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Message to, Bundeswehr, Luftwaffe and Marine 11-1-2018 PDF Εκτύπωση E-mail
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Deutsche Militärverteidigung - Bundeswehr
Συντάχθηκε απο τον/την Χρήστος Μπούμπουλης (Christos Boumpoulis)   
Πέμπτη, 11 Ιανουάριος 2018 22:59


Message to, Bundeswehr, Luftwaffe and Marine 11-1-2018

Earlier, in my imagination, I made the following story:

If I was drinking a German coffee together with three military officers, each from, the Bundeswehr, the Luftwaffe and the Marine, correspondingly, somewhere near to the river, of my village Loutros, at the Thrace, northern Greece, I would say to them the followings:



The creative role which, I presume that, the German Armed Forces are obliged and entitled, to play, remains, according to my opinion, incompatible with tha fact that, the level of the technology they possess remains 25 years behind the level of technology which, other, far less creative armed forces, possess.

The followings, imply a methodology by which, our Armed Forces, may gain an equivalent effectiveness advantage of 5 years (25 + 5) ahead of the other, currently more technologically advanced, armed forces.

The proposed methodology, though it may sound awkwardly, it is based on the German Nation's comparative advantage of, "absence of hatred".

There are military exercises; and there are military meta-exercises.

The later, may include:

  • unknown objective.

  • unknown collaborators.

  • even unknown personal identities.

  • unknown communication, channels and protocols.

  • unknown resources.

  • unknown threats.

  • extraordinary obstacles in using the most basic/elementary resources.

My proposal is for such an unconventional military meta- exercise, to start on April 1st, 2018; and to last for 4 months.

As an example of the characteristics of such a, probably, unprecedented military exercise I include the followings:

  • participates the 60% of the German Armed Forces' members.

  • only fragments of the objective goal are shared, randomly, by a small part of the participants.

  • the finding of its own personal identity, for all the participants, which initially is unknown, remains a prerequisite for the overall success of the mission.

  • each participant is equipped exclusively with a multi function, mobile, citizen band's transceiver and an unlimited supply of batteries

  • the theater of operations is the entire Germany.

  • the participants, may deploy practical action for 24 hours each day; though, they may plan, think, mentally process, etc. issues of the exercise during a window of opportunity of, exactly, 25 minutes each day. In this exercise, thinking remains partially restricted.

  • the successful identification of, the initially unknown, collaborators is a prerequisite for the overall success of the mission.

  • fragments of information about the available resources are randomly shared by a small part of the participants.

  • there is also an emulated counter intelligence, meaning that, from the rest of the participants, anyone who becomes exposed, he is excluded from the exercise.

  • for the overall success of the mission at least 70% of the participants should realize, the objective of the mission, their personal identity, the nature and the location of the resources, and the communication protocol and to actually participate in the final proceedings of the mission's objective.

  • during this exercise, no ordinary citizen should even suspect that something different is going on, around him.

  • until the conclusion of the exercise, it is imperative that, not even the smallest harm, should happen to, neither, the participants, nor, to any of the surrounding civilians.

  • the probability of success should be, ex ante, calculated to 10%.

This is a kind of just "warming up", proposed, unconventional military meta-exercise tailor-made specifically for the German Armed Forces upon which relays my faith that they are able to perform, successfully.

At a next stage other similar but far more difficult exercises may follow.


