Notes from the director, defense financial management and comptroller school."THE PROOF IS IN THE PUDDING" is the modern variant of an old proverb proverb, short statement of wisdom or advice that has passed into general use. More homely than aphorisms, proverbs generally refer to common experience and are often expressed in metaphor, alliteration, or rhyme, e.g. that was originally phrased "the proof of the pudding proof of the pudding
The ultimate evidence attesting the true nature of something: The proof of the pudding is in the election results, not the polling. is in the eating." Literally, it means that the true worth of something can only be judged when it is put to its intended use. At the Defense Financial Management and Comptroller School (DFM&CS), we have advocated a concept we call Decision Support (DS) for well over a year now. What are the results of this effort? Is there any "proof in the pudding?"
I am happy to report that we were surprised by an overwhelming positive response from the field regarding the DS concept. Emails and phone calls from our graduates report success at using DS methods learned in residence, indicating that we are on the right track with DS education. We instruct students attending both the Defense Financial Management Course (DFMC DFMC Delmarva Foundation for Medical Care, Inc.
DFMC Dongfeng Motor Corporation ) and the Defense Decision Support Course (DDSC DDSC Doctor of Dental Science
DDSC Defense Distribution Systems Center
DDSC dynamic differential scanning calorimetry
DDSC Durham Divers Scuba Club (Ontario, Canada)
DDSC Delay-Doppler Spread Channel ) in how to apply DS methods to complex resource allocation resource allocation Managed care The constellation of activities and decisions which form the basis for prioritizing health care needs problems facing their organizations in these fiscally challenging times. Through anecdotal reports from past students, we learned two lessons I would like to share with you.
The first lesson learned is that applying DS to organizational challenges takes practice. In the classroom, students examine multiple case studies and apply their newly learned DS skills. Students are assigned to seminars where they work together on problems, the cases have a limited number of variables, and we schedule time for them to provide DS. In this benign environment, we provide ample feedback and guidance on how to improve their DS efforts. In the real world however, getting a group together to brainstorm is an issue in itself, there are many more variables to consider, and of course, there is never enough time. Finally, the feedback you get in the real world appears as an employee evaluation. So, when you first try to apply DS methods, start on smaller problems at first. We all want to solve the issue of world peace, but it is best to build up to it. Successfully applying DS to one of your organization's small but complex issues will help build your confidence. In the process, identify DS skills you still need to develop, and prepare yourself to tackle those bigger problems.
The second lesson learned is to remember to involve your peers. I am convinced that getting more people involved in providing DS to organizational decision makers is a real enabler of transformation. While the best place to learn about DS is in one of our classes, there are other resources available to get your peers started on the road to thinking critically and innovatively.
IS THE "PROOF IN THE PUDDING.?" IT MAY BE TOO EARLY TO DECLARE A DEFINITIVE "YES," BUT BASED ON THE REPORTS FROM OUR GRADUATES IN THE FIELD, AND THE NUMEROUS REQUESTS FOR DDSC ONSITE VISITS, EARLY RESULTS TASTE VERY GOOD.