| Publication |
2011.
|
| Summary/Abstract |
This paper describes the utility of Social Science and Management theory as tools for sense making and strategy building in a 'Jus Post Bellum' phase of war, Iraq 2005. It describes how these theories aided the design and implementation a new vision and strategy to build capacity and capability in Iraq's Ministry of Interior and its Police Service. The concept of Strategic Drift provided a discourse and logic for identifying and describing the situation. Emergent Strategy formed the basis of an argument to challenge a Deliberate Strategy that was stalled and contributing to a state of flux. Kotter's eight step change model was the inspiration and methodology for implementing the change, moving from the stalled Deliberate Strategy to the new Vision and Emergent Strategy. Social Science research methodology and methods were used to investigate Iraqi and Coalition constructs of identity through attitudinal preferences. The author drew on Cultural and Social Identity theory to examine the data from national and organisational perspectives developing 'Hierarchies of Loyalty' models. These provided invaluable insights into relationship management: notably the primacy of Honour and what this meant in an Iraqi Arab approach to security sector capacity building.
|