Joint warfare is team warfare, and the Army is part of and normally central to the joint team's success. That is what we do, fight and win our nation's wars as part of a joint team. Although warfighting continues to be the centerpiece of our doctrine, training and leader development, the revision of FM 100-5 acknowledges in Chapter 13 that our Army will be called on to conduct a range of activities called operations other than war. Since operations other than war do not necessarily exclude combat, how to think about planning and executing these operations builds on the skills, toughness and teamwork gained from the primary focus of our doctrine-warfighting. These principles help commanders and units make the transition through training from warfighting to operations other than war and back.
Technology has a significant place in the manual.
Our Army seeks to maintain the battlefield edge in technological advantage in this new strategic landscape, where potential enemies can purchase and field new capabilities at a fraction of the time the Soviets could during the Cold War. In short, the 1993 revision of FM 100-5 represents significant growth and change in methods to meet the challenges of this new era, while at the same time, it continues to emphasize the continuity of proven principles of military operations. A product of intensive intellectual innovation and broad consultation both within and outside the Army, it is the cornerstone for operations into the 21st century and is a bold step forward. This issue of Military Review , and others to follow, contains articles from authors with significant operational experience within their subject and will expand the discussion of the principles and tenets of our new doctrine. As always, the intent is to stimulate thought about our profession in war and operations other than war in a much different strategic environment so that when called, we can accomplish our mission at least cost to our soldiers.