john mahaffey
Dr John L Mahaffey is an Associate with Booz Allen Hamilton, supporting United States Air forces Europe, Air Forces Africa Command (USAFE-AFAFRICA) as a Multi-domain Command and Control Planner. His expertise spans a wide range of topics including Command and Control, Intelligence Studies, Security Studies, Organizational Culture, Multi-cultural Management, Decision Support System Development and Employment, Operational Planning and Organizational Training and Development. He is the CEO and Senior Analyst for his JLM Concepts and Consulting (JLM-C2). From 2002 - 2018 He was a Senior Scientist at the NATO Communications and Information Agency (NCIA) with responsibility for the operational and technical integration of Airborne Battle Management and Command and Control (BMC2) and Joint Intelligence Surveillance and Reconnaissance (JISR) for the NATO Alliance. His professional focus is on organizational decision making, organizational control and current/archived intelligence integration and employment, automated support to time sensitive decision processes, combat identification and multinational program management. His most recent projects include the development, evaluation and validation of current and technical requirements and operational concepts for NATO E-3A Sentry and the NATO Alliance Ground Surveillance (AGS) system
Phone: +1 850 346 4352
Address: Kaiserslautern DEU
Phone: +1 850 346 4352
Address: Kaiserslautern DEU
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Papers by john mahaffey
For decision-makers the revolution in information technology and the amount and scope of the data they provide has become overwhelming, leading to cognitive overload, confusion and an inability to function effectively. Decision Support Systems (DSS) facilitate data analysis and selection of a viable course of action rapidly and effectively. However, like the human decision- makers they serve, DSS capabilities may also suffer from cognitive overload, inaccuracy, and complexity, especially in time-sensitive environments.
This study explores DSS employment for time-sensitive decision processes using Digitally Aided Close Air Support (DACAS) as a model. The study explores decision theory, models, DSS development and time-sensitive environments. Using DACAS as a model the paper reveals the obstacles and opportunities associated with the employment of DSS for time- sensitive processes. Finally, the study makes recommendations for improved employment of DSS in time-sensitive environments.
Abstract - This paper is about change management, specifically the application of change management processes based in part on the requirement for well defined direction and guidance through organizational core values and competencies
The paper will first discuss organizational change, then compare and contrast the importance of guidance and direction through the use of vision and mission statements as a basis for the further development of organizational core values and competencies.
The paper will discuss the change operations process (COP), a change management model developed during by the Iinternational School of Management, Change Management, DBA Seminar Held at La Tour Marbourg, Paris France, 13-15 May 2008.
The COP will further be applied to case studies in order to illustrate and discuss issues associated with organizational change both inside and outside of the organization’s core values and competencies. In order to facilitate change management discussions on an organizational scale, a long term strategy for change will be developed using a fictitious company.
By applying change case studies to the company, Babeldyne Technology, the author will illustrate various challenges and opportunities with regard to personnel, product development, growth and crisis management planning and processes. The paper concludes with a series of recommendations regarding effective organizational change management and potential ways forward.
gamut from well equipped conventional forces to poorly equipped insurgents; from terrorists equipped with weapons of mass destruction to disease brought on by natural disaster and famine. The commander must plan for this new battlefield with weapons, command and control and information. Much of this
information, especially that received and exploited in near real time, comes from ISR assets. Unfortunately, ISR assets are both high demand and low density. No single nation can afford to provide all the ISR the commander needs. As a result, the commander must rely on a coalition of ISR systems to provide this benefit. But there are problems, information security, system interoperability, communications limitations and variable capabilities and limitations within ISR system classes conspires to reduce the overall system’s effectiveness for use in near real time across a broad coalition. The Coalition Aerial Surveillance and Reconnaissance (CAESAR) project serves as the primary model for this experimentation. This paper will address some of these issues and provide potential solutions based upon experimentation with multinational ISR systems in a coalition environment. The data and information detailed in this paper are based upon an operational view of technical capabilities to disseminate ISR data across a multinational coalition.
If the individual can learn and benefit, can the organization learn as well? There is ample evidence to say they can and do. When groups of individuals change their actions in support of organizational goals, the organization maintains or enhances its effectiveness (Edmondson, Dillon & Roloff, 2006). Change requires learning and learning facilitates change. The key question then, is how do organizations learn, and what factors may facilitate organizational learning?
