ISSUE 152 : Jan/Feb - 2002 - Australian Defence Force Journal

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42AUSTRALIAN DEFENCE FORCE JOURNAL NO. 152 JANUARY / FEBRUARY 2002Gates, W. 1999, Business @ the Speed of Thought,Penguin Books, Melbourne.Hanna, D.P. 1988, Designing Organisations for HighPerformance, Addison-Wesley, Massachusetts.Harper, M.V. and Sullivan G.R. 1998, Hope is Not aMethod, Times Business/Random House,Toronto.Jans, N. 1999, Part of the Solution or Part of theProblem? The Future for ADF Human ResourceManagement (Draft), To be published.Limerick D. 1999, Toward an Action LearningOrganisation, The Learning Organisation, athttp://www.mcb.co.uk/services/articles/liblink/tlo/Limerick.htm.Mant, A. 1997, Intelligent Leadership, Allen &Unwin, St Leonards.Naumann, D.S. 1995, “The Importance ofOrganisational Culture in the Management ofChange within the Australian Army”, TheQueenscliff Papers, Fort Queenscliff.Parry, K. 1996, Transformational Leadership, PitmanPublishing, Australia.Peters, T.J. & Waterman, R.H. 1996, In Search ofExcellence - Lessons from America’s Best RunCompanies, Harper and Row, New York.Price Waterhouse Change Team, 1996, The ParadoxPrinciples, Irwin Publishing, Singapore.Schein, E.H. 1987, The Art of Managing HumanResources, Oxford University Press, Oxford.Senge, P.M. 1992, The Fifth Discipline, RandomHouse, Sydney.Shapiro, E.C. 1995, Fad Surfing in the Boardroom,Harper Business, Adelaide.Stone, R.J. 1998, Readings in Human ResourceManagement, Jacaranda, Milton.Wheatley, M.J. 1994, Leadership and the NewScience: Learning About Organisation from anOrderly Universe, Berrett-Koehler Publishers,San Francisco.Yukl, G. 1998, Leadership in Organisations, PrenticeHall, New Jersey.Zbar, V. 1995, Managing the Future, MacMillanPress, Melbourne.Lieutenant Colonel McGuire is an RAE officer, currently posted as the SO1 Officer Training Development, RMC-A.Lieutenant Colonel McGuire has had a wide variety of regimental and non-corps postings and is a graduate of theArmy Command and Staff College, Queenscliff. Lieutenant Colonel McGuire has had overseas service in Malaysia,Cambodia, and briefly, in India. He has had a number of articles published in Defence publications.
ManoeuvreBy Captain S. Davison43To manoeuvre is to move intelligently in order to create a favourable situation…However, there are a number ofmisconceptions about what manoeuvrewarfare actually is. Manoeuvre is quite distinctfrom battlefield movement – this is mobility. Itshould not be merely equated with mechanisedor armoured forces, which have inherent speed,or the potential for rapid movement. Nor shouldit be equated with a rote tactical procedure suchas envelopment, which can be pulled out of thecommander’s bag of tricks – this is a battle drill.The theoretical ideal of manoeuvre warfare is toachieve the aim without the requirement for theactual application of decisive lethal force. Thereality is that this will rarely be possible and thatthere will be human and material cost. It is notbloodless. There will always be the requirementto close with the enemy over that last 1000 m.There will be casualties on both sides, noncombatantsmay suffer and there will becollateral damage. 5 It is not a means of avoidingcombat, but a means of seeking combat in away that is advantageous to us.There are many kinds of manoeuvre inwar, only some of which takes place on thebattlefield. There are manoeuvres to the flankor rear. There are manoeuvres in time, indiplomacy, in mechanics, in psychology: allof which are removed from the battlefield,but react often decisively upon it. The objectRaoul Castex 1Manoeuvre warfare is not new; its origins lie in the German and Russian philosophies ofwarfighting. These philosophies seek to understand and exploit the characteristics of war. 2 As anoperational art, it has encountered resurgence in discussion and robust debate amongst Westernarmies since the end of the Cold War, and its attending policy of nuclear deterrence. This is due tothe move away from a “Flexible Response” from a NATO “Forward Defence” as pre-planned in the“Grand Defence Plan”, to a new military strategy of collective defence based on the concept of“Counter Concentration”. 3 This shift in strategy emphasises movement of forces and gives impetusto high technology manoeuvre warfare. 4of all is to find easier ways, other than sheerslaughter, of achieving the main purpose.Winston Churchill 6The strict definition of manoeuvre limits it toone of a spatial dimension, being positional, orrelational, with respect to the enemy.Manoeuvre is more than this – it is not simply arapid movement around an enemy’s flank – it isa state of mind. Manoeuvre incorporates anintelligent approach to conflict that ruthlesslyexploits advantage, recognising the value ofspeed. The only constant is change, real orperceived, in order to gain advantage. Thecentral precept of manoeuvre is that it must beoriented on the enemy, at all levels. Thus,manoeuvre exists across the entire spectrum ofconflict. This article will discuss manoeuvreacross this spectrum; at the strategic, operationaland tactical levels of conflict.Levels of Conflict“The strategic level of conflict is that level ofwar which is concerned with the art and scienceof employing national power.” 7 Essentially, this“encompasses all military and non-militaryagencies and capabilities which contribute tonational security and the prosecution of war”. 8“The operational level of conflict isconcerned with the planning and conduct ofcampaigns and major operations. Military
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