Economic Losses From a Fire in a Dense-Packed U.S. Spent Fuel Pool

In 2013, the staff of the U.S. Nuclear Regulatory Commission estimated the reduction of the off-site economic losses from a fire in a drained U.S. spent fuel pool if fuel that had cooled for more than five years were transferred to dry cask storage—an option it called “expedited transfer.” In this article, it is shown that the savings would be much higher than the NRC estimated. Savings increase to about $2 trillion if: losses beyond 50 miles are included; the land-contamination threshold for long-term population relocation is changed to that used for the Chernobyl and Fukushima accidents and recommended by the U.S. Environmental Protection Agency; and, based on the experience of Japan, decontamination of land areas to levels acceptable for population return is assumed to take at least four years. If expedited transfer were implemented, the off-site economic losses would be reduced by about 98%.     

United Nations rapid reaction mechanisms: Toward a global force on standby?

This article analyses the main challenges and future prospects of creating United Nations (UN) rapid reaction mechanisms, particularly in the light of past attempts and current discussions about a “UN Vanguard Force” in the wake of the High-Level Panel on Peace Operations report. The article reviews major initiatives (in particular lessons from the Standby High Readiness Brigade for UN Operations) and assesses the main achievements, failures, and challenges related to past UN-led rapid reaction mechanisms. In line with the overall aim of this special forum, the article highlights the future potentials and institutional, operational, financial, and political challenges that need to be overcome in order to design and create a pragmatic and effective rapid reaction tool at the disposal of the UN.     

Landmarks in defense literature

Der totale Krieg. By Erich Ludendorff. Ludendorffs, Munich (1935)     

Evolutionary Psychology and Global Security

Peace and global security are human endeavors, and thus their attainment depends as much on psychology as it does on governance and technology. In this paper I outline 3 ways our evolved psychology is an obstacle to achieving international cooperation and peace. First, humans show strong evidence of adaptations for cooperation within groups, but equally clear evidence that this cooperative nature does not extend to members of other groups. Second, humans evolved to have a relative sense of fairness, and thus will often reject even mutually beneficial agreements if they benefit others more than themselves. Third, humans evolved to be self-deceptive and hypocritical, believing in the unique righteousness and inevitable victory of their own cause, which tends to exacerbate conflict. Nevertheless, these obstacles are not insurmountable and an awareness of them can help in the development of strategies to increase the chances of lasting peace and security.     

The Telefunken Affairand the internationalisation of the Algerian War, 1957–59

Between 1957 and 1959 the West German company Telefunken and the Bonn government became prime targets in the French army's campaign against the Front de Libération Nationale's (FLN) efforts to establish communications networks. To the French military, the prevention of sales of Telefunken equipment to the FLN or its allies constituted a matter of strategic importance. To the Germans, it was an act of economic protectionism that exposed France's continued misgivings of Germany. The problem exerted a considerable strain between Paris and Bonn, and even threatened to harm German-Arab relations. The Telefunken affair thus highlights the Algerian war's international ramifications. It further reveals the responsibility of the French military in the internationalisation of that war.     

Production and employment scheduling in multistage production systems

A model is developed for planning optimal production and employment levels in multi-product, multistage production systems. The market requirements for each product over the planning period are given. Backorders and/or shortages are permitted. Backorders and shortages must be considered in order to determine the amount of each product's demand that should be filled, backlogged, or go unsatisfied if the production capacity is insufficient to fill all market requirements. Backorders and shortages, on the other hand, are desirable under certain dynamic market conditions.