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Timely and Relevant

Crossfire: An Australian Reconnaissance Unit In VietnamCrossfire is much more than just another war story, however. It goes beyond the jungle-bashing and the contacts and the firefights; beyond the heat and the sweat and the sometimes gut-wrenching fear that were the essence of the grunt's war in Vietnam. The authors have adopted a mode of presentation that works extremely well and complements the theme of the main narrative. Interwoven with the exploits of the Reconnaissance Platoon as it sought to come to grips with its task in the jungles and rice paddies of Vietnam, is a separate but complementary story focused on the present. It looks briefly at a small group of veterans, some thirty years after the event, as they seek a kind of cathartic release while camping and hiking in the Flinders Ranges, that area of rugged but serene, natural beauty in "outback" South Australia.
Based on incidents and events that actually occurred, Crossfire not only holds the interest all the way, but in many places reads like a best-selling novel. Indeed, it is one of those rare books, which once started, is entirely difficult to put down. This is a very worthy addition to the genre, and it is a credit to Peter Haran and Robert Kearney that they have captured so faithfully what it was to be in action on the ground in Vietnam. If you are a veteran of the Vietnam War, then in a very real sense the incidents and events portrayed in the book will have an uncanny knack of taking you back there. It will take you back to another time and another place - to a conflict and an era that you have known intimately, and which will forever feature in the history of the Australian soldier at war. If you are not a veteran and you read no other book on the subject, you must read this one. As Lieutenant General Peter Cosgrove, Chief of the Australian Army, says in the foreword to Crossfire: "Read this story. Read about these Australians. They are so ordinary but so extraordinary - they are heroes."


Student of Military History

Memories and Questions

A broad-minded, fair-handed study

Enjoyable for young children.Young children will enjoy the bright and lively illustrations and simple upbeat text. It would also make a nice gift for waiting families. As they get older, children are likely to have additional questions about their adoption, waiting children and their life in Vietnam, to which parents can use their shared reading time together to answer.


THIS is the Heart of Darkness!

The gut-wrenching personal account of a year in Vietnam

One of the best books on Vietnam.

Highly recommendableParticulary for american readers, I think this book from a non-american is important to read. Often, the american vision about the Vietnam war is somehow distorted.
So it is a very exciting and informative lecture.
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MAJ Nagl presents a twofold thesis. First, the British Army developed a successful counterinsurgency doctrine in Malaya due to its performance as a learning institution. Second, the American Army failed to do the same in Vietnam and in fact actively resisted the necessity of learning to fight a new sort of war. But what is organizational learning? Learning theorists tend to recognize the inherently iterative nature of the learning process whether they characterize it using a simple model such as Boyd's OODA loop or Ackoff's more complex organizational learning and adaptation model. To develop his thesis, the author first looks at Richard Downie's model of the learning cycle as applied to the development of doctrine [1]. This model is more complex than the OODA cycle and less complex than some other models. Overall, Downie's model provides a reasonable framework for this study. MAJ Nagl then evaluates each army's experience using a set of questions to measure the effectiveness of each as a learning institution.
To answer these questions, the author provides a summary history of insurgency itself, a description of the historical context in which each army's organizational culture developed, and the details of the respective British and American experiences in Vietnam. He finally sums up his conclusions in a "lessons learned" chapter that provides recommendations to foster learning within the army.
Largely due to its historical context, the British army developed an organizational culture characterized by a focus on limited war, diverse, global experience, a decentralized organization, and doctrinal flexibility. In contrast, American military history led to an organizational culture focused on absolute victory, large wars characterized by technology and overwhelming firepower, and political and cultural naivete.
After establishing the historical context for these very different organizational cultures, MAJ Nagl described in detail their specific experiences in Malaya and Vietnam. The British army in Malaya went through two distinct phases in evolution as a learning institution. During the first phase, the army was still focused on its most recent experience in conventional war in World War II and Korea despite the presence of a significant number of officers with experience in "small wars". This hindered effective learning in the face of the insurgency. During the second phase, the British army developed fully as a learning organization. The key difference between these two phases was the leadership imposed by General Miles Templer and his recognition that victory meant political victory as well as operational and tactical victory. He fostered a climate of innovation that ran the gamut from free primary schooling for children of all ethnicities (Malay, Indian, and Chinese) to extensive use of intelligence, clandestine operations, and psychological warfare to the steady development of a government capable of taking over after independence. The combination of these innovations enabled the forces fighting the insurgents to truly win the "hearts and minds" of the people of Malaya and to remove the fish (the insurgents) from the water (the people). Coupled with these innovations, and probably one of the keys to their effectiveness, was a limitation on the use of overwhelming firepower and the subordination of the military to the political.
In contrast, the author effectively makes the case that the US Army in Vietnam failed to develop as a learning organization and, in fact, actively resisted the adaptations necessary to develop an effective counterinsurgency doctrine. MAJ Nagl cites ample evidence that the military refused to listen to its own civilian leadership when it called for a more politically-sensitive approach to counterinsurgency, that it rejected internal studies pointing out its own flaws and refused to learn from them, and that it did not foster tactical and operational innovation but, instead, relied upon superior technology and overwhelming firepower even when these could prove counterproductive. The US approach largely lost the "hearts and minds" of the people and lost the war politically and, ultimately, militarily.
The depth of the author's research is evident in every chapter and should satisfy the rigor of academia while, at the same time, the writing style is clear, concise, and leaves little doubt as to the author's reasoning. Overall, MAJ Nagl has made an impressive contribution to the study of organizational learning that will prove valuable to anyone interested in these concepts as well as those for whom there is no substitute for victory. This study is especially relevant today. One must wonder, for example, if the Army, 10 years after Mogadishu, has developed effective doctrine for fighting on urban terrain in the developing world or has merely chosen to avoid that fight and to remain unprepared for an enemy who wisely uses terrain to avoid superior technology and firepower. To be successful in an age of "small" wars, Nagl concludes that the Army "will have to make the ability to learn to deal with messy, uncomfortable situations an integral part" of its organizational culture. It must, per T.E. Lawrence, be comfortable eating soup with a knife.