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In many respects, the Lockheed Martin F-35 Lightning II is the future of NATO airpower. The United States Military plans to procure 2,456 aircraft. Seven additional NATO allies plan to purchase a combined total of 478, and it is likely that other members will add to this tally. As only the second fifth-generation type to enter service, the F-35 provides a step-change in capability over existing fourth-generation 'legacy' aircraft. The F-35 should be viewed by the NATO allies as an opportunity to advance the fighter capability of the entire alliance. Adoption of a standardized gateway platform, combined with the development of CONOPS tactics that leverage the strengths of the F-35 as well as the frequent kinematic and weapons-load advantages of legacy platforms, will permit members of the alliance to develop a highly integrated, full-spectrum aerial fighter capability. Interoperability of fourth- and fifth-generation aircraft at the technical and tactical levels should be a first-order NATO focus.

This essay seeks to help stimulate greater effectiveness in dealing with disasters as a problem area. The concern is with those disasters which, arguably, are created by organizations themselves. The essay proceeds, first, by suggesting that many of the deep‐seated beliefs which prevail in the UK over the nature of organizations and their management are based on a view of reality which is not in accord with the reality of disaster situations. Thus, it is suggested, organization culture, generally in the UK, is founded on beliefs which are inappropriate for dealing with the disaster phenomenon and which are likely to actually promote 'organizationally‐induced' disasters.

Rückblick auf den Wandel der Beziehungen der Sowjetunion zu Lateinamerika von dem anfänglichen Interesse während des Zweiten Weltkriegs über das Verhältnis zum revolutionären Kuba bis zum Engagement in Nikaragua