage
throughout a mission.

From the point of view of sensory modalities, most tasks
performed by commanders and staff officers are primarily
visual/spatial. Many tasks, such as route planning, terrain
analysis, plotting artillery fans, etc., involve identifying
spatial relationships between units and tend to use maps as
planning tools. The most frequently used tools are templates
and overlays, in which relevant data is overlaid onto a map of
the objective geographical area. These tools are often
supplemented by tactical reports which require the sender to
identify the location of the event being reported.

Analog units must translate locations into coordinates of
some kind before they communicate the locations to other units.
Often the sending unit encodes information about the location of
an event (spatial) into coordinates (numerical/semantic). The
receiver must then recode the numerical information back into
spatial data; typically by plotting the data on a map. The
encoding and decoding of the information normally requires
greater cognitive effort, slows down the transfer of
information, and increases the probability of errors (Sanders &
McCormick, 1993).

Using digital systems and displays allows staff elements to
manipulate spatial data on a visual display and send it without
translating the data into coordinates. The audience receives
the information in visual form without having to convert it from
numerical data. Therefore, units receive the information more
quickly, and it is in a form they can readily use without
complex data conversion.

Initial observations suggest using digital tools may reduce
planning time by as much as 84% (U.S. Army Directorate of
Integration, 2000). This time advantage is further enhanced by
the capability of these systems to expedite many command and
control activities. The additional time gained can be used to
spend more time performing activities that often receive scant
attention due to time pressures, or it can be used to start
mission execution earlier.



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profile performance problems and the mechanisms whereby digital
systems can be employed to address these problems. That is, the
skills are needed to implement the mechanisms. Three of the
network skills were identified during a number of interviews
with leaders of digitized units in the scope of a related
project (TRW, 2001). Prior to these interviews we had failed to
appreciate the extent and depth of cognitive tasks required to
assure the digital network is fully operational. ‘The importance
and complexity of this aspect of digitization was also made
apparent in our reviews of Warrior-T products (Warrior-T, 2000).

In reviewing our descriptions of digital skills the reader
will find that we have not mentioned specific digital systems
and duty positions. In accordance with our goals described at
the beginning of this chapter, we have attempted to define

skills that apply across systems and versions, and endure over
time.

Digital Skill Categories

Network skills. We realized a central component of
digitization was the network, and we theorized that important
digital skills would involve keeping the network operating.
Based upon a review of several interviews conducted within the
4th ID, we decided that multiple networking skills were
warranted, because keeping the network operational had proven to
be a substantial challenge. Initially we viewed the network
skills as being procedural skills with perhaps a small decision-
making component; however, personnel interviewed within the 4th
ID stressed the importance of leaders and soldiers understanding
the data flow within and among digital systems when attempting
to define and address network problems.

In many training situations, other digital skills cannot be
practiced unless the network is operational, and substantial
effort is required to keep it operational. It is important that
digitized units have confidence in the robustness of the
network. End-product oriented measures of networking skills can
serve the additional purpose of illustrating the robustness of
digitization (e.g., you were able to react to a system crash
without regressing to a pure analog mode).

Basic operator skills. These skills are those required to
operate digital hardware/software systems and create products.
These skills include such activities as deciding when to update
reports and products and deciding whether any of the intended

14



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at all echelons seems to significantly increase SA among
commanders and soldiers. In an experiment by McGuinness, Foy
and Forsey (2000), military commanders were asked to command
simulated forces using a digital interface similar to those used
by U.S. Army digital units. The commanders were provided with
information of enemy forces (red, or enemy SA), as well as
status and position information of friendly forces (blue, or
friendly SA).

They found commanders who used digital systems were able to
provide much more detailed information on enemy forces than
those who relied on conventional tools. These commanders also
reported they felt they had a better appreciation of the status
and location of friendly forces. They reported this enhanced
awareness of the status and position of friendly forces to be
the most useful benefit of digital systems.

The capability to visualize the battlefield is increased
further when wargaming tools are used to take advantage of
increased SA. It is probably fair to say that the wargaming
tools available in current digital systems represent only a
small portion of the tools that will be available in the future.
It is probably also fair to say that the variety of ways
available to describe aspects of the tactical situation in
today’s digital systems may be only a subset of the ways
available in future systems.

Increased OPTEMPO. Digitization allows combat units to
increase their OPTEMPO, or the speed at which they can conduct
combat operations. Units are able to collect information, make
decisions, and implement those decisions more quickly than the
enemy. This process of collecting, deciding, and implementing
is known as a decision loop. Digitization allows units to get
“inside the enemy’s decision loop.” That is, make decisions
faster than the enemy (DoD, 2000).

Substantial evidence that digitization can increase OPTEMPO
has been available for ten years. An early experiment with a
pre-FBCB2 system called the Intervehicular Information System
(IVIS) showed armor platoons equipped with IVIS completed
missions faster and reported battlefield events with more
accuracy. They also successfully executed more change-of-
mission, obstacle bypass, battle position, and call-for-fire
tasks (Du Bois & Smith, 1991). Similar experiments with
company-level armor units using a system called the Combat
Vehicle Command and Control System (CVCC) showed comparable
advantages (Atwood, et al., 1991).



FOREWORD

Digital communications networks are being procured and
fielded by the U.S. Army. Digitization of the force has
tremendous potential impact on U.S. Army operations. Used
appropriately, digitization shows the potential to give everyone
from commander to frontline soldier a near perfect view of the
battlefield, and also to increase operating tempo so that tasks
that once took hours now take minutes. However, as with any new
technology, considerable development is required before it can
be used to its best advantage.

This report is the first in a series aimed at identifying
the best methods for measuring soldiers’ proficiency with
digital technology.

The work described in this report is a portion of research
task 234, Defining and Measuring Digital Skill Proficiency,
sponsored by Simulation, Training, and Instrumentation Command’s
(STRICOM) Project Manager for Training Devices. The results of
this research were briefed at the Quarterly In Process Review
for the U.S. Army Battle Command System Integration (ABCSI)
Project, on 11 July 2001, at the Applied Research Laboratories
of the University of Texas. The briefing was attended by
STRICOM's ABCSI project director, the government and contractor
ABCSI project team, and U.S. Army Training and Doctrine Command
representatives of the maneuver combat training centers. The
ABCSI Project is concerned with providing trainers at the U.S.
Army's maneuver combat training centers with information from
the digital data stream needed to support the training of
digitized units. The ABCSI project team has developed the
capability to load essentially all of the digital communications
into a relational database, and they are attempting to identify
the digital after action review aids that need to be produced
from these data. The team requested the report as input for its
After Action Review (AAR) aid identification task.

fa. IN. bmnetiw

ZYJA M. SIMUTIS
Technical Director



Appendix E

Defining Specific Mechanisms Whereby Digitization is Likely to
Address Problems

We identified over forty mechanisms which offered solutions
to many different problems in unit performance. For example,
the ability to use event-based rather than time-based triggers
to initiate task execution has the potential to address a wide
variety of problems where there is a lack of synchronization of
activities among BOSs or among echelons within a BOS.

