[embedyt] https://www.youtube.com/watch?v=pLAT-IijOUs&width=474&height=267[/embedyt]
The tactical level takes the objectives of a given operation and determines, or seeks to attain, the goals necessary for operational, and thus strategic, success.
In discussing the function of control in a strategic framework, we are trying to establish the ability to orchestrate events to our liking. One could argue this revolves around the autonomy dichotomy, or the issue of free will. I believe the discussion of control actually precedes these questions.
Thus, the first waystation in the tactical level examines how much control we have over the relationship and its outcome. How much control do we have over resources and how is doctrine acting as a permissive or restrictive waystation for this operation. How much leniency is there? How strictly has the doctrine directed actions?
What control do we have over the outcome of this operation? Today it’s operation laundry. Tomorrow take over the world.
How is control over time and energy playing a role? How about control of values and beliefs? How much self control do you need to successfully accomplish this operation? How is our control affected by our fears? How much can you rest on chance, others, etc for getting (part of) these operations completed? What goals can you control as you prepare for this mission?
And lastly, what of the others (whether people or things) do you control and how much does the other influence your ability to control events (too much laundry buildup makes that operation harder – so do stinky dirty kids. On the other hand laundry may not impede your megalomaniac tendencies. There the world may have have to rely on more influential agents…).
The functional difference between doing laundry and a rescue mission to the middle of nowhere is the ideation directing events, magnitude of resources, different doctrinal influences and limitation, different operational objectives, different levels of control, functionally more chance, more amorphic goals and a different friction with/dependency on others…
The strategic framework stays the same…and what we control is one of the waystations that allows the creation of feasible goals that can lead to operational and strategic effectiveness and success.
