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Originally published under title: Army raiders. 2011.
A sympathetic assessment of Major General John Alexander McClernand, a highly controversial individual who served his country as soldier and statesman. It sheds light on the Union command systems and the politics of war, as well as the personalities and relationships among senior officers.
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During that time he saw his wife only twice on furlough, but still stayed in close contact with her through their intimate and dedicated exchange of letters.".
Despite being an elite combat unit and participating in highly classified and dangerous missions in Korea, members of the Far East Command Raider Company and its parent organization, the Special Activities Group, have received little attention from historians. Typically relegated to a paragraph at most, but more often a footnote, the Raider story usually begins and ends on the night of September 12, 1950, with a raid near Kunsan. From then until being inactivated on March 31, 1951, the Special Activities Group simply disappears from Korean War histories. Army Raiders corrects this omission. Primarily the history of one company and its headquarters, Army Raiders tells the story of ordinary hu...
U.S. Army Special Operations in Afghanistan chronicles the "boots on the ground" actions by U.S. Army Special Operations Command (USASOC) from September 11, 2001, until May 15, 2002. What makes this book so significant is that the history was captured as USASOC troops (Green Berets, Rangers, PsyOps, SpecOps Aviation and Civil Affairs) were fighting the war, providing an easily understood snapshot of the war as it happened during those first critical months. The authors include the mistakes, frustrations and failures of the war along with the successes. Rather than an armchair historian's overall strategic view 10 years later, it is an account of what individuals and small teams did with bravery, skill and honor on a day-to-day basis to rid Afghanistan of the Taliban and al-Qaeda terrorists, and assist the Afghan people and begin the vital work of rebuilding the infrastructure of Afghanistan
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This book presents the U.S. Army Asymmetric Warfare Group (AWG) as an example of successful change by the Army in wartime. It argues that creating the AWG required senior leaders to create a vision differing from the Army’s self-conceptualization, change bureaucratic processes to turn the vision into an actual unit, and then place the new unit in the hands of uniquely qualified leaders to build and sustain it. In doing this, it considers the forces influencing change within the Army and argues the two most significant are its self-conceptualization and institutional bureaucracy. The work explores three major subject areas that provide historical context. The first is the Army’s instituti...