TECHNICAL PAPER 376

• TRAINING BATTALION COMMAND GROUPS

' IN SIMULATED COMBAT: IDENTIFICATION

AND MEASiJ"EMENT OF CRITICAL

PERFORMANCES

Ira T. Kaplan and Herbert F. Barber

ARI FIELD UNIT AT FORT LEAVENWORTH, KANSAS

L DDO -

OCT 241J

U. S. Army

R~esearch Institute for the Behavioral and Social Sciences

June 1979

Approved for public release, distribution unlimited.
U. S. ARMY RESEARCH INSTITUTE

' FOR THE BEHAVIORAL AND SOCIAL SCIENCES

A Field Operating Agency under the Jurisdiction of the

Deputy Chief of Staff for Personnel

WILLIAM L. HAUSER

JOSEPH ZEIDNER Colonel, U S Army

Technical Director Commander

K - - .... II

if

NOTICES

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the U. S. Army Roesarch Institute for the Bbhavioral and Social Sciences.

f±QIL The findings in this report are not to be construw' •' an official Uepertmint of the Army position,

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REPORT REOTDCMNAINPG DOCUMENTATION PAGE BEFORE READINSTRUCTIONS COMPLETING FORM

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Te•chnical Xaper,376

......... . TYPE OF REPORT & PERIOD COVERED

,,fTRAINING,,BATTALION..•OMMAND.,.!GROUPS IN,>SIMULATED

_,COMBAT" IDENTIFICATION AND MEASUREMENT OF \-

CRITICAL PERFORMANCES 6. PERFORMING ONG. REPORT NUMBER

7. AUTHOR(8) 8. CONTRACT OR GRANT NUMBER(e)

A Her=berP./Barber

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5001 Eisenhower Avenue, Alexandria, VA 22333 --- 2 743A773,e.

II. CONTROLLING OFFICE NAME AND ADDRESS 1- R 11Rr;; 77

U.S. Army Combined Arms Training Development June 9

Activity ?'J.NW •BL'VFXG ES

Fort Leavenworth, KS 66027 162

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IS. SUPPLEMENTARY NOTES

19. KEY WORI)S (Continuea n wo~rse side It naceseari and Identity by block number)

Battalion command group Command group training !,

Battle simulation Performance measurement

Command and control

Command group tasks I0. AE t i Cota un9yeresla n d It nceeamy sad identift by block number) T i n.

The behavior of 23 battalion command groups was investigated in a simulated combat envirormnent provided by the Combined Arms Tactical Trai.-Ang

Simulator (CATTS). Thirteen mechanized groups performed a covering-force

operation followed by an attack, and 10 nonmechanized groups performed a

defense and an attack. Their performance was rated on items derived from

the subtasks of the battalion command group ARTEP (Army Training and Evaluation Program). Fifteen subtasks were identified as critical, because they S.......... .... (Continued) \

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Vjtem 20 (Continued)

or their elements were ksoth low rated and highly correlated with ratings

of overall effectiveness.,•)

The four missions observed in this investigation were markedly different with respect to subtask criticality. All but 1 of the 15 critical

subtasks were identifieO in the covering-force mission, 5 subtasks were #A

critical in the mechanized attack. 1 in the defense, and 1 in the nonmechanized attack.

There were significant differences among ratings of the same command

group by several observers, each of whom observed the exercise from a different point of view. These results indicate a need for further research

(a) to develop more objective measures of performance and (b) to identify

those subtasks for which the different perspectives of the raters should

produce valid differences in performance ratings.

This report is written primarily for specialists in command/control

simulation, although the military will be interested in the results,

tl

DDc T'AB

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SECURITY CLASSIFICATION OF THIS PAGE(When Data Entered)

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TECHNICAL PAPER 376

TRAINING BATTALION COMMAND GROUPS

IN SIMULATED COMBAT: IDENTIFICATION

AND MEASUREMENT OF CRITICAL

PERFORMANCES

Ira T. Kaplan and Herbert F. Barber

Submitted by:

Robert S. Andrews, Chief

ARI FIELD UNIT AT FORT LEAVENWORTH, KANSAS

App:nved By:

A.H. Blrnbaum, Acting Director

ORGANIZATIONS AND SYSTEMS

RESEARCH LABORATORY

Joseph Zeidner

TECHNICAL DIRECTOR

U.S. ARMY RESEARCH INSTITUTE FOR THE BEHAVIORAL AND SOCIAL SCIENCES

5001 Eisenhower Avenue, Alexandria, Virginia 22333

Office, Deputy Chief of Staff for Personnel

Department of the Army

June 1979

Army Project Number CommandiControl

2Q763743A7T3

Approved for public release, distribution unlimited. iii
ARI R&D Research tasks ;nd :Reports other res.•arch and Technical 3nd military Papers agencies. are intended Any findings for sponsors ready forof

implementation at the time of publication are presented in the latter part of

the. Brief. Upon completion of a major phase of the task,,.formal recommendations for official action normally are conveyed to appropriate military

agencies by briefing or Disposition Form.

