The 82d Airborne Division’s stint as the core headquarters for Combined Joint Task Force–82 (CJTF–82) was an innovative development in counterinsurgency at the CJTF level in the four areas of synchronized communications, unified action, combined action, and joint network targeting. The innovations were structural and conceptual and represented a clear break with previous practices, refined existing procedures, and entertained new doctrinal concepts. CJTF–82 became a joint, combined, and interagency body that may point to the future of counterinsurgency. The combined joint task force stood on many shoulders, drawing especially on lessons learned from Regional Command–East and other agencies and parties in both predeployment preparation and operations on the ground in Afghanistan.

The Industrial College of the Armed Forces (ICAF) prepares students to serve at the strategic leader level, making ICAF a crucial part of the DOD leader development system. In particular, the Strategic Leadership Department develops strategic thinking skills, focusing on the stratified systems theory, which deals with why strategic leaders must also be strategic thinkers. Three concepts—strategic thinking, conceptual capacity, and mental models—serve as a foundation. While the curriculum cannot furnish direct strategic level experience, it enhances conceptual capacity and provides vicarious experience. It also exposes pupils to leaders from the government, military, and private sector. Then it is up to students to continue making sense of the complex global and national security issues ICAF introduces them to.

Title IV of the Goldwater-Nichols Act engendered the Joint Specialty Officer designation for officers specially educated and experienced in joint affairs. Efforts to enhance joint professional military education have not been sufficient to improve the performance of joint organizations; failure to indicate clear career paths and carry out a career management plan is costing DOD the gains of the expert knowledge and experience of its joint officers. An examination of the DOD Joint Officer Development approach reveals the effects of career management methodologies on joint officers. The recommendation emerges that the Department should identify and implement a career management plan specifically for joint professionals that includes a discrete career path. There should be reinforcing education and continuing joint assignments