Retired U.S. Army Colonel Don Snider and his colleagues draw upon a time-honored West Point tradition to help business managers and other leaders boost morale and engagement during tough times.
The successful application of national military strategy depends upon the existence of a balanced, flexible military establishment; a national force structured, manned, equipped, and trained to execute the broad range of potential missions that exist in the post-cold war world. With this in mind, the national leaders of the previous administration developed a concept for a military that was considerably smaller; but well-equipped, highly trained, and capable of rapid response to a number of probable scenarios in the final decade of the 20th century. The author's masterful assessment of the processes by which these plans for the future state of America's armed forces were developed is a valuable addition to the literature on strategy formulation. Working with a great deal of original source material, he is able to illuminate the critical series of events that resulted in the development of the National Military Strategy of the United States and the "base force." He comments upon the roles played throughout this process by the Secretary of Defense, by the Chairman of the Joint Chiefs of Staff, and by the Service Chiefs. He assesses the extent to which the "build-down" has been achieved since the concept was approved, and how the process was affected by the Gulf War, domestic needs, and, to a lesser degree, by a change in administrations.
As with the post-Cold War downsizing during the Clinton administration in the late 1990s, one critical challenge for the U.S. Army centers on the qualitative, institutional character of the Army after the reductions-will it manifest the essential characteristics and behavior of a military profession with soldiers and civilians who see themselves sacrificially called to vocation and its service to country within a motivating professional culture that sustains a meritocratic ethic, or will the Army's character be more like any other government occupation in which its members view themselves as filing a job, motivated mostly by the extrinsic factors of pay, location, and work hours? In mid-2010, the Secretary of the Army and the Chief of Staff directed the Commanding General, Training and Doctrine Command, then General Martin Dempsey, to undertake a broad campaign of learning, involving the entire Department. The intent was to think through just it means for the Army to be a profession...
Retired U.S. Army Colonel Don Snider and his colleagues draw upon a time-honored West Point tradition to help business managers and other leaders boost morale and engagement during tough times.
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