Red Team Handbook New!

A leader convenes a meeting of the organization’s key personnel and top planners to develop an operational plan for the next year. These people work in the same environment, have received similar training, and share common experiences within a hierarchical framework. The process seems to go smoothly, as most decisions are made based upon what the group believes the leader wants, what the senior personnel suggests, and what everyone knows to be true about the organization and the operational environment. The plan is drafted, accepted, and put into practice.And it fails! Why did it fail, and what could have been done to increase the odds of success?