The U.S. military invests heavily in time and resources to train its officers to be leaders in the broadest sense – forming them not only in military art and science (strategy, tactics, command, etc.), but also in humanistic knowledge, character, and values, as well as how to apply this education on a lightning-fast battlefield or within an inertially slow bureaucracy. The military develops its leaders, at the service academies and in ROTC programs, through very specific but also broad and deep education – a way of thinking that also has wide application in the civilian world, not only in various professional fields that need leaders and thinkers, but also among military history enthusiasts who want to understand how officers have thought across time and among American citizens who want – and, really, need – to understand how our military leaders think, how they advise presidents, how they lead on the battlefield. In a genre-busting book that spans Stackpole’s two longstanding military programs – reference and history – Reed Bonadonna describes how officers think, how they ought to think, how they develop their skills, and how they can improve these skills, as well as how average civilians and citizens can learn from the example of military officers and their program of education. Bonadonna draws from military history, from military arts and science, from literature and science and more, to show how officers develop their critical-thinking and problem-solving skills. A military officer is often called upon to be not only fighter and leader, but also negotiator, organizer, planner and preparer, teacher, writer, scientist, and advisor, and needs broad learning. This is a deeply learned and insightful book, one that cites Lincoln, Grant, Patton, Eisenhower, Marshall, and Churchill as easily as Sun Tzu and Clausewitz, not to mention Homer, Plato, Joseph Conrad, Henry James, Wilfred Owen, Robert Graves, George Orwell, Ludwig Wittgenstein, Joseph Heller, Phil Klay, and ev
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