Intellectual Edges: Relating to the Radical
This article explores the unfolding conversation on ‘intellectual edges’ to advance a radical proposition to unpick and gently challenge the thinking established on the topic. The ‘intellectual edge’ is explored in an alternative way, with the aim to open-up new possibilities that have otherwise been missed in the rush to give a type of functionality to the idea.
Do we have permission for an Intellectual Edge?
This article explores how hierarchical interpersonal permissions generally inhibit tangible innovation within the ADF. This argument is explored through the forced changes due to the COVID-19 situation, and contends that risk-averse leaders usually withhold permission for reform due to a fear of failure. The article concludes that a JPME continuum that seeks to provide an individual Intellectual Edge must also deliver an institutional learning culture that develops risk tolerance and the acceptance of error so that an organisational intellectual edge is pursued in parallel.
An Introduction to Moral Injury in Defence
The difference between an individual who returns from a deployment morally injured, and an individual who returns unharmed, may be defined by whether they can answer the following questions: ‘what do I really believe? Who am I? Where do I belong? What is my purpose?’. Can you answer those questions?
Unsurprisingly, ‘knowing thyself’ is not a standardised training package delivered by Defence. Should it be so the ADF can craft efficient personnel encapsulating the totality of fitness: physical, intellectual, moral/ethical, and spiritual?
The Value of Building Civics Education into Defence
Defence members are not only technical professionals but also instruments of government policy and representatives of Australia's values. They should be equipped with a sound education in civics so they can engage meaningfully and credibly with foreign military personnel, and serve our civilian leaders well.
Kill them with kindness - Emotional intelligence as a leadership enabler
One of the most important success factors for any military organisation is the ability to identify and select effective leaders. The purpose of this article is to discuss the role that emotional intelligence can play as a leadership enabler for officers and recommend how it can be incorporated into the officer training continuum. The article provides an overview of the current training curriculum and highlights the advantages of developing emotional intelligence from the ab-initio training level to application in real time situations.
The Thinking Combat Brigade: A Dominant and Prestigious Force
Our command teams are charged with constant decision making, on which hinges the success and failure – the life or death – of battles, operations and campaigns. What if the frames of reference we all possess, imposed on us from our similar training, experiences, and culture, could be hindering our ability to make the best decisions? What if we are not as smart as we think we are?
A Year in the Life of a Staff Officer and a General
Many field grade officers will serve as a Staff Officer / Military Assistant during their career within a single service, joint headquarters, or in an interdepartmental position. This article offers our perspective on the working relationship between Staff Officer and General. We hope it will be useful to those who are stepping into these roles in the future.
Synchronising Counterinsurgency Ops with Effective Intelligence
All combat operations need real-time, concrete intelligence, but the counterinsurgency operations’ (COINOPS) margin of error runs thinnest. In their fast, multidimensional context, COINOPS demand more comprehensive intelligence at platoon/company levels than conventional warfare does. This article explores the need for tactical unit leaders fighting insurgencies to have more intelligence assets available in the field in order to offer swift analyses to aid decision making in highly fluid environments.