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Not China’s Choice but Ours

Sunday, June 5th, 2016

[by Mark Safranski / “zen”]

China’s Blue Water “Coast Guard”

T. Greer of Scholar’s Stage has an outstanding post on the strategic reality of China and American foreign policy. It is a must read:

“China Does Not Want Your Rules Based Order”

…..McCain’s words echo those spoken by Secretary of Defense Ash Carter last week to the graduating midshipman at Annapolis. Read them both. Compare what they say. Behold the quickly crystallizing American narrative on China. This is a bipartisan message. It will be the starting point of a President Clinton’s policy. Whether a President Trump will endorse it is hard to say. In either case, it is a narrative whose momentum is building.

There is much that is good in this narrative. McCain proclaims that “no nation has done as much to contribute to what China calls its “peaceful rise” as the United States of America.” He is right to do so. No nation has done more to enable China’s rise than America has. No country’s citizens have done more for the general prosperity of the Chinese people than the Americans have. This is true in ways that are not widely known or immediately obvious. For example, the role American financiers and investment banks played in creating the architecture of modern Chinese financial markets and corporate structures is little realized, despite the size and importance of their interventions. Behind every great titan of Chinese industryChina Mobile, the world’s largest mobile phone operator, China State Construction Engineering, whose IPO was valued at $7.3 billion, PetroChina, the most profitable company in Asia (well, before last year), to name a few of hundreds–lies an American investment banker. I do not exaggerate when I say Goldman Sachs created modern China. [2] China has much to thank America for.

However, I cannot endorse all that is included in this emerging narrative, for part of it is deeply flawed. The flaw may be by design; if the purpose is to stir cold hearts and gain moral admiration of others, such flaws can be excused–that is how politics works. But this sort of things can only be excused if those delivering the speeches do not take the implications of their own words seriously when it is time to make policy. 

I speak of  China’s “choice.” The thread that runs through all of these talks is that the Chinese have yet to choose whether they aim for order or disruption, the existing regime or the chaos beyond it. The truth is that the Chinese have already chosen their path and no number of speeches on our part will convince them to abandon it. They do not want our rules based order. They have rejected it. They will continue to reject it unless compelled by overwhelming crisis to sleep on sticks and swallow gall and accept the rules we force upon them. 

China has made its choice. The real decision that will determine the contours of the 21st century will not be made in Beijing, but in Washington.

T. Greer, in my opinion is correct but this is not a message Beltway insiders are wont to harken – making strategic choices is for lesser nations. America is so rich, powerful, unipolar, indispensable, exceptional that we can pursue all objectives, in every corner of the globe, without choosing between the vital and the trivial. We can do this even if our goals are contradictory and ill-considered or serve manly as a prop for domestic political disputes, the business interests of political donors or career advancement of apparatchiks and politicians. We can safely delay and indulge in fantasy.

If this was true once, it is less so today and will be still less twenty years hence.

Greer sharpens his argument:

….Last spring it finally sunk in. Chinese illiberalism not only can endure, it is enduring. The old consensus cracked apart. No new consensus on how to deal with China has yet formed to take its place.

But old habits die hard. We see this at the highest levels of policy, as in the McCain speech, where American policy is justified in terms of giving China a chance to choose the right. The same spirit is invoked further down the line. Ash Carter, for example, recently described American tactics in the South China Sea as a “long campaign of firmness, and gentle but strong pushback… [until] The internal logic of China and its society will eventually dictate a change.” [3] In other words, American policy is a holding action until China sees the light.

What if they never do?

The Chinese believe that our international order is a rigged system set up by the imperial victors of the last round of bloodshed to perpetuate the power of its winners. They use the system, quite cynically, but at its base they find it and its symbols hypocritical, embarrassing, outrageous, and (according to the most strident among them), evil. In their minds it is a system of lies and half-truths. In some cases they have a point. Most of their actions in the East or South China Seas are designed to show just how large a gap exists between the grim realities of great power politics and soaring rhetoric Americans use to describe our role in the region

….In simpler terms, the Chinese equate “rising within a rules based order” with “halting China’s rise to power.” To live by Washington’s rules is to live under its power, and the Chinese have been telling themselves for three decades now that—after two centuries of hardship—they will not live by the dictates of outsiders ever again.