This paper is about learning organizations, specifically multinational organizations that are thrust into complex operations with limited time and options for learning. This paper will first seek to define organizational learning and the learning organization as an entity. The paper will then provide a discussion of learning modes with special emphasis on the role of leadership as a critical component in the leadership and management of diverse organizations focusing on a defined set of objectives. The paper will conclude with a review and discussion of these concepts using a multinational military exercise as the model. For the purposes of this paper, the military organization used as the model will be exercise Bold Avenger/Trial Quest 2007 (BAR/TQ 2007) and its constituent national and coalition armed forces.
For decision-makers the revolution in information technology and the amount and scope of the data they provide has become overwhelming, leading to cognitive overload, confusion and an inability to function effectively. Decision Support Systems (DSS) facilitate data analysis and selection of a viable course of action rapidly and effectively. However, like the human decision- makers they serve, DSS capabilities may also suffer from cognitive overload, inaccuracy, and complexity, especially in time-sensitive environments.
This study explores DSS employment for time-sensitive decision processes using Digitally Aided Close Air Support (DACAS) as a model. The study explores decision theory, models, DSS development and time-sensitive environments. Using DACAS as a model the paper reveals the obstacles and opportunities associated with the employment of DSS for time- sensitive processes. Finally, the study makes recommendations for improved employment of DSS in time-sensitive environments.
Abstract - This paper is about change management, specifically the application of change management processes based in part on the requirement for well defined direction and guidance through organizational core values and competencies
The paper will first discuss organizational change, then compare and contrast the importance of guidance and direction through the use of vision and mission statements as a basis for the further development of organizational core values and competencies.
The paper will discuss the change operations process (COP), a change management model developed during by the Iinternational School of Management, Change Management, DBA Seminar Held at La Tour Marbourg, Paris France, 13-15 May 2008.
The COP will further be applied to case studies in order to illustrate and discuss issues associated with organizational change both inside and outside of the organization’s core values and competencies. In order to facilitate change management discussions on an organizational scale, a long term strategy for change will be developed using a fictitious company.
By applying change case studies to the company, Babeldyne Technology, the author will illustrate various challenges and opportunities with regard to personnel, product development, growth and crisis management planning and processes. The paper concludes with a series of recommendations regarding effective organizational change management and potential ways forward.
gamut from well equipped conventional forces to poorly equipped insurgents; from terrorists equipped with weapons of mass destruction to disease brought on by natural disaster and famine. The commander must plan for this new battlefield with weapons, command and control and information. Much of this
information, especially that received and exploited in near real time, comes from ISR assets. Unfortunately, ISR assets are both high demand and low density. No single nation can afford to provide all the ISR the commander needs. As a result, the commander must rely on a coalition of ISR systems to provide this benefit. But there are problems, information security, system interoperability, communications limitations and variable capabilities and limitations within ISR system classes conspires to reduce the overall system’s effectiveness for use in near real time across a broad coalition. The Coalition Aerial Surveillance and Reconnaissance (CAESAR) project serves as the primary model for this experimentation. This paper will address some of these issues and provide potential solutions based upon experimentation with multinational ISR systems in a coalition environment. The data and information detailed in this paper are based upon an operational view of technical capabilities to disseminate ISR data across a multinational coalition.
If the individual can learn and benefit, can the organization learn as well? There is ample evidence to say they can and do. When groups of individuals change their actions in support of organizational goals, the organization maintains or enhances its effectiveness (Edmondson, Dillon & Roloff, 2006). Change requires learning and learning facilitates change. The key question then, is how do organizations learn, and what factors may facilitate organizational learning?
This paper is about learning organizations, specifically multinational organizations that are thrust into complex operations with limited time and options for learning. This paper will first seek to define organizational learning and the learning organization as an entity. The paper will then provide a discussion of learning modes with special emphasis on the role of leadership as a critical component in the leadership and management of diverse organizations focusing on a defined set of objectives. The paper will conclude with a review and discussion of these concepts using a multinational military exercise as the model. For the purposes of this paper, the military organization used as the model will be exercise Bold Avenger/Trial Quest 2007 (BAR/TQ 2007) and its constituent national and coalition armed forces.
"Global Responses to Maritime Violence, Cooperation and Collective Action" is a collection of essays written by a wide range of subject-matter experts, describes the issues and opportunities associated with violent activities in the maritime environment, as well as their effect on a variety of stakeholders, including those not located on the high seas.
The book organized and presented in three parts. The first part, “Examining Maritime Violence,” introduces and describes the problem. In part 2, “Riding the Storm,” the contributors provide a detailed review of historical and current operations addressing the issue of violence in the maritime environment. Part 3 offers a series of case studies chosen to reinforce and validate the theories and recommendations of the primary author and editor, Captain Shemella and his contributors.