Organizing for Operational Deception (Hardcover)
Idioma: inglés
Editorial: Hutson Street Press, 2025
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Hardcover. The operationalization of Military Deception (MILDEC) requires a unique combination of resources, detailed intelligence, significant preparation, operational security and secrecy to achieve maximum effects. It requires close synchronization horizontally and vertically through staffs regardless of echelon, while controlling the dissemination of information to maintain secrecy. Unfortunately, this has been lost in the process of deconstructing operational staffs and reorganizing them to manage complexity, and gain perceived efficacies by the decentralization of battle command functions. This monograph provides historical case studies and a doctrinal review of operational deception that provides a basis from which to evaluate theories of complexity and organizational design to provide recommendations for the organization of a special staff section to conduct MILDEC. Two case studies from British and Soviet experiences during the Second World War (WWII) are used to assess the development and organization of General Staffs to conduct operational deception. WWII left both forces with a vast reservoir of experience concerning the battle command of operational deception. Despite their historical and cultural differences, both concluded WWII with similar lessons concerning the necessity of centralized control of deceptive tasks, the management of information, and the criticality of maintaining essential secrecy, and operational security. The applicability of these lessons to contemporary conflicts is addressed by contrasting two simple models of regular and irregular warfare. It is possible to assert that MILDEC has the capability to provide supporting and decisive effects in support of operational objectives regardless of the form, level, or complexity of warfare experienced. Some theorists such as Alberts and Bar-Yam propose that as the complexity of our operational environments increase so must the complexity of our organizations. Hierarchical organizations become less eThis work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work was reproduced from the original artifact, and remains as true to the original work as possible. Therefore, you will see the original copyright references, library stamps (as most of these works have been housed in our most important libraries around the world), and other notations in the work.This work is in the public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work.As a reproduction of a historical artifact, this work may contain missing or blurred pages, poor pictures, errant marks, etc. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.…
N° de ref. del artículo 9781025114132
- Título
- Organizing for Operational Deception (Hardcover)
- Autor
- Warren S. Weaver
- Editorial
- Hutson Street Press
- Año de publicación
- 2025
- Estado
- new
- Encuadernación
- Hardcover
- Idioma
- inglés
- ISBN 10
- 1025114132
- ISBN 13
- 9781025114132
The operationalization of Military Deception (MILDEC) requires a unique combination of resources, detailed intelligence, significant preparation, operational security and secrecy to achieve maximum effects. It requires close synchronization horizontally and vertically through staffs regardless of echelon, while controlling the dissemination of information to maintain secrecy. Unfortunately, this has been lost in the process of deconstructing operational staffs and reorganizing them to manage complexity, and gain perceived efficacies by the decentralization of battle command functions. This monograph provides historical case studies and a doctrinal review of operational deception that provides a basis from which to evaluate theories of complexity and organizational design to provide recommendations for the organization of a special staff section to conduct MILDEC. Two case studies from British and Soviet experiences during the Second World War (WWII) are used to assess the development and organization of General Staffs to conduct operational deception. WWII left both forces with a vast reservoir of experience concerning the battle command of operational deception. Despite their historical and cultural differences, both concluded WWII with similar lessons concerning the necessity of centralized control of deceptive tasks, the management of information, and the criticality of maintaining essential secrecy, and operational security. The applicability of these lessons to contemporary conflicts is addressed by contrasting two simple models of regular and irregular warfare. It is possible to assert that MILDEC has the capability to provide supporting and decisive effects in support of operational objectives regardless of the form, level, or complexity of warfare experienced. Some theorists such as Alberts and Bar-Yam propose that as the complexity of our operational environments increase so must the complexity of our organizations. Hierarchical organizations become less e
This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work was reproduced from the original artifact, and remains as true to the original work as possible. Therefore, you will see the original copyright references, library stamps (as most of these works have been housed in our most important libraries around the world), and other notations in the work.
This work is in the public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work.
As a reproduction of a historical artifact, this work may contain missing or blurred pages, poor pictures, errant marks, etc. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.
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