This report documents the Institute of Defense Analyses' examination of the infusion of language, regional, and cultural (LRC) content into Professional Military Education (PME) across the Services, from pre-commissioning through the General Officer/Flag Officer (GO/FO) level.
This report describes the development of an operational tool for planners that enables them to identify REC capability requirements during the planning process.
This interim report summarizes the results of an independent assessment of Department of Defense (DoD) personnel systems and databases, focused on the identification and differentiation of what personnel data exist, where, and at what organizational level, as well as what is done with those data.
Increasingly, the United States Army operates in multinational, and therefore, multicultural, environments. Teamwork within such settings requires the ability to see events as members of other cultures see them. The goal of the research was to define a set of multicultural perspective taking skills that will enable Army leaders to function effectively in multinational alliances.
While group intellectual capital, manifested in the ability to transfer core competencies from one experience to the next, is critical for sustaining competitive advantage, today's organization faces the difficulty of measuring and managing these intangible assets. Here we examine the unique role of expatriate managers in enhancing group intellectual capital by facilitating the transfer of knowledge across national borders.
The purpose of this report is to identify best practices in operational-level advising from the special operations advisory mission in Afghanistan. The report also identifies key recommendations that are intended to help address key challenges in operational-level partnering.
The US Army’s diverse strategic interests around the globe require its Soldiers and leaders to be comfortable and effective working in a variety of cultural contexts.
In this initial special topics issue, Robert Greene Sands and Pieter DeVisser suggest, in their detailed look at the DoD’s language, regional expertise and culture (LREC) program, that there lacks any kind of sufficient assessment mechanism to provide organizations critical understanding of their LREC
capability, while failing to also provide the individual learner with a measure of performance useful to professional career development.
The Defense Language Transformation Roadmap was built out of a need for each Military Department, Combatant Command (COCOM), and Defense Agency to review its requirements for language professionals. The Defense Foreign Language Steering Committee (DFLSC) oversaw the development of this Roadmap and approved its assumptions, descriptions of the current situation, desired outcomes, and recommendations.