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Discusses how to plan a staff ride of a battlefield, such as a Civil War battlefield, as part of military training. This brochure demonstrates how a staff ride can be made available to military leaders throughout the Army, not just those in the formal education system.
A pioneering work in British military history, originally published in 1972, this book is both scholarly and entertaining. Although the book concentrates on a single institution, it illuminates a much wider area of social and intellectual change. For the Army the importance of the change was enormous: in 1854 there was neither a Staff College nor a General Staff, and professional education and training were largely despised by the officers: by 1914 the College could justly be described as ‘a school of thought’ while the officers it had trained were coming to dominate the highest posts in Commands and on the General Staff.
The manual describes the general strategy for the U.S. Marines but it is beneficial for not only every Marine to read but concepts on leadership can be gathered to lead a business to a family. If you want to see what make Marines so effective this book is a good place to start.
This study examines the observations of U.S. military personnel who attended India's Defence Services Staff College (DSSC) at Wellington. Although the DSSC is a tri-service professional military education institution, this study focuses primarily on the Indian Army, the largest and most influentialmilitary service in India. Collectively, U.S. personnel at the DSSC had sustained interactionsover an extended period of time with three distinct groups of Indian Army officers: seniorofficers (brigadier through lieutenant general), senior midlevel (lieutenant colonel and colonel),and junior midlevel (captain and major). The study focuses on the attitudes and values of theIndian Army officer corps over a 38-year period, from 1979 to 2017, to determine if there waschange over time, and if so, to understand the drivers of that change.