V

\, ii

- ~~~~2~ iv ---
FOREWORD

The Fort Leavenworth Field Unit of the U.S. Army Research Institute

for the Behavioral and Social Sciences (ARI) conducts a research program

in support of the Combined Arms Center (CAC), which includes the Combined Arms Training Developments Activity (CATRADA), the Combined Arms

Combat Developments Activity (CACDA), and the Command an. General Staff

College (CGSC).

The CATRADA-related efforts encompass the identification of critical command group performance requirements at battalion, brigade, and

division levels, the development of procedures for measuring comnand

group performance, the development of procedures for measuring the training effectiveness of battle simulations, and the development of specifi- cations for more effective command and control training systems through

experimentation with current simulations.

The present investigation was performed in conjunction with two

major advances in command and control training under development by

CATRADA: The Command Group/Staff Module of the Army Training and Evaluation Program (ARTEP) and the Combined Aims Tactical Training Simulator

(CATTS). An assessment methodology nased on the ARTEP was used to gather

data on the performance of battalion command groups in CATTS. ARI Technical Paper 353 describes the assessment of the first 27 groups; this

report brings to 50 the total number of battalion command groups observed

in a continuing study of critical performances in simulated combat.

Further, this report describes how the data were analyzed to identify performances that were commonly deficient and highly correlated

with measures of overall effectiveness. This investigation was responsive to the objectives of Army Project 2Q763743A773 and to the special

requirements of CATRADA concerred with the development of procedures

for measuring command group performance and the identification of critical command group performance requirements. These special requiremientU

are expressed in Human Recources Need 78-147, Development of Improved

Command and Control Training Using Battalion Level and Above Simulation

Technology.

LTC Richard C. Dickson and the staiff of the Automated Command Training Division of the Battle Simulations Development Directorate, Combined

Arms Training Developments Activity at Fort Leavenworth, aided in developing measures of command group performance, conducted the exercises,

and provided the performance ratings on which this research is based.

vnical Director

V
TRAINING BATTALION COMMAND GROUPS IN SIMULATED COMBAT: IDENTIFICATION

AND MEASUREMENT OF CRITICAL PERFORMANCES

BRIEF

Requirement:

Combined Arms Center S.•The (CAC), Fort Leawrxworth, Kans., is the

center for all TRADOC (Training and Doctrine Command) command and staff

simulations and for the command group/staAZZARTEP (Army Training and

Evaluation Program) at battalion, brigade, and division levels. Evaluation and furtheL refinement of the command group training simulations

and of the ARTEPs reyiire the deve.Lopment of methods to measure ARTEP

rx~r-formances and the determination of the relative criticality of these

•o performances.

Procedure:

Data were collected from 23 battalion command groups that participated in Combined Arms Tactical Training Simulator (CATTS) exercises.

Thirteen mechaniLed groups performed a covering-force mission followed

by an attack, and 10 nonmechanized groups performed a defense and an

attack. The groups' performances were rated on 180 items derived from

the subtasks of the Battalion Command Group ARTEP. These items were

rated by seven controllers who conducted the exercise and by a wonitor

who observed the command group performances. The raters also evaluated

the overall effectiveness of individual group members and of the command

group as a whole.

Subtasks were identified as critical if they or their elements were

both deficient (rated at or below the midpoint of the rating scale) and

significantly correlated (p < .01) with overall effectiveness.

Findings:

The following 14 subtasks were Identified as critical:

1-B, 2-A. Identify critical combat information and intelligence.

1-I. Plan fires.

2-B. Gather critical combat information and intelligence.

2-D. Disseminate critical combat information and intelligence.

vii
3-G. Communicate/coordinate plans and orders.

6-B. Coordinate/commmnicate changes. $

7-A. Modify fire support plan.

8-A. Determine critical place rand time,

8-C. Concentrate/shift combat power i,, the defense or ret:rograde.

9-A. Arm and fuel the systems.

9-D. Integrate combat service support into the scheme of maneuver.

10--A. Defeat or suppress opposing force's electromagnetic intelligence effort.

11-A. Supervise compliance with task force order.

12-A. React to opposing force electronic warfare, (rzW).

The four missions observed in this investigation differed markediy

in subtask criticality. All of the subtasks listed above except 6-B

were critical in the covering-force mission. Five subtasks (2-B, 2-D,

3-G, 6-B, and 10-A) were critical in the mechanized attack, one (9-A)

in the defense, and one (2-B) in the nonmechanized attack. Rater reliability (the internal consistency of a rater or group of raters) was

low, but it increased when the scores from four or five raters were

averaged. Individual raters also differed significantly from each other

in their judgments of subtask performance.

The effects of mission type, rater reliability, and individual differences among raters should be controlled when diagnosing training requirements, comparing command groups, or evaluating training systems.

Specifically, the same type of mission and the same groups of rk.ters

should be used when comparing command group performances. Mere objective

measures of command group performance and identification of the factors

that cause differences in ratings of the same command group by different

observers would be desirable.

Utilization of Findings: i,

The data on the performance of battalion command groups in CATTS

exercises gathered in this investigation were used-in a preliminary Cost

and Training Effectiveness Analysis (CTEA) for Army Training Battle Simulation System (ARTBASS), the proposed successor to CATTS. The performance meastxement methodology developed in this research was also used

in research on training brigade command groups in Computer Assisted Map

Maneuver System (CAMMS) exercises and in the 1978 CAMMS/ARTS TEA (Computer

Assisted Map Maneuver System in support of Army Training Study objectives

viii
Training Effectiveness Analysis). In addition, this research provides

a foundatio a for future investigatione of command group performance and

evaluations of command group training systems.

VI

ix

ii

- - ---.~----- - ---- 
TRAININC BATTALION COMMAND GROUPS IN SIMULATUD COMIBAT: IDENTIFICATION

AND MEASUREMENT OF CRITICAL PERFORMANCES

CONTENTS

Page

INTRODUCTION ........................... ........................ 1

Backgjround ......................... ..................... 1

Purpose ......................... ....................... ... 3

METHOD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Battalion Command Groups ................ ................... 4

Exercises ....................... ........................... 4

Simulation System ......... ....................... 5

Controllers ....................... ......................... 7

Perfomance Measures..s ................ ...................... 7

Data Aal7Bis. ......................... 10

RESULTS ...................... ............................ .. 12

Performance Deficiencies ............ .................. ... 12

Currelates of Effectiveness ....... ................... ... 27j

Critical Performances ............ ..................... 33

Rater Religbility ............. ....................... .... 40

DISCUSSION ................. ........................... .. 41

Critical Subtasks ............. ...................... 41

Rater Reliability ............. ........................ .... 44

SUMMARY AND CONCLUbIONS ........ ....................... 44

REFERENCES ................... ............................ ... 46

VPENDIX A. EXERCISE SCHEDULES .......... ................. .. 48

!. CATTS CRITICAL PERFORMANCES ..... ............. ... 53

C. SUZwti'nY OF RESULTS .................. .......... o57

D. ANALYSES OP VA.•RIANCE FOR SUBTASK RATINGS . . . ... 155

E. RATER RELIABILITY .............................. ... 159

DISTRIBUTION ................... ........................... 161

xi
CONTENTS (Continued)

LIST OF TABLES Page

Table 1. Is":•mber of command groups ............ ................ 4

2. Type of mission ................. .................... 5

3. CATTS control group ............... .................. 8

4. Deficiencies in administration and logistics ........ ... 13

5. Deficiencies in intelligence and operations .. ...... .. 15

6. Deficiencies in fire support ....... .............. ... 21

7. Deficiencies observed by the monitor .... ......... ... 23

8. Mean ratings on ARTEP subtasks ..... ............. ... 25

9. Intercorrelations between effectiveness ratings for

the covering-force operation ..... ............. ... 28

10. Intercorrelations between effectiveness ratings for

the mechanized attack ......... ................. ... 28

11. Intercorrelations between effectiveness ratings for

the defense ............. ...................... ... 29

12. Intercorrelations between effectiveness ratings for

the nonmechanized attack ............. .............. 29

13. Number of administration and logistics items

significantly correlated (p < .01) with effectiveness ratings ............ ...................... ... 30

14. Number of intelligence and operations items significantly correlated (p < .01) wj.th effectiveness

ratings ................. ..................... .... 31

15. Number of fire support items s:,gnificantly correlated

(p < .01) with effectiveness ratings .... .......... ... 32

16. Number of items rated by the monitor significantly

correlated (p < .01) with effectiveness ratings . . . . 33

I

17. Critical performances in administr&tion and logistics . 35

18. Critical performances in intelligence and operations . . 36

xii
CONTENTS (Continued)

Page

Table 19. Critical performances in fire support ....... ........ 38

20. Rater reliability for eight selected missions ... ..... 41

21. Subtasks identified as critical for battalion

"command group training ......... ................ ... 43

C-la. SI/S4 ratings covering force ..... ............ ... 49

C-lb. Sl/S4 ratings mechanized attack ..... ............ ... 63

C-lc. Sl/S4 ratings defense ...... ................. .... 67

C-ld. Sl/S4 ratings nonmechanized attack .... .......... ... 71

C-2a. $2/S3 and CC ratings covering force .... .......... ... 75

C-2b. S2/S3 and CC ratings mechanized attack ........ 87

C-2c. S2/S3 and. CC ratings defense ... .......... . . . . . 98

C-2d. S'iS3.and CC ratings nonmechanized attack .... ....... 110

C-3a. FS ratings covering force .......... ............... 120

C-3b. FS ratings mechanized attack ..... ............. .. 124

C-3c. Defense FS ratings ....... ............ .. .. 127

C-3d. Nonmechanized attack FS ratings ..... ............ ... 131

C-4a. Covering force TOC monitor ratings .... .......... .. 133

C-4b. Mechanized attack TOC monitor ratings .... ........ ... 139

C-4c. Defense TOC monitor ratings ..... .............. ... 144

C-4d. Nonmechanized attack TOC monitor ratings .. ....... ... 149

D-1. ANOVA summary for administration and logistics

subtasks ........... ... ...................... ... 155

: D-2. ANOVA summary for intpligence and operations

subtasks ........... ....................... .. 156

xiii
CONTENTS (Continued)

Page A

Table D-3. ANOVA summary for fire support subtasks .... ....... 156

D-4. ANOVA summary for subtasks rated by the monitor . . 157

E-1. Analysis of rater reliability ..... ........... ... 159

LIST OF FIGURES

Figdre 1. A systems approach to training development .... ...... 2

2. Communication between controller and player positions

in CATTS .......... ......... ...................... 6

3. Percentage of items rated deficient by each rater

for each type of mission ...... ........ ...... ... 26

4. Percentage of items significantly correlated

(p < .01) with effectiveness for each rater

and type of mission ....... .................. .... 34

5. Percentage of items identified as critical by

each rater for each type of mission ... .......... ... 39

(

xlv
TRAININC BATTALION COMMAND GROUPS IN SIMULATED COMBAT: IDENTIFICATION

AND MEASUREMENT OF CRITICAL PERFORMANCES

INTRODUCTION

Background

In recent years, time and resource constraints have provided increased' impetus for development of more efficient military training systems. The Army Training and Evaluation Program (ARTEP) and the various

battle simulations are notable examples of such systems.

The Combined Arms Training Developments Activity (CATRADA) at Fort

Leavenworth, Kans., is responsible for developing ARTEPs and battle simulations for battalion, brigade, and division command groups (Battle

Simulations and the ARTEP, 1977). At the battalion level, CATRADA has

developed the Command Group/Staff Module of ARTEP 71-2 (Army Training

and Evaluation Program . . . No. 71-2, 1977), which specifies the training )bjectives for'the battalion commander and his staf:.

In addition, CATRADA is developing four different battle simulations

for training battalion command grouns. Each simulation has its own unique

capabilities and limitations. Pegasus is a manual control system for

battalion and brigade command post exercises (CPX). Battalion Analyzer

