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We are at a critical juncture in world politics. Nuclear strategy and policy have risen to the top of the global policy agenda, and issues ranging from a nuclear Iran to the global zero movement are generating sharp debate. The historical origins of our contemporary nuclear world are deeply consequential for contemporary policy, but it is crucial that decisions are made on the basis of fact rather than myth and misapprehension. In Nuclear Statecraft, Francis J. Gavin challenges key elements of the widely accepted narrative about the history of the atomic age and the consequences of the nuclear revolution. On the basis of recently declassified documents, Gavin reassesses the strategy of flexible response, the influence of nuclear weapons during the Berlin Crisis, the origins of and motivations for U.S. nuclear nonproliferation policy, and how to assess the nuclear dangers we face today. In case after case, he finds that we know far less than we think we do about our nuclear history. Archival evidence makes it clear that decision makers were more concerned about underlying geopolitical questions than about the strategic dynamic between two nuclear superpowers. Gavin's rigorous historical work not only tells us what happened in the past but also offers a powerful tool to explain how nuclear weapons influence international relations. Nuclear Statecraft provides a solid foundation for future policymaking.
Was Britain's implementation of NATO strategy credible? After the adoption of Flexible Response in 1967 NATO relied on conventional forces to defend the West. Britain had a central role in NATO's plans, but was British defense planning adequate for the task? How did the Government plan for the use of the conventional Armed Forces for the range of operations it was committed to? How were the Armed Forces to be mobilized, and what was the detail of the planning for mobilization? In 1967 MC14/3 was adopted as the overall strategic concept by NATO. It relied on an escalatory deterrence, from conventional through tactical nuclear strikes to strategic nuclear attack. This is commonly known as Flexible Response and replaced NATO's trip-wire response. The declared principal of the strategic concept was to reduce the chance of mistakenly starting a nuclear war, meeting force with like force, and raising the nuclear threshold in the event of actual war. By using newly available documents from British and other archives, this volume will show that far from being a flexible strategy, in the event of a war it was doomed to failure. The concept was compromised by the failure of the Alliance members to provide one of the main legs of the conventional deterrent - sustainability. This book analyses the paradox between the public face of defense policy and the practice. The book assesses whether the planning would have worked, and what would have happened in Europe if war had broken out. To answer this question the research looks at the conflicts in the Falklands and the Gulf to assess the feasibility of the plans in place. Elements upon which British defense depended were still being built more than twenty years after the new strategy was adopted. Defense policy in Britain was concerned less with the threats the country faced than with just how little could be spent on defense.
When Strategies of Containment was first published, the Soviet Union was still a superpower, Ronald Reagan was president of the United States, and the Berlin Wall was still standing. This updated edition of Gaddis' classic carries the history of containment through the end of the Cold War. Beginning with Franklin D. Roosevelt's postwar plans, Gaddis provides a thorough critical analysis of George F. Kennan's original strategy of containment, NSC-68, The Eisenhower-Dulles "New Look," the Kennedy-Johnson "flexible response" strategy, the Nixon-Kissinger strategy of detente, and now a comprehensive assessment of how Reagan - and Gorbechev - completed the process of containment, thereby bringing the Cold War to an end. He concludes, provocatively, that Reagan more effectively than any other Cold War president drew upon the strengths of both approaches while avoiding their weaknesses. A must-read for anyone interested in Cold War history, grand strategy, and the origins of the post-Cold War world.
Deterrence as a strategic concept evolved during the Cold War. During that period, deterrence strategy was aimed mainly at preventing aggression against the United States and its close allies by the hostile Communist power centers--the Union of Soviet Socialist Republics (USSR) and its allies, Communist China and North Korea. In particular, the strategy was devised to prevent aggression involving nuclear attack by the USSR or China. Since the end of the Cold War, the risk of war among the major powers has subsided to the lowest point in modern history. Still, the changing nature of the threats to American and allied security interests has stimulated a considerable broadening of the deterrence concept. Post-Cold War Conflict Deterrence examines the meaning of deterrence in this new environment and identifies key elements of a post-Cold War deterrence strategy and the critical issues in devising such a strategy. It further examines the significance of these findings for the U.S. Navy and Marine Corps. Quantitative and qualitative measures to support judgments about the potential success or failure of deterrence are identified. Such measures will bear on the suitability of the naval forces to meet the deterrence objectives. The capabilities of U.S. naval forces that especially bear on the deterrence objectives also are examined. Finally, the book examines the utility of models, games, and simulations as decision aids in improving the naval forces' understanding of situations in which deterrence must be used and in improving the potential success of deterrence actions.
General Maxwell Taylor served at the nerve centers of US military policy and Cold War strategy and experienced firsthand the wars in Korea and Vietnam, as well as crises in Berlin and Cuba. Along the way he became an adversary of President Dwight D. Eisenhower's nuclear deterrence strategy and a champion of President John F. Kennedy's shift toward Flexible Response. Taylor also remained a public critic of defense policy and civil-military relations into the 1980s and was one of the most influential American soldiers, strategists, and diplomats. However, many historians describe him as a politicized, dishonest manipulator whose actions deeply affected the national security establishment and had lasting effects on civil-military relations in the United States. In Maxwell Taylor's Cold War: From Berlin to Vietnam, author Ingo Trauschweizer traces the career of General Taylor, a Kennedy White House insider and architect of American strategy in Vietnam. Working with newly accessible and rarely used primary sources, including the Taylor Papers and government records from the Cold War crisis, Trauschweizer describes and analyzes this polarizing figure in American history. The major themes of Taylor's career, how to prepare the armed forces for global threats and localized conflicts and how to devise sound strategy and policy for a full spectrum of threats, remain timely and the concerns he raised about the nature of the national security apparatus have not been resolved.
Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.
How to close the gap between strategy and execution Two-thirds of executives say their organizations don’t have the capabilities to support their strategy. In Strategy That Works, Paul Leinwand and Cesare Mainardi explain why. They identify conventional business practices that unintentionally create a gap between strategy and execution. And they show how some of the best companies in the world consistently leap ahead of their competitors. Based on new research, the authors reveal five practices for connecting strategy and execution used by highly successful enterprises such as IKEA, Natura, Danaher, Haier, and Lego. These companies: • Commit to what they do best instead of chasing multiple opportunities • Build their own unique winning capabilities instead of copying others • Put their culture to work instead of struggling to change it • Invest where it matters instead of going lean across the board • Shape the future instead of reacting to it Packed with tools you can use for building these five practices into your organization and supported by in-depth profiles of companies that are known for making their strategy work, this is your guide for reconnecting strategy to execution.