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21. Parliamentary Oversight of Military Intelligence

Author:
Grazvydas Jasutis, Teodora Fuior, and Mindia Vashakmadze
Publication Date:
02-2021
Content Type:
Case Study
Institution:
Geneva Centre for Security Sector Governance (DCAF)
Abstract:
The study explores the evolution of military intelligence and its place within the broader framework of parliamentary oversight, identifies the key characteristics of military intelligence, and examines how these challenge efforts to institutionalize effective oversight over the activities of military intelligence agencies. Through a comparative analysis of existing practices in NATO member states with regard to oversight of military intelligence, the study demonstrates that oversight practices vary from state to state, and in general demands further attention. The study is aimed at those responsible for the oversight of military intelligence, including parliamentarians and staffers, members of independent oversight bodies, researchers, and civil society as well as individuals interested in security studies.
Topic:
Intelligence, Military Strategy, Governance, Leadership, Oversight, Civil-Military Relations, and Parliamentarism
Political Geography:
Global Focus

22. The Security Sector Governance - Migration Nexus

Author:
Sarah Wolff
Publication Date:
05-2021
Content Type:
Research Paper
Institution:
Geneva Centre for Security Sector Governance (DCAF)
Abstract:
This paper argues that there is a need to improve linkages between security sector governance and migration. Going beyond the state-centric understanding of security sector governance and reform (SSG/R), it provides a comprehensive view of the relationship between SSG/R and migration and makes a series of practical recommendations to operationalize a better inclusion of migration issues at domestic, regional and international levels of SSG/R. It provides guidance as to how the military, police forces, intelligence services, border security services, judicial institutions, interior ministries, private actors, civil society organizations and parliaments should rethink the inclusion of migrants’ rights at the heart of their professional practice.
Topic:
Security, Migration, Governance, Leadership, and Institutions
Political Geography:
Global Focus

23. Strengthening the Role of Parliament in SSG - Challenges and Opportunities form Selected Case Studies

Author:
Daniel Reimers
Publication Date:
06-2021
Content Type:
Case Study
Institution:
Geneva Centre for Security Sector Governance (DCAF)
Abstract:
Parliaments play an indispensable role in good security sector governance. As democratically elected representatives, parliamentarians ensure that individual and collective security is provided in accordance with the will of the people. This also requires that security sector institutions subject themselves to parliamentary oversight, which is one of the primary means of verifying that security actors respect the mandate they are given. This comparative study gathers observations and lessons drawn from specific country cases, all of which have wider applicability in the field of SSG/R and can be used to inform future policy choices and SSR interventions. The study maps out challenges, remedies, and opportunities for parliaments in exercising security sector oversight, through the analytical lens of the “triple A” framework – authority, ability, and attitude – all of which are necessary conditions for parliaments to play an effective role in SSG. Case studies from Colombia, The Gambia, North Macedonia, and Tunisia form the basis of the comparative analysis in this text, which examines cross-national patterns of institutional variation and their efficacy in contributing towards good SSG.
Topic:
Governance, Leadership, State Building, and Parliamentarism
Political Geography:
Global Focus

24. Data Science Teams: Evolution of the Full-Contact Sport

Author:
Colleen McCue and Brandon Daigle
Publication Date:
12-2021
Content Type:
Journal Article
Journal:
Fletcher Security Review
Institution:
The Fletcher School, Tufts University
Abstract:
No one today questions whether data science can confer competitive advantage to organizations effectively adopting these capabilities. Considerable attention has been paid to technology, talent, and training as organizations attempt to build data science programs in an effort to convert aspiration to practice; moving from simply counting and reporting what happened to datainformed prediction and prescription. As understanding of the various and specific data science roles has evolved, talent development, management, and leadership are emerging as new frontiers. Organizations now work to create data science capacity where effective and responsible use of advanced analytics makes the whole truly more than a sum of the parts. Organizations increasingly recognize data science as a “must have” capability and are scrambling to recruit and hire data science talent. Data literacy programs are also proliferating given growing empirical research demonstrating the importance of upskilling across the organization in order to optimize data science talent and efforts. At the same time, the community is moving away from the data science “unicorn” concept in favor of a data science ecosystem. This is built through aggregation and assembly of complementary data science skill sets in support of meaningful, scalable, and sustainable breadth and depth of capacity. The challenge many organizations now face is how to organize and manage this disparate yet complementary talent? While the data science Venn Diagram has become ubiquitous, recent analysis suggests we are actually looking at something with far greater complexity and depth– more akin to a data science “tapestry” where unique data science capabilities and roles are intricately interwoven across the enterprise.297 Although aesthetically appealing, the tapestry construct is inherently static. Experience increasingly suggests that fixed data science resource allocation constructs are inflexible and even brittle; breaking in response to rapid evolution or change. Moreover, fixed or otherwise inflexible organizational constructs may have limited capacity to adjust on the fly to address unanticipated challenges and opportunity alike. What is needed, therefore, is data science capacity that is relatively fluid, agile and dynamic. It should be able to rapidly pivot in response to changing conditions, including unforeseen shortcomings or failures, while also setting the conditions to fully capitalize on unexpected windfalls in support of true competitive advantage. With this evolving understanding of high-performing data teams, we propose that analytically competitive organizations actually operationalize data science as something closer to a full-contact team sport where no one rides the bench.
Topic:
Science and Technology, Leadership, Data, and Management
Political Geography:
Global Focus

