The Need for Organisational Resilience - Chapter 7

[Text Box starts] Red Teaming 2

Benefits

The red team provides the end user with an independent capability to critically consider concepts,

projects, plans and operational designs; thereby leading to improved decision making. Although red

teaming can be readily used to challenge assumptions based on quantitative factors (structures,

capabilities, geography and so on) it is uniquely useful in helping to identify and understand the

impact of qualitative factors (attitudes, reactions, perspectives and so on).

Plans are based on assumptions…

…assumptions are based on understanding…

…the better the understanding, the better the plan.

The specific benefits of red teaming include:

• broader understanding of the operational environment;

filling gaps in understanding;

•

• identifying vulnerabilities, opportunities, risks and threats;

• identifying bias, group-think, flawed assumptions and the tendency to jump to conclusions;

• revealing how external influences, adversaries or competitors could affect plans, concepts

and capabilities;

• identifying second- and third-order effects and unforeseen consequences;

• identifying further or improved measures of effectiveness;

identifying the need for contingency plans;

•

• and more focused intelligence collection and improved information requirements.

The ultimate benefit of red teaming is that it assists the end user to make a better informed decision

or to produce a more robust product. However, despite its many advantages, red teaming is not a

silver bullet, its credibility hinges on the:

quality and experience of the team;

•

2 The name of red teaming originated in the wargames by the Prussian army in the early 1800. They tended to indicate the enemy as red. As the Prussian’s uniform was predominantly of a blue colour, their military units in wargames were also coloured blue.

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