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) 3