Compilation of writings on the Australian military's history of strategy and command.

For the United States, full involvement in World War II began and ended in the Pacific Ocean. Although the accepted grand strategy of the war was the defeat of Germany first, the sweep of Japanese victory in the weeks and months after Pearl Harbor impelled the United States to move as rapidly as it could to stem the enemy tide of conquest in the Pacific. Shocked as they were by the initial attack, the American people were also united in their determination to defeat Japan, and the Pacific war became peculiarly their own affair. In this great theater it was the United States that ran the war, and had the determining voice in answering questions of strategy and command as they arose. The natural environment made the prosecution of war in the Pacific of necessity an interservice effort, and any real account of it must, as this work does, take into full account the views and actions of the Navy as well as those of the Army and its Air Forces. These are the factors-a predominantly American theater of war covering nearly one-third the globe, and a joint conduct of war by land, sea, and air on the largest scale in American history-that make this volume on the Pacific war of particular significance today. It is the capstone of the eleven volumes published or being published in the Army's World War II series that deal with military operations in the Pacific area, and it is one that should command wide attention from the thoughtful public as well as the military reader in these days of global tension.

Between 1890 and 1913, Captain Alfred Thayer Mahan published a series of books on naval warfare in the age of sail, which established his reputation as the founder of modern strategic history. The author of this work argues that Mahan has been misunderstood and reconsiders his works.

After summarizing the assumptions and evaluative methodology behind mainstream strategic theory, the study describes the current decentralized command and control system that, under conditions of surprise attack, could be unable to communicate with decision makers or with units responsible for executing the decisions.

“An excellent, vividly written” (The Washington Post) account of leadership in wartime that explores how four great democratic statesmen—Abraham Lincoln, Georges Clemenceau, Winston Churchill, and David Ben-Gurion—worked with the military leaders who served them during warfare. The relationship between military leaders and political leaders has always been a complicated one, especially in times of war. When the chips are down, who should run the show—the politicians or the generals? In Supreme Command, Eliot A. Cohen expertly argues that great statesmen do not turn their wars over to their generals, and then stay out of their way. Great statesmen make better generals of their generals. They question and drive their military men, and at key times they overrule their advice. The generals may think they know how to win, but the statesmen are the ones who see the big picture. Abraham Lincoln, Georges Clemenceau, Winston Churchill, and David Ben-Gurion led four very different kinds of democracy, under the most difficult circumstances imaginable. They came from four very different backgrounds—backwoods lawyer, dueling French doctor, rogue aristocrat, and impoverished Jewish socialist. Yet they faced similar challenges. Each exhibited mastery of detail and fascination with technology. All four were great learners, who studied war as if it were their own profession, and in many ways mastered it as well as did their generals. All found themselves locked in conflict with military men. All four triumphed. The powerful lessons of this “brilliant” (National Review) book will touch and inspire anyone who faces intense adversity and is the perfect gift for history buffs of all backgrounds.

An analysis of organization and logistics as well as strategy and command, covering the coming of the war, Japanese policy and American strategy before Pearl Harbor, Japanese victories in the first six months of the war, first efforts in New Guinea and the Solomons to stem the Japanese tide, and the limited offensive in the summer of 1943.

By Robert Murgallis This book details the basic processes that apply to all incidents as well as some of the specific procedures necessary to make effective decisions at certain common occupancies. It covers incident scene decision-making in depth, presenting the two current and successful methodologies for making emergency decisions. The authors explain the basic ICS elements in an easy-to-understand method and introduce the concepts of Unified Command, Complex Command, Area Command, and Incident Management Teams. This text adds to information given in Command and Control as well as introducing new materials and new occupancy types.