CAPITULO III: MARCO TEORICO
3.1 Base teórica
3.1.2 Teoria moderna del cohousing:
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of a few experts, in some cases the evaluation for a specific country may be sensitive, and knowledge may be adequate for some
countries in a large region but not for others. For example, in the European Command area of responsibility, most areas of inadequate knowledge were in sub-Saharan Africa.
Suffice it to say that almost across the board, combatant
commanders felt they needed more knowledge for every country in their area of responsibility in order to be most effective in peacetime and during stabilization and reconstruction.
The J-5 of one combatant command put it to us very succinctly: “For each of my high-priority countries, I need a good foreign area officer, a civilian staff member who has been working the country for years, and an experienced special operator.” Few combatant
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It is our assessment that while many combatant commanders feel that their knowledge is inadequate in specific categories, there is a vast amount of knowledge available within the DOD, across the U.S. government, and from other sources, which should be made
accessible.
At the center, this slide depicts the core knowledge of the military services, both the active and reserve component. The sources of this knowledge include the following:
Officer, and some enlisted, area specialists
Knowledge and experience developed throughcoalition operations, theater engagement programs, exchange programs, and state and National Guard country partnership programs
Knowledge and experience gained throughinteraction during foreign military sales,
international military education programs, and transfer of excess defense articles
No systematic ways to increase access or coordinate sources
DOD U.S. Govt. U.S. Non-U.S. Civilian Military AC/RC Professional experience Regional centers Retirees Professional experience Regional centers Retirees State/IC/Treasury/Commerce… Retirees State/IC/Treasury/Commerce… Retirees
Officer/enlisted specialists (FAO) Sub specialists
PME/Other language/area studies Guard partnership programs Exchange programs Coalition experience Retirees
Officer/enlisted specialists (FAO) Sub specialists
PME/Other language/area studies Guard partnership programs Exchange programs Coalition experience Retirees Operators Operators Intelligence Intelligence Community Community Polic y M aker s Polic y M aker s Pl anne rs Pl anne rs
Governments & Military
Governments & Military
Academia Think tanks International business NGOs/PVOs Recent immigrants
Sources of Knowledge
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Military retireesIn addition, there is a network of civilian DOD personnel and activities that possess considerable knowledge. Examples of these sources include
The regional centers for security studies
The Center of Excellence for HumanitarianAssistance & Disaster Relief in Honolulu, Hawaii
Experienced DOD civilian employees
Retired DOD civilian employeesDOD can also draw from knowledge and experience across the entire U.S. government—from other government agencies and departments like State, Commerce, Treasury, Justice, and the
intelligence community beyond the Office of the Secretary of Defense (OSD), as well as the retirees of these departments and agencies.
There are considerable additional knowledge bases and resources outside the government: academic institutions, think tanks, FFRDCs, nongovernmental organizations, private voluntary organizations, international business firms, private associations, and recent immigrants.
Finally there are the resources and knowledge of the governments and military forces of allies, friendly foreign governments, and
coalition partners.
The intelligence community—its operators, planners, and policy makers—are both sources and consumers of knowledge,
understanding, and intelligence.
Different organizations in DOD take advantage of these resources
to different degrees. However, there is NO systematic way to access or
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The organizing themes shown in this figure underlie the specific recommendations that follow in this section.
The objective of all activity by the staffs of policy makers,
planners, operators, and intelligence officers is not to develop good databases, but to enable superior decision making by leaders and commanders. In the future, U.S. forces will be sent more and more frequently into unfamiliar terrain on complex missions. Leaders and commanders must be informed by regional experts and intelligence officers about not only what threat their forces will face, but also the quality of available knowledge, so that margins can be allowed for uncertainty and backup plans can be formulated.
For that dialogue between leaders and commanders and their staffs to be fruitful, the leaders and commanders at all levels need to be knowledgeable themselves as to what questions to ask, how to interpret the answers, and how to gauge the depth of knowledge behind the answers they are being given. Only educated
consumers—decision makers—at all levels can take advantage of the knowledge of their staffs.