Strategic Stalemate

Politics may be the art of compromise, but accepting a compromise can be hazardous to a politician's health. Politicians worry about betraying faithful supporters, about losing the upper hand on an issue before the next election, that accepting half a loaf today can make it harder to get the whole loaf tomorrow. In his original interpretation of competition between parties and between Congress and the president, Gilmour explains the strategies available to politicians who prefer to disagree and uncovers the lost opportunities to pass important legislation that result from this disagreement. Strategic Disagreement, theoretically solid and rich in evidence, will enlighten Washington observers frustrated by the politics of gridlock and will engage students interested in organizational theory, political parties, and divided government.

Since 9/11, the threat of terrorism has concerned Americans more than any other issue they face. Author Greg Reeson says this is not likely to change in the near future. In Stalemate, he argues that we are waging an unwinnable war against terrorism—that Muslim extremist ideology is a problem we can manage, but not soon solve. This conflict with terrorism will not end in victory or defeat, at least not in the traditional sense. The 9/11 attacks ushered in a new era in which the long-term aim of the United States will be the management and mitigation of Islamic extremist violence so that it interferes as little as possible with daily life. The book begins with a look at the transition from the Cold War to an era of globalization that facilitated the 9/11 terrorist attacks, then explains how the al Qaeda organization founded by Osama bin Laden has transformed into a global network of like-minded terrorist groups collectively known as Al Qaeda and Associated Movements, or AQAM. The author then discusses the components of strategy before walking the reader through the elements of national power (Diplomatic, Information, Military, Economic, Intelligence, Law Enforcement) used by the United States in a comprehensive and coordinated effort to reduce the risk of terrorist violence against American citizens and interests worldwide. He concludes with a look at the global hotspots where the United States will likely be involved for the foreseeable future, a brief discussion of what constitutes victory in this framework, and the role the United States will have to take on in the international system in the future.

This groundbreaking book provides the first systematic comparison of America’s modern wars and why they were won or lost. John D. Caldwell uses the World War II victory as the historical benchmark for evaluating the success and failure of later conflicts. Unlike WWII, the Korean, Vietnam, and Iraqi Wars were limited, but they required enormous national commitments, produced no lasting victories, and generated bitter political controversies. Caldwell comprehensively examines these four wars through the lens of a strategic architecture to explain how and why their outcomes were so dramatically different. He defines a strategic architecture as an interlinked set of continually evolving policies, strategies, and operations by which combatant states work toward a desired end. Policy defines the high-level goals a nation seeks to achieve once it initiates a conflict or finds itself drawn into one. Policy makers direct a broad course of action and strive to control the initiative. When they make decisions, they have to respond to unforeseen conditions to guide and determine future decisions. Effective leaders are skilled at organizing constituencies they need to succeed and communicating to them convincingly. Strategy means employing whatever resources are available to achieve policy goals in situations that are dynamic as conflicts change quickly over time. Operations are the actions that occur when politicians, soldiers, and diplomats execute plans. A strategic architecture, Caldwell argues, is thus not a static blueprint but a dynamic vision of how a state can succeed or fail in a conflict.

By 1939 Mao Zedong was a leader in the Chinese Communist Party through his political acumen, his organizing energy, and his executive ability. At the same time, his abilities to shift register, to maintain a sense of the whole and also of the particular, and to absorb seemingly contradictory realities in the social, political and military arenas he

The second edition of Strategic Studies: A Reader brings together key essays on strategic theory by some of the leading contributors to the field. This revised volume contains several new essays and updated introductions to each section. The volume comprises hard-to-find classics in the field as well as the latest scholarship. The aim is to provide students with a wide-ranging survey of the key issues in strategic studies, and to provide an introduction to the main ideas and themes in the field. The book contains six extensive sections, each of which is prefaced by a short introductory essay: The Uses of Strategic Theory Interpretation of the Classics Instruments of War, Intelligence and Deception Nuclear Strategy Irregular Warfare and Small Wars Future Warfare, Future Strategy Overall, this volume strikes a balance between theoretical works, which seek to discover generalisations about the nature of modern strategy, and case studies, which attempt to ground the study of strategy in the realities of modern war. This new edition will be essential reading for all students of strategic studies, security studies, military history and war studies, as well as for professional military college students.

Think Like a General…Lead Like an Executive “At their center, great organizations such as America's armed forces are the product of great leaders. This fantastic book reveals the keys to success within the military culture, as well as relevant and practical application tools for creating strong leaders today.” —Stephen R. Covey, author of The 7 Habits of Highly Effective People and The 8th Habit: From Effectiveness to Greatness What distinguishes strategic leadership? According to top U.S. Army generals, the difference lies in the discipline of thinking. Because the problems strategic leaders face are often multi-faceted and can involve ethical dilemmas, these leaders must move beyond thinking tactically and take a longer term, broader approach to finding solutions. Through the U.S. Army War College and other senior-service colleges, the Army teaches strategic thinking to its officers, developing some of the most esteemed leaders of our time. Strategic Leadership: The General's Art provides aspiring leaders with an understanding of the behavior and competencies that make a good strategic leader. In line with the curriculum followed by senior officers attending the U.S. Army War College, this book teaches leaders how to think strategically in a volatile, uncertain environment and thereby to provide transformational leadership and shape outcomes. With contributions from senior military leaders as well as experts in the fields of strategic leadership, systems and critical thinking, and corporate culture, this invaluable reference shows readers how to move from mid-level manager to strategic-thinking senior executive. Strategic Leadership: The General's Art provides aspiring leaders with an understanding of the behavior and competencies that make a good strategic leader. In line with the curriculum followed by senior officers attending the U.S. Army War College, this book teaches leaders how to think strategically in a volatile, uncertain environment and thereby to provide transformational leadership and shape outcomes. With contributions from senior military leaders as well as experts in the fields of strategic leadership, systems and critical thinking, and corporate culture, this invaluable reference shows readers how to move from mid-level manager to strategic-thinking senior executive.