Francis g hoffman (35 resultados)

Soft cover. Condición: Very Good. 8 pages.

Condición: New.

Paperback or Softback. Condición: New. Mars Adapting: Military Change During War. Book.

Hardback. Condición: Very Good. The essence of war is a competitive reciprocal relationship with an adversary. Leaders must recognize shortfalls and resolve gaps rapidly in the middle of the fog of war. The side that reacts best increases its chances of winning. Mars Adapting examines what makes some military organisations better at this contest than others.…

hardcover. Condición: Very Good. Clean Copy, May have light wear on cover/edges, otherwise very good! Established Seller, We Ship Daily! We pack your order with care so that it arrives in great condition.

Paperback. Condición: New. As Clausewitz observed, "In war more than anywhere else, things do not turn out as we expect." The essence of war is a competitive reciprocal relationship with an adversary. Commanders and institutional leaders must recognize shortfalls and resolve gaps rapidly in the middle of the fog of war. The side that reacts best (and absorbs faster) increases its chances of winning. Mars Adapting examines what makes some military organizations better at this contest than others. It explores the institutional characteristics or attributes at play in learning quickly. Adaptation requires a dynamic process of acquiring knowledge, the utilization of that knowledge to alter a unit's skills, and the sharing of that learning to other units to integrate and institutionalize better operational practice.Mars Adapting explores the internal institutional factors that promote and enable military adaptation. It employs four cases, drawing upon one from each of the U.S. armed services. Each case was an extensive campaign, with several cycles of action/counteraction. In each case the military institution entered the war with an existing mental model of the war they expected to fight. For example, the U.S. Navy prepared for decades to defeat the Japanese Imperial Navy and had developed carried-based aviation. Other capabilities, particularly the Fleet submarine, were applied as a major adaptation. The author establishes a theory called Organizational Learning Capacity that captures the transition of experience and knowledge from individuals into larger and higher levels of each military service through four major steps. The learning/change cycle is influenced, he argues, by four institutional attributes (leadership, organizational culture, learning mechanisms, and dissemination mechanisms). The dynamic interplay of these institutional enablers shaped their ability to perceive and change appropriately.…

Hardback. Condición: Very Good. The essence of war is a competitive reciprocal relationship with an adversary. Leaders must recognize shortfalls and resolve gaps rapidly in the middle of the fog of war. The side that reacts best increases its chances of winning. Mars Adapting examines what makes some military organisations better at this contest than others.…

Condición: As New. Unread book in perfect condition.

Paperback. Condición: New. As Clausewitz observed, "In war more than anywhere else, things do not turn out as we expect." The essence of war is a competitive reciprocal relationship with an adversary. Commanders and institutional leaders must recognize shortfalls and resolve gaps rapidly in the middle of the fog of war. The side that reacts best (and absorbs faster) increases its chances of winning. Mars Adapting examines what makes some military organizations better at this contest than others. It explores the institutional characteristics or attributes at play in learning quickly. Adaptation requires a dynamic process of acquiring knowledge, the utilization of that knowledge to alter a unit's skills, and the sharing of that learning to other units to integrate and institutionalize better operational practice.Mars Adapting explores the internal institutional factors that promote and enable military adaptation. It employs four cases, drawing upon one from each of the U.S. armed services. Each case was an extensive campaign, with several cycles of action/counteraction. In each case the military institution entered the war with an existing mental model of the war they expected to fight. For example, the U.S. Navy prepared for decades to defeat the Japanese Imperial Navy and had developed carried-based aviation. Other capabilities, particularly the Fleet submarine, were applied as a major adaptation. The author establishes a theory called Organizational Learning Capacity that captures the transition of experience and knowledge from individuals into larger and higher levels of each military service through four major steps. The learning/change cycle is influenced, he argues, by four institutional attributes (leadership, organizational culture, learning mechanisms, and dissemination mechanisms). The dynamic interplay of these institutional enablers shaped their ability to perceive and change appropriately.…

Condición: New.

PAP. Condición: New. New Book. Shipped from UK. Established seller since 2000.

