zenpundit.com » intellectuals

Archive for the ‘intellectuals’ Category

New E-Book from John Robb

Saturday, July 26th, 2014

[by Mark Safranski, a.k.a. "zen"]

I have been a long time fan of John Robb’s Global Guerrillas blog for many years and strongly recommend his military theory book  Brave New War for anyone interested in changes in warfare in the 21st century.  If you have been following GG, you know that John’s interests have turned in recent years  from the destructive part of  Boyd’s strategic continuum (tactics-operations/grand tactics -strategy) more toward the constructive ( grand strategy – theme for vitality and growth) with increasing examination of economic, ethical, legal, cultural and moral dimensions of societal rule-sets.

John has a new E-Book out, first of a series, that lays out his thinking in this area and how we can fix what ails America.

The American Way

My new booklet, “The American Way” is now on Amazon.  

If you are wondering what is wrong with America.  This booklet provides a concise answer.  

Also, this booklet provides a way to get us back on a path towards economic progress.  

Be forewarned, this booklet is just the start.  I’ll have more concrete ways to do it in booklets to be released over the next three months.  

Enjoy.  

PS:  I’ve got a booklet on iWar coming out next month too.

John gave me a preview of the manuscript and I thoroughly endorse the direction in which he is going with The American Way. America’s economic and political problems and strategic dysfunction have epistemological and moral roots.

Share

Chet’s Boydian Post-Script to American Spartan

Thursday, July 17th, 2014

[by Mark Safranski, a.k.a. "zen"]

Dr. Chet Richards had some kind words to say about my review of American Spartan the other day and added some Boydian strategic analysis to the saga of Major Jim Gant to boot:

Zen Pundit on American Spartan 

….As Mark notes, the strategy of supporting local insurgents goes way back, and it can be highly successful — the United States wouldn’t be here if the French hadn’t taken this approach. But it’s also true, as he notes, that if you create a monster to fight a monster, you have, in fact, created a monster. You’d think we might have learned this from our first Afghan adventure. So I certainly agree with Mark when he says that “It should only be done with eyes wide open as to the potential drawbacks (numerous) and it won’t always work but the militia option works often enough historically that it should be carefully considered,” but “eyes wide open” is easier after the fact. Even a mechanical system of three or more parts can become complex and therefore unpredictable. So we have, at the very least, the US forces, the various tribes and militias, and the government. You see where I’m going with this, and that’s before we consider that the players are hardly mechanical parts whose behavior can be predicted over any length of time.

Still, Mark’s point is spot on — why do we always have to be the redcoats and let the other guys hide behind rocks and trees? Why do we keep doing dumb things? We don’t always, and we haven’t always, but somehow, we’ve developed a knack for discarding winning tactics.

…..One cause of this might be the mentality, attributed to Lord Palmerston several years back, that states have no permanent friends, only permanent interests. Glib statements like this are dangerous because they substitute for understanding and help lock orientation. Furthermore, they lead to the sorts of moral failings that Mark has identified. If you stop and think about it, the exact opposite would be a better way to run a foreign policy.

No organism, including a state, has long-term interests outside of survival on its own terms and increasing its capacity for independent action. As Boyd pointed out, these are easier to achieve if you have others who are sympathetic to your aims. In particular we should conduct our grand strategy (for that’s what Mark is talking about) so that we:

  • Support national goal;
  • Pump up our resolve, drain away adversary resolve, and attract the uncommitted;
  • End conflict on favorable terms;
  • Ensure that conflict and peace terms do not provide seeds for (unfavorable) future conflict. Patterns139

Or, put another way:

Morally we interact with others by avoiding mismatches between what we say we are, what we are, and the world we have to deal with, as well as by abiding by those other cultural codes or standards that we are expected to uphold.  Strategic Game 49

It’s not that hard. Our long-term friends are those who, like us, support our ideals, which we have made explicit….

Read the rest here.

I have to agree with Dr. Chet that we, or rather the USG, continues to do dumb things. It is virtually our default position now. The era of President Abraham Lincoln sending a case of whatever Ulysses S. Grant was drinking to his other generals is long over. Why?

I suspect by needlessly ramping up our organizational complexity we generate endless amounts of unnecessary friction against our ostensible purpose without adding any value. Aside from automatically increasing the number of folks involved who are neither motivated nor competent, making orgs more complex means too many voices and too many lawyers on every decision, of whom too few have a vested interest in the overall success of the policy to keep our strategic ( or at times, tactical) Ends uppermost in mind.