The Chinese will never choose our rules based order. That does not necessarily mean they want to dethrone America and throw down all that she has built. The Chinese do not have global ambitions. What they want is a seat at the table—and they want this seat to be recognized, not earned. That’s the gist of it. Beijing is not willing to accept an order it did not have a hand in creating. Thus all that G-2 talk we heard a few years back. The Chinese would love to found a new order balancing their honor and their interests with the Americans. It is a flattering idea. What they do not want is for the Americans to give them a list of hoops to jump through to gain entry into some pre-determined good-boys club. They feel like their power, wealth, and heritage should be more than enough to qualify for  automatic entrance to any club.

Read the rest here.

Richard Nixon, who was the external strategic architect of China’s rise in order to use China as a counterweight against an increasingly aggressive Soviet Union, faced a similar situation that Greer described above with the Soviets. Nixon’s détente summits with the Russians were diplomatic triumphs where LBJ’s summit at Glassboro with Kosygin had been a failure because Nixon shrewdly understood Soviet psychological insecurity, a deep sense of paranoid inferiority and the hunger for respect as a superpower equal of the United States. Leonid Brezhnev, Kosygin’s ascendant rival was desperate for this American political recognition and Nixon and Kissinger played this card (along with the geostrategic shock of the China opening) to wrest concessions in arms control and restraint (for a time) in Soviet behavior from Brezhnev.

Playing this card is not possible with China.

While there seems some emergent rivalry between China’s prime minister Li Keqiang and China’s President Xi Jinping that loosely mirrors the Kosygin-Brezhnev dynamic, the analogy is otherwise a poor one. Despite sharing Marxist-Leninist DNA in their institutional structure, China is not at all like the Soviet Union in terms of culture, history or ambitions. The Chinese not only lack the national inferiority complex that drives the Russian psyche, they suffer from the opposite condition of a superiority complex that outstrips their actual capacity to project military or even economic power. This has given rise to popular frustration and manic nationalism in China, with bitter recriminations about “small countries” and “hegemonic powers”. It also has created a strategic lacunae where China has in a short span of time gone from enjoying good relations with most of the world to a state of habitually irritating almost all of its neighbors and periodically threatening two great powers – rising India and Japan – and one superpower, the United States.

In short, China already is as T. Greer argued, a committed revisionist power.

We cannot buy off or bribe China. Unlike Brezhnev who needed American credits for his domestic economic program to cement his place as supreme leader, Xi Jinping has carried out a ruthless purge of the party and government under the pretext of an anti-corruption drive. Xi does not need or want our help in his domestic squabbles. Nor would he or another Chinese leader be content with symbolic gestures of Beijing’s “parity” with Washington. “Parity” will not satisfy Chinese leaders unless it comes with attendant symbolic humiliations for America and an American retreat from Asia. Forever.

If American leaders do not wake up to this reality and do so quickly then it is time for a new leadership class with less sentimentality and clearer vision.

Aymen al-Zawahiri, al-Sham and ISIS as Khawarij

Friday, May 20th, 2016

[ by Charles Cameron — a highest-intensity insult in the jihad among jihadists ]
.

A significant article is announced:

Both Will McCants and Cole Bunzel have recommended this article, so you may already have seen it.

**

Okay, I understand that there are various viewpoints, and hence various different people will make different choices as to which is the key paragraph here. For many, it will be Zawahiri‘s focus on al-Sham.

Indeed, Zawahiri’s new geographic focus happens to align itself with what Abu Musab al-Suri proposed in his Global Islamic Resistance Call — published, perhaps a tad presciently, more than a decade ago in 2004/5 — that (in J-P Filiu‘s phrase, Apocalypse in Islam, p. 189):

It is self-evident to him that the “country of Sham” — Greater Syria, including Lebanon, Palestine, and Jordan — looms as the apocalyptic theater par excellence, and that al-Qaida’s strategic conception of global jihad must be reoriented to take into account this final clash.

