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*Includes pictures *Explains the origins of the Maginot Line, its construction, and the World War II fighting around it *Includes online resources and a bibliography for further reading *Includes a table of contents "We could hardly dream of building a kind of Great Wall of France, which would in any case be far too costly. Instead we have foreseen powerful but flexible means of organizing defense, based on the dual principle of taking full advantage of the terrain and establishing a continuous line of fire everywhere." - Andre Maginot As the power of Nazi Germany grew alarmingly during the 1930s, the French sought means to defend their territory against the rising menace of the Thousand-Year Reich. As architects of the most punitive measures in the Treaty of Versailles following World War I, the French government made natural targets for Teutonic retribution, so the Maginot Line, a series of interconnected strongpoints and fortifications running along much of France's eastern border, helped allay French fears of invasion. The popular legend of the Maginot Line portrays the frontier defenses as a useless "white elephant" project that was prompted by a gross misapprehension of warfare's new realities in the mid-20th century and quickly overwhelmed by the forceful advance of the German blitzkrieg. English idiom today invokes this vision of the Maginot Line as a metaphor for any defensive measure strongly believed in but actually useless. Indeed, usages such as "Maginot Line mentality," describing an overly defensive, reactive mindset, perpetuate the legend. As a French author and military liaison with the British, Andre Maurois, wrote about his disillusionment with the defensive line he originally enthusiastically supported: "We know now that the Maginot line-complex was a dangerous disease of the mind; but I publish this as it was written in January, 1940." In reality, however, the actual Maginot Line proved considerably more functional than memory has served. The true flaw in French military strategy during the opening days of World War II lay not in reliance on the Maginot fortifications but in the army's neglect to exploit the military opportunities the Line created. In other words, the border defense performed as envisioned, but the other military arms supported it insufficiently to halt the Germans. The French Army squandered the opportunity not because the Maginot Line existed but because they failed to utilize their own defensive plan properly. Some French commentary contributed to the legend, but the bloviating of politicians altered nothing regarding the Maginot Line's actual purpose or history: "General Maurin, defended the status quo in these words: '[H]ow could one think that we are still thinking about an offensive when we have spent billions to establish a fortified barrier? Would we be mad enough to advance beyond this barrier to undertake some adventure?' [...] but the Maginot Line had never been conceived as a sort of Great Wall of China sealing France off from the outside world. Its purpose was to free manpower for offensive operations elsewhere." (Jackson, 2004, 27). In fact, a forgotten battle in the southeast of France, where four French divisions (later reduced to three by the redeployment of one northwards in a futile effort to stem the German tide) held off 32 Italian divisions thanks to the defensive power of the so-called "Little Maginot Line of the Alps," proved the soundness of both the concept and engineering. Though the Italians suffered from poor equipment and the meddling incompetence of Mussolini's personal "leadership," the fighting on the Alpine front brilliantly highlighted the Maginot Line's success as a "force multiplier." French soldiers held off brave but futile Italian attacks at odds of 8:1 or 10:1 in favor of the Italians for five days until an armistice with the Axis put an end to this undeniable display of the Maginot Line's effectiveness.
The Bulletin of the Atomic Scientists is the premier public resource on scientific and technological developments that impact global security. Founded by Manhattan Project Scientists, the Bulletin's iconic "Doomsday Clock" stimulates solutions for a safer world.
Research conducted over many years suggests that between 60 and 85 per cent of all information security incidents are the result of a lack of knowledge and/or understanding amongst an organisation's own people. And yet the great majority of money spent protecting systems is focused on creating technical defences against often exaggerated external threats. Angus McIlwraith's book explains how corporate culture affects perceptions of risk and information security, and how this in turn affects employee behaviour. He then provides a pragmatic approach for educating and training employees in information security and explains how different metrics can be used to assess awareness and behaviour. Information security awareness will always be an ongoing struggle against complacency, problems associated with new systems and technology, and the challenge of other more glamorous and often short-term priorities. Information Security and Employee Behaviour will help you develop the capability and culture that will enable your organisation to avoid or reduce the impact of unwanted security breaches. This second edition has been thoroughly updated throughout, incorporating other areas like anthropology and other non-technical disciplines which are making an impact on recent developments. It also explores the technology used to deliver communication, education and awareness, particularly in the areas of online delivery and recent developments such as ‘gamification’, as well as the ways in which the research, tools, techniques and methodologies relating to the measurement and change of organisational culture have matured.