As a case in point, digitization would be expected to
address the problem “smoke plans are rarely made and
coordination of the targeting process between fire support and
maneuver does not occur” (CALL, 2000) via multiple mechanisms.
Increased awareness of the location of enemy forces, combined
with the use of terrain analysis tools, makes it possible to
predict where and when moving friendly forces are likely to be
seen by the enemy. This allows the fire support element to plan
to support the maneuver unit with smoke at a time when the
maneuver unit is likely to benefit most.

Since digital systems allow the unit to see where friendly
forces are located, the unit can use the more precise trigger of
unit location rather than the less precise trigger of time to
initiate the smoke mission. In this way, if the pace of
movement of the maneuver unit is faster or slower than expected,
the unit can avoid a situation where smoke is provided too late
or too soon to be of use to the unit. The fire support element
has a general timeframe to support mission preparation
activities, and a specific event trigger to initiate execution.

Appendix B briefly describes the specific mechanisms
whereby digitization would influence unit performance for each
problem.

Some of the more prevalent mechanisms are described below.

Increased SA should:

e lead to more precise maneuver plans for a mission,
- making it easier to identify specific issues that need to
be addressed during rehearsals
- making it easier for other BOSs to envision what they
need to do to support maneuver



Digital systems make it possible for evolving mission
planning products to be shared in an electronic format among
command and staff, as well as subordinate units, to make sure
mission activities are synchronized. Information can be
transmitted to a wide audience more quickly than was possible
using paper maps and acetate overlays. The electronic format
also makes it possible to revise and redistribute planning
products quickly, even when spread out over a large battlefield.
This means that the plans supporting mission execution can be
updated and distributed in response to new information even
after a unit has already initiated the mission.



e help units predict areas where highest density of casualties
will occur

e make it easier to monitor selected aspects of the performance
of subordinate units

e reduce the time a unit devotes to trying to track the location
of friendly units, providing time for other activities

Electronic sharing of evolving plan should:

e make sure anyone with a need to know has access to planning
data (as opposed to certain BOSs or subunits being cut out of
“the tactical information loop unintentionally)

e reduce the time required to perform many mission planning
tasks so that units can have time to:
- consider alternative courses of enemy action
- consider alternative courses of friendly action
- plan and conduct mission rehearsals
- perform mission preparation tasks
- initiate the mission early when advantageous to do so

e provide executors with time and means to provide feedback
regarding completeness and clarity of orders

The capability to share graphics electronically should:

e make it easier for leaders to convey information about what
they want subordinates to do

e make it easier for leaders to control direct fires

e reduce the possibility of errors transposing map coordinate
data to map overlays

e enable the capability for units to distribute modifications in
plans quickly

e motivate and enable units to update information on the actual
or perceived status of the battlefield that is conveyed most
effectively or efficiently in the form of graphics (such as
situation templates, range cards, locations of threatening
situations, locations of breach points)



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Identifying Candidate Digital Skills

Soldiers must develop digital skills to exploit the
advantages of digital systems. Our research seeks to identify
those skills and develop means to measure them. Unfortunately,
recent research into computer skills has been relatively
limited. Little research has focused on identifying digital
skills or on developing reliable, diagnostic measures of
computer skills.

Previous Research

Potosky and Bobko (1998) discuss recent efforts to measure
computer experience and ability. Studies which sought to
measure computer experience used measures of frequency of use or
length of time of computer ownership. Other studies used
available tests of computer programming ability to assess
computer usage ability (Potosky and Bobko, 1998).

The Georgia Institute of Technology has conducted a series
of studies concerning internet usage. The tenth and latest
study measured skill levels of internet users (Kehoe, Pitkow,
Sutton, Aggarwal and Rogers, 1999). The measure discriminated
between skill levels by asking respondents to list how many of
twelve internet related tasks they had performed.

In a study of U.S. Army soldiers, Dyer and Martin (1999)
investigated the computer background of infantrymen. They used
a survey to examine the experience soldiers had with computers
and their subjective perceptions of their own computer skills.
In addition, they used an objective assessment of computer
operator skills which measured soldier’s ability to recognize
computer icons. They found officers in the Infantry Officer
Basic Course (IOBC) had the most computer expertise, whereas, in
the other groups tested, about half of the soldiers had limited
computer operator skills.

The National Research Council (NRC) (1999) investigated the
concept of information technology fluency. Their definition of
skills included only the ability to use specific hardware and
software resources. They theorized that fluency with
information technology also included the ability to handle
unexpected problems and adapt to changing hardware and software.

As this review shows, the body of research concerning

digital skills is presently relatively.modest. Therefore, with
minimal foundation for our investigation, we found it necessary

11



References

Army Training Modernization Directorate (30 September, 2000).
JCF AWE Observations and Lessons Learned Report. Fort
Eustis, VA: Author.

Atwood, N. K., Quinkert, K. A., Campbell, M. R., Lameier, K. F.,
Leibreicht, B. C. & Doherty, W. J. (1991). Combat vehicle
command and control systems: Training implications based on
company-level simulations (ARI Technical Report 943).
Alexandria, VA: U.S. Army Research Institute for the
Behavioral and Social Sciences. (AD A246 460)

Brown, B.R., Anderson, L., Begley II, I. J., & Meliza, L. L.
(1999). Cognitive Requirements for Information Operations
Training (CRIOT). (ARI Study Report 99-02). Alexandria, VA.
U.S. Army Research Institute for the Behavioral and Social
Sciences. (AD A365 483)

Center for Army Lessons Learned (2000). Combat Training Center
Bulletins and Trends. Retrieved from
http: //call.army.mil/call/homepage/ctcbull.htm

Department of Defense (2000, April). Report on the Plan for
Fielding the First Digitized Division and First Digitized
Corps (Report submitted to the Senate Armed Services
Committee). Washington DC: Author.

Department of the Army (1997). Field Manual 101-5-1, Operational
Terms and Graphics. Washington, DC: Author.

