Adam,

I think a good way to approach this problem is to list all of the tasks that are required to achieve X. Start breaking out the collective tasks and the individuals tasks, and have your group start assigning individuals to those tasks. As all those individuals are executing task Y, who is left to coordinate those efforts towards a broader goal and do the research and deliberate analysis of the next problem. I would suggest using a task specific to an operation or a field problem.

It only takes a very small analysis to see that the responsibilities of the platoon sergeant alone are so great that they will not have the time nor the resources to conduct the cranial rigor to synchronize the platoon for long-term operations. If you’ve ever seen a Mortar PSG try to coordinate and then execute the receiving of ammo, you will see that this tasks is significant enough that they don’t have time to worry about what the ‘next objective’ is. The Officer does.

A lot of great discussion points to be had on responsibility of being an officer, and how they inherently act as force multipliers for the Soldiers that execute tasks.

Attached are references I received on officership, a few chapters from “The Armed Forces Officer” by S.L.A Marshall and “Defining Organizational Vision” by Kevin Gentzler. Short reads.