Covert action failure and fiasco construction: William Hague’s 2011 Libyan venture

In 2011 William Hague, then British Foreign Secretary, authorized a Special Forces team to enter Libya and attempt to contact rebels opposed to Muammar Gaddafi in the unfolding civil war. However, its members were detained by the rebels, questioned and ejected from the country. This article puts the literature on public policy failures into dialogue with that on covert action as a tool of foreign policy. It asks: why did this not develop into a fully-fledged policy fiasco when journalists and politicians alike judged it to have been a major error of judgement on Hague’s part? Using narrative analysis of the contemporary reporting of this incident, we argue that the government – possessing the advantage of information asymmetry accruing from operational secrecy – was ultimately able to win the battle of narratives in a frame contestation process. The study of information asymmetry can enhance the recently revivified research into foreign policy failures

Learning-Based Project Reviews: Observations and Lessons Learned from the Kennedy Space Center

This research focuses on understanding and developing best practices for effective “learning-based program/project reviews” (LBPRs). LBPRs are defined as program/project reviews that provide an opportunity to learn while sharing status for project control. These LBPRs aim to be an evolution from the traditional status and control reviews to an improvement conversation that drives both learning and improvement within the project environment. LBPRs are important because they provide the real-time, routine opportunity to create, capture, share, and apply both tacit and explicit knowledge throughout a project life-cycle—not just during “lessons learned” at project closeout. Some organizations do complete lessons learned throughout the life cycle of the project. To accomplish this research, an action research approach was implemented using NASA programs and organizations associated with the Kennedy Space Center. © 2005 by the American Society for Engineering Management