Effect Based Operations: the New ways of working at Kandahar Air Field?
KAF is primarily an airfield or Aerial Port Of Debarkation (APOD), but also a Forward Operating Base (FOB), garrison and home for various headquarters and staff units. Especially the latter two organization types are primarily engaged in administrative work and the tactical direction of combat units in Kandahar province. With a bit of imagination it is not hard to compare the administrative part with an office environment in Western Europe.
As military missions without exemption are meant to sort effect, I wondered if and in how far the New Ways of Working would be applicable on KAF, or perhaps has been implemented already?

Housing and ICT
Back in the Netherlands, when the New Ways of Working  (‘het Nieuwe Werken’) is mentioned, people tend toimmediately focus on the factors housing and ICT. Well, if I look at these subjects, I can easily cheat. Military units are well known for their ability to pack, move and set up shop in another location and proceed with operations. Business continuity management is not an interesting new business model; it is what we train for all the time. Our ability to do so keeps us literally alive. You could call it survival of the fittest! Just so you realize, here I am talking about large staff units or even complete HQs, that can continue their operations independently of location.
Does the same count for the individual staff members on KAF? No, to be honest, it does not. True, lots of meetings are being held at various locations on KAF proper and video teleconferencing with HQs all over the world and units in the field are being done on a daily basis. The extreme measures in regard to the safety of our secret ICT networks make that we are more or less bound to our existing housing. Thus, wireless internet for business purposes is not an option in a conflict situation such as here in South Afghanistan. Sure, I am able to log in on our mission secret and unclassified networks from every NATO workstation. In reality it will never happen.
Cell phones and regular landline telephones can be used for unclassified information only and thus are limited in their use for the operation. Communications security might look like a hindrance to some, but can actually save lives!

Holiday Act
Time as a factor is much more interesting over here. The Dutch soldiers in ISAF are not subject to the Holiday Act (Arbeidstijdenwet). I can tell you that this measure makes time independent working more than a possibility. It is my life over here! If you are lucky, you are working shifts. This means that you work for about twelve hours a day. You might even have days off if you are switching between day shifts and night shifts. As I work in a regular office job, my working days are (much) longer. Moreover, I can work 24/7 when needed. Although the weekends are generally somewhat quieter (the HQs in Europe are closed during the weekend!), both Saturday and Sunday are working days on KAF.

Empowerment
For me, the main thing about the New Ways of Working, is the way in which a employee is authorized to do his tasks as he seems fit. Suggesting that an staff member is empowered to do so might seem weird, when discussing the workings of a military force in a conflicted region. Admitted, many tasks are meticulously described in operations orders, fragmentary orders and standard operating procedures (SOPs).  But don’t get me wrong, these directions will often offer lots of leeway, so that the responsibility for the execution is normally found at a relatively subordinate level.

Commander’s Intent
In the end, the ‘Commander’s Intent’ is more important here than the immense collection of rules and regulations. For ISAF, this starts with Commander ISAF, General McChrystal, who clearly states what effect he wants to sort with the mission. This Commander’s Intent especially does not state how that end state has to be achieved. That will always remain the responsibility of the subordinate commanders, who are directing units with specialized troops. At each level these commanders will translate COM ISAF’s intent into their own Commander’s Intent for their respective units. This way, the original task always remains visible, while it becomes possible to focus on the units’ abilities to assist in achieving the desired end state. This is also the case for Commander Kandahar Air Field.

Leeway
If I closely follow developments in both COMKAF’s and COM RC South’s operations, it is not so hard for me to analyze my area of responsibility, bound it and prioritize accordingly. And, definitely diverging from the way we operate in the Netherlands, here I do get the latitude to decide how I am going to achieve my targets. My commander’s role is limited to follow my situation reports (SITREP) and guide me if and when he deems necessary. When things go as planned, there will be little guidance. Giving trust also means receiving trust in this environment.

Leader or manager?
So is this then the New Ways of Working? If I focus at the current use of housing and ICT, it is definitely not. As I see it, the heart of the matter is not an issue of new ICT developments or fancy buildings. No, it’s all about leadership (I intentionally avoid the use of the word management style). The military leadership style is solely aimed at achieving the desired end state, as described in the Commander’s Intent. The subordinate or employee is given enough latitude, within his own abilities, to contribute to the unit’s mission. He is also very aware of this responsibility! Because of this, everything on KAF revolves around competencies, trust and initiative.

Action = reaction
If I observe my own CJ4 section closely, I can only deduce that I operate extremely more effective (and efficient) here on KAF than I did back in the Netherlands. The prime reason for this is the lack of micro management in this mission. By now it is clear that this greatly enhances both the end result and the positive atmosphere at the workplace.
So, compared to leadership in the average work situation in Belgium or the Netherlands, we are light-years ahead over here in Afghanistan! Let’s hope that after my return to the Netherlands I will get the opportunity to exploit these experiences and best practices in my new job…

Majoor Ian van der Pool MFM is Chief J-4 Logistics Support for Commander Kandahar Air Field in Afghanistan (ISAF).