Military planning is a logical, systematic process for conducting problem solving and decision making. The planning process exists to support the commander in making decisions. As a part of the operations process (planning, preparation, execution and assessment driven by battle command) military planning uses standard procedures (doctrine) to provide courses of action as solutions and to recommend decisions. Planning is continuous whether it is branch or sequel planning, refinement of an existing plan, or planning for the next operation. The Army process is the Military Decision Making Process (MDMP), which is conducted by people with individual personalities. Personality affects how people think and behave. Individual personality type impels behavior (public and private), drives attitude, and compels cognitive functions. Leadership is a function of command and control and battle command drives the operations process. The extent to which leaders master the domains of the Army leadership framework accounts for some of the consistency among professionals. Fundamental personality types account for some of the differences. These differences affect friendly forces and enemy forces alike. Understanding differences as a function of personality type can facilitate increased competence for commanders and individual staff officers. This paper is based on theories of personality type (C.G. Jung's psychological types, Katherine Briggs and Isabel Briggs Myers work on the Myers-Briggs Type Indicator (MBTI), and David Keirsey's Four Temperaments) which propose explanations of the phenomena that make up individual personalities. Analysis of historical vignettes (Korea, 1951 and Operation Market-Garden, 1944) illustrates differences in perception and judging functions which effect individual cognition and behavior. The analysis is from the perspective of four hypothetical planners representing the Keirsey temperaments of personality using the MDMP applied to the historical problems in the vignettes. The potential differences can be profound as the "NT" conceptualizes the vision and systems to learn what might happen, the "SP" generates alternatives yet prefers to take life as it comes, the "SJ" trusts concrete procedures and keeps all things scheduled and in their place, and the "NF" demonstrates empathy for those conducting the process and those affected by it. Leaders, and particularly commanders and chiefs of staff, should incorporate their understanding of individual personality type into the entire operations process--particularly planning. They can capitalize on individual strengths, develop weaknesses, and mitigate misunderstanding among the unaware.

ADA 387122 Approved for public release; Distribution is unlimited. The opinions and conclusions expressed herein are those of the student-authors and do not necessarily represent the views of the U.S. Army Command and General Staff College or any other governmental agency. (References to these studies should include the foregoing statement.)