and Tactical Trainer for Local Engagements (BATTLE) is played on a terrain

board with the aid of a minicomputer. Computer Assisted Map Maneuver System (CAMMS) exercises battalion or brigade and battalion command groups

via terminals linked by telephone to a large, time-shared computer.

The most realistic and the most completely automated battle simulation available for training battalion command groups is the Combined Arms

Tacuical Training Simulator (CATTS). It is suppdrted by a large, dedicated, computer and a fu'l-time controller staff. CATTS is permanently

located at Fort Leavenworth, but a remote iersion is being developed to

provide exercises at a unit's home station.

These battle simulations and the command group ARTEP are subsystems

within a larger system for training battalion commanders and their staffs.

Courses taught in Army schools, as well as CPXs and field exercises con- ducted by the units themselves, are other elements of the commnand group

training system.

The systems approach to training, as described in the Instructional

Systems Development Model (Interservice Procedures, 1975), is the approved methodology to be followed in the development of military training systems. A simple outline of the systems approach, similar to

Eckstrand's model (Eckstrand, 1964), will serve to place the present

research in the context of a systems approach to training development.

1{
-- ~ I

The development of a training system can be described as a sevenstage process:

1. Define training objectives.

2. Develop measures of performance.

3. Derive training content.

4. Design training methods and materials.

5. Conduct training.

6. Evaluate trainee performance.

7. Provide feedback to modify content, methods, and materials.

d

The relationships among these stages are diagramed in the flow chart in

Figure 1, and their relevance to the development of command group training is elaborated below.

Provide _

feedback

Define Derive 1Design methods Conduct Evaluate objectives content and materiala training performance

_ _ _ _ Develop

measures

Figure 1. A systems approach to training development.

The Command Group/Staff Module of the ARTEP defines the objectives

of the battalion command group training system. The module comprises 12

tasks which are divided into a total of 61 subtasks, a brief statement

of the conditions under which each task and subtask is performed, and a general description of the performance standards for each task and subtask. The tasks include such broad actions as developing a plan based

on mission, preparing and organizing the battlefield, seeing the battlefield during the battle, and concentrating/shifting combat power. The

subtasks define more specific performances, e.g.: The task of seeing

the battlefield during the battle is divided into four related subtasks:

identify, gather, analyze, and disseminate critical -combat information

and intelligence.

The measurement instruments developed for this research are questionnaires answered by experienced evaluators who observe the command

group's behavior in a simulated combat environment. The questionnaire . items were derived from the command group ARTEP and from previous research

2
on the performance of battalion command groups in simulated combat

(Barber & Kaplan, 1979). The previous research used a 3-point scale

to rate the command groups' performance on ARTEP subtasks; however, the

raters generally avoided the low end of the scale. Therefore, a 5-point

rating scale was introduced in the present investigation to encourage

finer discriminations in performance. Also, many questions that could

be answered yes or no were added to the observation form to provide more

specific information about the components of subtask performance.

The training content should be derived from and directed toward

satisfying the defined objectives. Verbal content is chosen from books,

lectures, and courses. Battle simulation content is specified by the exercise scenarios, which determine the terrain on which the simulated battle is fought, the mission that the command group is assigned, and the

ARTEP tasks and subtasks that must be performed to accomplish the mission.

The methods and materials for training battalion commanders and

staffs include lectures, field manuals, exercises, and battle simulations. These simulations are used both to conduct training and, with

the aid of performance measures based on the ARTEP, to evaluate the effectiveness of previous training. The feedback that an individual command group receives about its weaknesses enables it to modify its own

traini.ng program to address those weaknesses. Knowledge of the weaknesses common to many command groups enables the Army to improve the

total training system.

Purpose

The present investigation was concerned with Steps 2 and 7 in the

system development process: developing performance measures from the

training objectives and providing feedback to improve training content,

methods, and materials. This effort contributed directly to two aims

of the ARI Field Unit's research on command and control training: (a) to

identify critical command group performance requirements at battalion and

higher conmand levels and (b) to develop ways of measuring these performances through the use of battle simulations. More specifically, the

purposes of this investigation were as follows:

1. To validate the revised and expanded battery ot performance

measures by using it to evaluate (a) specific command group

performances and (b) the overall effectiveness of individual

staff members and the command group as a whole.

2. To verify and extend the results of previous research by using

the refined assessment procedure to further identify and to

describe those command group performances that are most important for training in terms of (a) low performance ratings and

(b) high correlations with overall effectiveness ratings.

3

Ir
METHOD

Battalion Command Groups

Data were collected from 13 mechanized and 10 nonmechanized units

stationed in the cox'tinental United States. The mechanized units included 5 infantry, 3 arnr.r, and 5 cavalry battalions. The nonmechanized

units were all infanbry battalions. As Table 1 shows, 3 mechanized infantry battalions were National Guard units, and all the other units

were Active Army,

Tab)Le 1

Number of Command Groups

Type pf unit Active Army National Guard

Mechanized

Infantry 2 3

Armor 3 0

Cavalry 5 0

Nonmechanized

Infantry 10 0

The battalion command group-Lypically comprised the commander, Sl, S2, S3, S4, an air liaison officer- (ALO), a fire support coordinator

(FSCOORD), an operations sergeant, intelligence sergeant, assistant S2

and/or S3 air, fire support noncomm.,'ioned officer (NCO), and one or two radio/telephone operators.

Exercises

Each command group was observed during Fn.rformance of two missions

in the CATTS facility at Fort Leavenworth. A,: Table 2 indicates, the

particular missions assigned to a group deqevidc4 on the type of unit it

commanded: Mechanized units performed a coveriný,,-force operation followed by a daylight attack as part of a larger fo. cej nonmechani'zed units

first performed a defense and then a nonilluminate.-, nonsupported night

attack. Differences in mobility and probable real •%rld missions determined the types of missions assigned. Active Army ý1-)ups conducted their

two missions during a 3-day exercise. National Guarc .iroups performed

one mission per day during a 2-day, weekend exercise.. 'he events sched-

,uled for each type of exercise are outlined in Appendi•. A.

4

~'

1⁄2/
Table 2

Type of Mission

Type of unit Mission 1 Mission 2

Mechanized Covering force Attack

Nonmechanized Defense Attack

Simulation System

The battlefield environment was simulated by the CATTS, which provides a computer-driven exercise to train maneuver-battalion commanders

and their staffs in the control and coordination of combined-arms operations. CATTS simulates the actions of units in combat, moves elements

on and about the battlefield, calculates intervisibility and detection

between forces, calculates weapon-to-target ranges, and the effects of

weapons employment; it also maintains the status of pexsonnel, equipment,

ammunition, and fuel for friendly and enemy forces. Speed of movement,

line of sight, and weapons effects are affected by changes in weather,

terrain contour, soil type, suppressive fires, and personnel and equipment status.

The CATTS exercise is conducted in a real-time, free-play mode.

Within the prescribed tactical situation, the battalion commander can

employ battalion assets in any manner deemed appropriate. The only constraints are the assets available to the battalion and the actions of

the enemy commander.

In this research, the command group, excer' the S1 and S4, occupied

a simulated tactical operations center (TOC); the S1 and S4 were in another area, designated as the combat trains. The players (the battalion

command group) in both areas were provided with communications equipment

normally found in a maneuver battalion. They could communicate with

higher, lower, and adjacent units (played by controllers) in any manner

consistent with Army procedure and with the simulated location of the

various units: face to face, by telephone or radio, and by written

message.

Figure 2 illustrates the communications among the players, the controllers, and the computer. Most communication took place by radio and

telephone. The battalion command group had seven radio nets (actually hard-wired) with appropriate alternate frequencies. The nets included

the following: the brigade command, brigade intelligence, brigade

administration/logistics, battalion command, fire support, and air support nets. In addition, the command group also had a RATT (radioteletype)

5
Brigade Commander

Brigad-! S1/S4 (Administration/Logistic, I 4

Leve $S2/S3 (Intelligence/Operations)ý I FSE (Fire Support Element)

DASC (Direct Air Support Centei.1'

Orders and Information Information and Requests

Battalion Commander

Battalion S2 (Administration) S2 (Intelligence) o --------- dacn 1 

Level S3 (Operations) Adjacent ,

S4 (Logistics) • J Units

SFSCOORD (Fire Support Coordinator) Infornation

ALO (Air Liaison Officer)

bI

Orders and Information Information and Requests

---------------------------- I -- Company Commanders Company/ II

Supporting Unit Supporting Unit Commandersi

Level Executive Officers 1 I. Forward Observers I.

Instructions Information

Platoon Level Copuer

Instructions Information

Regimental Level I Enemy Commander!

-11

Figure 2. Communication between controller and player positions in

CATTS. (Contrcller positions are enclosed by broken lines.)

6

I i 
unit and field telephones, when appropriate. The sounds of enemy jamming, battle, and engine and generator noise were generated during the

exercise to add to the realism of the experience.

Controllers

A team of controllers, permanently assigned to CATTS, mediated between the players and the computer. The control group included a chief

controller whc played the role of brigade commander, a brigade Sl/S4 controller who also played the roles of service-support-unit commander and

executive officer, a brigade S2/S3 controller, four maneuver- and

supporting-unit commanders, a fire support controller, two forward observers, a direct air support controller representing DASC, and a threat

controller. The DASC was played by a different Air Force officer each

time.

The monitor was an adjunct member of the control group who observed

the command group during the exercise znd provided feedback to the players during the postgame critique. This position was a rotating assignment among faculty memIer3 of the Command and General Staff College who

had served as battalion commanders or staff members and held the rank of

lieutenant colonel.

Table 3 lists the members of the control group. Three controllers,

identified as interactors, input orders to t'je computer through a control console: (a) the command and control ieractor relayed orders from

the battalion command group to the maneuver ui..ts iaodeled in the computer;

(b) the fire support interactor input orders to the &.tillery and air support units; and (c) the threat interactor, working inCependently, controlled the enemy force.

The -esults of simulated movements and engagements were displayed

on television screens to the controllers, who transmitted relevant information to the players via radio or telephone. Except for the threat.

interactor and the monitor, all controllers acted the roles of higher,

lower, or adjacent unit personnel. In addition to their other functions,

eight controllers also filled out observation forms on which they evaluated the command group's performance on the areas designated in Table 3.

Performance Measures

Documentation of the observation forms used to evaluate the performance of battalion command groups in simulated combat is one of the principal objectives of this report. These forms constitute a source of test

items that exercise directors or battalion and brigade commanders can use.

The items can also be used by researchers to study command group training

and performance. The general format of the observation forms is illustrated by the fire suppoxt questionnaire in Appendix B. The specific

items from all the observation forms are included in the summary of re4ults in Appendix C.

7
Table 3

CATTS Control Group

Position Rank Performance observed

Chief controller LTC

Brigade Sl/S4 MAJ Administration and logistics

Brigade S2/S3 MAJ Intelligence and operations

