Military Crisis Management Operations by NATO and the EU


Book Description

This book analyzes both NATO’s and the EU’s military crisis management operations and provides an explanation for the fact that it is sometimes NATO, sometimes the EU, and sometimes both international organizations that intervene militarily in a conflict. In detailed case studies on Libya, Chad/Central African Republic, and the Horn of Africa, Claudia Fahron-Hussey shows that the capabilities and preferences of the organizations matter most and the organizations’ bureaucratic actors influence the decision-making process of the member states.







Measuring what Matters in Peace Operations and Crisis Management


Book Description

The international community has become increasingly interested in measuring the effectiveness of its activities in war-affected environments. This interest is partially motivated by a need to calculate the costs of these very expensive ventures and partially by the recognition that activities have not always been successful. While stakeholders are interested in measuring the effectiveness of their work in places like Afghanistan, they may be reticent to discover that their military, policing, and humanitarian activities are ineffectual or, worse, have had negative effects on recipient populations recovering from armed conflicts. Sarah Jane Meharg analyses why various mechanisms - results-based management, measures of effectiveness, log frames, essential task matrices - are used in attempts to reduce complex intervention activities to simple success stories. She argues that the stakeholders involved could benefit from a deeper understanding of the theories, concepts, philosophies, and assumptions of other stakeholders in the peace operations and crisis management environment. She suggests ways to achieve this understanding through the strategic exercise of measuring effectiveness in relation to organizational requirements and recipient population's priorities in post-conflict societies.Measuring What Matters in Peace Operations and Crisis Managementprovides policy advice on stakeholder approaches and advances the thinking on measuring progress in general. Primary field research for this book was conducted by Canada's Pearson Peacekeeping Centre.




Managing Crises


Book Description

From floods to fires, tornadoes to terrorist attacks, governments must respond to a variety of crises and meet reasonable standards of performance. What accounts for governments’ effective responses to unfolding disasters? How should they organize and plan for significant emergencies? With fifteen adapted Kennedy School cases, students experience first-hand a series of large-scale emergencies and come away with a clear sense of the different types of disaster situations governments confront, with each type requiring different planning, resourcing, skill-building, leadership, and execution. Grappling with the details of flawed responses to the LA Riots or Hurricane Katrina, or with the success of the Incident Management System during the Pentagon fire on 9/11, students start to see the ways in which responders can improve capabilities and more adeptly navigate between technical or operational needs and political considerations.




Army Leadership and the Profession (ADP 6-22)


Book Description

ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge.An ideal Army leader serves as a role model through strong intellect, physical presence, professional competence, and moral character. An Army leader is able and willing to act decisively, within superior leaders' intent and purpose, and in the organization's best interests. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the Army, military or civilian, is part of a team and functions in the role of leader and subordinate. Being a good subordinate is part of being an effective leader. Leaders do not just lead subordinates--they also lead other leaders. Leaders are not limited to just those designated by position, rank, or authority.




EU Foreign Policy and Crisis Management Operations


Book Description

This book explores the drivers of the EU’s recent forays into peace- and state-building operations. Since the Union’s European (now Common) Security and Defence Policy (ESDP/CSDP) became operational in 2003, the EU has conducted more than 20 civilian and military operations that broadly served to either deter aggression in host countries, and/or to build or strengthen the rule of law. This sudden burst of EU activity in the realm of external security is interesting from both a scholarly and a policy perspective. On one hand, institutionalised cooperation in the field of foreign, security and defence policy challenges the mainstream in IR theory which holds that in such sovereignty-sensitive areas cooperation would necessarily be limited. On the other hand, the sheer quantity of operations suggests that the ESDP may represent a potentially significant feature of global governance. In order to understand the drivers behind CSDP, EU Foreign Policy and Crisis Management Operations analyses the policy output in this area, including the operations conducted in the CSDP framework. Up until now, many studies inferred the logic behind CSDP from express intentions, institutional developments and (the potential of) pooled capabilities. By mining the rich data that CSDP operations represent in terms of the motives and ambitions of EU governments for the CSDP, this book advances our understanding of the framework at large. This book will be of much interest to students of European Security, EU policy, peacebuilding, statebuilding, and IR.