25. Pandemics: The Armed Forces as the Ultima Ratio?

Author:
John L. Clarke
Publication Date:
04-2020
Content Type:
Working Paper
Institution:
George C. Marshall European Center for Security Studies
Abstract:
The novel coronavirus disease (COVID-19) crisis has caused leaders in all affected countries to turn to their armed forces for support in an ever-expanding range of roles. Armed forces are being tasked to provide capabilities that in many instances go beyond what they have provided in past crises. As the crisis progresses and tragedy intensifies, the armed forces may appear to be the last resort available—the ultima ratio—to decision-makers. It must be expected that these demands will continue to mount even if the current crisis abates, as it is sure to remain a top national concern for months to come. This paper examines the range of roles that armed forces have taken on within the context of this crisis and places those roles, mission, tasks, and function within a scheme of six mission sets that comprise the defense support to civil authority (DSCA) rubric. The paper goes on to set forth a half-dozen considerations for decision-makers to contemplate before asking the armed forces to undertake these roles. In the current pandemic crisis, many of the tasks inherent in the DSCA rubric have been prominent in the demands by political leaders for armed forces support, such as the provision of essential services (many logistical and medical in nature) as well as search capabilities, decontamination operations, and engineering support. For example, armed forces in Italy, Spain, France, and the United States, just to name a few, have built and staffed medical facilities; transported virus patients; delivered food supplies; searched buildings for victims; and decontaminated residences and public facilities, such as train stations and airports. In addition, armed forces organizations have provided mortuary services, including the transportation and cremation of virus victims’ remains, which, of course, are contaminated. Photos of Italian Army units have shown convoys of trucks loaded with coffins. Soldiers have also provided medical support to overwhelmed facilities. Soldiers have been photographed administering tests for the virus, moving patients within hospitals, and providing basic services, such as changing bed pans and providing meals, all in a contaminated environment. French military aircraft, equipped for medical evacuation, have transported virus patients to less-stressed medical facilities in France.
Topic:
Military Affairs, Leadership, Public Health, Pandemic, and COVID-19
Political Geography:
Global Focus

26. Leading with Intentionality: The 4P Framework for Strategic Leadership

Author:
Robert Wilkinson and Kimberlyn Leary
Publication Date:
09-2020
Content Type:
Working Paper
Institution:
The John F. Kennedy School of Government at Harvard University
Abstract:
The year 2020 has brought one crisis after another, perhaps exacerbating a common belief that a “heroic leader” can save the day. But does this mythical figure really exist? Leadership, once we study it, isn’t one thing exercised at the top by one person, as our colleague and leadership expert Ron Heifetz has observed; it is an activity exerted by people at all levels, and by noticing certain less obvious aspects of leadership, anyone can improve at it. Leadership is possible at any time there is a collective problem. Each of us may have a role to play in mobilizing others to address community problems, and each of us can improve our skills to be more effective.
Topic:
Leadership and Crisis Management
Political Geography:
Global Focus

27. What We Can Learn From the Wonder Women of COVID-19

Author:
Izzy Ernst and Grace Pringle
Publication Date:
11-2020
Content Type:
Policy Brief
Institution:
Belfer Center for Science and International Affairs, Harvard University
Abstract:
The one good news story of 2020 seems to have been the rise of female leadership. In April, a Washington Post headline declared that female leaders were “hailed as voices of reason amid the coronavirus chaos.” High-profile figures like German Chancellor Angela Merkel and Taiwan President Tsai Ing-wen emerged as perfect foils to UK Prime Minister Boris Johnson and U.S. President Donald Trump. Since then, our research confirmed that male-led countries had 1.9 times more COVID-19 deaths per million than their female counterparts during the first five months after outbreak or roughly the first wave of coronavirus.1 However, despite the appealing headlines, our research also found that there is a catch: female leaders did not perform better because of their sex, but rather because of their leadership skills. We tested four popular theories commentators put forward to explain the coronavirus gender gap. Were female leaders more likely to: involve experts in decisions, show empathy, communicate instructions clearly, or take early action to avoid loss of life? These traits roughly track with leadership research that suggests that female leaders are more likely to be participative or democratic, other-directed, and risk averse. In contrast, male leaders tend to be authoritarian, self-directed, and risk-takers. These trends may be explained by socialization and experiences of women. As Professor Zoe Marks notes, “women in male-dominated fields often incur penalties for assertive, power-seeking behavior.” Men and white people also tend to perceive risks as less likely than women and people of color respectively. However, it turns out none of the leadership behaviors we analyzed are correlated with women any more than with men. Successful leaders with the fewest COVID-19 deaths—wonder woman New Zealand Prime Minister Jacinda Ardern as well as Australian Prime Minister Scott Morrison—share two leadership traits in common: early, decisive action and clear, instructive communication. They locked down earlier and communicated clearly, plainly explaining harsh realities, instructions and warnings. No one can argue that President Trump’s statement that “like a miracle, [COVID] will disappear” has aged well.
Topic:
Women, Leadership, Crisis Management, Public Health, and COVID-19
Political Geography:
Global Focus

