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51 " Here it is necessary briefly to consider the question of the cult of ancestors before venturing farther. The spirits of the departed are believed to be possessed of supernatural powers which they did not enjoy in the flesh. They may also be dissatisfied or malignant in consequence of being suddenly deprived of life, and if they are neglected by the living, are apt to be revengeful. Therefore they must be cajoled and propitiated. Fear of beings belonging to a mysterious state or sphere of which he knew nothing continually haunted and terrified primitive man and induced in him what is known as" the dread of the sacred." It was every man's personal duty to attend to the demands or requirements of his deceased ancestors. At first he would succour his own immediate forebears with food and gifts; but it must have been borne in upon him that when his parents joined the great majority, the care of the spirits of their parents likewise devolved upon him... and, by degrees, he might even come to regard himself as responsible for the well-being of a line of spirit ancestors of quite formidable genealogy. These, through his neglect, might starve in their tombs; or, alternatively, they might crave his company. Because of vengeance or loneliness they might send disease upon him, for the savage almost invariably believes illness to be brought about by the action of jealous or neglected ancestors. The loneliness of the spirit-world is the dead man's greatest excuse for desiring the company of his descendants. "

53 " Complex operations, in which agencies assume complementary roles and operate in close proximity-often with similar missions but conflicting mandates-accentuate these tensions. The tensions are evident in the processes of analyzing complex environments, planning for complex interventions, and implementing complex operations. Many reports and analyses forecast that these complex operations are precisely those that will demand our attention most in the indefinite future.As essayist Barton and O'Connell note, our intelligence and understanding of the root cause of conflict, multiplicity of motivations and grievances, and disposition of actors is often inadequate. Moreover, the problems that complex operations are intended and implemented to address are convoluted, and often inscrutable. They exhibit many if not all the characteristics of " wicked problems," as enumerated by Rittel and Webber in 1973: they defy definitive formulations; any proposed solution or intervention causes the problem to mutate, so there is no second chance at a solution; every situation is unique; each wicked problem can be considered a symptom of another problem. As a result, policy objectives are often compound and ambiguous. The requirements of stability, for example, in Afghanistan today, may conflict with the requirements for democratic governance. Efforts to establish an equitable social contract may well exacerbate inter-communal tensions that can lead to violence. The rule of law, as we understand it, may displace indigenous conflict management and stabilization systems. The law of unintended consequences may indeed be the only law of the land. The complexity of the challenges we face in the current global environment would suggest the obvious benefit of joint analysis - bringing to bear on any given problem the analytic tools of military, diplomatic and development analysts. Instead, efforts to analyze jointly are most often an afterthought, initiated long after a problem has escalated to a level of urgency that negates much of the utility of deliberate planning. "

54 " This discussion of war then lays the foundation for an understanding of change as a process and as an essential component of military affairs. Militaries must change to cope with the changing environment in which they function. The U.S. Army has a robust process to guide change in its combat developments community. Change is also present in the business world, as industry seeks a competitive advantage in order to survive and prosper. The present transformation initiatives in the U.S. Department of Defense seek to maintain the U.S. dominance in military capability in the world and to exploit the opportunities afforded by new technologies and concepts of organization and warfare that use those technologies.

The future of military requirements remain a challenge to define. The transformation process tries to define that future and the capabilities needed in order to maintain the security of the United States. Yet enemies of the United States and its allies also seek to predict and mold this future to their advantage. The rise of Islamic fundamentalists or radicalism has changed the global security environment. Western nations must prepare to defeat this threat that is not really new but has risen to new levels of ferocity and lethality.

Regardless of the changes in technology, organizational and operational concepts, and external or internal threats, people remain a constant as the crucial element in war. People make decisions to use military and other elements of national power to impose the will of a nation on another group or nations. People also comprise the military services and man the component systems within the services. Any study of war and warfare must address the impact that people make on the conduct of war and the effects of war on people. The political process always includes people. To paraphrase Carl von Clausewitz, war is a continuation of that political process. Leaders who make a decision to fight and those who lead those soldiers, sailors, airmen, and marines into battle must not forget that people implement those decisions and are the object of any offense or defense. Protecting the citizens of the United States is why the nation maintains military forces. "

, Why War? Why an Army?