ABSTRACT
This conclusion presents some closing thoughts on the concepts discussed in the preceding chapters of this book. The book also discusses the organizational interest, organizational structure, and organizational culture approaches, only the organizational structuralists provide a potential explanation for how small wars doctrine was institutionalized. It should be evident that most of the individuals involved in the production of the small wars doctrine do not fall readily into one of the four "great man" categories. When the Marine Corps engaged in a particular type of warfare in Haiti, the Dominican Republic, and Nicaragua; during the process they developed a common set of responses to the insurgents. The common responses suggest that the Corps engaged in learning. Individual small wars veterans left the imprint of their own thoughts on both editions of the Small Wars Manual. The doctrinal process, particularly the institutionalization of lessons, has analogs in the corporate world.
