SOLLIMS Sampler Special Edition, May 2017 | Page 6

U.S. Army Peacekeeping and Stability Operations Institute
U.S. Army War College
22 Ashburn Drive, Upton Hall
Carlisle Barracks, PA 17013
1 May 2017
SUBJECT: Leadership in Crisis and Complex Operations
1. INTRODUCTION
Per guidance for the 10 th ILLC (Annex A), “Leadership in Crisis and Complex
Operations” has a number of sub-topics/issues that warrant discussion:
 What does right look like? Moral and ethical decisions that are critical to
operational success.
 Current operations – understanding decisive change.
 Impulse decision-making vs preparation and repetition.
 Knowledge Management – It is more than just information sharing.
 Understanding different leadership modules and decision-making
processes from our Coalition Partners and other agencies.
 Is enough being done to develop our junior leaders?
Addressing the above issues in order, within this SOLLIMS Sampler, we
show that:
 One of the most critical “moral and ethical decisions” to operational
success is attending to the Protection of Civilians. (Lesson 2.a.)
 “Understanding decisive change” involves recognizing what’s needed
to transform the situation / “turn the tide” – and then taking bold action
promptly and publicly, with key stakeholders’ involvement. (Lesson 2.b.)
 “Preparation and repetition” includes visioning, mapping, and determina-
tion towards the vision. (Lesson 2.c.)
 Knowledge Management is indeed “more than just information sharing” –
it requires relationship-building, coordination mechanisms/tools, integration
and adaptation. (Lesson 2.d.)
 Valuable lessons can be learned from “leadership modules and decision-
making processes from our Coalition Partners.” (Lesson 2.e.)
 One can never do enough to “develop our junior leaders” – but one should
always optimize their pre-deployment training and “comprehensive approach”
awareness. (Lesson 2.f.).
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