| Summary/Abstract |
In response to the uncertain geopolitical environment which confronted it after the end of the Cold War, NATO adopted a strategy of risk management. Two institutions – the Science and Technology Office and Allied Command Transformation – were responsible for translating this policy into practice. By promoting knowledge development, each institution sought to make NATO a more reflexive and responsive organization. Knowledge development became the foundation for a new model of command and control created by two Science and Technology Office working groups. While this model has vast potential, its implementation has been blocked by internal rifts within NATO.
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