Reforming NATO's command and control structures

Arms Control ◽  
1991 ◽  
Vol 12 (3) ◽  
pp. 27-43 ◽  
Author(s):  
Thomas‐Durell Young
2021 ◽  
Vol 20 (1) ◽  
pp. 89-111
Author(s):  
R Ramakrishnan

The current COVID-19 virus has put the entire world in lockdown, creating one of the worst times of a VUCA world. The changes that are happening because of the pandemic are large scale and occur suddenly. There is a shortage of leadership everywhere. Leaders are unprepared to lead effectively. In this fast-changing and disruptive environment, command and control structures fail. Leaders are expected to act on incomplete or insufficient information. They do not know where to start to drive change as increased complexity makes it difficult. Leaders lack time to reflect and end up acting too quickly or acting too late as they get stuck in analysis paralysis. They are far removed from the source and are forced to act with a limited understanding of events and their meanings. The role and type of leadership are being tested as we are trying to come out of this crisis. Leaders cannot predict the future but need to make sense of it in order to thrive. This paper would analyse challenges that are being faced by leaders in this critical period and how these can be converted into opportunities like a vaccine for the virus.


2018 ◽  
Vol 15 (1) ◽  
pp. 9-38 ◽  
Author(s):  
Charuka Ekanayake ◽  
Susan Harris Rimmer

Responsibility is a notion that is central to all legal systems. Its operation in international law, however, has been complicated by (inter alia) the complexity of the operative rules, as well as the intricate factual dynamics on which it is called upon to operate. Such complications often create confusion, mistrust and even accountability gaps in important areas. This article deals with one such area: responsibility for the conduct of United Nations (‘UN’) troops. It commences with an analysis of the notion of responsibility in international law before elaborating the factual dynamics underpinning the relevant legal discussion comprised, inter alia, of the troop contribution frameworks, command and control structures, and the execution of UN orders. The article will then proceed to its core issue: how responsibility for acts directly perpetrated by UN forces (in contrast to other forms of responsibility pertaining to, for instance, aiding and assisting or directing the acts of another) should be apportioned.


Author(s):  
Thomas Swann

Chapter Two discusses the organisational forms relevant to contemporary anarchist and radical left organisation. The chapter shows that anarchist organising is at the core of radical movements that have emerged in recent decades, presenting an image of radical left social movement organisation as networked and/or federated, in contrast to more hierarchical command and control structures common to traditional political parties and trade unions. Linked to this account of organisation is an understanding of communication, and the chapter offers a framework based on the idea of many-to-many communication to identify parallels and divergences between the organisational practices of radical left and anarchist groups and their communication practices.


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