Enjoy conference snippets and highlights in this short video! Panel I explored the issue of commonalities and differences between protracted conflicts by focusing on the cases of Abkhazia, South Ossetia, Crimea and Republika Srpska. Moreover, it was emphasized how important not only the ethnic imaginary but also an idealized memory of the Socialist social order was for secessionism and how detrimental intrusive policies by the EU could be — for instance in Bosnia-Herzegovina — for the growth of a culture of democratic accountability. The second panel concentrated on interdependencies between protracted conflicts in the post-Soviet space and delved into the particularities of relations between Russia and Transnistria as well as the economic cost of conflict in Nagorno-Karabakh.
Bear true faith and allegiance to the Regional strategic point paper. Constitution, the Army, your unit, and other soldiers. Treat people as they should be treated. Put the welfare of the nation, the Army, and your subordinates before your own.
Live up to all the Army values. Do what's right, legally and morally. Face fear, danger, or adversity Physical or Moral. A competency framework that is used consistently throughout the force and that focuses on the functions of leadership will help align training, development, and performance management processes and better convey what leaders need to do.
Numerous considerations were combined to generate the framework including: Identification of the future of technological, geopolitical, and demographic factors; review of leadership theory; review of the evolution of Army leadership doctrine; identification of literature sources of leadership requirements: Through an iterative process, analysts developed competencies, components, and sample actions that were then reviewed by subject matter experts.
A core leadership competency framework was developed that includes eight competencies and 55 components.
The proposed core leadership competency framework serves to provide an analytically based description of leader requirements for the future. The incorporation of the framework into leader development processes is discussed as well as how the framework can be presented in doctrine.
Army War College to identify the strategic leader skill sets for officers required in the post-September 11th environment. The following report is the result of that tasking. They [the authors] distill the essence of strategic leadership into six metacompetencies that not only describe strategic leadership, but also provide aiming points for an integrated leader development system.
In this context, self-awareness is the ability to understand how to assess abilities, know strengths and weaknesses in the operational environment, and learn how to correct those weaknesses.
Self-awareness and adaptability are symbiotic; one without the other is useless. Self-awareness without adaptability is a leader who cannot learn to accept change and modify behavior brought about by changes to his environment.
Adaptability without self-awareness is irrationally changing for change sake, not understanding the relationship between abilities, duties, and the environment. Because these two competencies are so important, the Panel describes them as metacompetencies.
They enable lifelong learning and their mastery leads to success in using many other skills required in full spectrum operations. The operational environment requires lifelong learning by Army officers and units that have ingrained the metacompetencies of self-awareness and adaptability as the most important skills and characteristics requisite for mission success in the Objective Force.
The Panel concluded that the Army must use all three strategies to harness the potential of its leaders. The values-based method provides the foundation for leader competencies. The research-based method provides successful leader competencies of leaders past and present.
The strategy-based method enables lifelong learning through the enduring competencies of self-awareness and adaptability for an uncertain and constantly changing environment.
Army Culture is out of balance. There is friction between Army beliefs and practices. Over time, that friction threatens readiness.Regional Strategic Point Paper Words | 5 Pages. AZERBAIJAN POINT PAPER SUBJECT: Assessment of the Caucasus Region 1.
ISSUE. Provide the USEUCOM Commander an overview of Azerbaijan’s approach to the situation in the Caucasus Region. 2. FACTS. a. The mission of the U.S. is to conduct strategic partnering, military and interagency cooperation, and regional security operations to enhance transcaucus stability and peace.
Strategic Direction US National Interests and Policy Goals Promote trade, Norther Distribution Network Limit Russian and Iranian influences Ensure regional stability.
The proposed Gateway Pacific Terminal (GPT) at Cherry Point would have a capacity of approximately 54 million metric tons of goods, of which 48 million tons would be coal, initiativeblog.com comparison, Westshore Terminals at Robert’s Bank in the lower mainland of British Columbia, currently the largest coal port in North America, ships around 21 million metric tons of coal per year.
About Our Name. Longpoint takes its inspiration from Long Point Wildlife Refuge, a acre nature preserve on Martha's Vineyard. With its unusual combination of beaches, dunes, fresh water ponds and woodlands formed over the centuries since the last ice age, this thriving ecosystem is home to many rare plants amongst its shrubs, grasses, heathers and pines.
Regional Strategic Concept Point Paper Regional Strategic Concept Point Paper 1. What is Azerbaijan's primary national interest in regards to the Caucasus Region?
The primary national interest of Azerbaijan in the Caucasus Region is the economy and security. As a matter of fact, Azerbaijan has huge natural resources of energy which it exports. Measles, a vaccine-preventable illness, is one of the most infectious diseases known to man. In , an estimated , measles deaths occurred globally.