This is obviously an Expeditionary Force Command issue, and they are tracking this issue very rapidly. From a holistic perspective, we have a team for lessons learned in that theatre. They are monitoring every event, every incident, every happening there, consolidating from all perspectives, and bringing the information back here so that we can adjust accordingly.
This is why I'm saying we have the learning mechanism for that. I think we're doing quite well as a learning organization. We are getting there, but the events are probably changing much faster than anybody anticipated, and in some instances the changes did occur within the same week, changing very rapidly from conventional confrontation back to asymmetric with a remotely controlled improvised explosive device. So it does vary. The opponent has a voice, and we have to adapt to it. I'm sure General Gauthier will be able to expand much further on how we are adapting and learning out of this. What is key is that we do adapt to it.
This is the context we're living in. We've seen it develop and we're getting prepared for it as well as as we can. We're using, for example, the Marines' type of analogy; they call it the three-block war. Within the same area, in one end you can be in full combat operations, at the other end you can be in stability operations, and in the city you're doing humanitarian assistance--rebuilding and so on. Our leadership has to be agile enough to be able to operate in this environment during the same day, and that's what we are learning. We see great changes, and our leadership is changing rapidly to this environment--and we must, because that's the environment we're facing right now and probably for a little while.