Command and control interactor CPT Intelligence and operations

Company commander controller MAJ Intelligence and operations

Company commander controller CPT Intelligence and operations

Company commander controller CPT Intelligence and operations

Unit first sergeants SSG --

Fire support interactor CPT --

Artillery controller LTC Fire support

Artillery controller CPT --

Artillery controller SSG

Direct air support controller CPT to LTC

Threat interactor CPT --

Monitor LTC ARTEP subtasks

'lthough still subject to refinement, especially with respect to increased objectivity, the present observation forms were superior to those

previously employed. The major improvements, based on extensive experience using the earlier forms, were the introduction of a 5-point scale

for rating the performance of ARTEP subtasks and the addition of many

specific questions that were answered yes or no. The 5-point rating

scale permitted finer discriminations than the 3-point scale previously

used, and the yes/no questions provided more detailed information about

the components or elements of subtask performance.

Vour different observation forms were filled out by the evaluators:

.1. A form concerned with administration and logistics was completed

by the brigade Sl/S4 controller.

2. Intelligence and operations forms were completed by the brigade

S2/S3 controller and by the controllers who played company

commanders.

3. A fire support form was completed by the fire support controller.

4. An observation form covering all. the preceding areas, in somewhat less detail, was completed by the monitor.

8
appropriate to the particular mission that was played. The Sl/S4, FS, and

monitor's forms had one version for the covering force or defense and another version for the mechanized or nonmechanized attack. The intelligence and operations form had one version for the covering force, another

for the defense, and a third for the mechanized or nonmechanized attack.

Most items on a given form were the same in both or all three versions,

but some items were unique to the mission.

The performances evaluated by the brigade Sl/S4 controller included

subtasks and elements of subtasks concerned with providing supplies and

maintaining equipment before and during the battle (Subtasks 3-J, 3-K,

9-A, 9-B), supporting the troops (9-C), and integrating conmat service

support (CSS) into the scheme of maneuver (9--D). The Sl/S4 controller

also rated the overall effectiveness of the battalion Sl and S4 in comparison with those of prevaous command groups.

The brigade S2/S3 contxoller and the company commanders evaluated

subtasks and elements concerned with intelligence preparation of the

battlefield (1-B, 2-A, 2-B, 2-C, 2-D), analyzing friendly capabilities

(l-D), selecting routes and positions (1-F, l-G, 1-H), organizing for

combat (3-C), communicating plans and orders (3-D, 3-F, 3-G), seeing the

battlefield during the battle (5-B, 5-C, 5-D), troop leading during the

battle (11-A), communicating changes (6-B), concentrating combat power

(8-A, 8-B, 8-C, 8-D), and reacting to enemy electronic warfare (10-A,

12-A). They also rated the overall effectiveness of the battalion S2,

S3, and the command group as a whole in comparison with previous S2s,

S3s, and command groups.

The ftire support controller evaluated the fire support plan (1-I),

priority of fires (l-J), fire support coordination (l-L), modification

of the fire support plan during the battle (7-A), and the overall effectiveness of the battalion fire support element in comparison with that

of previous groups.

The monitor evaluated all the above types of performance by rating

subtasks of the command group ARTEP. The only subtasks the iionitor did

not rate were those that were not played in the exercise and those he

or she could not observe. The monitor also evaluated the degree to

which the mission was accomplished and the overall effectiveness of the

battalion commander and of the command group as a whole. Not having had

as much experience observing command groups as the permanent controllers,

the monitor did not rate them in comparison with previous groups, but

used the 5-point performance scale instead.

The scales that were used to rate performance, overall effectiveness, and mission accomplishment are listed below:

The alternative responses on the 5-point performance scale were -

defined as follows:

9
1. Completely overlooked, forgotten

2. Major deficiencies

3. Minor deficiencies

4. Satisfactory

5. Excellent.

The overall effectiveness of the command group as a whole and of

its individual members was rated in comparison wi*h previous command

groups and their members on the following scale:

1. One of the worst

2. Worse than average

3. Average

4. Better than average

5. One of the best.

Ths alternative responses for the monitor's evaluation of mission

accomplishment were these:

1. Failed to accomplish any part of the mission

2. Failed to accomplish most of the mission

3. Accomplished about half of the mission

4. Accomplished most of tho mission

5. Accomplished all of the mission.

Data Analysis

The primary objectives of the data analysis were to identify those

performances that were deficient and those that were highly correlated

with ratings of overall effectiveness. Performances were designated as

deficient when their average scores were less than or equal to the midpoint of the rating scale. For performances rated on a 5-point scale,

the criterion score was 3.0. For items answered yes or no, the criterion

score waz 50% yes. Most of the yes/no items were worded so that a "yes"

response was correct, but a few questions weie phrased so that "no" was

.the desired response. Thus, the general definition of deficient performance for yes/no items was an average score less than or equal to 50%

correct.

A correlation was considered high when it was statistically significant at the .01 level by the one-tailed test. To reach this level of

significance, the coefficient of correlation had to exceed .63, because

13 was the largest number of cases on which a correlation was based. The

correlation had to be even larger when it was based on fewer cases.

Pearson r's were computed for the scaled items and point biserial correlations for the yes/no items. The .01 criterion of significance was

chosen in preference to the less stringent .05 level because of the

large number of correlation coefficients (over 2,000) that were computed.

About 100 would be significant by chance at the .05 level versus about

10
20 at the .01 level. The one-tailed test was used because only a positive relationship was expected between correct performance and overall

effectiveness.

One problem with using correlation as a measure of criticality is

that the size of the correlation between two variables decreases when

the range of either variable is restricted (Welkowitz, Ewen, & Cohen,

1976). For example, if every S4 determined the status of equipment before the battle, there would be no correlation between performance of

this task and the S4's overall effectiveness ratings, even though failure

to perform the task might have harmful consequences. There would be a

similar absence of correlation if no S4 ever determined the status of

equipment before the battle. In fact, however, lack of variation was

not a serious problem in this study because the typical case of restricted

range occurred when the task was usually performed correctly.

It can be argued that a task that is performed correctly by a given

population is not important for training in that population. Scandura

(1977) made a related point when he wrote that professional competence

does not have to be analyzed to the level of elementary skills. For example, all accountants can add, so arithmetic ability is not an important variable for distinguishing among individuals within -the population

of trained accountants. Similarly, the tasks that were usually performed

correctly in the present investigation are not critical for training incumbent command groups.. This argument is consistent with the ARTEP philosophy, which advocates training to correct deficiencies.

The data for each of the four missions were analyzed separately.

First, mean scores were calculated for the items that were rated by

several observers, i.e., the intelligence and operations items that were

rated by the brigade S2/S3 and the company commanders, the overall effectiveness ratings for the battalion S2 and S3 rated by the same controllers (brigade S2/S3 and company commanders), and the overall effectiveness ratings for the whole command group provided by the same

controllers .lus the monitor. These ratings were averaged over ob.-

servexs to obtain a mean score for the command group on each item. Then

the scores for every command group on all four observation forms (administration and logistics, intelligence and operations, fire support,

and the monitor's form) were analyzed to produce the two desired measures

of performance for each item:

1. The mean rating averaged over all the command groups that

played a given mission.

2. The correlations between performance on the item and tile overall effectiveness ratings, calculated across all the command

groups that played a given mission.

11
In addition to the analysis of ratings and correlations for every

item on the observation forms, analyses of variance were performed to

compare the relative difficulty of the four different missions, and

measures of interrater reliability were computed for the items that

were rated by several observers.

RESULTS

The results of this investigation are described below under three

major headings: (a) Performance Deficiencies, (b) Correlates of Effectiveness, and (c) Critical Performances. Under each heading, four sets

of command group performances are considered in turn: (a) administration and logistics, (b) intelligence and operations, (c) fire support,

and (d) the subtasks rated by the monitor. Within each of these sets,

the results are presented for each of the four missions: (a) covering

force, (b) mechanized attack, (c) defense, and (d) nonmechanized attack.

A complete summary of the mean ratings and correlations for every item

is given in Appendix C.

Performance Deficiencies

A given performance was considered deficient when it was ratai incorrect for 50% or more of the command groups in the case of items answered yes or no, or when its average score was less than or equal to

3.0 in the case of items rated on a 5-point scale. All the deficient

performances are listed in Tables 4 through 7.

A performance that was deficient in one mission was not necessarily

deficient in another. To make the deficient performances stand out more

clearly, satisfactory performance scores are not included in Tables 4

through 7 (but are given in Appendix C). In these tables, the mean

score for each item is entered in the column that corresponds to the

mission in which performance was deficient. The entries with decimal

points are mean scores on the 5-point scale. Percentage entries indi.-

cate yes responses to items that were answered yes or no. The entry N/A

(not applicable) meins that there is no score because the item did not

appear on the observation form for that mission.

Items that correspond to ARTEP subtasks in Tables 4 through 6 re

identified by the subtask label in parentheses after the item. The elements of a subtask are listed before it. When elements of a subtask were

deficient but the overall subtask was not, the subtask label is given

before the elements.

Administration and Logistics. Table 4 shows that the deficiencies

in administration and logistics had to do with providing supplies and

equipment during the battle (Subtask 9-A? and int-arating combat ser, .,e

support into the scheme of maneuver (Subtask 9-D). Four performances

12
were deficient in the covering-force operation (Items 6d, 6e, 9b, and

9c on the observation form), none in the mechanized attack, one in the

nonmechanized defense (6d), and one in the nonmecLanized attack (6g).

Obviously, the specific deficiency in the use of transportation assets

(9b)-contributed to the more general weakness in the integration of CSS

into the scheme of maneuver (9c) in the covering force.

Table 4

Deficiencies in Administration and Logistics

Mechanized Nonmechanized

Observation form item CFO Attack Defense Attack

6. in providing supplies and

equipment to arm and fuel the

system during the battle: (9-A)

d. Did the S4 coordinate with

the S2 ao he knew the enemy's capabilities? 50% 33%

a. Did the S4 keep his higher appropriately informed of his

activities? 45%

g. Did the S4 effectively

utilize his direct support assets? 44%

9. In terms of integrating CSS

into the scheme of maneuver:

b. Were transportation assets

used to fit movement of CSS resources to the scheme of maneuver? 46%

c. How effectively was CSS

integrated into the scheme of

maneuver?' (9-D) 3.00

Note: CFO = covering-force operation.

CSS =combat service support.

13

A. *
Intelligence and Operations. Table 5 lists all the items that were

deficient, according to the average ratings of the S2/S3 and company commander controllers. There were deficiencies in 8 of the 10 categories

of items. (The two exceptions are B. Friendly considerations and

C. Organize for combat.) Because Xhe items within each category varied

from one mission to another, a given item on the observation form for

one mission generally had a different number on another form. For ease

of reference, therefore, the items in Table 5 have been renumbered consecutively within each category.

