The Competition Prism
“Our traditional way that we differentiate between peace and war is insufficient …….we think of being at peace or war…our adversaries don’t think that way.”
General Joseph F. Dunford, Jr. Chairman of the Joint Chiefs of Staff 21 September and 5 October 2016
ADF Concept for Command and Control of the Future Force
by DL Johnston, AO Vice Admiral, RAN
Vice Chief of the Defence Force
The Importance Of Strategically Focused Force Design
BRIGADIER IAN LANGFORD- DIRECTOR GENERAL FUTURE LAND WARFARE
“People, Ideas, Machines…in that order!”
Colonel John Boyd
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
Time to Review the Rings
Dr David Connery proposes a new way to conceive the levels of war, building on the work of historian Michael Handel. Does a liner model offer a more useful way to apply doctrinal levels in an Australian context?
Churchill Fellowship Report 2017
This report highlights recommendations that represent an opportunity for the ADF to enhance capacity for coordinated joint maritime warfare planning and execution, and provide a platform for Maritime Trade Operations employment as a niche warfare capability.
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.
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.