Du Bois, R. S. & Smith, P. G. (1991). Simulation-based
assessment of automated command, control, and
communications capabilities for armor crews and platoons:
The intervehicular information system (ARI Technical Report
918). Alexandria, VA: U.S. Army Research Institute for the
Behavioral and Social Sciences. (AD A233 509)

Dyer, J. L. & Martin G. H. (1999). The computer background of
infantrymen: FY99 (ARI Research Report 1751). Alexandria,
VA: U.S. Army Research Institute for the Behavioral and
Social Sciences. (AD A372 716)

Endsley, M. R (1995). Theoretical underpinnings of situation
awareness: A critical review. Proceedings of the
International Conference on Experimental Analysis and
Measurement of Situation Awareness, Daytona Beach, FL

19



looking for digital activities that appeared to cut across
specific digital systems or software versions.

Candidate Digital Skills

Table 5 lists the 22 candidate digital skills we
identified. Appendix C provides a description of each skill and
describes the source of the concept for the skill.

Table 5
Candidate Digital Skills

Network Skills

Prepare for, and recover from, system crashes or other periods
of non-availability

Establish and check communications links and network connections

Protect network from operator error and malfunctions

Perform periodic checks of digital systems

Basic Operator Skills

Prepare and update plans, reports, and other messages

Exchange data with external databases

Create, modify, and employ overlays, templates, and graphics

Basic User Skills

Assess completeness of information on the tactical situation

Assess currency of information on the tactical situation

Assess completeness and clarity of planning products

Coordinate with others to acquire information

Identify situations where a physical terrain reconnaissance is
required

Monitor changes in planning products

Exploitation Skills

Maintain awareness of own unit relative to threats

Compare expected and actual status of friendly units

Maintain awareness of trigger events and events addressed by
execution matrices

Use SA data_to move to a vehicle or control measure location

Use SA data and terrain analysis tools to select routes and
positions

Use SA data to control unit movement and deconflict routes

Use SA data and terrain analysis tools to predict contact
variables and support BOS integration

Monitor timing of planning activities

Define rehearsal objectives

Most of the skills identified as basic user skills or
exploitation skills were derived from our analysis of high-

13



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was considered a dividing line between high- and low-frequency

trends.

further analysis.
in Table 2.

Table 2

Those trends occurring more frequently were chosen for
The high-frequency trends are grouped by BOS

Negative Trends Selected for Analysis by Battlefield Operating

System (BOS)

BOS

Trend *

1.0 Intelligence

1.1 Reconnaissance and Surveillance Plan

Development

1.2 Intelligence Preparation of the

Battlefield Process and Application
-3_S2 Analysis and Reporting

2.0 Maneuver

Direct fire planning and execution
Movement formation and techniques
Actions on contact

Use of dismounted infantry

WINNNNIF
PIR wd P

3.0 Fire Support

Integration of fire support with
maneuver

Fighting and observation
positions/observation planning

w
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3.3 Fire support planning
3.4 Triggers versus target location
4.0 Air Defense 4.1 Early warning dissemination/reaction
5.0 Mobility, 5.1 Force Protection
Counter-Mobility, 5.2 Nuclear, Biological, and Chemical
and Survivability Proficiency
5.3 Combined Arms Obstacle Integration
6.0 Combat Service [6.1 Supply Management
Support (CSS) 6.2 Logistics Estimates/css Planning and
Integration
6.3 Material Readiness
6.4 Combat Health Services/Medical Support
7.0 Command and 7.1 Battle Tracking and Predictive Analysis
Control 7.2 Military Decision Making Process (MDMP)
7.3 Troop Leading and Discipline
7.4 Course-of-Action (COA) Development and

Wargaming
7.5 Task Force Rehearsals

* Trends are numbered by BOS and frequency,

trend in BOS 1, etc.

with 1.1 being the most frequent

For most BOSs this meant the top three trends, although for
the command and control BOS the top five trends were selected,



increase the ability to make valid estimates of css
requirements

lead to more precise questions regarding enemy intent,
- making it easier to answer questions
- reducing data collection requirements

make it easier to control unit movement and keep it on
schedule (increased SA sometimes removes the need for
schedules)

make it easier to estimate the magnitude of fire support
requirements

allow planning to begin at a more advanced level,
- speeding up the planning process and allowing more time

for mission preparation activities

make it easier to employ event-based triggers to synchronize
BOSs

make it easier to employ valid time-based triggers to
synchronize BOSs

make it easier to deconflict routes during movement
help units to devote more attention to specific warnings

help soldiers navigate to specific control measure, unit, or
vehicle locations

perform many battle tracking functions for units (especially
locations of friendly units), freeing up time for tracking
additional aspects of the battlefield

reduce the number of contingency operations to be
planned/supported, making it easier to devote resources to
actual threat situations as they are encountered

make it easier to select routes offering cover/concealment

provide information needed to plan actions on contact and
direct fire plans



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DEFINING DIGITAL PROFICIENCY MEASUREMENT TARGETS FOR U.S. ARMY
UNITS

CONTENTS
Page
Introduction... cece eee cette ete e eee eeenees 1
Digital SySteEMS 2... . cece ce eee eee eee eee neee

Impacts on Trainers
Measurement Targets

Defining High Profile Problems In Unit Performance

Likely To Be Addressed By Digitization ............-.---00- 7
Identifying High Profile Problems in Unit
Performance 2.2... eee eee cee eee eee eee ee tee ee rece eens 7
Identifying Problems Likely to be Impacted by
Digitization ....... ccc ce ee eee eee eee eens 9
Identifying Candidate Digital Skills.................. 02 ee eee 11

Previous RESEALCH 1... eee eee eee ee eee eee ee eeee

Our Working Definition of a Skill ..

Our User-Oriented FOCUS ........ ee eee eee eee eee ee teens

Candidate Digital Skills ................

Digital Skill Categories ....... cece ec eee eee eee
Summary And Future Research..... 2... eee eee cece eee eee e eee 17
REfELENCES 2... eee eee eee eee e eee eee tenes 19
Appendix A Acronyms LiSt....... cece eee eee eee reece eee teen eee A-1
Appendix B Digitization Impacts Data ........--.. eee eee ee eens B-1
Appendix C Description And Genesis Of Digital Skills......... c-1
Appendix D Expected Benefits of Digitization................. D-1

Appendix E Defining Specific Mechanisms Whereby Digitization
is Likely To Address Problems ...... bec e eee eee eee E-1

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Appendix D
Expected Benefits of Using Digital Systems

Theoretically, digitization offers a number of advantages
to combat units, including increased lethality and survivability
(U.S. Army Directorate of Integration, 2000). Other advantages
include increased responsiveness, deployability, agility, and
sustainability (DoD, 2000). The U.S. Army expects digitized
units to be more lethal because they can identify targets and
direct weapons onto those targets more quickly than “analog”
(non-digital) units. They are more survivable because improved
communications allows them to react to the enemy attacks more
quickly to protect combat assets from destruction.

