Why Civilian Agencies Need Military-Style Communication

One of the most powerful lessons I carried from the Army into my civilian work with veterans is the value of structured communication protocols. In the military, we use formats like the five-paragraph operations order (OPORD), which outlines mission intent, execution, service support, and command signals in a standardized way. This structure ensures that everyone, from the newest private to the most seasoned commander, receives the same information and understands their role. When adapted for civilian agencies, this method can reduce ambiguity and help teams align on priorities and timelines. For example, a city department managing emergency response could benefit from a simplified briefing format that includes objectives, roles, communication channels, and contingencies.

Translating this approach to public service is not about applying rigid doctrine but about adopting consistency. Local governments often suffer from fragmented communication between departments or between leadership and staff. Using a consistent briefing or tasking model, even informally, can clarify expectations and reduce the need for constant follow-ups. Clear roles and responsibilities prevent duplication of effort and ensure that resources are deployed efficiently. In my experience supporting veterans through complex benefit claims, these communication habits have helped streamline coordination between agencies like the VA, nonprofits, and local housing authorities.

Intent-Driven Leadership: Explaining the "Why"

Military orders are not just about telling someone what to do - they always include the commander's intent. This concept gives personnel the broader purpose behind a mission, allowing them to make decisions in real time when conditions change. In public service, staff often become disengaged when they are handed tasks without understanding their significance. By explaining the "why," leaders can foster ownership and initiative within their teams. For example, a sanitation worker who knows their route is critical to public health during a heat wave is more likely to prioritize effectively and report hazards proactively.

Commander's intent also supports adaptability. In the military, if communications break down or plans fail, personnel can fall back on intent to guide their actions. In civilian operations, especially in crisis scenarios like natural disasters, this principle is equally valuable. If city staff understand the overarching goal - such as maintaining public safety or restoring essential services - they can make informed decisions without waiting for orders. Research from the U.S. Army War College supports this model, highlighting how intent-based leadership improves performance under uncertainty (Mattis and Hoffman 2016)¹.

Confirmation: Closing the Loop on Communication

In the Army, we don't assume that a message was understood just because it was delivered. We use confirmation techniques like backbriefs and read-backs, where the receiver repeats their understanding of the task. This simple practice prevents errors before they occur. In civilian agencies, meetings often end with vague agreements and little follow-up. By asking staff to restate tasks or write down their next steps, leaders can increase accountability and surface misunderstandings early.

One practical tool is the "three-way communication" model used in high-reliability organizations such as hospitals and nuclear plants. This involves the sender delivering a message, the receiver repeating it back, and the sender confirming it. The Veterans Health Administration adopted this model to reduce clinical errors, and the results were significant (Joint Commission 2022)²