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This document defines a way US military leaders can prepare for and conduct military operations through the lens of cultural awareness. It provides a method for helping military commanders, staffs, and trainers engage successfully in any type of operation with an emphasis on postconflict stability operations. It also suggests modifications to the traditional intelligence preparation of the battlefield (IPB) and the military decisionmaking process (MDMP) to address the analytical difficulties posed by the conduct of military operations within and among different cultures. This study will be of interest to US Armed Forces and intelligence community personnel planning for or conducting operations in Arab and Middle East countries. It will also be of interest to any armed forces, law enforcement, or intelligence community personnel that need to assess the intentions, motivations, and decisionmaking styles of persons from other cultures.
One of the distinguishing characteristics of the Long War, as the Global War on Terrorism is now known, is the cultural environment in which it is being fought. In truth, however, the US Army has routinely operated in unfamiliar cultural environments throughout its long history. The conditions in the Middle East today may be the most difficult in a very long time, and the Army is making tremendous efforts to become more effective. Among the key points the author makes in this study is the need for leaders to understand how culture affects military operations. This study goes beyond our normal practice of offering insights from the past as it offers specific policy prescriptions for tomorrow. LTC Wunderle briefly touches on some of the historical roots of Iraqi and Middle Eastern culture, but he focuses primarily on cultural conditions in Iraq today. He also presents ideas for modifying a number of the US Army's military decisionmaking processes and training programs
Conducting the Global War on Terrorism (GWOT) and projecting United States (US) influence worldwide has meant an increasing number of US diplomats and military forces are assigned to locations around the world, some of which have not previously had a significant US presence. In the current security environment, understanding foreign cultures and societies has become a national priority. Cultural understanding is necessary both to defeat adversaries and to work successfully with allies. As indicated by recent experiences in Iraq, Afghanistan, and Somalia, understanding Islamic cultures is particularly important. This document defines a way US military leaders can prepare for and conduct military operations through the lens of cultural awareness. It provides a method for helping military commanders, staffs, and trainers engage successfully in any type of operation with an emphasis on postconflict stability operations. It also suggests modifications to the traditional intelligence preparation of the battlefield (IPB) and the military decisionmaking process (MDMP) to address the analytical difficulties posed by the conduct of military operations within and among different cultures. Initially, this research was undertaken to support military training conducted at the Joint Readiness Training Center (JRTC) and the National Training Center (NTC). In its final form, however, this research will serve to inform additional studies as well as projects, conferences, and training conducted throughout the Department of Defense (DOD), Department of State (DOS), and miscellaneous intelligence agencies. This study will be of interest to US Armed Forces and intelligence community personnel planning for or conducting operations in Arab and Middle East countries. It will also be of interest to any armed forces, law enforcement, or intelligence community personnel that need to assess the intentions, motivations, and decisionmaking styles of persons from other cultures.
The Serial Set contains the House and Senate Documents and the House and Senate Reports. This volume includes Senate Reports from 109th Congress, 2nd Session, 2006.
This book reports on the latest advances in understanding human cognition and its interplay with various cultural constructs, such as geographical, historical, sociological, and organizational cultures. It addresses researchers, scholars, and industry practitioners from diverse backgrounds, including sociology, linguistics, business, military science, psychology, human factors, neuroscience, and education. The book covers a wealth of topics, such as the analyses of historical events and intercultural competence, commercial applications of social-cultural science, the study of decision-making similarities (and differences) across cultures, Human, Social, Cultural Behavioral (HSCB) modeling and simulation technology, as well as social networks and studies on group communication. It also reports on real-world case studies relevant to cross-cultural decision making. The book aims at combining neurocognitive studies with studies from other relevant disciplines to develop a more holistic understanding of the decisions that people, groups, and societies make to improve the ability to forecast and plan for the future. The book is based on the AHFE 2016 International Conference on Cross-Cultural Decision Making (CCDM), held on July 27-31, 2016, in Walt Disney World®, Florida, USA.
After World War II, the United States military increasingly found itself involved in operations that have been described variously as limited wars, small wars, low intensity conflicts, operations other than war, support and stability operations, and the like. The most common name throughout much of the 1990s was "operations other than war" (OOTW). During this period there was an explosion of doctrinal material on the subject, including a 1993 official field manual listing six principles of OOTW: objective, unity of effort, legitimacy, perseverance, restraint and security. The author of the present work examines four successful OOTWs (the Greek Civil War, Lebanon, the Dominican Republic, and Nicaragua/Honduras) and four failed ones (Vietnam, Beirut, Somalia, and Haiti) and concludes there is a positive correlation between adherence to the principles and an operation's outcome.