The "tribal politics" of the United States in Iraq (2003-2011),

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A politico-military intervention "is carried out largely
coercively but indirect, through a local ally
[the speaker] should help to gain or maintain power one. "without
local relay, the speaker is unable to act or influence strategies
actors in a positive direction to its strategic interests. after a
intervention phase "direct" which coincides with the phase of the fighting,
followed by a more "indirect" phase of the operation that requires support
local. By intervening in Iraq in 2003, the U.S. military has yet very
soon discovered his isolation in place after the short section of
Closed "liberation." The "legacy of mistrust 2" (decades of sanctions,
ambiguous role of the U.S. in the Iran / Iraq war, non-assistance
Shiite uprising after the Gulf War in 1991, lust oil
Iraqi) was too heavy and too recent to overcome.

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Past ten years, literature is an increasing number of works trying to identify the different levers to operate to encourage innovation within companies. In continuation of this work focused on the emergence of a "culture of innovation," the state of the art made ​​in this article allows us to bring about a feeling of "psychological safety" is the only means that:
- Members of the organization are not paralyzed by fear of failure and continue to offer bold initiatives,
- These players learn from the mistakes that will inevitably be committed during the innovation process and are able to no longer reproduce. We suggest, as such, some lines of thought to create a culture of "room for error" in organizations, starting with the consolidation of the reward and sanction systems by the inclination of the direction to "Legends" failures. We stress however that this may be possible in the context of American culture is not necessarily in that of French culture.

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