28. Tackling Covid-19 calls for trust: Building confidence is part of containing a pandemic

Author:
Tyyne Karjalainen
Publication Date:
04-2020
Content Type:
Working Paper
Institution:
Finnish Institute of International Affairs (FIIA)
Abstract:
Covid-19 highlights the relevance of sharing information at a time of crisis. The revision of International Health Regulations in 2005 aimed to prevent the international spread of diseases, but the response to the novel virus shows that gaps in global health security remain. At the same time, authorities at all levels need to gain citizens’ trust in order to design an effective response.
Topic:
Leadership, Public Health, Pandemic, and COVID-19
Political Geography:
Global Focus

29. Pandemics: The Armed Forces as the Ultima Ratio?

Author:
John L. Clarke
Publication Date:
04-2020
Content Type:
Working Paper
Institution:
George C. Marshall European Center for Security Studies
Abstract:
The novel coronavirus disease (COVID-19) crisis has caused leaders in all affected countries to turn to their armed forces for support in an ever-expanding range of roles. Armed forces are being tasked to provide capabilities that in many instances go beyond what they have provided in past crises. As the crisis progresses and tragedy intensifies, the armed forces may appear to be the last resort available—the ultima ratio—to decision-makers. It must be expected that these demands will continue to mount even if the current crisis abates, as it is sure to remain a top national concern for months to come. This paper examines the range of roles that armed forces have taken on within the context of this crisis and places those roles, mission, tasks, and function within a scheme of six mission sets that comprise the defense support to civil authority (DSCA) rubric. The paper goes on to set forth a half-dozen considerations for decision-makers to contemplate before asking the armed forces to undertake these roles. In the current pandemic crisis, many of the tasks inherent in the DSCA rubric have been prominent in the demands by political leaders for armed forces support, such as the provision of essential services (many logistical and medical in nature) as well as search capabilities, decontamination operations, and engineering support. For example, armed forces in Italy, Spain, France, and the United States, just to name a few, have built and staffed medical facilities; transported virus patients; delivered food supplies; searched buildings for victims; and decontaminated residences and public facilities, such as train stations and airports. In addition, armed forces organizations have provided mortuary services, including the transportation and cremation of virus victims’ remains, which, of course, are contaminated. Photos of Italian Army units have shown convoys of trucks loaded with coffins. Soldiers have also provided medical support to overwhelmed facilities. Soldiers have been photographed administering tests for the virus, moving patients within hospitals, and providing basic services, such as changing bed pans and providing meals, all in a contaminated environment. French military aircraft, equipped for medical evacuation, have transported virus patients to less-stressed medical facilities in France.
Topic:
Military Affairs, Leadership, Public Health, Pandemic, and COVID-19
Political Geography:
Global Focus

30. GENDER AND POLITICAL VIOLENCE

Author:
Rose McDermott
Publication Date:
12-2020
Content Type:
Commentary and Analysis
Institution:
Political Violence @ A Glance
Abstract:
Recent commentary has noted that countries run by women have done a markedly better job at containing the COVID-19 pandemic than countries run by men. Previous commentary has also suggested that the public tends to think that female leaders do a better job on issues related to health and education. But the COVID-19 pandemic is not simply a health issue; it also presents major challenges in international relations, which begs the question: how does gender influence international relations? Gender affects international relations in many ways. It is at the root of many types and forms of conflict, from domestic violence to war. War is usually thought of as being something that is supported primarily by men even if the negative effects disproportionately fall on women. However, a great deal of conflict begins in and around battles over status between men, and between men and women. This is true in both domestic and international realms. Conflict, like much else, begins in the home. Children watch their parents disagree and observe how fights take place. Do parents have reasoned arguments that end in negotiated compromises? Or does their father beat their mother into submission? Children learn from watching, and take lessons about how to resolve conflict—and the role of domination and coercion in relationships—into the larger world, and use these models as the basis for how they feel they, and their nations, should behave.
Topic:
Political Violence, Gender Issues, Women, Leadership, Violence, and Peace
Political Geography:
Global Focus