Medieval and Modern C2: Command and Control in the Field during Western Europe’s Long Twelfth Century (1095–1225)

‘Command and control’ has become ever more important in the postmodern military world even though there is no universal consensus among contemporary militaries on what ‘command and control’ encompasses. Military histories, manuals and handbooks of the Anglo-American world concede that classical armies and leaders understood the concepts but dismiss eras like the long twelfth century entirely or present them with a lack of understanding or context. Why is this? This can be partially answered through the following factors: (1) the nature of ancient vs. medieval source material; (2) perceived lack of professionalism in medieval armies; (3) the existence of discrete tactical formations in the ancient world but not medieval; (4) the perceived existence of a professional officer class or political career in the ancient world but not the medieval; and (5) the nature of ancient and medieval authority and strategic, operational and tactical objectives. Twelfth-century commanders exhibited command and control although they faced different challenges compared to their ancient or modern counterparts.     

HHpXRF study of recent zinc and lead pollution on lava stepping stones from Pompeii: Tourist footfall,tyre dust and leaded petrol

A helium-enabled Niton X-ray analyser (HHpXRF) study of 296 lava stepping stones from ancient Pompeii showed that their surfaces were contaminated with superficial deposits of Zn and Pb. Recent research has shown that concentrations of these elements are highest in urban areas, where they were attributed to tyre dust and leaded petrol, respectively. The distribution of these elements on the stepping stones is represented on maps of the site. Zn pollution is most abundant in areas visited by tourists and is attributed mostly to wear from their rubber-soled footwear. Pb pollution is attributed to the movement of onsite vehicles using leaded petrol.     

Trading Speed for Accuracy? Managing Goal Conflict and Accommodation in the U.S. Unemployment Insurance Program

Public managers must often cope with competing and conflicting goals. The common formulation is to assume that managers must trade‐off goals against each other. But is this always true? An alternative hypothesis is that sometimes managers may instead be able to improve outcomes on multiple goals simultaneously—by altering management practices. We test this “trade‐off” notion using a panel of state‐level administrative data from the U.S. unemployment insurance (UI) system from 1997 to 2004 and qualitative interviews from selected states. The trade‐off examined is timeliness of UI benefit payments versus the quality of UI determinations. In general, we find that state administrators often adopt management practices that facilitate improved outcomes for both timeliness and quality, indicating no trade‐off but instead a synergy between outcomes. We also find evidence of a feedback effect linking higher performance on timeliness to better quality determinations.