Examining U.S. Navy SEALs Through Cognitive Resources Theory (CRT)

Abstract

Drawing upon Cognitive Resources Theory (CRT), this article examines the collective performance and leadership effectiveness of U.S. Navy SEALs. CRT postulates that stress runs contrary to rationality. It impedes the capacity of a group to operate logically and analytically, and it affects both leadership and group performance. “Cognitive resources” designate the combined skills of group members and the leader's experience and decision-making faculties. An important conclusion is that “cognitive resources” are vital to the Navy SEALs. In addition to being intelligent, experienced, and skilled, SEAL leaders have to be supported by their teams. Indeed, responsible group performance is mirrored in unparalleled selflessness that is observed, for example, in the Navy SEAL Team Six—the one that killed Osama bin Laden. CRT also posits that effective leaders must be able to withstand high stress. Under these circumstances, U.S. Navy SEALs, as a whole, must have adequate “cognitive resources.”