Australia’s Military Strategic Challenges – Close to Home
The 16 September 2021 announcement of an enhanced trilateral security partnership between Australia, the United Kingdom and the United States (AUKUS) confirmed beyond any remaining doubt that the Australian Government considers its strategic environment to have permanently changed. The 2020 Defence Strategic Update presaged the announcement by highlighting a number of developments which had swiftly altered the strategic landscape of the Indo-Pacific region since the publication of Australia’s 2016 Defence White Paper.
Let the War Games Begin!
Let the War (Games) Begin!'
Two gaming enthusiasts roll the dice at the Australian Command and Staff College to demonstrate how wargames can be a creative engagement and learning tool that enhances the learning experience.
Streamlining Air Land Operations for Better Outcomes
Three words that conjure dangerous oversimplification
The Defence Strategic Update of 2020 provided three words that neatly encapsulate Government’s strategic objectives. The words also capture the raison d'etre of the Australian Defence Force and the tasks it is likely to execute in a period of ‘the most consequential strategic realignment since the Second World War’.
Rethinking Strategies in Modern Urban Conflicts
The increasingly blurred line between state and non-state actors in tight urban warfare zones requires allied forces to have clearly defined and fully informed communication and command chains to minimise unintended consequences.
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.
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.
Understanding the Women, Peace and Security agenda
2020 is a milestone year for the 'Women, Peace and Security' agenda. Chief of Army Scholar, Lyndsay Freeman outlines the basics of this agenda, and how the ADF implements its core principles of supporting women’s meaningful participation in peace processes, prioritising their protection in humanitarian crises, and increasing women’s leadership and decision-making.
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.
Scharnhorst and Professional Mastery
To me, being 'professional' has meant striving for excellence at my everyday job. Until I attended Command and Staff Course at the Australian War College last year, I did not appreciate that being good at my job was not the same as being a military professional. The course broadened my understanding; being a professional requires one to embrace continual learning in all aspects of the profession. I became conscious that through professional mastery, individuals, even those in junior roles, can influence organisational outcomes beyond their job.