Red teaming: past and present

Abstract

This monograph examines the historical and contemporary uses of “red teaming” and its value in decision making. It defines red teaming as a function performed by trained team members who provide commanders with an independent means to fully explore alternatives in plans, operations, concepts, organizations, and capabilities. The author argues that red teaming emphasizes independent thinking, challenges organizational thinking, incorporates alternative perspectives, and incorporates alternative analysis. The monograph compares the success of past “great captains” of warfare against modern military failures in the form of three case studies. Field Marshal Slim’s 1945 counteroffensive into Burma and T.E. Lawrence’s participation in the Arab Revolt during World War I demonstrate how red teaming enabled each commander to develop a better understanding of their operating environment and achieve success. Conversely, Operation Iraqi Freedom exemplifies the dangers of misapplying red teaming and emphasizes the importance of realism and accuracy in using alternative perspectives and divergent analysis. The monograph concludes that using the core concepts of red teaming enables understanding of the operating environment, which is critical to achieving success on the modern battlefield. It recommends incorporating red teaming concepts throughout military decision-making processes. – AI-generated abstract