Paperback. Condición: new. Paperback. As Clausewitz observed, In war more than anywhere else, things do not turn out as we expect. The essence of war is a competitive reciprocal relationship with an adversary. Commanders and institutional leaders must recognize shortfalls and resolve gaps rapidly in the middle of the fog of war. The side that reacts best (and absorbs faster) increases its chances of winning. Mars Adapting examines what makes some military organizations better at this contest than others. It explores the institutional characteristics or attributes at play in learning quickly. Adaptation requires a dynamic process of acquiring knowledge, the utilization of that knowledge to alter a unit's skills, and the sharing of that learning to other units to integrate and institutionalize better operational practice.Mars Adapting explores the internal institutional factors that promote and enable military adaptation. It employs four cases, drawing upon one from each of the U.S. armed services. Each case was an extensive campaign, with several cycles of action/counteraction. In each case the military institution entered the war with an existing mental model of the war they expected to fight. For example, the U.S. Navy prepared for decades to defeat the Japanese Imperial Navy and had developed carried-based aviation. Other capabilities, particularly the Fleet submarine, were applied as a major adaptation. The author establishes a theory called Organizational Learning Capacity that captures the transition of experience and knowledge from individuals into larger and higher levels of each military service through four major steps. The learning/change cycle is influenced, he argues, by four institutional attributes (leadership, organizational culture, learning mechanisms, and dissemination mechanisms). The dynamic interplay of these institutional enablers shaped their ability to perceive and change appropriately. Explores the internal institutional factors that promote and enable military adaptation. The book employs four cases, drawing upon one from each of the US armed services. Each case was an extensive campaign, with several cycles of action/counteraction. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.…

Softcover. Condición: Good with no dust jacket. Sound binding. Clean, tanned pages. Wrappers have edge rubbing, handling wear, spine creasing. Contents: Edman, Editor's commentary. Flexner, First painting of an emerging nation. Repoductions of paintings. Porter, A bright particular faith. Steegmuller, A missionary of old pictures. Maxwell, What every boy should know. White, The second tree from the corner. Kronenberger, The one and the many. Quennell, America unvisited. Nagel, The perspectives of science and the prospects of men. Poetry by Hoffman, Moss, and Wheelock. Dupee, Letter from New York. Reviews by George Boas, John Gassner, Clyde Kluckhohn. 9.0" tall; 172 pages. …

PAP. Condición: New. New Book. Shipped from UK. Established seller since 2000.

Hardcover. Condición: new. New Copy. Customer Service Guaranteed.

Softcover. Condición: Near Fine. First Edition. First edition. Printed white wrappers. 112pp. Modest age-toning, near fine. Essays and poetry contributions by Allen Tate, W.R. Johnson, John Pauker, Ambrose Gordon, Howard Nemerov, Erling Larsen, Hayden Carruth, Francis Berry, Marion Montgomery, Ernest Kroll, Harold Witt, John Sebastian, Wayne Booth, Daniel G. Hoffman, Myron Broomell, Gael Turnbull, Ramon Guthrie, Walker Gibson, Scott Bates, Richard Eberhart, Julian Moynahan, Louis Coxe, Philip Sheridan, James B. Hall, and Reed Whittemore. …

Softcover. Condición: Near Fine. Magazine. Gray printed wrappers. 466-607pp. Spine lightly age-toned, else fine. Articles by Paul Bixler, William G. Carleton, Robert E. Fitch, Max Lerner, George R. Geiger, Francis Russell. Stories by Seymour Epstein and Ben Morreale. Poetry by Harold Witt, Daniel Hoffman, and Leonard E. Nathan.…

Condición: New.

Condición: New. In English.