Crisis Leadership


Book Description

"Nothing tests a leader like a crisis. The highly charged, dramatic events surrounding a crisis profoundly affect the people in an organization and can even threaten the organization's survival. But there are actions a leader can take before, during, and after a crisis to effectively reduce the duration and impact of these extremely difficult situations. At its center, effective crisis leadership is comprised of three things - communication, clarity of vision and values, and caring relationships. Leaders who develop, pay attention to, and practice these qualities go a long way toward handling the human dimension of a crisis. In the end, it's all about the people."




Influence and Escalation


Book Description

Technology-enabled influence operations, including disinformation, will likely figure prominently in adversary efforts to impede U.S. crisis response and alliance management in high-risk, high-impact scenarios under a nuclear shadow. Both Russia and China recognize their conventional military disadvantage vis-à-vis conflict with the United States. As a result, both nations use sub-conventional tactics and operations to support their preferred strategies for achieving favorable outcomes while attempting to limit escalation risks. Such strategies include an array of activities loosely identified as influence operations, focused on using and manipulating information in covert, deniable, or obscure ways to shape the strategic environment. This report presents eight scenarios—four focused on Russia and four focused on China—that invite potential escalation risks and demonstrate how the tools and tactics of influence operations could be employed to challenge detection, response, and crisis management. It explores a range of potential escalatory pathways and destabilizing consequences if adversary influence operations engage strategic interests and targets in high-risk scenarios and identifies key takeaways and recommendations for policymakers to better identify and defend against adversary influence operations.




Enhancing Organizational Performance


Book Description

Total quality management (TQM), reengineering, the workplace of the twenty-first centuryâ€"the 1990s have brought a sense of urgency to organizations to change or face stagnation and decline, according to Enhancing Organizational Performance. Organizations are adopting popular management techniques, some scientific, some faddish, often without introducing them properly or adequately measuring the outcome. Enhancing Organizational Performance reviews the most popular current approaches to organizational changeâ€"total quality management, reengineering, and downsizingâ€"in terms of how they affect organizations and people, how performance improvements can be measured, and what questions remain to be answered by researchers. The committee explores how theory, doctrine, accepted wisdom, and personal experience have all served as sources for organization design. Alternative organization structures such as teams, specialist networks, associations, and virtual organizations are examined. Enhancing Organizational Performance looks at the influence of the organization's norms, values, and beliefsâ€"its cultureâ€"on people and their performance, identifying cultural "levers" available to organization leaders. And what is leadership? The committee sorts through a wealth of research to identify behaviors and skills related to leadership effectiveness. The volume examines techniques for developing these skills and suggests new competencies that will become required with globalization and other trends. Mergers, networks, alliances, coalitionsâ€"organizations are increasingly turning to new intra- and inter-organizational structures. Enhancing Organizational Performance discusses how organizations cooperate to maximize outcomes. The committee explores the changing missions of the U.S. Army as a case study that has relevance to any organization. Noting that a musical greeting card contains more computing power than existed in the entire world before 1950, the committee addresses the impact of new technologies on performance. With examples, insights, and practical criteria, Enhancing Organizational Performance clarifies the nature of organizations and the prospects for performance improvement. This book will be important to corporate leaders, executives, and managers; faculty and students in organizational performance and the social sciences; business journalists; researchers; and interested individuals.




Crisis Leadership


Book Description

The text presents a systematic, behavioral model that underlies crisis management, showing which personality functions are required for managing and preparing for major crises. The book discusses the extreme importance of Emotional IQ in handling, responding, and preparing for any crisis. Crisis Leadership presents the findings from new national surveys and new concrete, easy-to-understand models for implementing programs of proactive leadership. The combination of models-including a comprehensive look at what happens before, during, and after a crisis-creates a truly integrated and systematic approach.