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.). Table of Contents | Quick Look | Contact PKSOI Page 5 of 36