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I think that threatening through quantity of force is sufficient. Having said that, I donРІР‚в„ўt think the only way to use attrition warwarfe is to throw every weapon we have. In ASW, I feel that it probably is not wise to unload all our torpedoes at a target in hopes to overpower them, because chances are, they are going to fire back and it only takes one hit to cause serious fatalities. Also, if we know capabilities and limitations of our target, then we use that to make knowledge based estimations on their actions. This comes with studying pur target and knowing what special identifying factors it has. We find out what on the target will make certain frequencies, then search for them and use them to figure out what we need to know. The third principle of maneuver warfare is: find and exploit РІР‚СљgapsРІР‚Сњ in enemy strength. Running ranges, adjusting how we look at our displays, and picking certain bands to look in based off of the environment we are in is how we do this. While this is very hard to do in ASW considering the unpredictability of terms, we have ways to adapt to the environment around us. This means to find the best terms to expand friendly capability and enemy shortcomings. РІР‚СљIf we are to succeed in reaching more people with the help they need, we must move away from this РІР‚ВbunkerРІР‚в„ў approach and find more innovative ways of working, especially with communities.The second principle of maneuver warfare is: set and maintain favorable terms of battle. РІР‚СљThis is a trend that NRC and other aid organisations are working hard to change,РІР‚Сњ says Kilani. Threats and attacks on humanitarian aid workers are countered by travelling in armoured cars and working in offices surrounded by walls. In recent years, there has been a tendency for aid organisations to operate from РІР‚СљbunkersРІР‚Сњ. We are trying to rethink the most fundamental paradigms of humanitarian aid. Innovation is not just about using technology. She points out that risk management is a key factor: РІР‚СљBut to achieve this, we must change our mindset from РІР‚Вwhen should we leaveРІР‚в„ў to РІР‚Вhow can we stayРІР‚в„ў to ensure a significant and lasting positive impact on the communities we serve.РІР‚Сњ РІР‚СљWe have also strengthened various support functions in the organisation, such as ICT, HR and security, that are essential for effective operations in difficult environments.РІР‚Сњ РІР‚СљWe use technology and knowledge that we and others have developed,РІР‚Сњ she says. Kilani believes itРІР‚в„ўs essential to be flexible and innovative. РІР‚СљBy understanding markets and giving people cash, for example, instead of food or relief items, we can help more people with the same resources.РІР‚Сњ She highlights new and smarter ways of providing help. We work with our frontline teams as well as partners such as ACAPS to process and analyse the data we collect, so that we can make quick and accurate decisions.РІР‚Сњ РІР‚СљIn places that are difficult to access, we use remote methods including online technology and social media. We talk directly with the people we hope to support as well as our own staff, who often come from the same communities,РІР‚Сњ says Kilani. РІР‚СљWe identify the areas we want to operate in and gather as much information as possible on the context РІР‚вЂњ most importantly the needs of the communities. For example, our teams have to deal with different actors and also manage environmental factors such as bad weather conditions and roads. Many of the places we work are very complex. If we are to help those who need it most, and get the most out of our limited resources, we must know as much as possible about the needs and conditions on the ground.

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