Deutschland über alles,


Christos Boumpoulis


Hard systems
Hard systems is a problem-solving approach in systems science. It is opposing soft systems. Although soft systems thinking treats all problems as ill-defined or not easily quantified, hard systems approaches (systems analysis (structured methods), operations research and so on) assume that the problems associated with such systems are well-defined, they have a single, optimum solution, a scientific approach to problem-solving will work well, and that technical factors will tend to predominate.[1][2]
Developments in hard systems thinking
Hard systems began to emerge as a distinct philosophy in the 1950s.
Soft systems methodology
Soft systems methodology (SSM) is an approach to organizational process modeling (business process modeling) and it can be used both for general problem solving and in the management of change. It was developed in England by academics at the University of Lancaster Systems Department through a ten-year action research program.
The methodology was developed from earlier systems engineering approaches, primarily by Peter Checkland and colleagues such as Brian Wilson. The primary use of SSM is in the analysis of complex situations where there are divergent views about the definition of the problem. These situations are "soft problems" such as: How to improve health services delivery? How to manage disaster planning? When should mentally disordered offenders be diverted from custody? What to do about homelessness amongst young people?
In such situations even the actual problem to be addressed may not be easy to agree upon. To intervene in such situations the soft systems approach uses the notion of a "system" as an interrogative device that will enable debate amongst concerned parties. In its 'classic' form the methodology consists of seven steps, with initial appreciation of the problem situation leading to the modelling of several human activity systems that might be thought relevant to the problem situation. By discussions and exploration of these, the decision makers will arrive at accommodations (or, exceptionally, at consensus) over what kind of changes may be systemically desirable and feasible in the situation. Later explanations of the ideas give a more sophisticated view of this systemic method, and give more attention to locating the methodology in respect to its philosophical underpinnings. It is the earlier classical view which is most widely used in practice.
There are several hundred documented examples of the successful use of SSM in many different fields, ranging from ecology, to business and military logistics. It has been adopted by many organizations and incorporated into other approaches: in the 1990s for example it was the recommended planning tool for the UK government's SSADM system development methodology.
The general applicability of the approach has led to some criticisms that it is functionalist, non-emancipatory or supports the status quo and existing power structures; this is a claim that users would deny, arguing that the methodology itself can be none of these, it is the user of the methodology that may choose to employ it in such a way.
The methodology has been described in several books and many academic articles.
SSM remains the most widely used and practical application of systems thinking, and other systems approaches such as critical systems thinking have incorporated many of its ideas.
The 7-stage description
7-stage representation of SSM:
  1. Enter situation considered problematical
  2. Express the problem situation
  3. Formulate root definitions of relevant systems of purposeful activity
  4. Build conceptual models of the systems named in the root definitions
  5. Compare models with real world situations
  6. Define possible changes which are both possible and feasible
  7. Take action to improve the problem situation
Soft systems theory
Alternate name(s)
Soft systems methodology
Main dependent construct(s)/factor(s)
Problem solution
Main independent construct(s)/factor(s)
Context specific
Concise description of theory
Problems can be categorized as either ‘hard’ or ‘soft’, each with unique characteristics requiring distinctly different approaches to resolve. Hard problems are well defined where the “What” and the “How” can be determined early in the research or system design methodology. A definite solution exists and specific objectives may be defined. Hard problems constitute the essence of the systems engineering approach. In contrast, soft problems contain social and political elements that confound problem definition and resolution (also referred to as ‘wicked’ problems). The question of “How to improve national health care in the U.S.” represents a soft problem.
To address soft problems, Peter Checkland developed an iterative approach known as the Soft Systems Methodology (SSM) that consists of seven distinct stages:
  1. Define and understand the problem situation (i.e. nature of the process, key stakeholders, etc.).
  2. Express the problem situation through Rich Pictures.
  3. Select how to view the situation from various perspectives and produce root definitions.
  4. Build conceptual models of the system requirements to adequately address each of the root definitions.
  5. Compare the conceptual models (step 4) to the real world expression (step 2).
  6. Identify feasible and desirable changes to improve the situation.
  7. Develop recommendations for taking action to improve the problem situation (implementing step 6).
The intention of SSM is to provide a framework for addressing ill-structured and poorly defined problem situations that contain significant social effects. The researcher/ developer must investigate solutions that possess aspects other than merely technical functionality.

Τελευταία Ενημέρωση στις Παρασκευή, 12 Ιανουάριος 2018 16:14