Leadership is less a process and more a culture. By empowering people to take ownership of their work, we can expect them to realise their full potential to accomplish their jobs and to be as innovative as possible.
Quick Impact Workshop – Outcomes Early considerations on civil-military responses to emerging diseases (Ebola as a case study)
In August 2014, the United Nations (UN) Security Council declared the Ebola virus outbreak in the West African subregion a ‘threat to international peace and security’. The UN’s request for assistance from member states resulted in the mobilisation of technical expertise, medical capacity, humanitarian assistance, and military and civil defence assets.
What is the value of diversity in response efforts?
Why is exploring leadership in international response efforts important for improving civil-military-police interaction?
Published
Conflict-related Sexual and Gender-based Violence
An introductory overview to support prevention and response efforts.
Published
Partnering for Peace
Australia’s peacekeeping and peace-building experiences in the Autonomous Region of Bougainville in Papua New Guinea, and in Solomon Islands and Timor-Leste.
Call for Expressions of Interest
Special Operations Education Opportunities for Civilian and Police Personnel
Archie Law, Executive Director of Action Aid Australia, Leanne Smith, Chief of Policy and Best Practices for Peacekeeping Operations at the United Nations and Dr Phoebe Wynn-Pope, Director of International Humanitarian Law and Movement Relations at the Australian Red Cross discuss women, peace and security in crises.
Published
No better friend, no worse enemy: How different organisational cultures impede and enhance Australia’s whole-of-government approach
Since 1999, Australia has increasingly deployed the military in joint, combined, interagency environments as part of a ‘whole-of-government’ approach.
To what extent is a certain operation military versus political, diplomatic, or economic?