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"When the boots hit the ground" : studying military culture from the ground up -- "Every Marine a rifleman" : the egalitarian military service -- "Soldiers of the sea" : the Marine Corps expeditionary mindset -- "Honor, courage and commitment" : instilling the warrior ethos at the recruit depots -- "Tip of the spear" : leadership in the Corps -- "Building the plane as we're flying it" : simplifying solutions to culture in theater -- "The 80 percent solution" : (mis)-translations from SME to Marine -- "Where's the 'so what'?" : processing culture at the Center for Advanced Operational Culture Learning (CAOCL) -- "There's no 'I' in team" : reshaping culture specialists to fit a nonspecialist culture

Men's and women's spaces in Tunis -- Tea and visits : weaving the web of exchange -- Marriage and family : Miriam's kin exclusive network -- Sherifa's street : migration, residence patterns, and kin networks -- Intimate economies : Nura's neighbor network -- Women's religious celebrations : status, class, and Hannan's friendship pattern.

The perception that Tunisia's pro-Western development and policies are inevitably linked to a shift toward a Euro-American model of the isolated nuclear family continues to dominate most contemporary research on women and the family in Tunisia. Using ethnographic data collected during a one year field study and survey ( 1986-7) and a follow-up field study (summer 1993) of migrant and non-migrant Muslim women and their families in the capital city of Tunis, the author proposes that rather than adopting Euro-American ideals of conjugal isolation and withdrawal from the extended family, women in Tunis continue to live in a world dominated by visits and daily interaction with near and extended kin.

Introduction: Culture and the military -- Part I: The value of developing cultural competence in military leaders -- Cultural intelligence as part of an officer's virtue -- Civilians under attack: diverging threat perspectives -- The errors Clausewitz made about culture in war (and how a Clausewitzian approach can solve them) -- Part II: Lessons learned in teaching cultural skills in military contexts -- Understanding cultural differences: The limitations of ASCOPE/PMESII -- Unlearning "Stranger Danger": Developing cultural competence in Canadian military professionals through collective learning and self-reflection -- Culture as operational enabler: Training Danish officers to understand the interaction between cultural dynamics and military operations -- Combining the teaching of intelligence, Arabic, and culture at the Norwegian Defence Intelligence School -- Intercultural competencies in the Bundeswehr: Officer training and mission realities -- Teaching gender, teaching culture: A comparative study of gendered dilemmas in culturally complex situations -- Part III - Organizational change: When military culture meets cultural competence -- Anthropology in the bunker: Teaching transcultural war at the US Naval War College.-Redefining the past to become the present: Culture policy and U.S. Marine Corps recruit training -- Teaching Cultural Competence: Lessons from seven countries.

Cross-cultural competence not only emphasizes building specific skill sets such as language proficiency or negotiation skills, but also on changing the military's attitudes to other cultures by emphasizing the value and importance of cultural skills for successful military operations. In contrast to developing cultural skills, the task of shifting cultural attitudes is a far more complex process. Using empirical data from a survey of 2,406 Marines, this paper seeks to identify some of the social, demographic and experiential factors that influence military service members' attitudes to the value of culture in military operations. The authors found that of the demographic factors tested, only education and commissioning were positively related to attitudes. The greatest predictors were experiential factors: language skills, a multicultural background, travel experience and frequency of interaction with the local population during a previous deployment. Deployment alone was not a predictor. Cultural training was not related to attitudes, although satisfaction with the cultural training was a predictor of positive attitudes.

Shipping list no.: 2009-0325-P. ; Includes bibliographical references (p. 321-344). ; Foreword / General James N. Mattis, USMC -- Acknowledgments -- Introduction -- Part 1. Terms of Reference: 1. Context ; 2. Defining culture -- Part 2. Five operational culture dimensions for planning and execution: 3. Dimension 1 - The physical environment ; 4. Dimension 2 - The economy ; 5. Dimension 3 - The social structure ; 6. Dimension 4 - The political structure ; 7. Dimension 5 - Belief systems -- Part 3. Toward applying operational culture: 8. From models to dimensions to observable realities ; 8. Operational culture learning in training and education -- Conclusion -- Appendix A. Glossary of terms -- Appendix B. Culture operator's questions -- Bibliography. ; Mode of access: Internet.