The War on Violence: Improving the Response to Domestic Violence in the Military

The Department of Defense has taken steps in recent years to improve outcomes for victims of domestic violence who reside on military installations. In 2000, the Defense Task Force on Domestic Violence was established, a military‐civilian group of experts charged with improving the military's effectiveness in addressing domestic violence in the Armed Forces in a variety of areas including offender accountability, coordination between military and civilian communities, and changing the military climate around domestic violence. This article will provide an overview of the Task Force, its work during the past three years, and its recommendations.     

Reforming the United Nations: New Proposals in a Long-Lasting Endeavor

Netherlands International Law Review -     

US Military and Economic Intervention in an International Context of Low-intensity Conflict

Recent major shifts in US military thinking, creating a new low-intensity conflict (LIC) doctrine, have resulted already in significant changes in organization, mission definition, force structure and budgetary allocation. These changes have come about because American leadership recognizes that the process of deindustrialization has produced a vulnerable, highly integrated and interdependent global economic system. This system of economic rationalization is susceptible to anti-western disruptions because of the instability produced by rapid social change, a consequence of the competition from the newly industrialized nations. LIC capability is viewed as a necessary means for dealing with disruptions.     

When Negotiations Become Routine: Not Reinventing the Wheel While Thinking Outside the Box

In this article, we seek to apply the insights of recent research on routine to the context of repeated negotiations. To demonstrate the link between both concepts, we introduce an analytical framework in which we identify different negotiation situations in which routine can develop. We distinguish two dimensions of the negotiation process: a problem-solving dimension and a communication dimension. Our framework for analyzing the role of routine in negotiation is built around these two dimensions. We define those skills that we argue in repeated negotiations can help negotiators manage particular kinds of negotiations depending on the level and type of routinization that type of negotiation involves. Moreover, we demonstrate that our framework is inherently dynamic, which we illustrate with simplified business examples.