General Mechanisms Enabling Benefits

The use of digital systems is expected to increase the
combat effectiveness of units through two general mechanisms.
First, it will help leaders and soldiers visualize the
battlefield and gain a greater understanding of the tactical
situation. Second, digital systems can increase the operating
tempo (OPTEMPO) of a unit through the improved ability to share
information.

Improved battlefield visualization. Battlefield
visualization is a concept proposed by the U.S. Army (Training
and Doctrine Command [TRADOC], 1994) which has elements in
common with situation awareness (SA). TRADOC defines battlefield
visualization as:

“The process whereby the commander develops a clear
understanding of the current state with relation to
the enemy and environment, envisions a desired end
state which represents mission accomplishment, and
then subsequently visualizes the sequence of activity
that moves the commander's force from its current
state to the end state.” (bold added) (TRADOC, 1994).

Therefore, battlefield visualization includes three steps:
(a) developing a mental model of the current state (tactical
situation), (b) envisioning a desired end state, and (c)
visualizing the sequence of activity to move from the current
state to a desired end state.

In the case of SA, the senses bring information about the
environment into the working memory where it is formulated into



and the location of threatening situations and supporting

situations.

Table D-2

Impacts of Digitization on Battlefield Visualization

BATTLEFIELD VISUALIZATION

DIGITIZATION IMPACTS

Step 1: Develop mental model
of end state.

-Acquire information from the
environment (SA level 1)
-Understand how information
affects current state (SA
level 2)

-Build a mental model of the
current state

-SA level 1 is closer to ground
truth

-SA Displays give meaning to SA
level 1 information

-Analytical tools give
additional meaning to SA level
1 information

- SA Displays and analytical
tools provide a physical
picture of the current state

Step 2: Envision desired end

state

-Analytical tools help envision
end state

Step 3: Visualize the sequence
of activity to move from
current to desired end state
~Extrapolate current situation
to the future (SA level 3)
-Compare desired end with
extrapolated future

-Identify elements which must
change for extrapolated future
to become desired end state

- Analytical tools help
extrapolate to the future
-Provides new command and
control tools for affecting
elements

SA level 1 includes bits of information about the

situation.

Effective use of digital systems should increase the
precision of information regarding the enemy situation.

Instead

of knowing that threat situations may be encountered as a unit
moves to an objective, a leader is more likely to know the

locations,

size and nature of threat situations.
more likely to be very close to ground truth.

SA level 1 is
One reason that

the SA level 1 is more likely to approach ground truth is that
digital systems provide Global Positioning System (GPS) -enabled

data on the location of friendly vehicles.

Another reason SA

level 1 is closer to ground truth for digital units is that
information on the enemy situation can be collected through

enhanced reconnaissance,
(RSTA) assets,

surveillance,
such as unmanned aerial vehicles.

and target acquisition

Capabilities included in the digital system of systems also
make it easier for personnel to understand how the SA data

D-3



affects the current state (i.e., reach SA Level 2). Digital
systems can provide information on the location of friendly
forces, enemy forces, enemy obstacles, friendly obstacles,
contaminated areas, combat service support areas, and control
measures in a manner that allows the receiver to immediately
view this information over a map display. The job of building a
mental model of the current state is reduced in complexity by
the fact that the user is provided with a picture of the current
state.

The capability of the user to understand the implications
of SA data is further enhanced by the availability of wargaming
tools for digitized units, such as terrain analysis tools. For
example, given the location of enemy forces and a possible route
of advance for the friendly force, leaders can find out where
their unit is likely to be engaged by the enemy (i.e., establish
intervisibility) .

The increased SA level 1 and level 2 made possible by
digitization, possibly combined with the use of wargaming tools,
can also help personnel perform the second step in battlefield
visualization, envision the desired end state. Consider a case
where a unit has the mission of moving to an objective area and
denying the enemy access to the objective. Units can use
information about enemy forces and wargaming tools to decide
whether it is better to cover enemy avenues of approach to the
objective from positions on the objective or from surrounding
terrain. The result of this decision can influence how the unit
leader decides to execute the mission.

The enhanced SA facilitated by digitization can also be
used in performing the third step of battlefield visualization.
These tools can also be used to extrapolate the current
situation into the future (SA level 3). Finally, the increased
SA levels 1, 2 and 3 can be combined with the use of wargaming
tools to visualize the sequence of activity to move from current
to desired end state. For example, leaders can decide when and
where smoke and/or suppressive artillery fire might have to be
employed to protect the force. The fact that increased SA level
1 data will also be available during mission execution can be
exploited during the planning process to envision event-based
triggers for synchronizing BOSs. For example, the fire support
element will provide a smoke mission when the maneuver unit
reaches a specific point on the ground.

Research has demonstrated the beneficial effects of
increased SA. The ready availability of processed information



Appendix A
Acronyms List

AAR After Action Review

ABCS Army Battle Command System

ADA Air Defense Artillery

AFATDS Automated Field Artillery Tactical Data System
AGCCS Army Global Command and Control System
AMDWS Air and Missile Defense Warning System
AO Area of Operations

ARI Army Research Institute

ASAS All-Source Analysis System

ATCCS Army Tactical Command and Control System
ATP Ammunition Transfer Point

AWE Advanced Warfighting Experiment

BCT Brigade Combat Team

Bde Brigade

BMO Brigade Medical Officer

BOS Battlefield Operating System

BSA Brigade Support Area

BV Battlefield Visualization

[ong Command and Control

CALL Center for Army Lessons Learned

CAS Close Air Support

CASEVAC Casualty Evacuation

CHS Combat Health Services

COA Course-of-Action

cP Command Post

css Combat Service Support

csscs Combat Service Support Control System
cTc Combat Training Center

cTCP Combat Trains Command Post

cvcc Commander’s Vehicle Command and Control System

A-1



DEFINING DIGITAL PROFICIENCY MEASUREMENT TARGETS FOR U.S. ARMY
UNITS

EXECUTIVE SUMMARY

Research Requirement:

The U.S. Army’s use of networked computer systems to
enhance mission accomplishment, known as digitization, has the
potential to effect massive changes in how operations are
conducted and training exercises are evaluated. Digital
systems, and the procedures for using these systems, are still
evolving.