Softcover. Condición: Near Fine. Single issue. Stapled wrappers. [16]pp. Wrappers lightly age-toned, near fine. Contributions by William Shakespeare, Paul N. Siegel, Walter L. Meyers, George Herbert, Sheldon P. Zitner, Edwin B. Benjamin, John Donne, Walter Gierasch, Thomas Gray, Rene Rapin, L.C., Samuel Taylor Coleridge, Louise Schutz Boas, Francis Thompson, Arthur Dickson, George G. Williams, and Dan G. Hoffman. …

Softcover. Condición: Very Good. First Edition. Magazine. Cover illustration by Rudolph de Harak. Octavo. 169pp. Perfectbound. Illustrated with color plates by James Thomas Flexner. Creases along the spine with edgewear, very good. This issue features many notable authors including Katherine Anne Porter, Francis Steegmuller, William Maxwell, E.B. White, Louis Kronenberger, Peter Qeunnell, Ernest Nagel, Daniel G. Hoffman, Howard Moss, John Hall Wheelock, F.W. Dupee, George Boas, John Gassner, and Clyde Kluckholm.…

Condición: As New. Unread book in perfect condition.

Condición: New.

Condición: New. In English.

Hardback. Condición: New. As Clausewitz observed, ""In war more than anywhere else, things do not turn out as we expect."" The essence of war is a competitive reciprocal relationship with an adversary. Commanders and institutional leaders must recognize shortfalls and resolve gaps rapidly in the middle of the fog of war. The side that reacts best (and absorbs faster) increases its chances of winning. Mars Adapting examines what makes some military organizations better at this contest than others. It explores the institutional characteristics or attributes at play in learning quickly. Adaptation requires a dynamic process of acquiring knowledge, the utilization of that knowledge to alter a unit's skills, and the sharing of that learning to other units to integrate and institutionalize better operational practice. Mars Adapting explores the internal institutional factors that promote and enable military adaptation. It employs four cases, drawing upon one from each of the U.S. armed services. Each case was an extensive campaign, with several cycles of action/counteraction. In each case, the military institution entered the war with an existing mental model of the war they expected to fight. For example, the U.S. Navy prepared for decades to defeat the Japanese Imperial Navy and had developed carried-based aviation. Other capabilities, particularly the Fleet submarine, were applied as a major adaptation. The author establishes a theory called Organizational Learning Capacity that captures the transition of experience and knowledge from individuals into larger and higher levels of each military service through four major steps. The learning/change cycle is influenced, he argues, by four institutional attributes (leadership, organizational culture, learning mechanisms, and dissemination mechanisms). The dynamic interplay of these institutional enablers shaped their ability to perceive and change appropriately.…

Paperback. Condición: New. As Clausewitz observed, "In war more than anywhere else, things do not turn out as we expect." The essence of war is a competitive reciprocal relationship with an adversary. Commanders and institutional leaders must recognize shortfalls and resolve gaps rapidly in the middle of the fog of war. The side that reacts best (and absorbs faster) increases its chances of winning. Mars Adapting examines what makes some military organizations better at this contest than others. It explores the institutional characteristics or attributes at play in learning quickly. Adaptation requires a dynamic process of acquiring knowledge, the utilization of that knowledge to alter a unit's skills, and the sharing of that learning to other units to integrate and institutionalize better operational practice.Mars Adapting explores the internal institutional factors that promote and enable military adaptation. It employs four cases, drawing upon one from each of the U.S. armed services. Each case was an extensive campaign, with several cycles of action/counteraction. In each case the military institution entered the war with an existing mental model of the war they expected to fight. For example, the U.S. Navy prepared for decades to defeat the Japanese Imperial Navy and had developed carried-based aviation. Other capabilities, particularly the Fleet submarine, were applied as a major adaptation. The author establishes a theory called Organizational Learning Capacity that captures the transition of experience and knowledge from individuals into larger and higher levels of each military service through four major steps. The learning/change cycle is influenced, he argues, by four institutional attributes (leadership, organizational culture, learning mechanisms, and dissemination mechanisms). The dynamic interplay of these institutional enablers shaped their ability to perceive and change appropriately.…

