What Are General Eisenhower's Decisions

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General Eisenhower’s decisions during World War II shaped civil military relations of the future. He used interpersonal competencies to manage relationships and left conceptual planning to his various allied commanders. This paper will evaluate his strategic decisions made using Gerras critical thinking model. General Eisenhower’s assignments helped him build relationships that propelled him to the position as Commander, United States Forces and then to Supreme Allied Commander. Having not served as combatant commander previously, helps explain why he struggled with conceptual and technical decisions of applied force. His consensus building and demeanor honed early in his career shaped the military operating environment in both positions…show more content…
These experiences were predominantly negative. He recognized this bias and curtailed his behavior. He utilized his bias and applied it to the strained relations of French and British forces of the time. Knowing he was the fulcrum to leverage, he applied a predisposed “military” process when he allied with Admiral Darlan. The deal with Admiral Darlan significantly deterred the Germans’ control of the region and saved countless lives of allied troops and the Vichy fighters. The “Darlan Deal” plagued his future decisions because it brought an onslaught of political fallout. Vichy naval forces scuttled their ships as a result of the deal which served as the catalyst to the political unrest to the deal. Had this not happened, his decision to ally with Darlan would have been genius. However, the Britons considered the deal one sided and without political consultation. Therefore President Roosevelt responded to this pressure and sequestered Eisenhower from attending planning summits in…show more content…
It is incumbent on Leaders at subordinate levels to effect change, but strategic leaders affect change. This paper will assess General Eisenhower’s ability to affect change while planning and executing Operation Husky by using steps from Kotters’ processes for creating major change. Eisenhower learned in World War 1, from his mentor, that this war required allies. Undoubtedly this sentiment resonated in his mind each time he inculcated operational design into planning. Eisenhower astute insight made it easy to examine egocentric biases and competing nationalism in civil relations, such as the United Nations, and deflected those from his messages. Eisenhower did consider the different cultures of serving allies when delivering the vision. He met with VIPs when they visited Headquarters although these interactions were considered menial, they produced small victories in establishing his command presence. Given his interpersonal ability, meeting people served as his forum for consensus building and his vehicle to communicate the vision of Americans and Britons fighting together. Each interaction placed him a step closer to forming an allied command. He guided allied forces, developed consensus, and organized trust by modeling behavior. He leveraged his relationship with Macmillan and later Montgomery to gain British support. Each man simultaneously served as puppeteer and puppet master to the civil military war

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