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"Reflective and adaptive organizations are effective ones, and these characteristics are particularly important in today's complex world. The 2015 Quadrennial Diplomacy and Development Review emphasized the importance of creative problem-solving and fostering innovation while managing complex risks. The review anchored these principles to the capture and communication of lessons learned, a multidisciplinary concept for organizational growth fueled by reflection on past actions or events that guide a subsequent improvement in organizational procedures or practices. An effective lessons-learned program requires an organizational infrastructure that promotes a culture of learning. The Department of State has already developed several organizational elements and cultural attributes related to lessons learned, and these provide a starting point from which the department can mature its enterprisewide capabilities. To that end, this report explores best practices across fields of organizational theory and within both public and private organizations. The authors reviewed relevant literature, collected information from public and private organizations, and conducted roundtables to create a list of thematic best practices intended to guide the Department of State as it continues to develop a culture of learning and an enhanced lessons-learned capability"--Publisher's web site.
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"The Australian Army is changing, modernising, and reorganising its force structure in ways that affect the force generation (FORGEN) cycle of its combat and enabler elements. To ensure that this transition is successful, the Australian Army is seeking to identify and address strategic FORGEN challenges. This report takes a broad view of FORGEN, considering both the operational and the institutional factors that can affect an army's imperative to generate ready and capable forces. The report reviews the modernisation efforts and FORGEN practices of the U.S. Army, the U.S. Marine Corps, the French Army, and the Canadian Army to gather lessons that might be applicable to Australia's current efforts. It additionally draws on documents describing the current processes and challenges in the Australian Army and subject matter interviews to identify challenges (vulnerabilities or capability gaps) and assess their potential effects on management areas, combat functions, and enabling functions. The report also offers recommendations to address what may be seen as the most prominent current and emergent challenges facing the Australian Army. RAND identified three areas of principal importance: (1) prioritising the roles and missions of the Army; (2) designing a force to align with these roles and missions; and (3) continued communication across all levels of Defence and with the Australian Government to be able to perform the agreed roles and missions. The report is likely to be of interest to Government officials overseeing defence policy.--
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Professional employees in government --- Diversity in the workplace --- Scientists --- Engineers --- Technical education --- Military & Naval Science --- Law, Politics & Government --- Military Administration --- Recruiting --- Economic aspects --- Cultural diversity in the workplace --- Cultural diversity in workforce --- Diversity in the workforce --- Diversity in the work place --- Multicultural diversity in the workplace --- Multicultural workforce --- Workforce diversity --- Government professional employees --- Professional employees --- Multiculturalism --- Personnel management --- Civil service --- Engineering personnel --- United States. --- Personnel management. --- United States --- Armed Forces --- Vocational guidance. --- D.O.D. --- DOD (Department of Defense) --- Mei-kuo kuo fang pu --- Ministerstvo oborony SShA --- Министерство обороны США --- National Military Establishment (U.S.)
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As a branch of the U.S. armed services, the U.S. Space Force (USSF) must understand, manage, and report its readiness. The readiness-related systems of the U.S. Department of Defense, like many systems that support and govern the USSF, were not designed to meet the unique demands of the military space community and characteristics of operations in and through outer space. The newly independent USSF has an opportunity to create systems that work better meet their needs. The authors of this report have created a readiness framework for the USSF and a guide on how to implement it. Starting with a "blank slate" mandate and a review of the readiness practice of the other services, the authors studied the current readiness system for the USSF and considered the unique needs of the military space community. They found that the current readiness reporting system does not address the range of USSF needs and has failed to objectively report the readiness of the space forces. They recommend a readiness framework that measures the USSF's ability to keep pace with adversary threats. It proposes three distinct "views" of readiness: (1) given today's resources, (2) against the near-peer threat, and (3) progress in transforming to meet the near-peer threat.
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