Policy, hell – maybe the first order of business should be to start using more bluntly honest terms like “victory” and “defeat” again in assessing results of military campaigns. They clarify the mind.

Maybe this is why the OSS, enterprising CIA officers like Kermit Roosevelt, Jr. , Edward Lansdale , Duane Clarridge or counterinsurgents like David Hackworth and Jim Gant could accrue large results while operating on a relative shoestring while enormous, powerful, quasi-institutional bureaucratic commands that spanned many years like MACV and ISAF have failed. The former led small teams that were simple, highly motivated and focused on adapting to win.

I fear things will have to get worse – much worse – before they get better.

 

Share

Lexington Green on the Army War College National Security Seminar

Wednesday, June 18th, 2014

[by Mark Safranski, a.k.a. "zen"]

Michael Lotus, a,k.a. “Lexington Green” of Chicago Boyz blog and co-author of America 3.0: Rebooting American Prosperity in the 21st Century gives his review of the 2014 National Security Seminar at the US Army War College:

Mike Lotus at the U.S. Army War College 2014 National Security Strategy Seminar 

I had the great good fortune to attend the U.S. Army War College 2014 National Security Strategy Seminar, which ran from June 2-6, 2014.

The War College runse an annual course for colonels and lieutenant colonels, personnel from the other branches, as well as officers from foreign armies. According to the Army War College website the resident class of 2014 included 385 students including: (1) 216 Army officers: Active, Reserve, Guard, (2) 64 Navy, Marine, Air Force and Coast Guard officers, all components, (3) 77 international officers/ fellows, and (4) 28 senior national security civilian professionals.

The final week of the year, civilians are invited to attend the National Security Strategy Seminar, which consists of lectures and participation in seminar discussions. The NSS very well organized and professionally run.

The seminar I participated in is depicted in this photo:

MJL NSS Photo

Military officers who reach these ranks are, in my limited experience, an extremely impressive group. The participants in this seminar were no exception, with most having served multiple tours in Iraq or Afghanistan. The opportunity to listen to them in the seminars, and to talk to them informally, was the most rewarding part of the event, for me. I also had fascinating conversations with officers from foreign militaries.

The seminar discussions touched on many subjects related to the security of the nation and the future of the U.S. military. Some recurring themes in the discussion were (1) the impact of shrinking military budgets on the capabilities of the US military, (2) concern about losing the corporate knowledge gained in over a decade of fighting and non-combat activities gained in over a decade in Iraq and Afghanistan, (3) concern about a disconnect between the military and the civilian population, (4) the over-sue of the military, as the only part of the government that works, to solve all problems, to “hit the M button” instead of using the other DIME elements (diplomacy, information and economics) (5) discerning what the main threats in the future will be, and how to prepare for them, (6) making the professional transition from being executors of strategy and policy to originators of strategy and policy. [....]

Read the rest here.

The National Security Seminar Mike describes is a wonderful program that brings future US Army leaders together with their counterparts in civilian society for a week of discussion about strategy, national security, international relations and future conflict. I attended in 2011 thanks to the kind offices of Steve Metz and can attest to its value.

Share

BOOK REVIEW: Adaptive Leadership Handbook by Leland & Vandergriff

Monday, June 16th, 2014

[by Mark Safranski, a.k.a. "zen"]

Adaptive Leadership Handbook: :Law Enforcement & Security by Fred Leland & Don Vandergriff 

The Adaptive Leadership Handbook is an unusual book. It is a work about thinking for men and women of action. It is an argument about learning for people whose professional life is governed by their training. Finally, it is a call for dynamic reflection for those accustomed to following proper procedure.  The authors have written a guide to reinventing an organization’s institutional epistemology, the “cognitive culture” in which high stakes decisions are made, how challenges are met and the standards by which outcomes are judged.  They are well qualified to make their case:

Fred Leland, a police lieutenant, former sheriff’s deputy and Marine “….is the Founder and Principal Trainer of LESC: Law Enforcement & Security Consulting and a certified instructor. He specializes in homeland security exercise and evaluation programs (HSEEP), red teaming, ongoing deadly action (active shootings), handling dynamic and violent encounters, recognizing the signs and signals of danger(body language), police operational art, use of force, and decision making under pressure. He develops leaders with the adaptive leadership methodology. His focus is translating theory to practice and facilitating training workshops to law enforcement, military, public and private, campus and university security professionals, in an effort to continually improve officer safety and effectiveness.”