**

From my own POV, as someone whose interest is in movements in religious thought, this is the key paragraph:

Zawahri did deliver at least one message aimed at the jihadist base, affirming that the IS’s members are “Khawarij,” a historical Muslim sect of hyper-extremist deviants. Labeling the Islamic State group as such has been controversial within Salafi-jihadism — theorist Abu Muhammad al-Maqdisi has resisted it — in part because it requires jihadists to act on the Prophet Muhammad’s prescription for dealing with the Khawarij: “qatl Ad,” or total extermination. Zawahri has now come down firmly on one side of this intra-jihadist debate.

On which topic, see also my November 2015 post here on Zenpundit: Is the Islamic State Islamic? The Yes and No of the matter, and this, from JM Berger in 2014:

Turner on Cultural Understanding and Influence In The Arena

Tuesday, May 17th, 2016

[by Mark Safranski / “zen“]

   

Pete Turner (Right)                                                       Anthony Iannarino

“Alcohol and hand grenades” is always the mark of a great interview.

Some ZP readers are familiar with business strategist and sales expert S. Anthony Iannarino due to his highly regarded and widely read The Sales BlogAnthony also has a podcast, In the Arena and in this week’s episode he interviews another friend of ZP, Pete Turner of The Break it Down Show.

Pete and Anthony discuss HUMINT, cultural understanding, John Boyd, Afghanistan, 4GW, trust building, relationships, organizational cultures and making connections through respect, analogs to the business world, institutional “tribes”, cross-cultural interactions, books and much more.

Give it a listen here. Strongest recommendation.

Small Wars and Big Thoughts

Saturday, March 19th, 2016

[by Mark Safranski / “zen“]


U.S. Marines display captured flag of Nicaraguan rebels led by Augusto Cesar Sandino

While pop-centric COIN may be dead, small wars and irregular warfare will always be with us. We might say they are in the fourth or fifth generation; are an open-source insurgency; or have become “hybrid“; or exist in some kind of mysteriousgray zone“. Whatever we call them, small wars are here to stay.

Two recent publications explore the topic.

The first is a taxonomic work from Robert Bunker at the Strategic Studies Institute:

Old and New Insurgency Forms

….Blood Cultist (Emergent). Strategic implications:  Limited to moderate. This insurgency form can be viewed as a mutation of either radical Islam and/or rampant criminality, as found in parts of Latin America and Africa, into dark spirituality based on cult-like behaviors and activities involving rituals and even human sacrifice. To respond to this insurgency form, either federal law enforcement or the military will be the designated lead depending on the specific international incident taking place. An all-of-government approach will be required to mitigate and defeat this insurgency form, which has terrorism (and narco-terrorism) elements that represent direct threats—especially concerning the Islamic State—to the U.S. homeland […]

I strongly agree with Bunker’s “dark spirituality” angle present in deviant religious-military movements. For example, ISIS, for all its protestations of ultra-orthodoxy in its Salafism exudes a spirit of protean paganism in its words and deeds.

The second is a book, Clausewitz on Small War by Christopher Daase and James W. Davis (Hat tip to Nick Prime). From a book review at the London School of Economics:

….The current generation’s trend in understanding Clausewitz is that of moving beyond On War – an analysis which Clausewitz himself considered incomplete and which was published posthumously. As part of this shift, 2015 alone saw the publication of a new account of his life, together with a biography of his wife and a comparison between Napoleon’s and Clausewitz’s ideas on war, to name a few.

Through Clausewitz on Small War, Christopher Daase and James W. Davis make a significant contribution to such efforts of contextualisation. Yet theirs is quite distinct from other works, in that they translate into English writings that were thus far accessible only to those with a reading knowledge of German. This is precisely where the value of the book lies, as well as being the editors’ primary aim: opening up Clausewitz through translating his own words, rather than in interpreting them. In doing so, they offer the tools through which future analyses can be better informed.