Six items were deficient in at least three of the four missions:

A7. The intelligence collection plan was not properly prepared.

Gl. The command group sometimes made an unwarranted assumption

that all team commanders were monitoring their radios for changes. (This

was an instance of a "yes" response being wrong, indicating incorrect

behavior.)

Il. There was too much radio communication. (Another case where

yes meant wrong.)

12. There were security violations duringradio traffic. (A third

such case.)

15. Spare frequencies were not used correctly

The largest number uf deficiencies occurred in the covering-force

operation (33) and the next largest in t".8 mechanized attack (20). There

were relatively few deficient performances in the defense (8) or in the

nonmechanized attack (5). The greatest concentrations of deficiencies

were in:

Category A. Intalligence preparation of the battlefield.

D. Comnunicate/coordinate plans and orders.

H. Concentrate/shift combat power.

I. Enemy electronic warfare considerations.

Categories A, D, and I were weak in the covering-force and mechanized

attack; Category H, mainly in the covering-force.

Fire Support. The deficiencies in fire support are labeled in

Table 6 as they were on the observation form. Only Item la, planning

the utilization of heavy mortars, was deficient in several types of missions. All the other deficiencies, which were related to determining

the initial priority of fires (Subtask l-J) and modifying the fire support plan (Subtask 7-A) were confined to the covering force. Items 4a

and 4b were parts of the overall performance encompassed by Item 4c.

14

Iz

-¢
i

Table 5

Deficiencies in Intelligence and Operations

Mechanized Nonmechanized

Observation form item CFO Attack Defense Attack

A. Intelligence preparation of

the ba%•lefield.

1. Was the enemy's scheme of

maneuver and fire support

identified? 41% 48%

2. Was the enemy's ability

to attack by air identified? 45% N/A 46% N/A

3. Was the enemy's nuclear

capability identified? 32% N/A 36% N/A

4. Was the enemy's chemical

capability identified? 39% N/A 44% N/A

5. Overall, how well did the

command group identify critical combat information and intelligence? (1-B, 2-A) 2.76 2.97

6. Were all GSRa elements

effectively utilized? 10%

7. Was the TFa intelligence

collection plan properly prepared, and did it reflect analysis

by the battalion S2 of tasking responsibilities? 2.67 3.57 2.74 2.53

8. Overall; how well did the

command groun !etcxti#ine combat

informatiron and inteZligence

shortlalls and aggressively gather

information from all available/

appropriate sources? (2-B) 2.71 2.73

Note. N/A not applicable.

aCFO = covering-force operation.

GSR = ground surveillance radar.

TF = task force.

15
Table 5 (Continued)

Mechanized Nonmechanized

Observation form item CFO Attack Defense Attack

9. Was relevant information

(e.g., minefields) from higher

headquarters and adjacent units

disseminated to company

commanders? 2.85 2.98 -

10. Were company commanders

given an estimate of specifi- cally what they would be facing? 36%

11. Overall, did the command 1

group disseminate combat informatiqn and intelligence that was

event-oriented and usable to the

recipient? (2-D) 2.87

D. Communicate/coordinate plans

and orders.

1. Were company commanders

given instructions on actions to

be performed if jamming occurs? 49%

2. Were effective alternate

means of communication developed

in case of lost ucmmo? 32% 44%

3. Was wire utilized as an

effective means of communication? N/A 35% N/A

v 4. Did the command group develop a communication plan that

satisfies the communications requirements of the specific mission,

provides for CORSZC,a specifies alternative means of communication,

and insures operation of MIJIa

plan? (3-F) 2.79 2.74

CaCOMSEC communications security.

MIJI = measuring, intrusion, jamming, and interference.

! 16
"Table 5 (Continued)

Mechanized Nonmechanized

Observation form item CFO Attack Defense Attack

5. Did all elements understand what they were to do

without extensive questioning? 46%

6. Did the operation order

contain enough information for

attached units? 2.86 -

7. Was sufficient time allowed task force elements for

their troop leading procedures? 44% 44%

8. Overall, were the orders

appropriate, clear, concise, and

did they contain essential information; were they issued so as to

allow TF elements maximum time

to go through troop leading procedures; and were they coordinated with proper agencies? (3-G) 2.79 3.00

E. See the battlefield during

the battle.

1. How well did the command

group disseminate information

and intelligence that was eventoriented, usable to the recipient, accurate, and within a time

frame that permitted the recipient

to react? (5-D) 3.00

F. Troop lead during the battle.

(11-A)

1. Were all attached combat

units adequately controlled/

monitored during the conduct of

the exercise? 2.94 -

17

I

S. ... . . .
Table 5 (Continued) i

Mechanized, Nonmechanized

Observation form item CFO Attack Defense Aftack

G. Coordinate/communicate

changes. (6-B)

1. Did the command group

sometimes assume all commanders

were monitoring radios for

changes? 56% 64% 56% 66%

H. Concentrate/shift combat i ~power.

1. How well did the cormmand

group read the battlefield and

determine the precise place and

time for maximum combat power

needed to be employed? (8-A) 2.60

2. When the enemy committed

itself, did the command group,

adequately redeploy forces? 2.43 N/A - N/A

3. Were tactical decisions

made consistent with the timedistance relationship? 39% - . -

4. Overall, how well did the

command group concentrate its

organic/attached/DSa assets according to the weapons capabilities and movement of the enemy

forc:e? (8-B/C) 2.76

5. Overall, how well did the

command group direct organic/supporting forces to conduct economy

of force operations in the thinly

held areas (when concentrating

combat power)? (8-D) 2.80 3.00 -

Note. N/A = not applicable.

aDS direct support, 8 

18
Table 5 (Continued)

Mechanized Nonmechanized

Observation form item CFO Attack Defense Attack

I. Enemy EWa considerations.

1. Was there too much

commtnication? 88% 73% 84%

2. Did security violations

occur during radio traffic? 54% 61% 50% 61%

3. Overall, how well did

the command group adhere to communications and electronic

security measures? (10-A) 2.81 2.81

4. Was a MIJI report

promptly submitted to higher

headquarters using secure

means of communication? 40%

5. Did the command group

direct a switch to spare frequency as a last resort using

proper authentication techniques? 23% 36% 34% 43%

6. Overall, how well did

the command group recognize and

react to enemy electronic

warfare? (12-A) 2.82 2.85

J. Other.

1. Was there sufficient

intrastaff coordination betyeen

2/3 and 1/4? 41% 38%

2. Was there sufficient

coordination between NCSa and

2/3? 43% 49%

aEW = electronic warfare.

NCS = net control station.

19

J-
Table 5 (Continued)

Mechanized Nonmechanized

Observation form -item CFO Attack Defense Attack

3. How well did the command group apply the timedistance relationship while

maneuvering task force elements? 2.86

4. Did the task force

maneuver elements become decisively engaged because of

battalion action? 56% N/A N/A N/A

Note. N/A = not applicable.

I

-' I

I

I

20
Table 6

Deficiencies in Fire Support

Mechanized Nonmechanized

Observation form item CFOa Attack Defense Attack

1. Plan use of organic/

attached and nonorganic fires.

(1-I)

a. Did fire plan effectively utilize heavy mortars? 20% 40% 50%

2. Determine priority of fires. (l-J)

a. Was priority of fires

given to appropriate TF element(s) to support scheme of

maneuver? 50%

b. Was suppression of

fires considered? 50%

4. Modify fire support plan.

a. During the battle, was

priority of fires supporting

new scheme of maneuver immediately communicated to supporting and supported units? 50%

b. Were requests for xmmediate fire support received

and assigned to appropriate

fire support agencies? 50%

V'I

c. -overall, how well did

'the command group perform relative to the standard? (7-A) 2.90

aCFO = covering-force operation.

21
Monitor's Ratings. The subtasks evaluated by the monitor are

labeled in Table 7 as they were on the monitor's observation form and

in the command group ARTEP. Only four subtasks were deficient in

three of the four missions: 2-C (analyze enemy), 2-D-(disseminate

critical intelligence), 3-G (communicate/coordinate plans and orders),

and 12-A (react to enemy electronic warfare). However, 12 subtasks,

including 2-C, 2-D, and 3-G, were deficient in both the covering-force

and the mechanized attack; these were primarily the subtasks concerned

with intelligence before (2-A, 2-B, 2-C, 2-D) and during (5-A, 5-B,

5-C, 5-D) the battle, and with managing combat service support (9-A,

9-B, 9-C). Altogether, 19 items were deficient in the covering-force

and 15 in the mechanized attack, compared to just 3 in the defense and

3 in the nonmechanized attack.

Summary. Figure 3 shows the percentage of items that were judged

deficient in each type of mission. The four percentages for each mission refer to (a) administration and logistics rated by the Sl/S4 controller, (b) intelligence and operations rated by the S2/S3 and company

commander controllers, (c) fire suppbrt rated by the fire support controller, and (d) subtasks rated by the monitor. Every evaluator reported

the greatest percentage of deficiencies in the covering-fcrce operation.

The next highest percentages of deficiencies were in the mechanized attack, specifically, in the intelligence and operations items and in

the monitor's ratings. There were relatively few deficiencies in the

defense and the nonmechanized altack.

The preceding results indicate that the mechanized attack was performed better than the covering-force and that both nonmechanized missions were performed better than the mechanized mis:.-ions. -hese relationships were generally supported by further analysis of the data.

Table 8 summarizes the mean scores on the ARTEP subtasks evaluated by

each rater for each mission.

A higher score means the subtask was performed better. An analysis of variance was done for each set of ratings. In Kirk's (1968)

terminology, it was a split plot factorial design with repeated measures

over two factors, mission (first versus second) and subtarks, with type

of unit (mechanized versus nonmechanized) a grouping factor.

The ANOVAs (analysis of variance) in Appendix D show that the

second mission was significantly better than the first (p < .05) for

the administration and logistics ratings and for fire support. The

nonmecnanized groups scored significantly higher than the mechanized

ones only on the intelligence and operations subtasks (p < .001).

Planned comparisons (t tests) showed that the mechanized attack was

performed better than the covering-force operation for all four sets

of subtasks: administration and logistics (p < .01), intelligence

and operatiors •p < .05), fire support (p < .001), and the monitor's

ratings (p < .05.. The nonmechanized attack was better than the defense only for fire support (p < .001). Because the attack was always

the second mission, it is not possible to decide whether it was an

22
Table 7

Deficiencies Observed by the Monitor

Mechanized Nonmechanized

Observation form item CFOa Attack Defense Attack

1. Develop plan based on mission.

B. Identify critical

intelligence. - 2,73

I. Plan use of organic/

attached and nonorganic fires. 2.75

2. Initiate intelligence preparation of the battlefield.

A. Identify critical

intelligence. 2.55 2.67

B. Gather critical

intelligence. 2.55 2.83 - -

C. Analyze enemy, 2.64 2.92 - 3.00

D. Disseminate critical

intelligence. 2.73 2.91 2.88

3. Prepare and organize the

battlefield.

E. Plan organic, attached,

and nonorganic supporting fires

and determine priority. - 3.00

F. Develop a communication

plan. - 2.71

G. Communicate/coordinate

plans and orders. 2.73 2.73 2.83

I. Employ active/passive

security measures. 2.60

aCFO = covering-force operation.

23

I *
Table 7 (Continued)

Mechanized Nonmechanized

Observation form item CFO Attack; Defense Attack

5. See the battlefield cktring

the battle.

A. Identify critical

intelligence. 2.75 2.70 - -

B. Gather critical

intelligence. 2.92 2.80 - -

C. Analyze enemy. 2.42 3.00 - -

D. Disseminate critical

intelligence. 3.00 2.89 - -

7. Employ fires and other combat assets.

A. Modify fire support plan. 2.92

B. Employ fires. 3.00 ,-

8. Concentrate/shift combat

power.

A. Determine critical place

and time. 2.92 2.83

B/C. Concentrato/shift combat power. 2.83

9. Manage combat service support

assets.

A. Arm and fuel the systems. 3.00 3.00

B. Fix the system. 3.00 2.89

C. Support the troops. 3.00 3.00

D. Integrate CSSa into scheme. - -

a

CSS = combat service support.

24
Table 7 (Continued)

Mechanized Nonmechanized

Observation form item CFO Attack Defense Attack

12. React to situations requiring special actions.

A. React to enemy electronic

warfare. 3.00 3.00 2.00

Table 8

Mean Ratings on ARTEP Subtasks

Mechanized Nonmechanized

Item CFOa Attack Defense Attack

Administration and logistics 2.9 3.7 3.4 3.7

intelligence and operations 2.9 3.1 3.6 3.5

Fire support 3.2 3.9 3.4 4.1

Monitor 3.1 3.4 3.2 3.3

aCFO = covering-lorce operation.

25
I F

LI

I I

Sf

15% 35% 43% 40% 0% 25% 0% 32%

bl/S4 S2/S3 FS Monitor S1/S4 $2/$3 FS Monitor

Covering-Force Operation Mechanized Attack

4%~T 7 9% %% 8%~ 6%j

Sl/S4 S2/S3 FS Monitor SI/S4 S2/S3 FS Monitor

Defense Nonmechanized Attack

