Amazon.com: Learning to Fight: Military Innovation and Change in the British Army, 1914–1918 (Cambridge Military Histories): 9781107190795: Fox, Aimée: Books
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Learning, innovation and adaptation are not concepts that we necessarily associate with the British army of the First World War. Yet the need to learn from mistakes, to exploit new opportunities and to adapt to complex situations are enduring and timeless. This revealing work is the first institutional examination of the army's process for learning during the First World War. Drawing on organisational learning and management theories, Aimée Fox critiques existing approaches to military learning in wartime. Focused around a series of case studies, the book ranges across multiple operational theatres and positions the army within a broader context in terms of its relationships with allies and civilians to reveal that learning was more complex and thoroughgoing than initially thought. It grapples with the army's failings and shortcomings, explores its successes and acknowledges the inherent difficulties of learning in a desperate and lethally competitive environment.
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Reviewed in the United States on September 8, 2020
Doctor Fox's book on learning to fight: Military Innovation and change in the British Army, 1914-1918. Also, the 2019 Templer First Book winner. Fox's book use organizational learning and knowledge transfer theory to engage readers with First World War case studies. Fox's book talks about the path that large organizations take in order to make real change. The case studies were all well written and researched. Topic such as military engineering were discussed along side battlefield challenges and opportunities. The Professional Military Education(PME) student or teacher will have great use for this book. Fox's book engages with change in the British army while fighting a global war. Fox's book is a true game changer in how historians view change and innovation in large organizations. This is a must have for any FWW historians or practitioner of PME.
Lots of useful information marred by unreadably academic writing. The author's turgid style will make your eyes glaze over every five minutes. I gave up trying after twenty minutes.
The major premise of this book is that battlefield outcomes are not proper metrics by which to measure military learning. Such a premise immediately undermines the very purpose of military history, and as a sleight of hand conceptually obviates the need for Fox to seriously engage with the battlefield. Such silliness can only exist in the rarified and insular environment of British academia. Do yourself a favor and pass.
The author clearly establishes only with the right ethos can organisational learning flourish. In 1914-18 it was an ethos that enabled and encouraged entrepreneurial attitude, risk, and a recognition of the individual/organisation that lived the experience generally had the best knowledge. As a consequence, organisational learning was a pervasive constant which stimulated behaviours that enabled innovation, adaptation, and adoption at all levels and through a number of practices. Therefore, when considering why an army of one hundred years ago arguably achieved more effective organisational learning than that of today it is to ethos we should look. Garry