I think that General Pagonis wrote an instant classic. On the battlefield in Iraq, Pagonis began and ended every day by asking, what do we do if Saddam attacks today? I held large classes, he recalls, open to anyone, but especially to our talented reserve forces, to discuss scenarios and potential solutions.
He would ask questions like, "A ship docked at Ad Dammam this morning. It's ready to be unloaded, but the onboard crane breaks. What do you do?" Or, "We suddenly find out we're receiving 15,000 troops today instead of the usual 5,000. How do we adjust to the increase?"
He constantly told people that we all needed to do our Monday-morning quarterbacking on Saturday night, before problems arose. I and everyone I know could benefit from such a policy. The added benefit of this approach was that it promoted collaborative talks about problems and responsibilities across ranks and functions. And, these dry runs over potential problems proved extremely helpful when, for example, they did receive 15,000 people in one day.
General Pagonis realized that they had to do more than just fight fires. They needed a structure, one step removed, that could look ahead and prepare for any eventuality. So he created a logistical cell, separate from the group that was handling day-to-day concerns, to act as an ad-hoc think tank. Their job was to assemble facts and point out whenever they thought the campaign was moving in the wrong direction. In short, the author's approach to accomplishment is a text-book prescription for self-starting and, I think, a minor masterpiece!