Suchergebnisse

This article -- based on data that employs interviews conducted with British Army personnel -- adopts a social theory of learning in order to examine how both formal and informal learning systems have affected organizational learning within the Army in relation to the counter-insurgency campaign in Afghanistan. It argues that while the Army has adopted new, or reformed existing, formal learning systems, these have not generated a reconceptualization of how to conduct counter-insurgency warfare. It, furthermore, argues that while informal learning systems have enabled units to improve their pre-deployment preparations, these have created adaptation traps that have acted as barriers to higher-level learning. Adapted from the source document.

The following paper analyzes the Israel Defense Forces' (IDF) counter-insurgency strategy and campaign carried out against the Palestinian insurgency within the Occupied/Disputed Territories of the West Bank and Gaza Strip during the Al-Aqsa Intifada (2000-2005). It provides a detailed examination of the tactics, operations and strategic effect that actions carried out by the Israel Defense Forces had on the overall conflict dynamic of the Israeli-Palestinian conflict. The paper argues that while the IDF was able to achieve quite significant tactical innovation and success, the overall strategic result of Israel's counter-insurgency campaign during the Al-Aqsa Intifada was a stalemate rather than 'victory' given that, in effect, clear political goals and direction were lacking during the conflict.