The Organization and Training of Joint Task Forces
Research Report
The Organization and Training of Joint Task Forces
DANIEL R. WALKER
Copyright Date: Apr. 1, 1996
Published by: Air University Press
Pages: 50
OPEN ACCESS
https://www.jstor.org/stable/resrep13906
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  1. Front Matter
    Front Matter (pp. i-i)
  2. Disclaimer
    Disclaimer (pp. ii-ii)
  3. Table of Contents
    Table of Contents (pp. iii-iv)
  4. Abstract
    Abstract (pp. v-vi)
  5. About the Author
    About the Author (pp. vii-vii)
  6. Chapter 1 Introduction
    Chapter 1 Introduction (pp. 1-6)

    The decision to use military force to accomplish national objectives is not taken lightly. The national command authorities (NCA) normally consider a full range of diplomatic, economic, and informational options before deciding to put Americans in harm’s way. Even after thoughtful deliberation, the consequences of the decision may be catastrophic. The April 1980 failure of US armed forces to rescue American hostages held in Tehran is one of our most vivid examples.

    Upon learning of the hostages, President Jimmy Carter quickly decided a military option for resolution had to be available. Air Force Gen David C. Jones, then-chairman of the...

  7. Chapter 2 Organization
    Chapter 2 Organization (pp. 7-24)

    Social scientists and management experts fill scores of shelves with books that attempt to classify, explain, and recommend organizational structures. The search for organizational effectiveness is summed up in one of these works:

    There is no such thing as a “good organization” in any absolute sense. Always it is relative; and an organization that is good in one context or under one criterion may be bad under another.¹

    The search for an effective JTF organization is no different. The correct organizational structure is the one that allows our forces to accomplish the mission in a particular situation.

    The effective JTF...

  8. Chapter 3 Training
    Chapter 3 Training (pp. 25-35)

    The training of a JTF, like its organization, is the responsibility of the JTF commander.¹ Because commanders, missions, and situations are so varied, the wide latitude enjoyed by a commander is beneficial. But, given the time-sensitive nature of an ad hoc JTF, there is a definite limit to the amount of effective training a newly formed JTF can accomplish before the beginning of operations. Many pieces of the organization are essentially as trained as they will get when the JTF is formed. Clearly, the effectiveness of a JTF is affected by training that takes place before its activation. A number...

  9. Chapter 4 Conclusions and Recommendations
    Chapter 4 Conclusions and Recommendations (pp. 37-39)

    The US armed forces are effectively beginning organizing and training JTFs. By using a component headquarters as a core and augmenting them with a flexible package of joint subject matter experts, commanders are able to achieve full use of component capabilities and unity of effort. By achieving unity of effort, JTFs maximize the synergy of joint capabilities.

    Preparation must, however, continue to improve. Although the armed forces are beginning to address the issues of joint doctrine and training, several iterations of doctrinal manuals and major JTF training exercises are required before a fully effective system is in place.

    Joint doctrine...

  10. Bibliography
    Bibliography (pp. 41-45)