Figure 3,. Percentage of items rated deficient by each

rater for each type of mission.

26
easier mission to perform or whether the command groups improved with

practice from the first mission to the second. It is probable, however,

t h a t the covering-force operation was more difficult than the defense,

because those two missions were always performed first.

Correlates of Effectiveness

Eight measures of effectiveness were obtained in this investigation: The overall performance of the Sl and of the S4 was rated by

the Sl/S4 controller, the S2 and S3 were rated by the S2/$3 controller

and the company commander controllers, the utilization of fire support

assets (FS) was rated by the fire support controller, the battalion

commander (Cdr) and mission accomplishment (Msn) were rated by the monitor, and the overall cffectiveness of the command group as a whole (CG)

was rated by the S2/S3 and company commander controllers and by the

monitor.

Intercorrelationr Between Effectiveness Ratings. Tables 9 through

12 show the intercorrelations among the measures of effectiveness for each mission. Most of the correlations in Tables 9 and 10 are based on

13 cases; most of those in Tables 11 and 12 are, based on 10 cases. Correlations that are significant beyond the .01 level are marked with asterisks. The statistical significance of a correlation depends on the

number of cases on which -it is based as well as on its size, Therefore,

a given correlation may not be significant even though it is larger than

a significant correlation that is based on more cases.

As would be ex' toted, the rating of the command group as a whole

was the measure most highly correlated with the other measures of effectiveness. Of the 11 significant correlations (in Tables 9 through

12) 8 involved the command group rating. The most consistently related

pair of variables were the S3 and command group ratings, which were significantly correlated in all four missions. On the other hand, only one

of the monitor's effectiveness ratings was significantly correlated with

another effectiveness rating, viz., mission accomplishment with command

group effectiveness in the defense. Probably che reason that no other

monitor's ratings were significantly correlated was that every command

group was rated by a different monitor. Variation in personal evaluative criteria from one monitor to another probably reduced the correlations between effectiveness ratings. The FS rating was not significantly

correlated with any other measure of effectiveness, which probably reflects a lack of integration between fire support and the other command

group functions.

Administration and Logistics. Table 13 shows that most of the administrative and logistics (admin/log) tems significantly correlated

with overall effectiveness ratings were zorrelated with the rating of

the S4. This result is plausible, because most items refer to S4 functions. There were fewer significant correlations in the nonmechanized

missions than in the mechanized ones, because the performance ratings

27
Table 9

Intercorrelations Between Effectiveness Ratings for the Covering-Force Operation

S2 S3 S4 FS Cdr Msn CG

Sl .24 .47 .87** .37 .41 .14 .73*

S2 .53 .28 .27 -. 61 -.11 .38

S3 .36 .37 -. 21 -. 38 .68*

s4 . .37 .40 .27 .66*

FSa -. 15 .24 .20

Cdra .23 -.11

Msna -. 31

aFS = utilization of fire support asset.

Cdr = battalion commander.

Msn = mission accomplishment.

*p < .01. •

**p < .001.

Table 10

Intercorrelations Between Effectiveness Ratings

for the Mechanized Attack

S2 S3 S4 FS Cdr Msn CG

Sl .59 .59 .63 .26 .65 .21 .50

S2 .87** .68* .24 .39 .22 .77**

S3 .58 .32 .42 .57 .90**

Sd .39 .33 .10 .58

FSa .02 .35 .40

Cdra .14 .46

Msna .66

aFS = utilization of fire support asset.

Cdr = battalion commander.

Msn = mission accomplishment.

*p < .01.

**p < .001.

28
Table 11

Intercorrelations Between Effectiveness Ratings for the Defense

S2 S3 S4 FS Cdr Msn CG

Sl -. 51 -. 67 -. 03 .64 .40 -. 27 -. 46

S2 .64 -. 24 -. 27 -. 42 .27 .19

S3 -. 06 -. 18 .10 .47 .71*

S4 .53 -. 04 -. 15 .07

FSa .65 .12 .07

Cdra .63 .76

Msnfa .79*

aFS = utilization of fire support asset.

Cdr = battalion commander.

Msn = mission accompliphment.

*p .01.

Table 12

Intercorrelations Between Effectiveness Ratings

for the Nonmechanized Attack

52 S3, S4 FS Cdr Msn CG

Sl -. 36 -. 14 .09 .50 -. 18 -. 17 .00

S2 .38 -. 18 -. 13 .22 .63 .17

S3 -. 08 .08 .32 .14 .73*

S4 .08 .54 .65 .15

FSa .51 -. 04 .18

Cdra -. 15 .42 Msna .52

aFS = utilization of fire support asset.

Cdr = battalion commander.

Msn = mission accomplishment.

p < .01.

29

I'!
were consistently high in the nonmechanized missions. As was noted in

the Method section of this report, when the range of the variables is

restricted, the correlation between them is reduced. -

Table 13

Number of Administration and Logistics Items Significantly

Correlated (p < .01) With Effectiveness Ratings

Effectiveness Mechanized Nonmechanized

rating CFO Attack Defense Attack

Sl 14 2 0 0

S4 16 9 12 4

(dCG8 5 3 0 0

Note. The total number of items was 26 in the covering-force operation ! (CFO) and defense,, 28 in the attack.

a CG = command group.

Inspection of the data in Tables C-la through C-ld of Appendix C

shows that most of the admin/log subtasks or their elements were significantly correlated with overall effectiveness ratings in all four

missions. The subtasks rated by the Sl/S4 controller were 3-J (provide

supplies) and 3-K (maintain equipment), performed in preparation for the

battle; and 9-A (arm and fuel the systems), 9-B (fix the systems), 9-C

(support the troops), and 9-D (integrate CSS into scheme of maneuver),

performed during the battle. In only a. few cases one of these subtasks

or its elements was not correlated with a measure of effectiveness.

Subtask 3-K was not correlated with effectiveness in the first mission

(covering force or defense), when there was no maintenance to perform.

Subtasks 9-C and 9-D were not correlated with effectiveness in the

mechanized attack, when they were performed consistently well, with

little variation. With the preceding exceptions, some elements of every

admin/log subtask were significantly correlated with Sl, S4, or command

group effectiveness in all four missions.

Intelligence and Operations. About 20% of the items in intelli- gence and operations (iritel/ops) were significantly correlated with the

effectiveness rating for the command group as a whole (see Table 14).

Somewhat fewer items were correlated with the S2 and S3 ratings. There

were more significant correlations in the two mechanized missions, because there was a wider range of variation in performance, as noted

above.

30 S~I

-t - - ~ - - . ~ - - - - - - - -.
Table 14

I Number of Intelligence and Operations Items Significantly

Correlated (p < .01) With Effectiveness Ratings

Effectiveness Mechanized Nonmechanized

rating CFO Attack Defense Attack

S2 9 9 8 2

S3 3 18 8 8

CGa 21 17 11 19

Note. The total number of items was 93 in the covering-force operation

(CFO), 89 in the mechanized attack, 95 in the defense, and 88 in

the nonmechanized attack.

aCG = command group.

Most of the intel/ops items were related to ARTEP subtasks and

elements thereof. The following subtasks or their elements were consistently correlated with effectiveness ratings in three or in all of

the four different missions:

1-B, 2-A. Identify critical combat information and intelligence.

2-B. Gather critical combat information and intelligence. 2-C. Analyze opposing force.

2-D. Disseminate critical combat information and intelligence.

3-C. Organize for combat.

3-G. Communicate/coordinate plans and orders.

(The preceding subtasks were performed in preparation for the battle; the following were performed during the battle.)

5-B. Gather critical combat information and intelligence.

6-B. Coordinate/communicate changes.

8-A. Determine critical place and time.

8-B/C. Concentrate/shift combat power. (8-B, in the attack/

8-C, in the defense or retrograde.)

10-A. Defeat or suppress the enemy's electromagnetic intelligence

effort.,

11-A. Troop lead during battle.

31
Another item, not explicitly part of any subtask, that was significantly correlated with effectiveness ratings in all four missions, was

the question: "How well did the command group apply the time-distance

relatioxiship while maneuvering task force elements?"

Subtasks 1-B and 2-A, which are separate items in the ARTEP, could

not be evaluated separately by the controllers.

Fire Support. One-third of the items rated by the fire support

controller were significantly correlated with his rating of overall fir'?

support effectiveness (see Table 15). However, none of the items was (

correlated with the rating of command group effectiveness, which is consistent with the low correlation between FS and CG ratings mentioned

earlier. The results in Appendix C (Tables C-3a through C-3d) show that

all four subtasks rated by the fire support controller were significantly

correlated with his rating of fire support effectiveness in three of the

four missions. In the nonmechanized attack, when the subtasks were performed consistently well, Subtask IlL was the only one significantly correlated with fire support effectiveness.

Table 15

Number of Fire Support Items Significantly Correlated

(p < .01) With Effectiveness Ratings

Effectiveness Mechanized Nonmechanized

rating CFO Attack Defense Attack

FSa 5 6 6 1

CGa 0 0 0 0

Note. The total number of items was 14 in the covering-force operation

(CFO) and defense, 13 in the attack.

aFS = utilization of fire support assets.

CG = command group.

The four subtasks rated by the fire support controller were these:

l-I. Plan use of organic/attached and nonorganic fires,

l-J. Determine priority of fires.

1-L. Conduct initial fire support coordination.

7-A. Modify fire support plan.

32

d

I-i
Monitor. Few of the items rated by the monitor were correlated

with any measure of overall effectiveness (see Table 16), probably because each command group was observed by a different monitor.

Table 16

Number of Items Rated by the Monitor Significantly Correlated

(p < .01) With Effectiveness Ratings

Effectiveness Mechanized Nonmechanized

rating CFO Attack Defense Attack

Msna 0 0 3 0

Cdra 2 0 3 1

CGa 0 0 3 0

Note. The total number of items in each mission was 47.

aMsn = mission accomplishment.

Cdr = battalion commander

CG = command group.

Summary. Figure-4 presents the percentage of items on each observation form that were significantly correlated with one or more measures

of effectiveness. In the two mechanized missions and in the defense,

many of the Sl/S4 items (39% to 65%) and the fire support items (43% to

46%) were correlated with effectiveness. Few of them (14% and 8%) were

related to effectiveness in the nonmechanized attack, when they were

ganerally performed well. About one-fourth of the S2/S3 items (22% to 29%) were strongly related to effectiveness in all four missions. Feiv

of the monitor's ratings (0% to 13%) were correlated with effectiveness ' in any mission.

Comparison with Figure 3 shows that many more items were correlated with effectiveness than were deficient. This was especially true in the

defense, where a substantial percentage of the items were significantly

related to effectiveness, but few of them were deficient.

Critical Performances

In terms of the criteria employed in this investigation, the most

important command group performances were those that were both deficient

and significantly correlated with overall effectiveness. Twenty-four of the performances evaluated in the are•as of administration and logistics,

33

A

__ .
-- I

65% 29% 43% 39% 28% 46% 0%

Sl/S4 S2/S3 FS Monitor S1/S4 S2/S3 FS, Monitor

Covering-Force Operation. Mechanized Attack

III2

46% 22% 43% 13% 14% 27% 8% 1

Sl/S4 S2/S3 FS Monitor Si/S4 S2/S3 FS Monitor

Defense Nonmechanized Attack

Figure 4. Percentage of items significantly correlated (p < .01)

with effectiveness for each rater and type of

mission.

34

• 1
intelligence and operations, and fire support were identified as critical in at least one mission. These performances and the missions in4

which they were critical are listed iA Tables 17 through 19;

Administration and Logistics. Four items evaluated by the Sl/S4

controller were both deficient and correlated with effectiveness. Three

of them were critical in the covering-force operation and one in the defense, as shown in Table 17. They are labeled in the table as they were

on the controller's observation form. The first three items were elements of Subtask 9-A, arm and fuel the systems. The fourth item was

Subtask 9-D, integrate CSS into the scheme of maneuver.

Table 17

Critical Performances in Administration

and Logistics

Observation form item Mission

6. In providing sbpplies and equipment to arm and fuel the

system during the battle: (9-A)

Sd. Did the S4 coordinate with the -02 so he knew the

enemy's capabilities? CFOa

e. Did the S4 keep his higher appropriately informed

of his activities? CFO

g. Did the S4 effectively utilize direct support assets? Defense

9. c. How effectively was CSS integrated into the scheme

of maneuver? (9-D) CFO

aCFO = covering-force operation.

CSS = combat service support.

Intelligence and Operations. Table 18 lists the 17 items that were

identified as critical in this area. They are numbered consecutively in

each category. (They were renumbered in the table because they did not

have the same numbers on the observation forms for each mission.) Five

of the items corresponded to ARTEP subtasks. These were Items A-2, A-4,

