摘要: This study accomplishes three things. First, it captures in a formal manner the experiences of the Army's first tri-component battalion, the 52nd Engineer Battalion. This ensures that the lessons learned, successes, challenges and... 展开 This study accomplishes three things. First, it captures in a formal manner the experiences of the Army's first tri-component battalion, the 52nd Engineer Battalion. This ensures that the lessons learned, successes, challenges and overall results at the unit level for the period from tri-component reorganization in October 1999 to the present are recorded and available to planners, analysts, and leaders. Second, the study assesses the multi-component (MC) concept by extrapolating from the experience of the 52nd Engineer Battalion. The assessment is done in three approaches; against the stated goals of the MC concept, against a model for effective change within organizations, and finally using the Doctrine-Training-Leader development-Organization- Material-Soldier (DTLOMS) model for force management. The case study and the assessment form the basis for the third goal, a set of recommendations for the MC program, both in terms of the 52nd Engineer Battalion and the overall MC program. These study goals serve to show that the MC concept has tremendous potential to truly address some of the significant issues that have challenged AC/RC interaction for many years. 收起