Research suggests that between 60-75% of all information security incidents are the result of a lack of knowledge and/or understanding amongst an organization's own staff. And yet the great majority of money spent protecting systems is focused on creating technical defences against external threats. Angus McIlwraith's book explains how corporate culture affects perceptions of risk and information security, and how this in turn affects employee behaviour. He then provides a pragmatic approach for educating and training employees in information security and explains how different metrics can be used to assess awareness and behaviour. Information security awareness will always be an ongoing struggle against complacency, problems associated with new systems and technology, and the challenge of other more glamorous and often short term priorities. Information Security and Employee Behaviour will help you develop the capability and culture that will enable your organization to avoid or reduce the impact of unwanted security breaches.
Uniting broad, time-tested security principles and the author’s 35-plus years of experience with international security, intelligence, and foreign affairs, Understanding Personal Security: A Guide for Business Travelers offers a detailed yet practical framework on which to develop personal security awareness and training programs. As a critical resource for any travelers who may need to make fast, smart judgements in high-risk environments, this book helps readers analyze threats, threat actors, and the common adversarial characteristics, as well as the function of risk as a differentiating principle. This versatile text blends abstract organizing principles with street honed instincts, becoming equally valuable to security managers with previous experience and those corporate or non-profit organizations with employees in developing nations.
A challenge to the conventional wisdom surrounding financial risk, providing insight into why easy solutions to control the financial system are doomed to fail Finance plays a key role in the prosperity of the modern world, but it also brings grave dangers. We seek to manage those threats with a vast array of sophisticated mathematical tools and techniques of financial risk management. Too often, though, we fail to address the greatest risk--the peril posed by our own behavior. Jón Daníelsson argues that critical risk is generated from within, through the interactions of individuals and perpetuated by their beliefs, objectives, abilities, and prejudices. He asserts that the widespread belief that risk originates outside the financial system frustrates our ability to measure and manage it, and the likely consequences of new regulations will help alleviate small-scale risks but, perversely, encourage excessive risk taking. Daníelsson uses lessons from past and recent crises to show that diversity is the best way to safeguard our financial system.
A study detailing the historical, cultural and philosophical origins of French security policy since 1919. Chuter (Ministry of Defence, London) explains how and why security policy has developed since that time, arguing that the origins of current policy lie even further back in history and, through a cultural network of myths and symbolisms, continues to influence how the French perceive contemporary events--often to the bewilderment of Anglo-Saxon countries with a vastly different set of experiences. Annotation copyrighted by Book News, Inc., Portland, OR
A child's descent into madness was explored in Eye.
This comprehensive work provides a treasure trove of ways to seek, find, and use the power of will to gain an advantage over one's opponents in mental conflicts. Will has been-and always will be-the basis for succeeding in any conflict or competition. To win in a conflict or competition, decision-makers must comprehend the meaning and implications of will and successfully transform theories about it into practice. In the 21st century, it is especially important for military leaders and security professionals to comprehend will in sufficient depth to enable them to impose their will on other resisting entities and learn how to block or parry their adversaries' efforts to impose their will on them. This book will go a long way in helping decision-makers achieve these goals. Each chapter in this book addresses one of 14 elements that will help readers to use will successfully over their adversaries: life-force, purpose, strength of motive, capabilities, determination, perseverance, sacrifice, passion, advantage, disadvantage, imposition, action, assessment, and adaptation. The book also provides readers with 18 considerations that will serve them well in all types of conflicts. This book will be particularly beneficial to decision-makers in the military, law enforcement, and business, as well as attorneys and judges.