Military Review №2 2019
09.03.2019, 12:24

Military Review

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 Год / месяц: 2019/3-4

Номер: 2
Страниц: 148
Язык: Английский
Формат: PDF -  52 MB

The Military Review provides an established and well regarded Army forum to stimulate original thought and debate on topics related to the art and science of land warfare.

6 Zimbabwe’s Coup
Net Gain or No Gain?
Ambassador Linda Thomas-Greenfield, Retired
Ambassador D. Bruce Wharton, Retired
Two retired members of the Senior Foreign Service of the United States provide an insightful look at the recent coup in Zimbabwe and then discuss that country’s future specifically and the efficacy of coups in general.
18 Love Ballads, Carnations, and Coups
Ozan Varol
A chapter from the author’s The Democratic Coup d’État analyzes instances of military coups conducted by establishment military forces that had the intended result of producing democracy in the nations in which the coups occurred, with some success.
28 Time, Power, and Principal-Agent Problems
Why the U.S. Army is Ill-Suited for Proxy Warfare Hotspots
Maj. Amos C. Fox, U.S. Army
Proxy wars are arguably the most common operating environments in modern war, according to this DePuy Writing Contest honorable mention recipient, but the United States has a poor understanding of how to achieve success in these environments.
43 Leveraging the Force
Rapid Transformation for a Combined
Support Area Command Post
Brig. Gen. Thomas R. Drew, U.S. Army
Maj. Charles G. Fyffe, U.S. Army
The 2nd Infantry Division/Republic of Korea-U.S. Combined Division (2ID/RUCD) established a support area command post and executed a proof of principle to demonstrate its feasibility along with verifying the combined requirements that are inherent to 2ID/RUCD as the only combined division in the U.S. Army. The authors summarize their experiences and lessons learned during this endeavor.
54 Thriving in Uncertainty
From Predictive- to Probability-Based Assessments
Lt. Col. Michael J. Adamski, U.S. Army
Lt. Col. Scott Pence, U.S. Army
The authors review current doctrine to highlight the clear mandate for mission and operational environment analysis that incorporates chance and uncertainty, and assert that this mandate is not observed in the operational force. They then introduce assessment formats that embrace uncertainty and probability.
64 Recruiting, Vetting, and Training Police Forces in Postconflict Environments
Brig. Gen. John F. Hussey, U.S. Army Reserve
An experienced military police officer contends that successful stability operations in postconflict environments begin with security provided by a democratically trained and functional police force.
74 The Development and Creation of the Afghanistan National Army Territorial Forces
Maj. Brad Townsend, U.S. Army
The lead planner for the creation of the Afghanistan National Army Territorial Forces discusses how its development is a significant demonstration of the growing ability of the Afghanistan Ministry of Defense to develop and execute complex logistical and structural chang
82 We’re Confused, Too
A Historical Perspective for Discussion of “Land Ahead”
Col. Eran Ortal, Israel Defense Forces
An Israeli officer summarizes the progression of military revolutions throughout history, assesses the development of the Israel Defense Forces in a historical context, and discusses how his think tank used design theory to create the “Land Ahead” transformation framework for the Israeli ground forces.
100 Integrating Information Warfare
Lessons Learned from Warfighter Exercise 18-2
Lt. Col. Jonathan Rittenberg, U.S. Army
Maj. Mike Barry, U.S. Army
Maj. Daniel Hickey, U.S. Army
Maj. Bryan Rhee, U.S. Army
Capt. Holly Cross, U.S. Army
Five I Corps staff officers share their lessons learned during a recent Warfighter exercise regarding information operations and provide a model for the U.S. Army to integrate information-related capabilities for use against near-peer adversaries in future conflicts.
108 Where Field Grade Officers Get Their Power
Col. Robert T. Ault, U.S. Army
Jack D. Kem, PhD
The authors discuss how field grade officers draw their “organizational power,” or influence, in order to successfully solve problems, build teams, and develop leaders.

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