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"Preparing for War examines historical changes in the ways American army officers have thought about and prepared for war. In 1815, most officers regarded innate "genius" as the paramount professional quality. So while the still new academy at West Point might impart useful technical knowledge of gunnery or engineering or drill manuals could standardize tactical commands and formations, officers felt that the most important elements of their trade were beyond the ability of formal institutions to instill or improve. By 1917, Progressive Era concepts of professionalism and organization had infiltrated the army, leading to a new way of preparing for war that included an expanded system of professional schools, realistic field training, and prescriptive tactical doctrine."--

The U.S. Army has always regarded preparing for war as its peacetime role, but how it fulfilled that duty has changed dramatically between the War of 1812 and World War I. J. P. Clark shows how differing personal experiences of war and peace among successive generations of professional soldiers left their mark upon the Army and its ways.

Within the context of Europe, the US Army must develop a force posture that best navigates the tensions between deterring or defeating armed conflict at an acceptable cost, successfully competing below armed conflict, and maintaining global responsiveness and institutional flexibility through the global operating model and dynamic force employment. While Russia's economy, and consequently military capability will likely shrink over the next 10 years, which can make them more dangerous as the Kremlin continues to try to punch above its weight. The ideal force posture needs to accomplish a range of on-going and contingency missions and also be adaptive enough to remain viable despite any number of potential swings in resources, military balance, or the domestic politics of allies. This study recommends five possible strategic approaches and specifies what conditions and priorities optimize each. The principal investigators recommend investing in a multidomain alliance. This strategic approach enables the joint force and multinational partners to get the most of their capabilities and makes the best use of the Army's top modernization priorities, such as long-range fires in a way that alters the strategic balance of a theater to avert a potentially catastrophic, albeit low probability, scenario of armed conflict. More importantly, this strategic approach is far more stable in a crisis, as it does not place policymakers in having to rush this critical, escalatory capability into theater at a moment of high tension. Moreover, invest in a multidomain alliance has the flexibility to allow a later build-up of heavy forces if conditions still warrant. ; https://press.armywarcollege.edu/monographs/1906/thumbnail.jpg

Organizations routinely rely on the use of pre-employment screening and the threat of punishment to control the behavior of employees. Yet little is known about whether such control practices have their intended effects. Examines the effectiveness of these organizational controls in reducing employee theft in 47 work organizations representing 3 industries. Finds that organizations do vary in terms of victimization from theft. The ability of controls to reduce organizational theft rates differ according to the industry studied. (Abstract amended)