Military Review English Edition November-December 2014 | Page 5

Contents November-December 2014
Volume 94 ◆ Number 6

47 The Challenge of
Countering Weapons of
Mass Destruction on the
Korean Peninsula
Lt. Col. Scott Daulton, U.S. Army, and
Lt. Col. Bill Shavce, U.S. Army

Two officers discuss the challenges associated
with combating and eliminating weapons of mass
destruction and share how U.S. forces prepare for this
critical mission on the Korean Peninsula.

54 Survivability, Sustainability,
and Maneuverability
The Need for Joint Unity of
Effort in Implementing the DOD
Arctic Strategy at the Tactical and
Operational Levels
Capt. Nathan Fry, U.S. Army National Guard
An officer trained in Arctic survival posits that the U.S.
Army is ill-prepared to conduct operations in the Arctic
environment and provides recommendations on how
U.S. forces can attain the unique skills.

63 What Lessons Did We Learn
(or Re-Learn) About Military
Advising After 9/11?
Lt. Col. Remi Hajjar, U.S. Army
Military advisors require a sophisticated array of skills
to successfully accomplish advisory missions. The Army
must capture the valuable lessons learned during
advisory missions in Iraq and Afghanistan.

76 Operation Serval
Another Beau Geste of France in SubSaharan Africa?
Lt. Gen. Olivier Tramond, French Army, and
Lt. Col. Philippe Seigneur, French Army
Two French officers provide lessons learned from
Operation Serval, a multinational military operation in
Mali, to clear radical Islamist insurgents from that country.
MILITARY REVIEW  November-December 2014

87 Entanglement: Using Social
Network Analysis for
Military Justice Applications
Maj. Dan Maurer, U.S. Army
Social network analysis is a method for discovering and
describing webs of relationships among social actors.
The author provides innovative applications of social
network analysis within military justice practice.

97 Leveraging the Power of
Loyal Dissent in the U.S.
Army
Maj. Thomas B. Craig, U.S. Army
Loyal dissent is not a personal attack on a leader’s
authority, but a way for subordinates to contribute to the
success of the team. When executed properly, leaders
use loyal dissent to create the conditions for innovation
by utilizing subordinates to their fullest potential.
This article won 3rd place in the 2013-1 MacArthur
Military Leadership Writing Competition

104 Two Faces of Critical
Thinking for the Reflective
Military Practitioner
Col. Christopher Paparone, Ph.D., U.S.
Army, Retired
Two paradigms—logico-scientism and interpretivism—
are quintessential for military decision making. These
two paradigms are complementary, and Army
leadership must understand and use both to master
critical thinking.
Above: Army Reserve Chemical, Biological, Radiological and Nuclear Operations soldiers with the 401st
Chemical Company form an extraction team to get
notional injured out of a contaminated area after a
simulated chemical agent attack.
(Photo by Staff Sgt. Roger Ashley, 412th Theater Engineer Command PAO)

Left: A wave of fire crashes against the riot shields of
soldiers from 2nd Squadron, 38th Cavalry Regiment,
504th Battlefield Surveillance Brigade, during a f ire
phobia training exercise 22 January 2012 at the Joint
Multinational Readiness Center.
(Photo by Sgt. Cody Barber, 11th Public Affairs Detachment)

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