Paperback. Condición: New. As Clausewitz observed, "In war more than anywhere else, things do not turn out as we expect." The essence of war is a competitive reciprocal relationship with an adversary. Commanders and institutional leaders must recognize shortfalls and resolve gaps rapidly in the middle of the fog of war. The side that reacts best (and absorbs faster) increases its chances of winning. Mars Adapting examines what makes some military organizations better at this contest than others. It explores the institutional characteristics or attributes at play in learning quickly. Adaptation requires a dynamic process of acquiring knowledge, the utilization of that knowledge to alter a unit's skills, and the sharing of that learning to other units to integrate and institutionalize better operational practice.Mars Adapting explores the internal institutional factors that promote and enable military adaptation. It employs four cases, drawing upon one from each of the U.S. armed services. Each case was an extensive campaign, with several cycles of action/counteraction. In each case the military institution entered the war with an existing mental model of the war they expected to fight. For example, the U.S. Navy prepared for decades to defeat the Japanese Imperial Navy and had developed carried-based aviation. Other capabilities, particularly the Fleet submarine, were applied as a major adaptation. The author establishes a theory called Organizational Learning Capacity that captures the transition of experience and knowledge from individuals into larger and higher levels of each military service through four major steps. The learning/change cycle is influenced, he argues, by four institutional attributes (leadership, organizational culture, learning mechanisms, and dissemination mechanisms). The dynamic interplay of these institutional enablers shaped their ability to perceive and change appropriately.…

Hardback. Condición: New. As Clausewitz observed, ""In war more than anywhere else, things do not turn out as we expect."" The essence of war is a competitive reciprocal relationship with an adversary. Commanders and institutional leaders must recognize shortfalls and resolve gaps rapidly in the middle of the fog of war. The side that reacts best (and absorbs faster) increases its chances of winning. Mars Adapting examines what makes some military organizations better at this contest than others. It explores the institutional characteristics or attributes at play in learning quickly. Adaptation requires a dynamic process of acquiring knowledge, the utilization of that knowledge to alter a unit's skills, and the sharing of that learning to other units to integrate and institutionalize better operational practice. Mars Adapting explores the internal institutional factors that promote and enable military adaptation. It employs four cases, drawing upon one from each of the U.S. armed services. Each case was an extensive campaign, with several cycles of action/counteraction. In each case, the military institution entered the war with an existing mental model of the war they expected to fight. For example, the U.S. Navy prepared for decades to defeat the Japanese Imperial Navy and had developed carried-based aviation. Other capabilities, particularly the Fleet submarine, were applied as a major adaptation. The author establishes a theory called Organizational Learning Capacity that captures the transition of experience and knowledge from individuals into larger and higher levels of each military service through four major steps. The learning/change cycle is influenced, he argues, by four institutional attributes (leadership, organizational culture, learning mechanisms, and dissemination mechanisms). The dynamic interplay of these institutional enablers shaped their ability to perceive and change appropriately.…

First Edition. AVON FANTASY READER, Avon Books, 1947 thru 1952, first edition, 18 volumes complete, near fine to fine in full color pictorial wraps. Contributions by Robert E. Howard, Gelett Burgess, William Hope Hodgson, Hugh Cave, Algernon Blackwood, Edust-wrapper ard Lucas White, James Francis Dwyer, G. K. Chesterton, Frank Owen, Ray Bradbury, Anthony Boucher, Nelson Bond, E. Hoffman Price, H. P. Lovecraft, Sax Rohmer, Manly Wade Wellman, M. R. James, Lord Dunsany, Clark Ashton Smith, Seabury Quinn, Francis Flagg, Doanld Wollheim, Malcolm Jameson, Amelia Reynolds Long, Fritz Leiber, Robert Bloch, Donald Wandrei, Ambrose Bierce, C. L. Moore, Abraham Merritt, Frank Belknap Long, David Keller, Jack Williamson, Edmond Hamilton, Henry S. Whitehead, Carl Jacobi, William F. Harvey, C. M. Kornbluth, S. Fowler Wright, Murray Leinster, August Derleth, H. G. Wells, H. R. Wakefield, et.al. Along with AVON SCIENCE FICTION READER, all 3 volumes, near fine to fine in full color pictorial wraps.…

Condición: New. Print on Demand.