"In this monograph, Dr. Richard Shultz provides key findings on how organizational change and innovation by Task Force 714 dismantled al-Qaeda in Iraq's networked secret organization. Dr. Shultz utilizes sound methodology to show how TF 714 was able to achieve this incredidible transformation. Drawing from memoirs and in-depth interviews with several TF 714 leaders, Dr. Shultz further analyzes these sources through the use of analytic tools drawn from leading business and management studies focused on organizational learning and innovation. This monograph provides critical insights and lessons learned for U.S. Special Operations Forces and interagency partners who will establish, deploy, or support a special operations command and control organization. It is also a good historical case study and provides a foundation on how to adapt, innovate, and grow military structures into learning organizations to meet the future challenges of complex environments and our enemies."--Back cover.

Introduction -- Unforeseen Challenges, Ugly Surprise, and TF 714 -- Problem Solving and the JIATF -- Organizational Practices: Empowerment, Agency, and Complexity -- Information, Knowledge, and Intelligence Dominance -- Augmenting the JIATF -- Leadership Evolution: Nurturing Learning, Adaptation, and Change -- Nonstop Learning and Adaptation -- Winning: The Irreducible Minimum -- Afterthoughts: The Limits of Counterinsurgency and Counterterrorism.