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page updated 4 Jan 2010


You should not have a favorite weapon.
--- Miyamoto Musashi, A Book of Five Rings

If there is one attitude more dangerous than to assume that a future war will be just like the last one, it is to imagine that it will be so utterly different that we can afford to ignore all the lessons of the last one.
--- MRAF Sir John C. Slessor

Adherence to dogmas has destroyed more armies and cost more battles than anything in war.
--- J.F.C. Fuller

We are what we repeatedly do. Excellence, then, is not an act, but a habit.
--- Aristotle

To make no mistakes is not in the power of man; but from their errors and mistakes the wise and good learn wisdom for the future.
--- Plutarch, Greek biographer & moralist (46 AD - 120 AD)

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  • Airborne Raids, by Col Joshua Shani, in Air University Review
    • discusses Dragon Rouge, Son Tay, Mayaguez, Entebbe, and other raids
    • Col Shani flew the lead ship in the Entebbe raid

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  • See also Abu Ghraib on AWC Military Law page

  • See also tipping point on Military Theory page

  • See also cultural awareness & cross-cultural communication

  • Behavioural Conflict: From General to Strategic Corporal: Complexity, Adaptation and Influence, by Mackay and Tatham, Shrivenham Paper number 9, Defence Academy of the United Kingdom, Dec 2009

  • Educating the Strategic Corporal: a Paradigm Shift (local copy), by Stringer, in Military Review, Sep-Oct 2009
    • The U.S. military assumes that commissioned officers, based upon their level of education and hierarchical roles, will bear the main weight of interagency and intercultural interactions in current and future stability and counterinsurgency operations. That hypothesis is wrong because the era of the “strategic corporal” is upon us.
    • Post-Cold War military operations are highly decentralized, requiring men and women at all levels throughout the force to exercise complex leadership and management tasks. In the new world disorder, everybody—NCO, officer, and Soldier—not just the best and the brightest destined for generalship—requires a crucial degree of profes­sional military competence.
    • Given the ongoing changes from training to education, now is the time to add language instruction, cultural education, and interagency exchange programs to the portfolio.

  • Custer in Cyberspace (local copy), by Gompert and Kugler, Defense Horizons number 51, Feb 2006
    • One of the consequences of the network revolution and corresponding distribution of authority is that many more persons up and down the ranks will be making combat decisions than compared to the days of centralized command and control. Power is migrating from headquarters “to the edge.” Therefore, it is essential to foster battle-wisdom not just for senior officers but also for the junior officers and noncommissioned officers leading units in the field.

  • The Strategic Corporal and the Emerging Battlefield: the Nexus between the USMC's Three Block War Concept and Network Centric Warfare, by Szepesy, Mar 2005 thesis, The Fletcher School, Tufts University -- includes Fallujah Case Study

  • The Strategic Corporal: Leadership in the Three Block War (local copy), by Krulak, in Marines Magazine, January 1999, as posted on the USMC Commandant's Page
    • The lines separating the levels of war, and distinguishing combatant from "non-combatant," will blur, and adversaries, confounded by our "conventional" superiority, will resort to asymmetrical means to redress the imbalance. Further complicating the situation will be the ubiquitous media whose presence will mean that all future conflicts will be acted out before an international audience.
    • The inescapable lesson of Somalia and of other recent operations, whether humanitarian assistance, peace-keeping, or traditional warfighting, is that their outcome may hinge on decisions made by small unit leaders, and by actions taken at the lowest level.
    • How do we prepare Marines for the complex, high-stakes, asymmetrical battlefield of the three block war? ... The first step of the process is unchanged. Bold, capable, and intelligent men and women of character are drawn to the Corps, and are recast in the crucible of recruit training, where time honored methods instill deep within them the Corps' enduring ethos. Honor, courage, and commitment become more than mere words.
    • An institutional commitment to lifelong professional development is the second step on the road to building the Strategic Corporal.
    • Leadership, of course, remains the hard currency of the Corps, and its development and sustainment is the third and final step in the creation of the Strategic Corporal.

  • Cultivating Intuitive Decisionmaking (local copy), by Krulak, in Marine Corps Gazette, May 1999, as posted on the USMC Commandant's Page

    • Marines involved in these amorphous conflicts will be confronted by the entire spectrum of tactical challenges in the span of a few hours and, potentially, within the space of three contiguous city blocks. Thus, we refer to this phenomenon as the "three block war." Success or failure will rest, increasingly, with the individual Marine on the ground -- and with his or her ability to make the right decision, at the right time, while under extreme duress. Without direct supervision, young Marines will be required to make rapid, well-reasoned, independent decisions while facing a bewildering array of challenges and threats. These decisions will be subject to the harsh scrutiny of both the media and the court of public opinion. In many cases, the individual Marine will be the most conspicuous symbol of American foreign policy. His or her actions may not only influence the immediate tactical situation, but have operational and strategic implications as well. If we accept the maxim "battles are won and lost [first] in the mind of the commanders," we can safely assume that the three block war, may very well be won or lost in the minds of our "strategic corporals."

  • Strategic Scouts for Strategic Corporals (local copy), by Sargent, in Military Review, Mar-Apr 2005 - FAOs as a possible solution to some of the cultural awareness needs

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