The starting point for this effort was the identification
of high-profile problems in the performance of analog units
likely to be addressed by the effective use of digital systems.

There is a need to define digital proficiency measurement
targets that focus on the ability of units to exploit the
capabilities offered by digital systems, rather than focusing on
operator interactions with software products that are likely to
change many times in the coming years. The measurement targets
should be applicable across specific systems, versions of a
system, and the span of a soldier’s career. The targets should
be linked to combat effectiveness.

Procedure:

We analyzed data from the Center for Army Lessons Learned
(CALL) to identify the most frequently occurring needs emphasis
trends, that is, trends that need training emphasis to improve
unit performance. The CALL database is based upon observations
made by trainers at the U.S. Army’s maneuver combat training
centers, and these observations focus on aspects of unit
performance believed to be critical in determining mission
outcomes. We then examined the data further to identify the
specific problems contributing to each trend.

We considered whether the capabilities of digital systems
to help leaders visualize the battlefield and/or implement a
faster operating tempo (OPTEMPO) would help address each problem
and described the mechanisms whereby digitization might address
each problem. Due to the large number of performance problems
we examined, we looked for recurring themes in terms of
performance problems that would help us summarize our

vii



ACKNOWLEDGEMENT

The authors wish to acknowledge the contributions of John
Holmquist, University of Central Florida, who contributed to
this report by providing a review of the literature on computer
skills and general background research.

vi



and for maneuver BOS the top four trends. The Air Defense BOS
had only one high-frequency trend.

Next we recorded the problems contributing to each trend.
Needs emphasis trends include descriptions of specific problems
that occurred within each trend. For example, under the needs
improvement trend “fighting and observation positions/
observation planning” a contributing problem is “smoke plans are
rarely made and coordination of the targeting process between
fire support and maneuver does not occur” (CALL, 2000).

Table 3
General Causes of High-Profile Problems in Unit Performance
General Problem Frequency

Lack of awareness of some aspect of the tactical 46
(friendly or threat) situation

Lack of synchronization (within or across BOSs) in 48
terms of time, space, or activities

Lack of awareness of some aspect of the plan or lack 22
input to the plan by a BOS or sub-unit

Details missing from plan (often the scope of the 31

plan is less than the scope of the mission, plan
fails to address a portion of the battlespace or
plans for certain subunits are consistently missing)

Lack of understanding of the tactical situation 25
(often a failure to predict how the tactical
situation will evolve)

Key elements of the plan produced late 13

Inadequate mission preparation (especially lack of 13
rehearsals (due to inadequate time) or rehearsals
with the objectives not clearly defined)

Unit is highly vulnerable or lacks lethality 36

We identified over 200 problems in unit performance. These
problems are listed in Appendix B. To help us summarize these
measurement targets of opportunity we looked for recurring
themes. We found that all but one or two of the problems fell
into one or more of the eight categories shown in Table 3.

Identifying Problems Likely to be Impacted by Digitization

Of the over 200 unit performance problems we recorded,
roughly 92% were considered to be of a type that can be
addressed, at least in part, through the effective use of
digital systems. Appendix B shows, for each problem, whether we
expected improved battlefield visualization, increased OPTEMPO,

9



© High-profile problems in combat effectiveness likely to be
addressed by the effective application of digital systems

® Mechanisms whereby digitization has the potential to increase
battlefield visualization and OPTEMPO

® Candidate digital skills important in implementing these
mechanisms

These findings establish a foundation for efforts to define

performance standards and develop after action review aids for
digitized units.

ix



message recipients need to be alerted regarding the message or
product using voice communications.

The basic operator skills are largely procedural skills.
Recent work has shown that procedural skills involved in
preparing and sending graphics and messages using digital
systems tend to be highly perishable (Sanders, 1999). The
operator skills defined in the current work also include
decision-making skill components, such as deciding who needs to
be contacted, how they should be contacted, and when graphics or
messages are updated.

Basic user skills. User skills are those which relate to
applying the products of digital systems. These skills go
beyond the ability to simply create digital products and address
the abilities to employ digital products to enhance mission
performance. Activities identified as basic user skills address
tactical decision-making actions performed in both analog and
digital environments. The difference is that these skills are
employed using digital systems in the digital environment. For
example, both developers and recipients of plans should make
sure that plans are complete in terms of details. In the
digital environment, senders and receivers examine planning
products that are in an electronic format.

All of.the basic user skills listed in Table 5 address
high-profile problems in unit performance. These skills are
decision-making skills rather than procedural skills.

Exploitation skills: Exploitation skills are those
abilities which give digital units a significant tactical
advantage over non-digital units. Like user skills, these
skills address high-profile problems in unit performance.
Unlike the case with basic user skills, the exploitation skills
are enabled by digitization. That is, digital systems should
make it easier to employ these skills to standard.

These skills demonstrate the advantages of digitization.
Measures of how well unit members employ these skills can do
double duty by being used to illustrate the power of
digitization to units.

15



Technical Report 1117

Defining Digital Proficiency Measurement Targets
for U.S. Army Units

John S. Barnett and Larry L. Meliza
U.S. Army Research Institute

Michael R. McCluskey
Naval Air Warfare Center Training Systems Division

August 2001

United States Army Research Institute
for the Behavioral and Social Sciences

Approved for public release; distribution is unlimited.

20011130 028



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ByeQ syed UopezNIBIGg *g xipueddy



DEFINING DIGITAL PROFICIENCY MEASUREMENT TARGETS FOR U.S. ARMY
UNITS

Introduction

The U.S. Army is investigating how best to employ digital
technology to support the combat soldier, through a process
referred to as digitization (Department of Defense [DoD], 2000).
Selected units, called digital units, are being equipped with
networked computer systems designed to quickly distribute
combat-related information and help leaders and soldiers
visualize the battlefield.

Fielding digital hardware is merely one step in the
digitization process. Digitization also includes finding out
how to best employ digital systems and deciding what changes
need to be made in doctrine, organization, training, leadership,
materiel, and soldiers (DOTLMS) to support the use of digital
systems. Units are still in the process of developing the
tactics, techniques and procedures (TTPs) and standard operating
procedures (SOPs) that guide employment of digital systems.

To determine the best ways to employ digital systems, the
effectiveness of digital units must be measured. Our mission is
to facilitate measurement of how well units employ digital
systems and digital skill proficiency levels. The immediate
challenges to this mission are that digital skills have not yet
been defined and digital systems, along with the procedures for
using these systems, are still evolving. On the other hand, it
is difficult to envision how digital skills can be defined and
digital systems and procedures refined without measures of how
well digital systems are being employed. In the absence of
measures of proficiency in employing digital systems, what
guides the refinement of digital TTPs?