A-7, D-l, and 1-3 which referred to the following subtasks:

1-B, 2-A. Identify critical combat information anO intelligence.

2-B. Gather critical combat information and intelligence.

35

7
Table 18

Critical Performances in Intelligence and Operations

Observation form item Mission

A. Intelligence preparation of the battlefield.

1. Was the enemy's scheme of maneuver and fire

support identified? CFOa

2. Overall, how well did the command group identify

critical combat information and intelligence? (1-B,

2-A) CFO

3. Was the task force (TF) intelligence collection

plan properly prepared, and did it reflect analysis CFO,

by4 the battalion S2 of tasking responsibilities? Nonmech atk

4. Overall, how well did the command group determine combat information and intelligence shortfalls

and aggressively gather information from all avail- CFO,

able/appropriate sources? (2-B) Mech atk

5. Was relevant information (e.g., minefields) from

higher headquarters and adjacent units disseminated

to company commanders? Mech atk

6. Were company commanders given an estimate of

specifically what they would be facing? CFO I - 7. Overall, did the command group disseminate combat information and intelligence that was eventoriented and usable to the recipient? (2-D) CFO

D. Communicate/coordinate plans and orders.

1. Overall, were the orders appropriate, clear,

concise, and did they contain essential information;

were they issued so as to allow TF elements maximum

timfte to go through troop leading procedures; and CFO,

were they coordinated with proper agencies? (3-G) Mech ark

aCFO covering-force operation.

36

°/
Table 18 (Continued)

Observation form item• Mission

F. Troop lead during the battle.

1. Were all attached combat units adequately controlled/monitored during the conduct of the exercise?

(11-A) CFO

G. Coordinate/communicate changes.

1. Did the command group sometimes assume all commanders were monitoring radios for changes? (6-B) Mech atk

H. Concentrate/shift combat power.

1. Were tactical decisions made consistent with

the time-distance relationship? (8-C) CFO

I. Enemy EW considerations.

1. Was there too much communication? Mech atk

2. Did security violations occur during radio CFO,

traffic? Mech atk

3. Overall, how well did the command group adhere

to communications and electronic security measures? CFO,

(10-A) Mech atk

4. Did the command group direct a switch to spare

frequency as a last resort, using proper authentication techniqvies? (12-A) CFO

J. Other.

1. Was there sufficient intrastaff coordination

between 2/3 and 1/4? Mech atk

L ~2. How well did the command group apply the °timedistance relationship while maneuvering task force

elements? CFO

37
2-D. Disseminate critical combat information and intelligence.

3-G. Communicate/coordinate plans and orders. .

10-A. Defeat or suppress opposing force's electromagnetic intelligence effort.

The subtasks to which the above items referred are indicated in

parentheses after the items in the table. Six other items: A-i,

A-3, A-5, A-6, I-i, and 1-2, were elements of these subtasks. Four

more items: F-i, G-l, H-1, and 1-4 were elements of the following

subtasks:

il-A. Troop lead during battle

6-B. Coordinate/communicate changes.

8-C. Concentrate/shift combat power in the defense or retrograde.

12-A. React to opposing force electronic warfare.

Finally, Items J-1 and J-2 were ftot classified as part of any specific subtask, Four of the items in Table 18 were critical in both the

covering-force and the mechanized attack, one in the covering-force and

nonmechanized attack, eight in the covering-force attack alone, and

four only in the mechAnized attack. None were critical in the defense.

Fire Suport. The three items in Table 19 are labeled as they

were on the fire support observation forms. Item la was part of Subtask -1I (plan use uf organic/attached and nonorganic fires). Item 4b

was part of Subta•l; 7-A (modify fire support plan), and Item 4c referred

to the entire Subtask 7-A. All three performances were critical in the

covering force.

Table 19

Critical Performances in Fire Support

Observation form item Mission

I. Plan use of organic/attached and nonorganic fires, (1-1)

a. Did fire plan effectively utilize heavy mortars? CFOa

4. Modify fire support plan. (7-A)

b. Were requests for immediate fire support received

ard assigned to appropriate fire support agencies? CFO

c. Overall, how well did the command group perform

relative to the standard? CFO

aCFCFO= covering-force operation.

38

y - -
Monitor. Two items rated by the monitor met the joint criteria of

deficiency and correlation with effectiveness: Subtask 8-A (determine critical place and time) i and Subtask 8-C (concentr'ate/shift combat

power in the defense or retrograde) were both identified as critical in

the covering-force operation.

Summary. It is apparent in Figure 5 that the majority of critical

performances were identified in the covering-force operation, where 12%

to 21% of the Sl/S4, 82/S3, and fire cupport items were both deficient and significantly correlated with effectiveness. A secondary concentration of critical performances (10%) occurred in the S2/S3 area in the

mechanized attack. Very few items were critical in the defense or the

nonmechanized attack.

Rater Reliabil:lty

Comparing the performance ratings from several different observers

of the same command group suggested three related questions:

1. How reliable were the ratings of a single observer? 2. How reliable were the mean ratings from several observers?

3. How significant were the differences among raters?

Since the intelligence and operations items were scored by four or five

raters at every exercise, it was possible to measure the amount of con- sistency or disagreement among different raters. (Rater reliability measures the consistency within one or more raters; conversely, analysis of variance tests the significance of differences among. raters.)

Reliability is defined as the ratio of true score variance to

total score variance, where "true score" means that part of the score

that is the same at each rescoring. Two measures of rater reliability (Guilford, 1954) are the reliability of ratings from a single rater,

r1l, and the reliability of mean ratings from k raters, rkk:

Vi - Ve Vi - Ve Vi+(k-l)Veand rkk = Vi

where Vi = variance for items,

Ve = variance for error, and

k = number of raters.

Table 20 lists the coefficients of rater reliability for eight

randomly selected missions in the order in which the missions occurred.

Each coefficient was calculated from the intelligence and operations

items rated on a 5-point scale by four or five observers. The reliability of ratings from a- single rater varied from .07 to .38 with a mean

of .22. The reliability of mean titings from several observers varied

from .29 to .71 with a mean of .55. Thus, increasing the number of

raters from one to four or five more than doubled the rater reliability.

39
12% 13% 21%_ 4 0% 10% 0% 0%

SI/S4 S2/S3 FS Monitor S1/S4 S2/S3 FS Monitor

Covering-Force Operation Mechanized Attack

m 1%

0% 0% 0% 0% - 0% 0%

S1/S4 S2/S3 FS Monitor SI/S4 S2/S3 FS Monitor

Defense Nonmechanized Attack

Figure 5. Percentage of items identified as critical by

each rater for each type .f mission.

40
Table 20

Rater Reliability for Eight Selected Missions

Coefficient of reliability

Number Single Mean of

raters, k rater, rll k raters, rkk

4 .24 .56

5 .21 .57

4 .21 .52

5 .26 .64

4 .38 .71

5 24 .61

5 .18 .53

5 .07 .29

The variance analyses on which the reliability estimates were based

are summarized in Appendix E. These analyses show that in every case

the differences among raters were statistically significant beyond the

.001 level. In a typical case, with rll = .21 and r55 = .57, the mban

ratings from five different observers, averaged over all the 5-point

-intelligence and operations items, were 2.6, 3.5, 3.8, 3.9, and 4.4.

Sig-"Icant differences among the means of different raters for the same

command group is evidence of rater bias, i.e., the tendency of an individual to give high or low ratings. One implication of this result is

that the same rater or, preferably, raters should be employed when

comparing the performances of different command groups or of the same

command group at different times.

DISCUSSION

Critical Subtasks

This investigation brings to 50 the total number of battalion command groups whose performance in CATTS exercises has been analyzed; 23

groups were observed in the present study and 27 in the previous one

(Barber & Kaplan, 1979). Both investigations used .essentially the same

criteria of low performance rating and high correlation with effectiveness to identify cri.tical perforwances, although there were some differences in deta4 l. One difference was that in the present investigation

a subtask was considered critical when any one of its elements was critical, whereas in the previois investigation subtask elements were not

rated. Another difference- was in the cutoff point for identifying lowrated performances. In this investigation, a performance was classified

41
as deficient when its mean rating was at or below the midpoint of the

rating scale. In the previous study, a performance was-considered deficient when its mean rating was one standard deviation below the mean

of all the subtasks rated by the observer who evaluated it.

A relative criterion, rather than the midpoint of the scale, was

used in the previous investigation because very few subtasks were rated

below the-middle of the 3-point scale used in that study. The 3 points

were defined as

1. Unsatisfactory, major departure from ARTEP standard,

2. Minor deviation from standard, and

3. Satisfies the standard.

The lowest rating was rarely given. By contrast, the 5-point scale used

in this investigation .ncreased the range of scores given for subtask

performance, so that for every rater there were several subtasks whose

mean ratings were below the midpoint of the scale.

In spite of some differences in procedure between the two investigations, there was considerable agreement between them with respect to

the subtaskL that were identified as critical. Table 21 summarizes all

the subtasks that were critical in either study--a total of 20 different

subtasks. It can be seen that 14 subtasks were identified in the previous investigation and 15 in the present one. Nine subtasks were

critical in both studies: 1-B, 1-I, 2-A, 2-B, 3-G, 8-A, 8-C, 10-A, 12-A.

Furthermore, all the subtasks that were critical in only one study

met one criterion of criticality in the other. Thus, five subtasks

(2-C, 5-B, 5-C, 5-D, 8-B) were critical in the earlier investigation but

not in this one. Four of them (2-C, 5-B, 5-C, 5-D) were deficient in

the present investigation; however, they were not correlated with effectiveness. The fifth (8-B) was correlated with effectiveness but was

not deficient. Conversely, six subtasks (2-D, F-B, 7-A, 9-A, 9-D, 11-A)

that were critical in this study were not critical in the previous one.

Subtask 2-D was deficient in the previous study, but it was not then

correlated with effectiveness. The other five subtasks (6-B, 7-A, 9-.A,

9-D, 11-A) were correlated with effectiveness but were not deficient.

Overall, the two investigations of battalion command group performance

were in general agreement concerning the identification of critical

ARTEP subtasks. I

The four missions, however, differed greatly with respect to subtask criticality. All but one (6-B) of the 15 subtasks that were critical in this investigation were critical in the covering-force operation,

Five subtasks (2-B, 2-D, 3-G, 6-B, 10-A) were critical in the mechanized {

attack. Only one (9-A) was critical in the defense and one (2-B) in the

nonmechanized attack. The distribution of critical subtasks paralleled

the distribution of performance deficiencies, i.e., the greatest number

of deficiencies occurred in the cove'ring-force mission, followed by the

mechanized attack, defense, and nonmechanized attack.

42

* -- ~ -..~ <- A.-~.- . ~ -- ~-- ~- -

-7

- - -- -----. *- - -7 /
Table 21

Subtasks Identified as Critical for Battalion Command Group Training

Previous Present

Task/subtask study study

Task 1. Develop plan based on mission.

1-B. Identify critical combat information and

intelligence. x x

1-I. Plan fires. X X

Task 2. Initiate intelligence preparation of the

battlefield.

2-A. Identify critical combat information and

intelligence. X X

2-B. Gather critical combat information and

intelligence. x x

2-C. Analyze opposing force. X

2-D. Disseminate critical combat information

and intelligence. X

Task 3. Prepare and organize the battlefield.

3-G. Conmmunicate/coordinate plans and orders. X X

Task 5. See the battlefield during the battle.

5-B. Gather critical combat information and

intelligence. x

5-C. Analyze opposing force. X

5-D. Disseminate critical combat information and

and intelligence. I

Task 6. Control and coordinate combat operations.

6-B. Coordinate/communicate changes. X

Task 7. Employ fires and other combat support assets.

7-A. Modify fire support plan. X

Task 8. Concentrate/shift combat power.

8-A. Determine critical place and time X X

8-B. Concentrate/shift combat power in the attack. X

8-C. Concentrate/shift combat power in the defense or retrograde. X X

Task 9. Manage combat service support assets.

9-A. Arm and fuel the systems. I

9-D. Integrate CSS into scheme of maneuver., X

Task 10. Secure and protect the TF.

10-A. Defeat or suppress opposing force's electromagnetic intelligence effort. X X

