The United States Army has invested millions of dollars and countless man hours in information technology. This investment in technology is a result of digital capabilities unimagined several years ago. It stands to reason, if better information is available faster, that better decisions will follow. The key to better decision making through digitization lies in situational awareness based on informational awareness. This knowledge will contribute to certainty and a temporal advantage over the enemy. Digital technology and the Force XXI (FXXI) efforts have tremendous potential to support decision making. Digital technology however, poses some daunting dilemmas for the Army. With the tremendous technological advantages come tradeoffs that may hinder a commander more than information awareness assists him. Information technology holds the key to improving the MDMP. However, exploitation of digitization requires a reexamination of the Army's decision-making concepts. The rational decision making model has organized the Army's staffs and guided collection of data in support of deliberate planning. The advent of instantaneous information through digitization permits the commander to receive data and information directly and this enables him to adjust his plans during an operation. This instantaneous information permits the commander to revise his intent and adjust plans to conform to the needs of the operations and take advantage of opportunities. Plans, therefore, can emerge from the commander's assessment of the situation and he can focus on information needed to support his decisions. Staff efforts historically focused on collection of data to support the MDMP. The staff in turn produced a plan and monitored the operation providing feedback to the commander. The decision process was formal and largely left out how the commander made decisions. However, with digitization, how the commander makes decisions, defines what he must "see" on the battlefield. This vision is the relevant common picture (RCP). If the commander uses his experience to see patterns, then he must be able to communicate his intended changes to the formal plan to take advantage of opportunities. The plan emerges from this interaction. The commander's staff may need to be organized around the needs of emergent plans rather than those of formal plans. Thus, a new staff organization is envisioned for the future.

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