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These biases affect the interest of the stakeholder. Furthermore, it is possible that program participants are disadvantaged if the bias is in such a way that it contributes to making an ineffective or harmful program seem effective. There is also the possibility that a bias can make an effective program seem ineffective or even as far as harmful.
Combat effectiveness is the capacity or performance of a military force to succeed in undertaking an operation, mission or objective. [1] Determining optimal combat effectiveness is crucial in the armed forces, whether they are deployed on land, air or sea.
The measure of effectiveness used to determine success of the attacks was not whether all the facilities were destroyed, but whether they were actually performing their intended function. This example and others are completely described in "Effects-Based Operations: Change in the Nature of Warfare."
The program theory, also called a logic model, knowledge map, [11] or impact pathway, [12] is an assumption, implicit in the way the program is designed, about how the program's actions are supposed to achieve the outcomes it intends. This 'logic model' is often not stated explicitly by people who run programs, it is simply assumed, and so an ...
The McNamara fallacy is often considered in the context of the Vietnam War, in which enemy body counts were taken to be a precise and objective measure of success. War was reduced to a mathematical model: By increasing estimated enemy deaths and minimizing one's own, victory was assured.
Economy of force is one of the nine Principles of War, based upon Carl von Clausewitz's approach to warfare. It is the principle of employing all available combat power in the most effective way possible, in an attempt to allocate a minimum of essential combat power to any secondary efforts.
Evaluation measures how well the program activities have met expected objectives and/or the extent to which changes in outcomes can be attributed to the program. [4] M&E is important because it helps program implementers make informed decisions regarding program operations and service delivery based on objective evidence.
The Viet Cong Motivation and Morale Project was a series of studies done by the American research institute RAND from late 1964 through the end of 1968. [1] The project interviewed Viet Cong prisoners and defectors with the intention of better understanding the motivating factors and assessing morale of the insurgency during the Vietnam War.