The editors nonetheless do set out a case in the introduction: Clausewitz’s writings on ‘Small War’ are testimony to his continuing relevance. To illustrate this, they offer four chronologically arranged texts – a journey of how his thinking on Small War evolved. Each text was written with a different frame of mind. The first is comprised of lecture notes on small-unit warfare that are informal and rather technical; the second and third are memoranda distributed to military reformers and through which Clausewitz passionately makes the case for militias; and the final is a chapter from On War, again on the arming of the people.

I would add that ZP contributor, Lynn Rees, also had a recent post on the role of Marie von Clausewitz in shaping “Clausewitz” and Clausewitzian thought.

That’s it.

The Strategist: Brent Scowcroft and the Call of National Security

Friday, March 4th, 2016

[by Mark Safranski / “zen“]

The Strategist: Brent Scowcroft and the Call of National Security by Bartholomew Sparrow

In writing The Strategist, Bartholomew Sparrow has demonstrated that his talents as a biographer match his skill as a scholar. Cautious and careful, in telling the life and national security career of the highly regarded Brent Scowcroft, Sparrow never slips into hagiography, or gives Scowcroft a free pass in situations where it would be easy to do so. In retaining his critical eye, Sparrow has consequently permitted Scowcroft’s selfless character and frequently wise judgement to shine on their own merits in the historical record. The result is that The Strategist is a biography of remarkable power, like a great river, there are deep currents of insight below the gently moving surface.

At a sprawling 716 pages, Sparrow had room to investigate Brent Scowcroft’s family heritage in Mormon Utah, his journey at West Point from student to professor, his intellectual and professional mentors (Herman Beukema, William T.R. Fox, George Lincoln, Richard Yudkin, Andrew Goodpaster) and Scowcroft’s unfailing devotion to his wife Jackie, who became an invalid in the years when Scowcroft’s career embraced its largest burdens. It is this context that helps explain the strong ethical core that Scowcroft demonstrated time and again as a military officer, strategist and statesman as he handled brilliant but brittle personalities at the center of national security and foreign policy.

What Sparrow makes clear, time and again, was that it was Scowcroft’s unusually high emotional intelligence coupled with an amazing work ethic that provided Scowcroft with the high opportunities that allowed him to bring his talents as a strategist and manager of national security to bear. Quite simply, Scowcroft connected with people and his relentlessly consistent integrity in dealing with everyone – literally from interns to journalists to Presidents of the United States – was such that his word was regarded as being as good as gold. His equanimity too was almost as legendary as his ethics. ” I never heard Scowcroft get angry” is a frequent refrain of former colleagues. His detractors are few: Dick Cheney, who as Vice-President had a bitter break with Scowcroft over the Iraq War, had nothing but praise to say of his former friend’s integrity and judgement.

Not only did Scowcroft forge an unusually close strategic partnership with two presidents (Ford and Bush I) but he managed to win the respect and trust of so paranoid and aloof a figure as Richard Nixon (it is far less clear that Scowcroft trusted Nixon). Scowcroft’s secret was that inside a Beltway where politics and personalities trended Machiavellian, he operated in a zone of trust. Even the Clinton and Obama administrations sought Scowcroft’s counsel because they were assured of his absolute discretion and impartial judgement.

Asked to compare himself with his former boss, Henry Kissinger, Scowcroft demonstrated that he knew his strengths and his limitations. Sparrow writes:

“….Scowcroft had his own well-developed sense of military strategy and world history. He was also brilliant at questioning and evaluating the merits of his new ideas and policy options as well as a superb bureaucratic operator who knew how to put concepts into practice. But unlike Kissinger, Scowcroft said he was better at reacting to and evaluating ideas than he was dreaming them up; that was why he liked to hire people smarter than himself. ‘I don’t have a quick, innovative mind’ he claimed. ‘I don’t automatically think of good new ideas. What I do better is pick out good ideas from bad ideas.”

