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Category: JFQ

Jan. 10, 2018

Scipio Africanus and the Second Punic War: Joint Lessons for Center of Gravity Analysis

Scipio Africanus’s European and African campaigns during the Second Punic War serve as timeless lessons for joint force planners on how to conduct center of gravity (COG) analysis in support of theater and national military planning.

Jan. 10, 2018

The Need for an Innovative Joint Psychological Warfare Force Structure

There has never been a greater historical need and better opportunity to create a strategic joint influence organization and subsequent total joint influence force structure. A unified joint influence force would be able to support and defend the Nation’s strategic interests against all propaganda efforts coming from the likes of adversarial states and nonstate actors well into the foreseeable future.

Jan. 10, 2018

Multidomain Battle: Converging Concepts Toward a Joint Solution

As advancements in cyber continue to accelerate and proliferate across multiple domains, and as our potential adversaries adjust their strategies by utilizing these advancements asymmetrically in order to counter our strengths, we can no longer develop domain-specific solutions that require time and effort to synchronize and federate.

Jan. 9, 2018

The Bureaucratization of the U.S. Military Decisionmaking Process

Is risk management overemphasized in the decisionmaking process? Is caution more valued than boldness in action?

Jan. 9, 2018

Surfing the Chaos: Warfighting in a Contested Cyberspace Environment

To win in the new cyber-contested battles of the future, a combatant must still command, but let go of control and surf the chaos.

Jan. 9, 2018

The Power of Partnership: Security Cooperation and Globally Integrated Logistics

Logistics ought to be substantially integrated into security cooperation efforts, and security cooperation ought to be thoughtfully integrated into the discipline of logistics. While this premise may seem obvious, it is too often overlooked or misunderstood.

Jan. 9, 2018

Multidomain Battle: Time for a Campaign of Joint Experimentation

Concepts on the scale of multidomain battle (MDB) require a campaign of experimentation that provides compelling evidence for the concept by fleshing out its operational and institutional contexts.

Jan. 9, 2018

The Future Is Plural: Multiple Futures for Tomorrow's Joint Force

Multidimensional challenges cannot rely on dartboards or algorithms fed by Big Data. The central question for senior leaders in defense is improving their assessment of risk in ambiguous contexts.

Jan. 9, 2018

Executive Summary

War exacts a toll over time unlike any other human experience. And meeting the demands of combat takes more than one individual’s effort, budget, and ideas to succeed. The joint force has to adapt, adjust, acquire, repurpose, retrain, recruit, and perform a whole range of other functions to continue to meet the mission of protecting our Nation, allies, and partners around the world.

Oct. 1, 2017

Toxic Culture: Enabling Incivility in the U.S. Military and What to Do About It

Core values are the heart and soul of U.S. military Services and their cultures. Military organizational, strategic, operational, and tactical strength lies in the degree to which the Services’ systems, processes, and behaviors of personnel align with their stated core values, the collective practice of which creates organizational culture. Yet even with the emphasis on core values such as respect and selfless service, the Department of Defense (DOD) continues to experience toxic and counterproductive behaviors that sabotage culture and values, as well as performance, productivity, force protection, health, readiness, and actions of personnel.1 Although DOD has not conducted comprehensive research on toxic behavior, there is extensive private-sector research regarding the impact, cost, tolerance, enabling, and reduction of toxicity. This article applies private-sector research to assess DOD policies and practices and to recommend courses of action. Although the implications and cost of toxicity are beyond the scope of this article, a brief discussion is relevant for demonstrating its significance. Private-sector research has identified relationships between toxic behaviors and adverse effects on mental and physical health (including suicide, stress-related illness, and post-traumatic stress), increasing demands on an already overburdened healthcare system; job satisfaction and commitment; individual and collective performance (cognition and collaboration); employee turnover; and the creation of an organizational culture that tolerates other inappropriate behaviors including sexual harassment and discrimination.2 In addition to the impact on direct targets of toxicity, research has identified the transmission of adverse effects to bystanders and family members.3