ABSTRACT
In this chapter, I will move on to discuss how, in the wake of the recent decade’s global military experiences, military organizations have adopted ideas of networks and complexity in their strategic thinking. I discuss how these ideas are not straightforward, because, although dressed up as new ideas, some of the concepts are framed and kept within well-known boundaries of traditional strategic thinking. With a particular view to the Libya case, this leads to a discussion of what complexity thinking means for strategy, organization, and leadership in military organizations.
