Most people measure military power with weapons, manpower, or resources, but How Militaries Learn shows that the key to success on the modern battlefield lies in the mind. Modern weapons and plentiful resources matter little if militaries cannot organize efficiently, exercise initiative, and take advantage of opportunities as they arise. How Militaries Learn examines 200 years of data from militaries around the world and arrives at a surprising conclusion: learning to think on the battlefield depends on a deep reservoir of human capital in society. Using case studies of France, Prussia, Turkey, Egypt, and the United Arab Emirates, How Militaries Learn shows the different ways that militaries learn to think and succeed on the battlefield. Anyone who wants to understand military power should read How Militaries Learn.

This manual, TRADOC Pamphlet TP 600-4 The Soldier's Blue Book: The Guide for Initial Entry Soldiers August 2019, is the guide for all Initial Entry Training (IET) Soldiers who join our Army Profession. It provides an introduction to being a Soldier and Trusted Army Professional, certified in character, competence, and commitment to the Army. The pamphlet introduces Solders to the Army Ethic, Values, Culture of Trust, History, Organizations, and Training. It provides information on pay, leave, Thrift Saving Plans (TSPs), and organizations that will be available to assist you and your Families. The Soldier's Blue Book is mandated reading and will be maintained and available during BCT/OSUT and AIT.This pamphlet applies to all active Army, U.S. Army Reserve, and the Army National Guard enlisted IET conducted at service schools, Army Training Centers, and other training activities under the control of Headquarters, TRADOC.

The first institutional examination of the British army's learning and innovation process during the First World War.

Discusses how to plan a staff ride of a battlefield, such as a Civil War battlefield, as part of military training. This brochure demonstrates how a staff ride can be made available to military leaders throughout the Army, not just those in the formal education system.

From the New York Times bestselling author of My Share of the Task and Leaders, a manual for leaders looking to make their teams more adaptable, agile, and unified in the midst of change. When General Stanley McChrystal took command of the Joint Special Operations Task Force in 2004, he quickly realized that conventional military tactics were failing. Al Qaeda in Iraq was a decentralized network that could move quickly, strike ruthlessly, then seemingly vanish into the local population. The allied forces had a huge advantage in numbers, equipment, and training—but none of that seemed to matter. To defeat Al Qaeda, they would have to combine the power of the world’s mightiest military with the agility of the world’s most fearsome terrorist network. They would have to become a "team of teams"—faster, flatter, and more flexible than ever. In Team of Teams, McChrystal and his colleagues show how the challenges they faced in Iraq can be rel­evant to countless businesses, nonprofits, and or­ganizations today. In periods of unprecedented crisis, leaders need practical management practices that can scale to thousands of people—and fast. By giving small groups the freedom to experiment and share what they learn across the entire organiza­tion, teams can respond more quickly, communicate more freely, and make better and faster decisions. Drawing on compelling examples—from NASA to hospital emergency rooms—Team of Teams makes the case for merging the power of a large corporation with the agility of a small team to transform any organization.

In Dying to Learn, Michael Hunzeker develops a novel theory to explain how wartime militaries learn. He focuses on the Western Front, which witnessed three great-power armies struggle to cope with deadlock throughout the First World War, as the British, French, and German armies all pursued the same solutions-assault tactics, combined arms, and elastic defense in depth. By the end of the war, only the German army managed to develop and implement a set of revolutionary offensive, defensive, and combined arms doctrines that in hindsight represented the best way to fight. Hunzeker identifies three organizational variables that determine how fighting militaries generate new ideas, distinguish good ones from bad ones, and implement the best of them across the entire organization. These factors are: the degree to which leadership delegates authority on the battlefield; how effectively the organization retains control over soldier and officer training; and whether or not the military possesses an independent doctrinal assessment mechanism. Through careful study of the British, French, and German experiences in the First World War, Dying to Learn provides a model that shows how a resolute focus on analysis, command, and training can help prepare modern militaries for adapting amidst high-intensity warfare in an age of revolutionary technological change.

BUSINESS STRATEGY. "The 4 Disciplines of Execution "offers the what but also how effective execution is achieved. They share numerous examples of companies that have done just that, not once, but over and over again. This is a book that every leader should read! (Clayton Christensen, Professor, Harvard Business School, and author of "The Innovator s Dilemma)." Do you remember the last major initiative you watched die in your organization? Did it go down with a loud crash? Or was it slowly and quietly suffocated by other competing priorities? By the time it finally disappeared, it s likely no one even noticed. What happened? The whirlwind of urgent activity required to keep things running day-to-day devoured all the time and energy you needed to invest in executing your strategy for tomorrow. "The 4 Disciplines of Execution" can change all that forever.