America's wars cannot be won simply by applying lethal effects. The U.S. military can defeat any adversary using lethal effects to gain, clear and hold key terrain or cities faster than at any other time in history. However, winning the war includes winning the hearts and minds of the civilian population and requires a different kind of effect--one that involves non-lethal or soft power effects. Although this battle to win the hearts and minds of the local populace is not new, U.S. Government (USG) agencies have had to quickly integrate, in an ad hoc manner, in Afghanistan and Iraq and relearn some of the hard lessons. Executive Branch agencies including the Department of Defense (DOD) and United States Agency for International Development (USAID) have worked in stovepipes to develop their own core competencies with minimal cooperation. To understand the consequences of staying with the status quo one only has to look at the early days in Afghanistan and Iraq and continuing challenges. Given, these experiences, senior military and civilian leaders alike have called for a "whole of government" approach. This thesis rediscovers how interagency cooperation developed from earlier Japan and Vietnam experiences and their lessons learned to offer suggestions for the future relationship between the DOD and USAID. While each agency has made efforts toward improving cooperation, these agencies must work even closer together to systematically integrate efforts via a formal interagency exchange program. Cooperation during peace builds institutional relationships that can be a powerful lever to help achieve unity of effort during war.
America's wars cannot be won simply by applying lethal effects. The U.S. military can defeat any adversary using lethal effects to gain, clear and hold key terrain or cities faster than at any other time in history. However, winning the war includes winning the hearts and minds of the civilian population and requires a different kind of effect--one that involves non-lethal or soft power effects. Although this battle to win the hearts and minds of the local populace is not new, U.S. Government (USG) agencies have had to quickly integrate, in an ad hoc manner, in Afghanistan and Iraq and relearn some of the hard lessons. Executive Branch agencies including the Department of Defense (DOD) and United States Agency for International Development (USAID) have worked in stovepipes to develop their own core competencies with minimal cooperation. To understand the consequences of staying with the status quo one only has to look at the early days in Afghanistan and Iraq and continuing challenges. Given, these experiences, senior military and civilian leaders alike have called for a "whole of government" approach. This thesis rediscovers how interagency cooperation developed from earlier Japan and Vietnam experiences and their lessons learned to offer suggestions for the future relationship between the DOD and USAID. While each agency has made efforts toward improving cooperation, these agencies must work even closer together to systematically integrate efforts via a formal interagency exchange program. Cooperation during peace builds institutional relationships that can be a powerful lever to help achieve unity of effort during war.
Transnational terrorism, as well as other forms of international crime, affects domestic, regional, and global stability. The magnitude, geographical dispersion, and unknown relationships between...
Published in 1905, Christian Unity in Effort is a broad-ranging exploration of the role of religion in shaping American society and culture. Drawing on a wealth of historical and contemporary...
Seminar paper from the year 2003 in the subject English Language and Literature Studies - Comparative Literature, grade: Good, University of Dusseldorf "Heinrich Heine" (Anglistics), course:...
This book has been considered by academicians and scholars of great significance and value to literature. This forms a part of the knowledge base for future generations. So that the book is never...
"This book is a testimony to true transformative practice. The whole school community pursued a single vision, with multiple checkpoints, while providing incremental support to the staff."
-Cheryl...
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