Task 11. Troop lead during battle.

11-A. Supervise compliance with TF order. X

Task 12. React to situations requiring special

actions.

12-A. React to opposing force electronic warfare. X x

43
Performance differences between the first and second missions may

have been caused by improvement with practice or by differences in difficulty. The contributions of practice and difficulty were confounded,

because the second mission was always an attack. The results do indicate, however, that the mechanized missions were more difficult than

the nonmechanized ones. In the previous investigation, there were too

few nonmechanized units to permit a similar comparison of mission

performance.

Rater Reliability

The utility of the command group ARTEP as a means of diagnosing

training deficiencies and evaluating command group effectiveness is

limited by its reliability as a measuring instrument. Even under the

ideal conditions of this investigation (i.e., with experienced

controller-evaluators, a realistic, automated battle simulation, and

a standardized scenario), rater reliability was not high. One potential source of variability among raters was that each rater experienced

a different interaction with the command group, e.g., each company commander led a different team in the simulated battle. Another factor

may have been variation in the personal criteria involved in subjective

judgmdnt. Low reliability can be tolerated in research, when ratings

from many units can be averaged so that rating errors tend to cancel

out. However, low reliability is a problem when performance ratings

are used to diagnose and evaluate individual command groups.

Two steps can be taken in the present time frame to enhance the

reliability of command group performance ratings: One is to average

the ratings from several different observers; the other is to use the

same raters when comparing different command groups or when evaluating

the performance of a given group at different times. Over the longer

term, however, the improvement. of rater reliability wiJl require concinued research to develop more objective measures of command group

performance and to identify the factors that cause differences in ratings of the same command group by different observers.

SUMMARY AND CONCLUSIONP

Fifteen subtasks of the Command Group/Staff Module of ARTEP 71-2

were identified as critical by virtue of being both low rated and highly

correlated with effectiveness. These subtasks can be summarized briefly

within five functional areas:

1. Fire support: Develop (1-I) and modify (7-A) the fire support

plan.

2. Intelligence preparation of the battlefield: Identify (1-B,

2-A), gather (2-B), and disseminate (2-D) critical combat

information and intelligence.

44
3. 'Operations: Communicate/coordinate plans and orders (3-G)

and changes (6-B), and supervise compliance with the task

force order (11-A). Determine the critical place and time

(8-A) and concentrate/shift combat power (8-C).

4. Logistics: Arm and fuel the systems (9-A) and integrate combat service support into the scheme of maneuver (9-D).

5. Electronic warfare: Combat enemy electromagnetic intelligence

(10-A) and electronic warfare (12-A).

These critical performances should be given particular attention in the

development and evaluation of command group training programs and

simulations.

The four missions observed in this investigati6n were markedly different with respect to subtask criticality. All but one (6-B) of the

subtasks listed above were critical in the covering-force operation,

five (2-B, 2-D, 3-G, 6-B, 10-A) were critical in the mechanized attack,

one (9-A) in the defense, and one (2-B) in the nonmechanized attack. The

effects of practice and difficulty were confounded in comparing the attack missions to the covering-force or defense, because the attack was

always the second mission. It can be inferred, however, that the

covering-force mission was more difficult for the mechanized groups than

the defense was for the nonmechanized groups, since both those missions

were performed first--by mechanized and nonmechanized groups, respectively.

Rater reliability was low. The coefficient of reliability for subtask performance scores from a single rater was only .22. It increased

to .55 when the scores from four or five raters were averaged.

Individual raters differed in their judgment of subtask performance.

The differences among ratings of the same command group bj different observers were significant beyond the .001 level.

V The effects of mission type, rater reliability, and individual differences among raters have implications for the measurement of command

group performance. These effects should be controlled when diagnosing

training requirements, comparing command groups, or evaluating training

systems. Specifically, the same type of mission and the same raters

(several raters) should be used when comparing the performance of different command groups or of the same command group at different times.

In addition, the low rater reliability and significant differences among

raters indicate the desirability of further research (a) to develop more

objective measures of command group performance and (b) to identify

those subtasks wherein the difference perspectives of the raters should

produce valid differences in performance ratings.

45
REFERENCES

Army Training and Evaluation Program for Mechanized Infantry/Tank Task

Force, No. 71-2. Washington, D.C.: Headquarters, Department of

the Army, 17 June 1977.

Barber, H. F., & Kaplan, I. T. Battalion Command Group Performance in

Simulated Combat. ARI Technical Paper 353, March 1979.

Battle Simulations and the ARTEP. Fort Leavenworth, Kans.: Combined

Arms Training Development Activity, 18-461, November 1977.

Eckstrand,' G. A. Current Status of the Technology of Training. AMRL

Document, Technical Report 64-86, September 1964.

Guilford, J. P. Psychometric Methods (2fid ed.). New York: McGraw

Hill, 1954.

Interservice Procedures for Instructional Systems Development. TRADOC

Pamphlet 350-35. Fort Monroe, Va.: U.S. Army Training and Doctrine Command, 1975.

Kirk, R. E. Experimental Design: Procedures for the Behavioral

Sciences. Belmont, Calif.: Brooks Cole, 1968.

Scandura, J. M. Structural Approach to Instructional Problems. American Psychologist, 1977, 32, 33-54.

Welkowitz, J., Ewen, R. B., & Cohen, J. Introductory Statistics for

the Behavioral Sciences (2nd ed.). New York: Academic Press,

1976. I

I -

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47

4' . -- - - -, -..... -.--- .
APPENDIX A

EXERCISE SCHEDULES

Since these were free play exercises, the times listed below are

approximate and varied from one exercise to another.

MECHANIZED--THREE-DAY EXERCISE

The Active Army mechanized infantry, armor, and cavalry battalion

command groups had the following schedule of activities:

Day 1

0800 Players arrive, receive administrative briefing.

1000 Brigade staff briefing, exercise begins.

1100 Players prepare operations order.

1400- Unit starts moving toward canal.

1530 Unit arrives at canal.

1700 Players released.

Day 2

0730 Players arrive.

0830 Enemy artillery preparation for canal crossing.

1000 Enemy begins to cross canal with BMPs.

l100 Enemy units establish bridgehead across the canal.

1130 Enemy breaks out of bridgehead and attacks toward Mitla Pass.

1330 Unit begins passage of lines.

1430 Unit moves into reserve positions.

1500 Players prepare contingency plan.

1600 Players brief company commanders.

1630 Brigade commander gives guidance (warning order).

1700 Players released.

Day 3

0730 Players arrive, receive brigade frag order.

0830 Simulation begins.

1030 Line of departure time.

1200 Battalion on objective.

1200 Lunch.

1300 Players fill out questionnaires.

1430 Group critique.

1530 Individual critiques.

Ii ,-PRECEDING -PAGE NOT FILMED,

49.K
i

1600 Demonstration of CATTS control system.

1700 Termination of course.

MECHANIZED--TWO-DAY EXERCISE

The National Guard mechanized infantry battalion command groups

had the following schedule of activities:

0700 Players arrive, receive administrative briefing.

0730 Battalion receives reconnaissance report.

0745 Brigade updates battalion on present situation and mission.

0830 Battalion briefs order to company commanders.

0930 Battalion starts moving toward canal.

1030 Enemy moves to canal.

1100 Battalion on canal.

1130 Enemy prepares to cross canal.

1300 Enemy crosses withBMPs.

1630 Battalion breaks contact. Players released.

Da

0700 Players arrive, receive brigade frag order.

0930 Line of departure time.

1100 Battalion on objective.

12,30 Critique.

1230 Demonstration of CA¶TS control system.

1300 Termination of course.

NONMECHANIZED--THREE-DAY EXERCISE

The Active Army nonmechanized infantry battalion command groups

had the following schedule of activities:

0800 Players arrive, receive administrative briefing.

1000 Brigade staff briefing, exercise begins.

1130 Players prepare operations order.

1600 Unit starts moving toward battle positions.

1700 Players released.

.'50

'5

- /
Day 2

0730 Players arrive. Company commanders brief battalion on positions.

0920 Enemy breaks out of bridgehead.

0925 Covering force starts withdrawal.

1030 Enemy attacks battle position.

1500 Unit stops enemy attack and consolidates position.

1615 Brigade commander gives guidance (warning order).

1700 Players released.

Day 3

0730 Players arrive, receive brigade frag order.

0800 Simulation begins.

0900 Battalion issues operations order to companies.

1000 Line of departure time.

1200 Battalion on objective.

1200 Lunch.

1300 Players fill out questionnaires.

1430 Group critique.

1530 Individual critiques.

1600 Demonstration of CATTS control system.

1700 Termination of course.

51
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55
APPENDIX C

Summary of Results

The results are summarized in the following tables:

Table Rater Mission Page

C-la Sl/S4 Covering Force c-2

C-lb SI/S4 Mechanized Attack C-6

C-lc sI/$4 Defense C-10

C-ld Sl/S4 Non-Mechanized Attack C-14

C-2a S2/S3, Company Commanders Covering Force C-18

C-2b S2/S3, Company Commanders Mechanized Attack C-30

C-2c S2/S3, Company Commanders Defense C-41

C-2d $2/$3, Company Commanders Non-Mechanized Attack C-53

C-3a FS Covering Force C-64

i

C-3b FS Mechanized Attack C-67

C-3c FS Defense C-70

C-3d FS Non-Mechanized Attack C-74

C-.4a Monitor Covering Force C-77

C-4c Monitor Defense C-87

C-4d Monitor Non-Mechanized Attack C-92

Each table contains the following information:

a. A statement of each item.

57

-A -PRECEDING PAGE NOT FItJ1ED

'BLAN
b. The number of comiand groups from which data were obtained.

c. The percentage ofiyes responses to yes/no items.

d. The mean score of items rated on a five-point scale.

e. The standard deviation for items rated on a five-point scale.

f. The coefficients of correlation between the rating for each

item and measures of overall effectiveness.

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APPENDIX D

ANALYSES OF VARIANCE FOR SUBTASK RATINGS

Table D-!

ANOVA Sxmmary- for Administration and Logistics Subtasks

Source df MS F

Group 1 3.03 .32

(Mechanized versus nonmechanized)

Error 15 9.41

Mission 1 12.13 7.CS*

(first versus second)

M x G 1 2.72

Error 15 1.55

M x S 4 .18 .65

M x S x G 4 .21 .75

Error 60 .28

*p < .05.

I

J~

II

155 ,o ,

"~ "O.RCEDING PAGE NOT- FIV4ED

<.4 BLANK
I

Table D-2

ANOVA Summary for Intelligence and Operations Subtasks

Source df MS F

Group 1 56.32 21.24***

(Mechanized versus nonmechaniLd)

Error 21 2.65

Mission 1 .24 .35

(first versus second)

M x G 1 3.07 4.53*

Error 21 .68

M x S 17 .10 .97 M x S x G 17 .16 1.50

Error 357 .10

*p < .05.

***P < .001.

Table D-3

ANOVA Summary for Fire Support Subtasks

Source df MS F

Group 1 19.77 3.08

(Mechaniaed versus nonmechanized)

Error 17 6.42

Mission 1 1.17 4.87*

(first vers4c second)

M x G 1 .01 .04

Error 17 .26

M x S 3 .14 1.07

M x S x G 3 .03 .27

Error 51 .13

Ap < .05.

156

- . 4
Table D-4

ANOVA Summary for Subtasks Rated by the Monitor

Source df MS F

Group 3 27.75 1.84 I

(Mechanized versus noninechanized)

Error 21 15.04

Mission 1 .70 .22

(first versus second)

M x G 1 2.77 .88

Error 21 3.17

M x S 34 .20 .60

M x S x G 34 .54 1.61'*

Error 714 .33

**p < .01.

***p < .001.

Si57
APPENDIX E

RATER RELIABILITY

Two-way analyses of variance (items by raters) and coefficients of

reliability (rll and rkk) were calculated for eight randomly selected

missions. The analyses were based on the intelligence and operations

items that were rated on a five-point scale by four or five observers.

The results are summarized below.

i

I

159

-"-PRECEDjIjG PACr NOT .IU.E .

~BIAANK
Table E-1

Analysis of Rater Reliability

Source df MS F Reliability '5,

Items 39 .7050 2.288**

Raters 3 10.1063 32.802** rll = .244

Error 115 .3081 r44 = .563

Items 36 .7387 2.322**

Raters 4 14.3649 45.152** r 11 .209

Error 140 .3181 r 5 5 = .569

Items 36 .5360 2.085*

Raters 3 3.6126 14.054** rl1 = .213

Error 94 .2570 r 44 = .521

Items 36 38.6054 2.754**

Raters 4 17.8595 11.468** r11 = .260

Error 137 .3893 r 5 5 = .637

Items 39 1.6601 3.464**

Raters 3 9.6896 20.216** r1 1 = 381

Error 112 .4793 r r44 =.1711

Items 39 .6108 2.572**

Raters 4 11.7925 49.663** r11 =.239

Error 145 .2374 r 5 5 = .611

Items 36 .6778 2.128* Raters 4 10.7649 33'.791** rl .184 Error 126 .3186 r 55 =.530

Items 39 .5333 1.399

Raters 4 7.4125 19.448** rll = .074

Error 130 .3182 r 5 5 '.285

*p < .01.

**p < .001.

160
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162