Title
Forging the Sword: Doctrinal Change in the U.S. Army
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As entrenched bureaucracies, military organizations might reasonably be expected to be especially resistant to reform and favor only limited, incremental adjustments. Yet, since 1945, the U.S. Army has rewritten its capstone doctrine manual, Operations, fourteen times. While some modifications have been incremental, collectively they reflect a significant evolution in how the Army approaches warfaremaking the U.S. Army a crucial and unique case of a modern land power that is capable of change. So what accounts for this anomaly? What institutional processes have professional officers developed over time to escape bureaucracies iron cage?Forging the Sword conducts a comparative historical processtracing of doctrinal reform in the U.S. Army. The findings suggest that there are unaccountedfor institutional facilitators of change within military organizations. Thus, it argues that change in military organizations requires incubators, designated subunits established outside the normal bureaucratic hierarchy, and advocacy networks championing new concepts. Incubators, ranging from special study groups to nonTitle 10 war games and field exercises, provide a safe space for experimentation and the construction of new operational concepts. Advocacy networks then connect different constituents and inject them with concepts developed in incubators. This injection makes changes elites would have otherwise rejected a contagious narrative.
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