Was Scowcroft a good strategist?

The first problem in answering this question, at least from reading Sparrow, is that Scowcroft’s rarely equaled skill as a manager of the NSC decision-making process tends to greatly overshadow and blur his record as a strategist.  Scowcroft’s National Security Council, which worked well under Gerald Ford when the greatest of Washington prima donnas, Henry Kissinger, reigned as Secretary of State, hummed like a machine under George H. W. Bush. One would have to go back to Eisenhower to see such a comparable example of smooth national security decision making. The key was the absolute trust Scowcroft established, as Sparrow records:

“Bush, Baker, Scowcroft and other senior administration officials were able to establish relationships based on trust. ‘One of the reasons why the system worked was that Baker and Cheney totally trusted Brent to keep them informed and to fairly represent their views to the president,’ Gates said. ‘He was the only national security adviser in my view that was ever so trusted by the two other principals’ – and Gates had served under six US presidents at the time he wrote the above, before his time as defense secretary under George W. Bush and Barack Obama.

Scowcroft’s management of the NSC process also worked well because of his creation of other interagency groups to expedite decision making. One of his key innovations (retained by subsequent presidential administrations) was the formation of the Principals Committee which included the Vice-President, the secretary of state, the secretary of defense, the director of central intelligence, the chairman of the Joint Chiefs of Staff, the White House Chief of Staff and the national security adviser – all meeting without the president.”

Scowcroft achieved the holy grail of natsec policy – “whole-of-government” planning and execution. Part of the reason was that Brent Scowcroft was extraordinarily close to the elder President Bush, far closer than in the dysfunctional yet highly successful partnership between Richard Nixon and Henry Kissinger. That accounts for some of it, but Condi Rice was just as close to George W. Bush as Scowcroft had been to Bush’s father yet her tenure as national security adviser is given low marks, not least for being completely unable to rein in Secretary of Defense Donald Rumsfeld or Vice-President Dick Cheney who was virtually the prime minister of the administration in its early years. The difference may have been that Scowcroft could not only speak with the President’s unquestioned authority, he knew better when to do so than Rice and consequently, seldom needed to do it at all.

The second problem in answering “was Scowcroft a good strategist” is that he clearly was not and never aspired to be a grand strategist in the manner of Richard Nixon, George Kennan or Otto von Bismarck.  Scowcroft never approached national security by attempting to reshape the geopolitical calculus despite the regrettable tagline of “new world order”. Instead, Scowcroft’s strategic philosophy was to manage risks as they emerged by peacefully integrating a collapsing rival state system piecemeal into the existing international community status quo at the lowest possible cost of disruption. Maximizing geopolitical opportunities or strategic gains was not his primary yardstick.

This is why as Sparrow, relates, that Scowcroft and the senior President Bush strongly discouraged “triumphalism” in American rhetoric about the Cold War while trying to work with Mikhail Gorbachev to manage the Soviet collapse; and why the break up of Yugoslavia was viewed with such distaste (Scowcroft had served in the embassy in Belgrade under Kennan). Conversely, this is also why  Scowcroft was so eager to use American military force in Iraq, to defend and reinforce post-Cold War international legal norms from Iraqi aggression, but not to march to Baghdad and overthrow Saddam’s dictatorial regime. Brent Scowcroft deserved the credit for both his early insight that force would be required to remove Iraq from Kuwait and the wisdom of the Bush administration to wield overwhelming force with restraint and diplomatic finesse.  When the second Bush administration – an administration filled with his former colleagues – opted to march on Baghdad, it would have been a simple matter for Scowcroft to remain silent, but instead he offered counsel. When his advice was rebuffed, Scowcroft did the harder thing and made his case against the Iraq War public even though it cost him friendships and access to the President of the United States. A rare choice in Washington.

Scowcroft is indeed a strategist by any reasonable measure and something greater, a statesman for whom the country and its national interest always came first.

Strongly Recommended.


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