By Richard O. Hundley
This record examines the hisotry of RMA's, to determine what may be realized from them concerning the problem confronting the DoD this present day.
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Extra info for Past Revolutions, Future Transformations: What Can the History of Military Revolutions in Military Affairs Tell Us About Transforming the U.S. Military?
Publisher : RAND isbn10 | asin : 0833027093 print isbn13 : 9780833027092 ebook isbn13 : 9780585163857 language : English subject Military art and science, Military history, United States--Armed Forces--Organization. 4/0973 subject : Military art and science, Military history, United States--Armed Forces--Organization. The research described in this report was sponsored by the Defense Advanced Research Projects Agency. The research was conducted in RAND's National Defense Research Institute, a federally funded research and development center supported by the Office of the Secretary of Defense, the Joint Staff, the unified commands, and the defense agencies, Contract DASW01-95-C-0059.
Based once again on the historical record, we can list other notable characteristics of RMAs: RMAs are rarely brought about by dominant players. RMAs frequently bestow an enormous and immediate military advantage on the first nation to exploit them in combat. RMAs are often adopted and fully exploited first by someone other than the nation inventing the new technology. RMAs are not always technology-driven. Technology-driven RMAs are usually brought about by combinations of technologies, rather than individual technologies.
We are proposing a formal, more permanent one. Page xix fashion. Failure to respond can lead a nation to military disaster just as easily as unawareness can. History shows that established military organizations more often than not fail to respond adequately to emerging RMAs threatening their core competencies, even RMAs of which they are aware. This occurs primarily because of inherent obstacles to the changes necessary to cope with an RMA. These obstacles are not unique to military organizations; rather they are for the most part generic, psychological obstacles to the organizational learning and change necessary to cope with paradigm shifts threatening core competencies, no matter what their shape or form.