Don Vandergriff is a retired Army major, military consultant, a nationally regarded trainer on leadership development and adaptive decision game methodology, well-regarded author on military affairs whose works include Raising the Bar (required reading at West Point), The Path to Victory and Manning the Future Legions of the United States. For much of the past year Don has been working in Afghanistan, teaching some of what the book is preaching.

I have also had the pleasure of seeing both authors presenting and conducting exercises at Boyd & Beyond conferences and can recommend them strongly. On to the review….

First of all, who is the intended audience for Adaptive Leadership Handbook? Who would benefit from reading it?

1. Any law enforcement personnel at any level – Federal, State, county or municipal. The book has been written with the perspective and problems of their field in mind.

2.  Security professionals, private or public, who provide supplementary or complementary services to law enforcement, public safety, government agencies, corporations or individuals

3.  First responders other than law enforcement

4.  Military personnel who will be engaged in humanitarian relief deployments or constabulary duties among foreign civilian populations in conflict zones or National Guardsmen who might be assigned to disaster relief or civil disorder operations at home.

5.  Academics and journalists who study law enforcement and security issues or MOOTW, FID and COIN

6.  Anyone struggling to reconcile ongoing development of a genuinely professional culture within a bureaucratic-political context

As a reviewer, I fall primarily into categories 6 and 5, so in terms of details, as an outsider, reading the book for me was also a window into the world of professional policing and procedure, especially in terms of making good tactical decisions in real life situations. While for a police officer the authors are discussing familiar scenarios that go to the heart of the law enforcement profession’s work on the street, for me these were illuminating vignettes.  Police facing uncooperative or indecisive or mentally ill suspects, active shooter scenarios, the traffic stop gone bad, possible suicidal individuals and intoxicated parties to a domestic dispute are among the examples used to illustrate how officers can adapt tactically or suffer the consequences if they fail to do so. Each scenario is analyzed with a view not just to alternative tactics but alternative ways to think differently to respond more effectively.

Drawing on  thinkers as diverse as Gary Klein, John Boyd, Clausewitz, John Poole, Sid Heal , Hans  von Seeckt, Paul Van Riper, Sun Tzu and Heraclitus, the thrust of Adaptive Leadership Handbook is the authors attempt to bring police officers beyond the culture of ingrained procedure and rote training methods who react to situations into oriented, intuitive decision-makers and learning, thinking, reflective professionals. A shift of tactical mentality from “Go get him” to “Set him up to get him with an adaptive response”  A variety of methods are advocated to be used regularly in order to cultivate adaptive leaders – After Action Reviews (AAR), Tactical Decision Games (TDG),  Decision Making Critique (DMC) free play exercises, fingerspitzengefuhl, reading body language and pattern recognition. Some examples:

…..A flood of questions will come to mind in the heat of a violent encounter. My point is, the questions will be there but the answers will come in a form of judgment – implicit and intuitive decisions based on your experience and training.

Attention to detail is not the sole answer in the non-linear world of violence. Instead, it’s paying attention to detail that has meaning in the heat of the moment. [p.143]

and

….Can those of us involved in extreme situations where life and death are at stake actually make decisions without thinking, without analyzing options, intuitively?

The answer is clearly yes.

Dr. Gary Klein in his research of cognitive development talks about making decisions under pressure in what he describes as “Recognition-Primed Decision Making”. What Klein found working with the united States marine Corps, Emergency workers and Businesses across the country was, “It was not that commanders were refusing to compare options. I had become so fixated on what they were not doing that I had missed the real finding: that the commanders could come up with a good course of action from the start. That is what the stories were telling us. Even when faced with a complex situation, the commanders could see it as familiar and know how to react. [....] the commanders secret was that their experience let them see a situation, even a non-routine one, as an example of a prototype, so they knew the typical course of action right away. Their experience let them identify a reasonable reaction as the first one they considered, so they did not bother thinking of others. They were not being perverse. They were being skillful.” [p. 89]

and

With an adversary who says NO and takes action to thwart our efforts we will always have to be prepared to use our awareness, insight imagination and initiative applying the science and art of tactics, operationally, while striving ouselves to overcome the effects of friction, while interacting with an adversary. We must attempt at the same time to raise our adversary’s friction to a level that weakens his ability to fight. This interplay is necessary in an effort to shape and reshape the climate of a situation and win without fighting if possible.