For our efforts to have enduring value, it is necessary to
focus on measuring the U.S. Army’s ability to exploit the
potentials of digitization rather than focusing on the skills
required to operate existing versions of digital systems. Our
approach to identifying targets of opportunity for measuring
employment of digital systems was to focus on weaknesses of
analog (non-digital) units that are likely to be addressed by
the effective use of digital systems. This report describes the
approach and outcomes of an effort to identify and address
requirements for measures of digital system employment that
would retain their value as the digitization process continues.



CONTENTS (continued)
Page
List Of Tables
Table 1. Digital Systems Supporting Battlefield Operating
SYSteMS 2... eee cee eee eee eee wee 2
Table 2. Negative Trends Selected for Analysis by
Battlefield Operating System...................- 8
Table 3. General Causes of High-Profile Problems in
Unit Performance ........... eee eee eee eee wee D
Table 4. High-Profile Problems in Unit Performance
and Digitization Potential .......... bee e ee eeee . 10
Table 5. Candidate Digital Skills ......... se eee eee eeeeeeee 13
Table D-1 Steps in Battlefield Visualization ............ +... D-2
Table D-2 Impacts of Digitization on Battlefield
Visualization 2.0... cee cece eee cece eee nes D-3
List Of Figures
Figure 1. Graph of Needs Emphasis Trends
for Mobility BOS ......... cee eee ee eee 7

xii



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US Army Training and Doctrine Command
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Event Template

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Force XXI Battle Command, Brigade and Below
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Fire Support Team

Fragmentary operations order

Forward Support Battalion

Fire Support Element

Fire Support Officer

Global Positioning System

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Joint Readiness Training Center

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observations. Finally, we described skills that U.S. Army
personnel would need to support each mechanism.

Findings:

We identified 24 needs emphasis trends that met our
criteria for being considered high-frequency. We recorded over
200 problems in unit performance that contribute to one or more
of these trends. Over 92% of these problems might be addressed
by effective use of digital systems. All but a few of these
problems fell into one or more of eight general categories
listed below.

°® Lack of awareness of some aspect of the tactical situation
Lack of synchronization in terms of time, space or activities
Lack of awareness of some aspect of the plan or lack of input
to the plan by a battlefield operating system (BOS) or subunit
Missing details from unit plans

Lack of understanding of the tactical situation

Late production of key elements of the plan

Inadequate mission preparation

Vulnerability and/or reduced lethality

We identified over forty mechanisms whereby improved
battlefield visualization and increased OPTEMPO can help address
high profile problems in unit performance. Most of these
mechanisms apply to a wide variety of problems.

We also identified 22 candidate digital skills. Four of
these skills are concerned with making sure the communications
network is functioning properly, and three are basic operator
skills involved in sharing information. We also identified six
basic user skills and nine exploitation skills that directly
addressed high profile problems in unit performance. User
skills are skills carried over from the non-digital (analog)
environment that are not inherently facilitated or improved by
digitization. On the other hand, digitization enables
exploitation skills. That is, it is much easier to employ these
skills effectively in a digital setting. Exploitation skills
are also carried over from the analog environment, but they are
facilitated substantially by digitization.

Utilization of Findings:
This work identified three targets for measuring the

ability of units to employ digital systems.

viii



to conduct some preliminary work to define our terms and
establish boundaries for the problem.

Our Working Definition of a Digital Skill

We defined a digital skill as an acquired, generalizable
ability, normally gained through training and practice, to
exploit the advantages offered by digital systems to accomplish
the unit’s mission more effectively. Using this definition, any
ability a soldier or commander exhibited which used digital
resources to accomplish a task which couldn’t be done as well
without such digital resources would be a digital skill.

The term acquired was included to differentiate learned
skills from innate abilities. The phrase normally acquired
through training and practice is included to eliminate those
actions which are so readily acquired they do not warrant
attention, such as pushing a button or using a computer mouse.
The intent of this research is to focus on skills which require
some effort to acquire, since these would most likely be the
limiting factors in training. Generalizable was included to
indicate we were seeking skills which were not hardware or
software specific, but generalizable across software versions.
To the extent possible we would also like to focus on skills
that apply across systems and would continue to be useful across
the span of a leader’s career.

Our User-Oriented Focus

Our review of previous research into computer skills found
that often the skills studied involved operating the computer
hardware rather than using the product (cf. Kehoe, et al.,
1999). Since we are more interested in how well units are able
to apply the products of digital systems, we felt it necessary
to distinguish between these two levels of skills. From our
perspective, being able to use information produced or obtained
through the operation of digital systems is generally a more
important training objective.

We made use of two sources of information in identifying
candidate digital skills. First, we reviewed available
documentation regarding how digital systems were to be operated.
Second, we were able to draw information from a related effort
to describe the evolution of digitization and digital skills
within the U.S. Army’s first digitized division, the 4th
Infantry Division (ID) (TRW, 2001). In both cases, we were

12



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The capability to combine improved SA with the use of wargaming
tools:

* provides a means of rehearsing many aspects of a mission

* provides a means for predicting when many key mission events
are likely to occur as input for synchronization of activities
within and across BOSs



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November 1-3 1995. Daytona Beach: Embry-Riddle Aeronautical
University.

Gerlock, D. & Meliza, L. (1999) Supporting Exercise Control and
Feedback in the Digital Domain for Virtual Simulations.
Presented at the 1999 Interservice/Industry Training
Systems and Education Conference.

Kehoe, C., Pitkow, J., Sutton, K., Aggarwal, G & Rogers, J. D.
(1999). Results of GVU’s tenth world wide web user survey.
Retrieved from http: //www.cc.gatech. edu/
user_surveys/survey-1998-10/tenthreport html.

McGuinness, B., Foy, L. & Forsey, T. (2000). Battlespace
digitization: SA issues for commanders. Proceedings of the
Human Performance, Situation Awareness, and Automation
Conference. Marietta, GA: SA Technologies.

Meliza, L. L. (1999, Fall). Exercise control and feedback
Challenges for the digital battlefield. ARI Newsletter
9(3), 1-4.

Mosier, K. L., Skitka, L. J., Heers, S. & Burdick, M. (1998) .
Automation bias: Decision making and performance in high-
tech cockpits. International Journal of Aviation Psychology
8(1), 47-63.

National Research Council (1999). Being fluent with information
technology. Retrieved from

http: //www.nap.edu/catalog/6482.html.

