The Power of Simulation

Abstract : The purpose of this paper is to discern why the Joint Chiefs of Staff found their military transportation system satisfactory in 1977 only to discover a year later during NIFTY NUGGET that it was woefully inadequate. Were the leaders on the Joint Chiefs of Staff, who were ultimately responsible for answering to the President about military readiness, aware of these problems? If so, why had they not been corrected? If not, why not? Finally, what does this experience portend for future strategic planning? This story illustrates the ways in which leaders in a large institution, like the military, change their corporate minds and strike out in new and uncomfortable directions A substantial body of scholarly literature provides insight into questions regarding military leaders and their capacity to innovate, but none of it seems to specifically address a situation like that encountered in 1977, a situation in which change was hampered by the inability of military leaders to adequately conceptualize their existing problems. This study will ultimately argue that the power of simulation exercises, such as NIFTY NUGGET, stem from their ability to provide an impetus for positive change by enabling military leaders to realistically confront their systems of operation and make decisions for improvement based on what is best for warfighting.