Download Leadership, Management and Command: Rethinking D-Day by K. Grint PDF

Download Leadership, Management and Command: Rethinking D-Day by K. Grint PDF

By K. Grint

The writer argues that the successes and screw ups of D-Day, on each side, can't be defined just by evaluating the competing thoughts of every aspect. as a substitute he offers an account of the wade through the overarching nature of the connection among the leaders and their fans.

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Extra info for Leadership, Management and Command: Rethinking D-Day

Example text

However, the longer the war continued and the more delayed the invasion of Europe became the more important became the American influence – but also the more likely that the USSR would get to Berlin first. This division in strategy replicates two different martial arts: boxing and karate. While boxers sometimes knock their opponents out in the first round this is an unusual occurrence and the more traditional strategy is to wear the opponent down through attrition by delivering a series 23 24 LEADERSHIP AND WICKED PROBLEMS of body and head blows to the point where either a points victory is assured or the opponent is weakened to the point of collapse.

24 He had good reason to worry: in November 1943, only six months before the original date for D-Day in May 1944, no US senior commander had received a directive concerning the operation, and a month later there was still no Supreme Commander appointed. The indecision reflected the political negotiations rather than military difficulties, though all sides tried to pretend otherwise. Indeed, it is a common manifestation of a Wicked Problem that few are prepared to admit that there really is not a scientific answer to the problem, and fewer ready to admit that the most important thing was to facilitate collaboration by appointing a wise and politically astute Supreme Commander rather than seeking out the military commander with the greatest array of military successes.

This was probably just as well, for as Alan Brooke suggested in his diary a year before D-Day, W E S T E R N A L L I E D S T R AT E G Y: B O X E R A N D K A R AT E K A 27 Montgomery … requires a lot of educating to make him see the whole situation and the war as a whole outside the 8th Army orbit. A difficult mixture to handle, brilliant commander in action and trainer of men, but liable to commit untold errors due to lack of tact, lack of appreciation for other people’s outlook. It is most distressing that the Americans do not like him.

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