| Publication |
2014.
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| Summary/Abstract |
Although intuitively social science has much to contribute to strategy, this article examines the difficulty for strategists doing so. To illustrate the difficulty, the article draws on two social science theories that provided conceptual frameworks for U.S. strategy in the 1960s: deterrence/coercion theory and modernization theory. The article also draws on the cases of Project Camelot in the 1960s and the recent use of human terrain teams to illustrate the difficulty encountered by the military when it tries to use social scientists operationally.
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