Depth vs. Breadth: Talent Management for Special Warfare

Abstract

This thesis presents recommendations for improving officer talent management for Special Warfare units. Success in this complex human domain demands that key planners and commanders of a Special Warfare campaign operate with a long-term perspective, a depth of expertise, and a strong network of relationships. However, on any given day in a U.S. Army Special Forces Group, the preponderance of field grade officers are in their first year on the job. With a particular focus on what constitutes adequate time in key leadership positions, this thesis examines talent management in Nordic SOF units, the Intelligence Community, Google, and elite college basketball teams. Based on how these exceptional organizations balance breadth vs. depthand grounded in interviews with former four-star commanders and Defense Department leadershipthe research determines that the current method of rotating field grade officers through key jobs every 1224 months is antithetical to the needs of Special Warfare. The thesis concludes with three recommendations to improve talent management for field grade Special Forces officers.

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Document Details

Document Type
Technical Report
Publication Date
Dec 01, 2016
Accession Number
AD1031022

Entities

People

  • William Jr K. Krebs

Organizations

  • Naval Postgraduate School

Tags

Communities of Interest

  • Cyber
  • Human Systems

DTIC Thesaurus Topics

  • Field Grade Officers
  • Green Berets
  • Intelligence Community
  • Intelligence Community (United States)
  • Management Personnel
  • Military Organizations
  • Military Science
  • National Security
  • Officer Personnel
  • Organizational Structure
  • Personnel Management
  • Second World War
  • Special Forces
  • Special Operations Forces
  • Students
  • United States
  • Warfare

Readers

  • Irregular Warfare and Special Operations Cyberspace Operations against Adversarial Threats.
  • Joint Military Operations and Doctrine.
  • STEM Education