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Defining Success Factors Within Stability Operations
 
Medics from the U.S. Army's 212th Combat Support Hospital and the United Kingdom's 208th Field Hospital (Liverpool), rush a simulated casualty to an awaiting ambulance for evacuation during Operation Starlight, a joint medical training exercise  (Photo: SFC Christopher Fincham)  

 

DEFINING COMMAND, LEADERSHIP, AND MANAGEMENT SUCCESS FACTORS
WITHIN STABILITY OPERATIONS

Major Dave Felder
British Royal Marines

The views expressed in the document are those of the author and do not necessarily reflect the official policy or position of the U.S. Army War College, the U.S. Army Peacekeeping and Stability Operations Institute, the U.S. Department of the Army, the Royal Marines, the U.S. Department of Defense, the U.K. Ministry of Defence, or the U.S. or U.K. Governments.

 

SUMMARY

This monograph begins with some definitions of Stability Operations used to provide a framework upon which to base the study. Next follows a key discussion about getting things done, using a conceptual framework of Command, Leadership, and Management.

Three case studies from the Balkans, Iraq, and Afghanistan provide analyses of organizations involved in stability operations. The paper concludes with strategic, operational, and tactical examinations of operations, identifying both success and failure significant to this major strategic problem.


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This page last updated on 11 August 2011.

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