Potosky, D. & Bobko, P. (1998). The computer understanding and
experience scale: A self-report measure of computer
experience. Computers in Human Behavior 14 (2), pp. 3376-
348.

Sanders, W. R. (1999). Digital procedural skill retention for
selected M1A2 tank intervehicular information system (IVIS)
tasks (ARI Technical Report 1096). Alexandria, VA: U.S.
Army Research Institute for the Behavioral and Social
Sciences. (AD A368 212)

Sanders, M. S. & McCormick, E. J. (1993). Human factors in
engineering and design (7th ed.). New York: McGraw-Hill.

Training and Doctrine Command (1994). TRADOC Pam 525-5, Force
XXI_ Operations. Fort Monroe, VA: Author.

20



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Technical Report 1117

Defining Digital Proficiency Measurement Targets
for U.S. Army Units

John S. Barnett and Larry L. Meliza
U.S. Army Research Institute

Michael R. McCluskey
Naval Air Warfare Center Training Systems Division

Simulator Systems Research Unit
Stephen L. Goldberg, Chief

U.S. Army Research institute for the Behavioral and Social Sciences
5001 Eisenhower Avenue, Alexandria, Virginia 22333-5600

August 2001

Army Project Number Personnel Performance
20363007A792 and Training

Approved for public release; distribution unlimited.

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a mental model of the outside world. This occurs in three
levels (Endsley, 1995); (a) a perception of the elements of the
current situation, (b) comprehension of the situation, and (c)
projection of future status.

Although both models have three steps or levels, an
examination of the models suggests SA may be a subset of
battlefield visualization and that it is an important
battlefield visualization tool. Table D-1 lists the steps in
battlefield visualization integrating the three levels of SA.
Higher levels of SA suggest that individuals should be able to
predict actions in the future based on their knowledge of the
current situation. The battlefield visualization process takes
this further by visualizing the desired outcome and deciding
what actions a unit must take to modify events so that the
predicted outcome becomes the desired outcome. Battlefield

visualization goes beyond SA by encompassing the backwards
planning process.

Table D-1
Steps in Battlefield Visualization

1. Develop an understanding (mental model) of current state
1.1. Acquire information from environment (Perception of
the elements of the current situation; SA level 1)
1.2. Understand how the information affects the current
situation (Comprehension of the situation; SA level 2)
1.3. Build a mental model of current state
2. Envisions a desired end state
3. Visualizes the sequence of activity to move from the present
to the end state

3.1. Extrapolate the current situation to the future
(Projection of future status; SA level 3)

3.2. Compare desired end state with extrapolated future

3.3.

Identify elements which must change for extrapolated

future state to become desired end state
3.4. Determine how to affect those identified elements so
that extrapolated future state becomes desired end state

The improved capability of digitized units to visualize the
battlefield is gained through increased SA combined with the use
of wargaming tools included within the digital systems. Table
D-2 shows how digitization can impact the three steps of
battlefield visualization. We have described these impacts in
Appendix B. The SA level 1 data available in the digital
environment includes the location of friendly and enemy elements



Directorate of Integration, 2000]) the results may be hard to
interpret. That is, these benefits focus on outcomes and
outcomes are influenced by variables in addition to unit
proficiency employing digital systems. Further, the diagnostic
value of these measurements may be limited. What is it that my
unit has to do to become more agile? Which of the steps needed
to ensure unit agility is my unit not already taking?

Impact of digitization on high profile problems in unit
performance. One way to begin measuring the impact of digital
systems on unit performance is to focus on problems in analog
unit performance, particularly those high-profile trends for
which digitization might provide a high payoff. Trends analysis
data provided by the Center for Army Lessons Learned (CALL) is
an important source of information regarding unit performance
problems. CALL has analyzed data provided by trainers at the
U.S. Army’s maneuver combat training centers to identify needs
emphasis trends in the performance of units training at these
centers. These trends typically are areas where training
emphasis is needed to improve unit performance, hence the term
needs emphasis trend. While these trends, per se, are described
in broad terms, CALL’s reports include descriptions of the
specific problems that contribute to the trends. These problem
descriptions tend to be diagnostic.

For example, a needs emphasis trend might be
“Reconnaissance and Surveillance (R&S) Plan development” (CALL,
2000). A specific problem in this category might be
“intelligence gaps not being identified.” If this trend tends
to occur repeatedly, it might be considered a high profile
problem. Therefore, addressing this trend would provide a high

payoff in terms of reducing the total number of unit performance
problems.

Mechanisms enabling digitization to address problems in
unit performance. Naturally we want to be able to measure the
extent to which unit employment of digital systems results in
improved battlefield visualization and increased OPTEMPO. In
addition, we want to know whether units are employing digital
systems in a way that ensures they will gain these benefits as
compared to non-digital units. For example, we want to know if
digitized units do a better job of sharing information during
the development of a mission plan than do analog units. We also
want to make sure that we can relate measures of how units are
employing digital systems with measures of high profile
performance problems.



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Defining High Profile Problems in Unit Performance Likely to be
Addressed by Digitization

Identifying High Profile Problems in Unit Performance

We examined the compendia of trends from the National
Training Center (NTC) for the 3rd quarter of 1996 to the 2nd
quarter of 1998 and the Joint Readiness Training Center (JRTC)
for the 4th quarter 1996 to the 3rd quarter of 1997. These
reports were the most recent available.

Frequencies of ‘Needs Emphasis’ Trends (NTC-JRTC) 1995-1998
Mobility BOS

35

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Figure 1. Graph of needs emphasis trends for mobility BOS.

We examined CALL’s trend analysis data to identify the most
frequently cited performance trends. The negative trends for
each BOS were graphed (see Figure 1 for an example).
Predictably, the graphs suggest that although most negative
trends occurred at a relatively low rate, several trends tended
to recur during every Combat Training Center (CTC) rotation. A
visual examination of the graphs indicated a definite inflection
point for most BOSs. This inflection point is where the slope
of the line goes from fairly steep to relatively shallow, and



REPORT DOCUMENTATION PAGE

1. REPORT DATE (dd-mm-yy) 2. REPORT TYPE 8. DATES COVERED (from. . . to)

August 2001 Final October 2000 — July 2001

4. TITLE AND SUBTITLE 5a. CONTRACT OR GRANT NUMBER

Defining Digital Proficiency Measurement Targets for U.S. Army

Units Sb, PROGRAM ELEMENT NUMBER
20363007A

6. AUTHOR(S) 5c. PROJECT NUMBER

John S. Barnett (U.S. Army Research Institute), Larry L. Meliza A792.

