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The disruptive solutions process (DSP) is a concept for innovation execution applied to the mishap prevention part of the combat operations process, often at tactical or operational level, primarily in Air National Guard applications. However, it has been used successfully in other government agencies and in the private sector. At its core is the notion of iterative, low cost, first-to-market development. The term 'disruptive' was borrowed from the marketing term disruptive technologies. DSP was created in 2005 by fighter pilot and United States Air Force/Air National Guard Colonel Edward Vaughan.〔(Face of Defense: Air Guardsman Entrepreneurial Approach.. )〕 ==Overview== Typical defense industry bureaucratic approach to problem solving involves exquisite, enterprise solutions requiring long lead times, establishment of large, standing teams, and relative inflexibility. The long development cycles and lead times associated with this approach sometimes result in fielding a solution that is no longer relevant.〔()〕 Recent attempts to resolve inefficiencies may include overwhelming with superior funding, resources, and manpower—for example, take any major weapon systems development such as a new fighter jet or IT system.〔()〕 Conversely, when resources are constrained, bureaucratic staff adopt a tactic of continuous process improvement, similar to that espoused in Kaizen, total quality management, and Lean Six Sigma. This further discourages innovation and perpetuates low value programs and work teams that should be eliminated altogether rather than "improved". Because most preventable "safety" mishaps are caused by human factors (83% of Fiscal Year 2007 Air Force major mishap costs due to human factors per AF Safety Center)〔Catalog of Air Force Statistics by Aircraft Type, considered typical for US Military ()〕 and can be traced to human cultural and behavioral issues, according to DSP, safety can and should uniquely apply a "disruptive" solution set to addressing the issues. Such a disruptive, iterative approach may not be appropriate in otherwise hardware-centric, large budget programs, such an aircraft procurement and production. To address the safety cultural issues associated with mishap prevention in a large bureaucracy, Air National Guard safety directorate pursued a disruptive approach in requirement definition, problem identification, solution vetting, funding, and procurement. Using Boyd's Observe, Orient, Decide, Act OODA Loop to assess the efficiency and effectiveness of the process, DSP was created. However, taking on a bureaucracy is not without its downside. Fiefdoms and stovepipes within the system attempt to protect their "turf" and "lanes" with rules, regulations, and non-stop administrative delays and paperwork. All this requires commitment to a long-term solution set, while constantly changing the solution itself in order to work through the bureaucratic hurdles. The DSP approach is both persistent and adaptive, which makes it entrepreneurial, according to Christopher Gergen and Gregg Vanourek in their article "Fending off the Recession with 'Adaptive Persistence'", published in the Harvard Business Review, April 2009. They write... "Persistence is about refusing to give up even in the face of adversity. Adaptation is about shortening the time to success through ingenuity and flexibility. 'Adaptive persistence' entails alternating between anticipation, changing course, and sticking with it, deftly navigating that paradox with aplomb."〔(Adaptive Persistence article from HBR )〕 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Disruptive solutions process」の詳細全文を読む スポンサード リンク
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