<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Oleh Semenenko</style></author><author><style face="normal" font="default" size="100%">Liliia Semenenko</style></author><author><style face="normal" font="default" size="100%">Roman Sirchenko</style></author><author><style face="normal" font="default" size="100%">Mariia Yarmolchyk</style></author><author><style face="normal" font="default" size="100%">Vitalii Kostrach</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Modernizing Personnel Management in the Armed Forces of Ukraine During Military Conflict: Training New Officers</style></title><secondary-title><style face="normal" font="default" size="100%">Connections: The Quarterly Journal</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">defense capability</style></keyword><keyword><style  face="normal" font="default" size="100%">international experience</style></keyword><keyword><style  face="normal" font="default" size="100%">partnership</style></keyword><keyword><style  face="normal" font="default" size="100%">pedagogical innovations</style></keyword><keyword><style  face="normal" font="default" size="100%">security</style></keyword><keyword><style  face="normal" font="default" size="100%">teaching methods</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2023</style></year><pub-dates><date><style  face="normal" font="default" size="100%">2023</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">22</style></volume><pages><style face="normal" font="default" size="100%">105-124</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Considering the ongoing military conflict with the Russian Federation, the modernization of the personnel management system of the Armed Forces of Ukraine is of utmost significance. Effective training of new officers is becoming a strategic task to strengthen the country’s defense capability and ensure national security. This research aims to thoroughly analyze and justify ways to modernize the personnel management system of the Armed Forces of Ukraine in the context of the current military conflict, focusing on improving the education and training of the new generation of officers. It is based on a statistical analysis of data obtained through expert analysis and a survey of highly qualified professionals. The study demonstrated that the existing personnel management system of the Armed Forces of Ukraine requires significant modifications to respond to the current challenges of military operations. In particular, there is a need to introduce advanced teaching methods and use modern technologies in training officers. Additionally, improving the organizational structures that provide officer training is essential. This includes revising programs, adapting to modern conflicts, and implementing international training standards. Psychological and social aspects of the officer corps' design and development should be considered to ensure long-term stability and productivity. Special emphasis is placed on introducing international experience and cooperation with partner countries, exchange of experiences, joint exercises, and training programs.</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><section><style face="normal" font="default" size="100%">105</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Alberto Bin</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">NATO’s Defense Institution Building and Projecting Stability: Current Priorities and Activities</style></title><secondary-title><style face="normal" font="default" size="100%">Connections: The Quarterly Journal</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">capacity</style></keyword><keyword><style  face="normal" font="default" size="100%">Defense Institution Building</style></keyword><keyword><style  face="normal" font="default" size="100%">DIB</style></keyword><keyword><style  face="normal" font="default" size="100%">partnership</style></keyword><keyword><style  face="normal" font="default" size="100%">security</style></keyword><keyword><style  face="normal" font="default" size="100%">Stability</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">Summer 2018</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">17</style></volume><pages><style face="normal" font="default" size="100%">8-22</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Emphasizing the interdependence between the security of the Allies and that of their neighborhood, NATO’s “Projecting Stability” agenda constitutes an important step in the organization’s adaptation to the current security environment. Defense Institution Building (DIB) plays a key role in this agenda by supporting partners in developing their defense sectors, thereby contributing to their own stability and that of the entire region.
Under the framework of Partnership Action Plan on Defense Institution Building (PAP-DIB), several programs were developed in order to reach the objectives of the different aspects of DIB, with the ultimate goal of achieving democratic progress and maintaining stability; that is, a modern and democratically-managed security sector which is respected and trusted by the society. 
As this article stipulates, the success of these programs is dependent upon many variables including credibility of DIB interventions, their continuity, and the political buy-in and national ownership of reform, as well as the extent to which the interventions are tailored to local conditions.

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