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gartner. Scott Gartner?s (1997) book Strategic Assessment in War offered a
very fruitful and pertinent advance. ... Gartner, Scott Sigmund. ...
... stakeholders. Lawrence made it through the week of March by borrowing from
the bank and deferring payment to Gartner by one week. ...
... LS purchases its materials from Gartner Products and Murray Leather Works. ... The Mayo,
Gartner, and Murray are the stakeholders I am referring to. ...
... Lawrence Sports sources all of its materials from Gartner Products and
Murray Leather Works. Gartner Products has an arrangement ...
... stakeholders. Lawrence made it through the week of March by borrowing from
the bank and deferring payment to Gartner by one week. ...
Submitted by bob_bob_bob_bob on December 9, 2005
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Scott Gartner’s (1997) book Strategic Assessment in War offered a
very fruitful and pertinent advance. He proposed that during war organizations measure
their levels of success with dominant quantitative indicators such as tons of shipping sunk
or enemy killed in action.
Gartner (1997), for example, proposes that states
switch strategies when they observe significant changes in quantitative military
indicators. Notably, this general dynamic challenges the assumption of current models
that the likelihood of a side winning a battle is the same for all battles throughout the war.
Strategic Assessment in War.
Gartner, Scott Sigmund.
New Haven, Conn.: Yale Univ. Press, 1997. 177pp. $32.50
One of the most vital yet difficult tasks a wartime commander must perform is strategic assessment. Are his actions working? Is he winning? Scott Sigmund Gartner, a political scientist at the University of California, approaches this problem from an interesting angle. He argues that during peacetime, military organizations devise certain quantitative measures of merit that will be used to assess the effectiveness of a given strategy. Once war breaks out, the strategy will be continuously evaluated against these criteria and adjusted as necessary. This is not a remarkable finding. However, Gartner then hypothesizes that the key measures of merit—what he calls the \"dominant indicators\"—will be watched most closely for the rate at which they change. In other words, if things are going badly, a commander or an organization will not necessarily change strategy unless the situation seems to be getting worse at an accelerating rate. Until that time, a commander will tend to muddle through. This is an important insight. In addition, organizations generally do not change their dominant indicators, partly because it would appear self-serving. As a result, even if a military organization...
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