(U.S. Army Research Institute), and Michael R. McCluskey (Naval 5d. TASK NUMBER

Air Warfare Center, Training Systems Division) 234

5e. WORK UNIT NUMBER

7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 8. PERFORMING ORGANIZATION REPORT NUMBER
US. Army Research Institute for the Behavioral and Social Sciences
ATTN: TAPC-ARI-IF

5001 Eisenhower Avenue

Alexandria, VA 22333-5600

9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) 10. MONITOR ACRONYM

U.S. Army Research Institute for the Behavioral and Social Sciences

5001 Eisenhower Avenue ARI

Alexandria, VA 22333-5600 11. MONITOR REPORT NUMBER

Technical Report 1117

12. DISTRIBUTION/AVAILABILITY STATEMENT
Approved for public release; distribution is unlimited.

13. SUPPLEMENTARY NOTES

14. ABSTRACT (Maximum 200 words): The U.S. Army is exploring the advantages of networked computer systems to enhance
battlefield situation awareness and command and control, a program known as digitization. The long-term goal of the
present effort is to develop measures of the skills needed to exploit the advantages of digitization. The initial challenge
was to identify candidate digital skills, since there was no listing of digital skills available to use as a starting point. This
report focuses on the approach used to identify candidate digital skills. First, data from the Center for Army Lessons
Leamed (CALL) were analyzed to identify long-term, high-profile problems likely to be addressed by the effective use of
digital systems. Next, digital procedures that units might employ to address these problems, and the cognitive capabilities
soldiers would need to implement these solutions, were described. Through this process, twenty-two candidate skills were
identified which could be used to identify measures of skill performance. The findings of this report will be used to help
define performance standards and develop after action review aids.

15, SUBJECT TERMS Digitization, Skills, Measures of Performance, Digital Training, Digital Skills, After Action
Review, Situation Awareness, Battlefield Visualization, Command and Control

19. LIMITATION OF } 20. NUMBER 21. RESPONSIBLE PERSON

ABSTRACT OF PAGES (Name and Telephone Number)
16. REPORT 17. ABSTRACT | 18. THIS PAGE Stephen L. Goldberg
Unclassified | Unclassified | Unclassified | Unlimited 78 DSN 970-3980



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Summary and Future Research

The work described in this paper has defined three digital
proficiency measurement targets.

e Assess impacts of digitization on high-profile problems in
unit performance (and on each of the eight categories of
performance problems)

e Assess impacts of digitization on the ability of units to
visualize the battlefield and increase their OPTEMPO, and
whether mechanisms enabling these advantages to enhance unit
performance are in evidence

e Assess the degree to which the twenty-two candidate operator
and user digital skills we identified are in evidence

Our ongoing efforts are directed at drafting and refining
measures of performance supporting each of these targets and
identifying the types of data needed to apply each measure.

A sister effort is monitoring TTP and SOP development
within the 4th ID in an effort to identify trends. For example,
do units attempt to standardize operations to make it easier to
assess the currency of information? As the U.S. Army gains more
experience using digital systems, TTPs and SOPs will be
developed for using these systems. At that point, new
measurements will need to be developed to assess compliance with
TTPs and SOPs.

17



U.S. Army Research Institute
for the Behavioral and Social Sciences

A Directorate of the U.S. Total Army Personnel Command

EDGAR M. JOHNSON
Director

Technical Review by

Brooke Schaab
Scott B. Shadrick

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DISTRIBUTION: Primary distribution of this Technical Report has been made by ARI.
Please address correspondence concerning distribution of reports to: U.S. Army
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FINAL DISPOSITION: This Technical Report may be destroyed when it is no longer
needed. Please do not return it to the U.S. Army Research Institute for the Behavioral
and Social Sciences.

NOTE: The findings in this Technical Report are not to be construed as an official
Department of the Army position, unless so designated by other authorized documents.


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TRW (2000, June). Digital operating guide for brigade and
battalion battle staffs, ABCS v. 6.1 (Produced as part of
GSA Contract DABT60-98-F-0335, Task 255). Killeen, TX:
Author.

TRW (2001). Measuring the evolution of unit digitization and
digital skills proficiency. Manuscript in preparation.

U.S. Army Directorate of Integration (2000). Army digitization
overview briefing. Retrieved from
http: //ado.army.mil/BrfsDocs/Digitization.

Warrior-T. (2000). Force XXI Battle Command Brigade and Below
(FBCB2). Fort Hood, TX: Author. .

21



Digital Systems

The U.S. Army has a number of automated data processing
systems which support military operations. Largely, U.S. Army
contractors designed each system to perform functions for a
particular staff section, known as a Battlefield Operating
System (BOS). A BOS is a set of related critical tactical
activities grouped together for closer coordination (Department
of the Army, 1997). Table 1 shows how BOSs are related to
specific digital systems. In addition to the systems shown in
Table 1, there is a platform level system called Force XxI
Battle Command, Brigade and Below (FBCB2) that supports the
dissemination of information to those that execute mission
plans.

Table 1
Digital systems supporting Battlefield Operating Systems (BOS)

BOS Digital System
Intelligence All-Source Analysis System (ASAS)
Maneuver Maneuver Control System (MCS)

Fire Support (Artillery) |Advanced Field Artillery Tactical
Data System (AFATDS)

Air Defense Air and Missile Defense Warning
System (AMDWS)

Mobility/Counter- None

mobility/

Survivability

Combat Service Support Combat Service Support Control System
(csscs)

Command and Control No specific system (may use FBCB2)

Although each of these digital systems was developed
independently, they are capable of sharing data over a network
(TRW, 2000). Because interoperability exists among these
systems, they are subsets of an overall digital system, that is,
a system of systems. To make sure that these systems work
together and to correct problems identified in user testing,
each individual system has progressed through a number of
versions, and this process will continue for several years.

Digitization is expected to provide U.S. Army units with a
number of benefits. As part of our developmental work, we
analyzed the affects of digitization and developed a model of
how we believe digitization enhances unit performance. Our
model suggests digitization enhances unit performance through
two central mechanisms; improved battlefield visualization, and

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Digital skill proficiency. We want to identify digital
skills and measure digital skill proficiency. Ideally, we want
to be able to focus on digital skills with greater training
value. We consider digital skills to have a high training value
to the extent they apply across digital systems, software
versions of a specific system, and the span of leader’s career.
We also consider digital skills to have a high training value to
the extent they can be linked, fairly directly, to high profile
problems in unit performance and mechanisms for improving
battlefield visualization and increasing OPTEMPO.