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Abstract(s)
O “novo paradigma estrutural” das Forças Armadas (FFAA), projetado na reforma legislativa de 2021/22, assenta no reforço da unidade de comando no Chefe do Estado-Maior-General das Forças Armadas (CEMGFA) a fim de incrementar a capacidade de resposta das FFAA. Porém, no acervo legislativo da reforma não foi estabelecido explicitamente um processo de decisão e de planeamento para o emprego operacional consequente com as missões específicas das FFAA (MIFA).
A mudança para o “novo paradigma” não é imune perante desafios e riscos na sua adaptação e consolidação, nomeadamente, no reequilíbrio interno das competências e atribuições dos órgãos, para superar o desafio da coesão no planeamento e emprego operacional, e em especial, nos mecanismos de coordenação entre os órgãos das FFAA, estruturantes para a agilidade no processo de decisão e a continuidade do planeamento de operações no continuum entre paz e guerra.
Os resultados da investigação apontam para que o desenvolvimento colaborativo de planos de operações, nomeadamente, de contingência, em função das MIFA, é essencial para gerar a credibilidade (nesses planos de operações), a confiança (no processo de decisão e de planeamento) e daí o comprometimento (nas decisões) por parte dos intervenientes nos níveis estratégico-político e estratégico-militar.
The "new structural paradigm" of the Portuguese Armed Forces (PAF), designed in the 2021/22 legislative reform, is based on strengthening the unity of command in the Chief of the General Staff of the Armed Forces (CEMGFA) in order to increase the PAF's responsiveness. However, the legislative framework of the reform did not explicitly establish a decision-making and planning process consistent with the specific missions of the PAF (MIFA). The organization change posed by this "new paradigm" is not immune to challenges and risks in its adaptation and consolidation, notably in the internal rebalancing of the roles and responsabilities of the organs, to overcome the challenge of cohesion in planning and operational employment, and in the coordination mechanisms between PAF organs, which are structuring for the agility in the decision-making process and the continuity in operations planning. The research findings indicate that collaborative planning to develop operation plans, namely contingency plans, based on MIFA, is essential to generate credibility (through those plans), confidence building (through tailored decision-making and planning process), and thus cohesive commitment (through commensurate decisions) to increase the PAF's responsiveness.
The "new structural paradigm" of the Portuguese Armed Forces (PAF), designed in the 2021/22 legislative reform, is based on strengthening the unity of command in the Chief of the General Staff of the Armed Forces (CEMGFA) in order to increase the PAF's responsiveness. However, the legislative framework of the reform did not explicitly establish a decision-making and planning process consistent with the specific missions of the PAF (MIFA). The organization change posed by this "new paradigm" is not immune to challenges and risks in its adaptation and consolidation, notably in the internal rebalancing of the roles and responsabilities of the organs, to overcome the challenge of cohesion in planning and operational employment, and in the coordination mechanisms between PAF organs, which are structuring for the agility in the decision-making process and the continuity in operations planning. The research findings indicate that collaborative planning to develop operation plans, namely contingency plans, based on MIFA, is essential to generate credibility (through those plans), confidence building (through tailored decision-making and planning process), and thus cohesive commitment (through commensurate decisions) to increase the PAF's responsiveness.
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Keywords
Processo de decisão e de planeamento Planeamento de operações Unidade de comando Decision-making and planning process Operations planning Unity of command