DLNSEO engaged the RAND Corporation to examine the LTC Program, to ensure the LTC program is meeting its goals and to assist the Department of Defense in future planning regarding the program.
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 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.
This report discusses the need for an improved SOF language training and education program consisting of improved initial language and culture training, advanced regional studies and in-country immersion.
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.
This thesis analyzes the influence of language training and cultural understanding on the overall success of counterinsurgency campaigns.
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.
This article is a survey of some historical, cognitive, and cultural features of institutional—particularly government and military—language training, to examine and plot a faster and less effortful trip to proficiency. My thesis is that our own cultural and institutional climates play a crucial role in what our students can learn and who they can become.
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.