The answer is "a bad week for the casino"—but you'd never guess why. But when scheduling conflicts caused the hotel arrangements to fall through just a few months before, the conference's organizers were left scrambling to find an alternative destination that could accommodate the crowd—and ended up settling on Las Vegas's MGM grand. Clocking in at 5, rooms, the Grand is the largest standalone hotel in the US—making it a convenient landing place for such a big and unexpectedly uprooted conference.
In addition to this paper, the DTD has also developed more detailed "focus" papers that share insights and best practices for various specific challenges such as mission command and cross-domain synergy, assessments, CCIR development and reporting, and lethal and nonlethal integration observed at joint headquarters.
All of these papers are unclassified for broad accessibility. Perspectives on Changing National Security Institutions local copyby DiBella, in Joint Force Quarterly, 2nd quarter The question remains as to what images will best fit national security organizations in an age that contains both evolving asymmetric threats and the potential for traditional threats.
Do we shift from a machine to a network or do we alter the properties of the machine? Either way generates change, but one could argue that only the former represents true transformation. The larger question is how we make such a transformation.
Given the political context of our national security apparatus, a dialectic framing of the task ahead seems appropriate. That means enlarging our capacity to resolve conflict. Both the opacity and multiplicity of organization theory contribute to the challenge of working in an interagency or joint environment.
It is best to recognize that in those contexts military leaders and civilian managers will have diverse and potentially contradictory views about what organizations are and how they can be changed.
Many of us are barely aware of our own theories much less those held by our counterparts who lead other organizations in an interagency or joint context.
That's not just the distant hope of open-source fans, it's the vision of James Stavridis, a highly accomplished Navy Admiral. Stavridis shares vivid moments from recent military history to explain why security of the future should be built with bridges rather than walls.
A Navy Admiral's thoughts on global security"] On Military Theory local copyby Vego, in Joint Force Quarterly, 3rd quarter All too often, the critical importance of military theory either is not well understood or is completely ignored by many officers.
A reason for this is their apparent lack of knowledge and understanding of the relationship between theory and practice and the real purpose of military theory. Many officers are also contemptuous of theory because they overemphasize the importance of technology Military Theory, Strategy, and Praxis local copyby Kipp and Grau, Military Review, Mar-Apr The enemy will always have a vote.
Praxis attempts to make it an insignificant one. Theory and strategy should be about the ends, ways, and means to counter that enemy and adapt to his changes. Praxis should direct future strategic choices, and technology should enhance the conduct of political and military conflict.
Ministry of Defence Joint Doctrine Pub 04, UnderstandingDec Understanding provides the context for the decision-making process which informs the application of national power. The purpose of understanding is to equip decision-makers at all levels with the insight and foresight required to make effective decisions as well as manage the associated risks and second and subsequent order effects.
The human domain concerns the interaction between human actors, their activity and their broader environment. It is defined as the totality of the human sphere of activity or knowledge. This broad environment is shaped by 4 principal factors: The human domain framework considers these 4 areas as environments cultural, institutional, technological and physical to capture the interaction between human actors and their wider environment.
Actors must be set within their cultural, institutional, technological and physical environments to provide the appropriate context for developing understanding.
Most military organizations and their leaders attempt to impose prewar conceptions on the war they are fighting rather than adapting their assumptions to reality. They adapt only after great losses in men and national treasure.
Effective military organizations adapt their prewar assumptions and concepts to reality. This inherent tension between the creation of disciplined, obedient military organizations, responsive to direction from above, and the creation of organizations adaptive to a world of constant change makes military innovation in peacetime and adaptation in war so difficult.
Be skeptical of systems analysis, computer models, game theories, or doctrines that suggest otherwise.
On Metaphors We Are Led By local copyby Paparone, in Military Review, Nov-Dec With the clever and often hidden use of metaphors, the most effective thought leaders indoctrinate others to grasp and communicate the intractable or instrutable.Europa Universalis IV, Crusader Kings 2, and Total War: Shogun 2 are probably your best bets out of the 8 options considered.
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On Grand Strategy has ratings and 67 reviews. Marks54 said: John Gaddis is a great scholar. His biography of Kennan is a fine book. His books on the /5. AGCapital Real Estate Holding Company. After more than a decade of experience, Address Group has affirmed itself as the largest Bulgarian holding company investing in businesses related to real estate.
Grand Strategy; Homeland Security; Legal Issues; See all; Presidential Administrations To visit Libya in recent months is to encounter a country holding its breath, caught in the throes of abeyance and a deep foreboding.
Proponents of this approach argue that only elections can produce a new government with the popular backing needed to. Chapter 3 grand strategy 1.
Ch: 3Grand Strategy 2. Meaning GRAND STRATEGIESGrand strategies are the decisions or choices of long term plans from available plombier-nemours.com strategies also called as master or corporate plombier-nemours.com is based on analysis of internal and external plombier-nemours.com direct the organization towards achievement .