ADFA Presentation 2019 – General Sir Peter Cosgrove, AK, MC
The Governor-General of Australia, General Sir Peter Cosgrove, AK, MC, addresses ADFA staff and trainees
Thoughts from The Edge
Mick Ryan is the Commander of the Australian Defence College. This column from Ryan and his contributors focusses on intellectually preparing members of the profession of arms for strategic competition and future conflict.
How to Think (and How Not To)
In this piece, Ben McLennan discusses the pressing need to educate the Army’s workforce on how to think (and how not to). In his discussion, McLennan cogently addresses systems thinking, inherent biases and the need for open-mindedness as part of understanding the recipe to transform Army’s thinking. While specific to McLennan’s Army experience, his observations are equally applicable to other Services and anyone who aspires to think in a way that harnesses a competitive advantage.
First Principles Review - Creating One Defence
The Review Team were tasked with ensuring that Defence is fit for purpose and is able to deliver against its strategy with the minimum resources necessary. Using a structured framework, the team have conducted an end-to-end holistic review based on the outcomes required of Defence and founded on the first principles agreed by the review team.
Military Culture, Learning and Adaptation during the Burma Campaign 1942-1945
This essay discusses how military culture and learning and adaptation on both sides affected the outcome of the Burma Campaign 1942–1945. The British 14th Army developed a military culture of learning and adaptation which led to their victory while the Imperial Japanese Army had an existing military culture based upon tenets of Bushido, which constrained their ability to learn and adapt and in turn led to their defeat.
Thucydides Trap: A lesson in strategy and chance from ancient Greece
Understanding the challenges to British and French Imperialism 1900-1939– An application of the D.I.M.E model
The period between 1900-1939 is said to have created the characteristics of modern war and the global order as we know it. This period saw two World Wars, political revolutions, unprecedented innovation, the introduction of a third military service and created the pre-conditions that resulted in the end of Western imperialism.
The Royal Australian Air Force Leadership Companion
The Air Force Leadership Companion is designed to assist Air Force personnel in understanding and contextualising the foundations of leadership as espoused in ADDP 00.6 Leadership. This companion explores the context of Social Mastery: Character, Professional Ethics, Followership and Leadership in the Air Force.
CDLE Command Paper 1 - 2016
The CDLE Command Paper 1-2016 is Commodore Peter Scott’s CSC, RAN account of Submarine Command and the issues he faced during his Command. In his paper CDRE Scott covers: qualification to command an Australian submarine, leadership with ultimate accountability and authority, the essential elements of command, purpose, vision and realism as guiding concepts, methods of submarine command, lessons from submarine command, obligations inherent in submarine command, behaviours, and traits to value and nurture.
17 - 18 Annual Report
This is the Secretary of Defence and Chief of the Defence Force’s performance report to the Minister for Defence, the Parliament of Australia and the Australian public for the 2017–18 financial year. The report addresses the purposes and outcomes of the Department of Defence, including the Australian Defence Force—collectively known as Defence.
2018-19 Defence Corporate Plan
The 2018–19 Defence Corporate Plan sets out Defence’s role, objectives and functions and describes how we will measure our performance in achieving our Purposes. Performance against the Corporate Plan will be reported through annual performance statements, to be included in the Defence Annual Report for 2018–19.
CDLE Leadership Paper 2 - 2018
The CDLE Leadership Paper 2-2018 is Anne Goyne and the CDLE team addressing issues around negative leadership. The paper is couched in terms of a range of events including the JEDI Council, the ADFA skype incident, the F111 deseal/reseal, the Defence Abuse Response Taskforce (DART) and the associated findings, which relate to many negative experiences of ADF personnel. The paper goes on to explore why the ADF culture has such negative leadership experiences and what to do about it.