Two Paradoxes Analysis

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First and foremost, I want to clarify that a paradox has two separate meanings. Firstly, a paradox can be a statement that is seemingly contradictory or opposed to common sense and yet is perhaps true; and secondly, it is something, such as a situation, that is made up of two opposite things and that seems impossible but is true or possible. Both definitions, although close to each other are much different upon closer look. I argue that the gray zone is more in line with the second definition rather than the first, but the gray zone just like the term of Unconventional Warfare is a complex term, hard to define, and therefore challenging to understand fully. Either way, the two paradoxes I chose to speak about from this article are “Gray zone …show more content…
Again, I think this statement makes no sense at all, for what other choice does one have but to embrace or dispel something? What the author is simply saying is that the gray zone thrives in the fact that the operational environment is ever-changing; but some environment are more complex than others, thus harder to predict. However, the reality is that there are few things that we can predict with superb accuracy, such as equations but for the most part we can predict an act or event given the surrounding circumstances. In this case, ambiguity is the tool used in unconventional warfare or the gray zone. The practitioner manipulates aspects of the environment to deceive, confuse, or simply delay the opposing force from making a decisive move. SOF makes best use of technology to “pierce through” the fog of ambiguity or assumptions to confirm or deny what truly is going on. The fact that SOF uses technology to gather information, analyze it, process it into a product and disseminates it to a decision maker, is how we can understand current and future …show more content…
As a matter a fact, the conditions of the gray zone are the only thing that feeds our databases with pertinent information that allows us, not only to understand the land and culture, but the people and the leaders. We pierce through ambiguity by focusing on the one thing that most people are interested in: their own interests. We capitalize on their needs, match them with our own interests and facilitate our agenda with their faces up

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