MAGAZINE
SPRING 2020
Leadership
A Critical Factor for an Effective Learning Organization
Lieutenant Colonel Rainer P . BRAUN ( DEU F ) holds a Master ’ s Degree in Science of Leadership and he has been a military analyst at the Joint Analysis and Lessons Learned Centre ( JALLC ) since 2017 . In the year 2018 , he contributed to the JALLC study on new technologies in support of lessons learned⁴ by identifying the challenges relating to NATO LL Capability .
Mr . Stefan OLARU ( ROU NIC ) holds degrees in Management and Law , a Master ’ s Degree in Private Law , and a post-graduation in Leadership . During the 8 years spent in the JALLC , he supported the LL information sharing and contributed to several joint analysis projects , including as project manager for the JALLC study on new technologies in support of lessons learned⁴ .
NATO , as a political-military organization , has proved over the last decades that it is eager and constantly striving to be a learning organization by developing , employing , and improving its capabilities . Among these capabilities , the NATO Lessons Learned ( LL ) capability is at the core of the Alliance ’ s learning efforts . The objective of LL in NATO is to contribute to the Alliance ’ s transformation and capabilities enhancement to address a continuously changing security environment , where new and fast evolving
challenges present themselves in rapid succession . To enable the implementation of LL in NATO , the LL Policy 1 was established as an overarching guidance in 2011 . Subsequently , directives 2 and procedures were established and updated at different NATO entities and national levels . As with any capability , the effectiveness of the LL capability depends on several critical factors supporting the achievement of effective and efficient LL information sharing and management of the organizational knowledge resulting from the LL process . Among these critical factors ,
Leadership 3 is central and plays a vital role , leading to the creation of a safe and blamefree environment where learning can flourish . However , the centrality of LL Leadership does not protect it against the challenges that have a negative impact on the LL capability . An in depth analysis conducted in the JALLC study on New Technologies in support of Lessons Learned 4 identifies a number of these challenges across three main dimensions : ( 1 ) the prioritization of efforts , ( 2 ) decision-making , and ( 3 ) effective and efficient use of human resources .
The JALLC is NATO ’ s centre for performing Joint Analysis of operations , training , exercises and experiments , based on joint analysis requirements generated by both NATO strategic commands . The JALLC supports the exchange of Lessons Learned ( LL ) and facilitates the development of Lessons Learned Capabilities , reinforcing the continuous transformation and modernization of NATO ’ s forces and capabilities .
( 1 ) NAC ; NATO LESSONS LEARNED POLICY ; PO ( 2011 ) 0293-AS1 ; 9 September 2011 ; NATO Unclassified
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( 2 ) For example , NATO ’ s Bi-Strategic Command ( Bi-SC ) Directive 080-006 ( 2018 ) and the Allied Command Operations ( ACO ) Directive 080-001