Leland and Vandergriff are aiming at reshaping police organizations cognitive culture to permit decentralized decision-making as close to the problem on the street as possible, with officers confident and capable of taking the initiative and exercising good judgment in the context of circumstances. This entails a reframing of procedures from rules to tools, from being directions to being a map or template for independent decision making. A shift on the spectrum from training toward learning to make each officer more effective and more adaptive.

Strongly recommended.

Share

More Personal Theories of Power Series at The Bridge

Tuesday, June 3rd, 2014

I am falling way behind in my linking efforts to The Bridge’s outstanding blogging event – the best round table the strategy-blogosphere has produced in years!  Here are several recent contributions:

Adam Elkus Social Choice: A Personal Theory of Power 

….Many strategic discussions default to simplistic explanations for why groups cannot achieve desired outcomes. It is easy to blame bureaucratic rivals, declare that salvation can be found in better strategy itself, make accusations of bad faith, or declare that America’s strategic culture in some way guarantees inconsistency and short-term thinking. However, there is a better, less value-laden approach to contemplating why strategy can sometimes seem like an illusion.

….I argue that one powerful method for analyzing the nature of group decision is the choice-theoretic perspective?—?and social choice in particular.

The choice-theoretic perspective models how decisions individuals make aggregate to group outcomes. While there are many different methods of analyzing choice, I talk about one in particular: social choice theory. Social choice concerns the problem of agreement by analyzing how individual preferences create collective decisions. Social choice is often used to analyze elections?—?or any other situation in which individuals rank the desirability of alternatives and must find some way to fashion a group preference out of individual choices. 

Nathan K. FinneyLand Power: A Personal Theory of Power 

….Deterrence and assurance require both credibility and capability. Credibility is created through the perception that force will be used to achieve stated interests. However, without an acknowledged force required to achieve said interests, i.e. the capability, then the threat of its use to deter undesired behavior or assure anxious allies is empty. In the end, an adversary cannot be deterred or an ally assured unless they believe the offending party can be compelled to appropriately change their behavior. While other elements of national power are important to either deterrence or assurance, both require credible and capable land power, the only element of national power that can compel behavior through physical control. The size, capability, proficiency, and posturing of land forces is what provides a credible deterrent and assures allies. As has been shown in recent events in Eastern Europe, the lack of a credible and capable force for deterrence can lead to political adventurism by adversarial entities and a failure to assure allies in a region. 

BJ Armstrong -Sea Power Matters: A Personal Theory of Power  

The migration of sea power toward the operational and tactical, and the attempts to connect it to continentalist strategic ideals, can be seen partially in the rise in popularity of Sir Julian Corbett’s Some Principles of Maritime StrategyAs Alfred Thayer Mahan’s influence has declined Corbett’s has grown and is commonly cited as more “relevant” by naval officers today. Surely, part of this has to do with the simple fact that Corbett wrote more clearly than Mahan did. It also must be stated that one book is not illustrative of the entirety of the British lawyer and lecturer’s thinking on sea power. However, the tendency within Corbett’s book to focus toward operational issues, or the “grammar” of naval strategy, allows it to appeal to a more practically minded, combat centric officer corps.

Sea power, however, is much more than operational design or combat planning for forces at sea. It has to do with international relationships, economic power, commercial interests, diplomacy and statecraft. Its results are not seen solely at the business end of a Tomahawk missile or in ballistic missile submarine patrols, but also on the stock of shelves at Walmart and the price of gas at the pump. This confusion, between the battle fleet and the navy, between combat incident to operations at sea and the global power and influence of maritime forces, results from the view which labels sea power as a domain centered ideal, as another name for combat operations at sea, rather than a broader field with wider relevance to the world affairs. 

BA Friedman -Amphibious Power: A Personal Theory of Power 

….A little known theorist came down right in the middle. Lieutenant Colonel Earl “Pete” Ellis, USMC, wrote about naval and amphibious strategy in the early 20th Century, including the Marine Corps’ contribution to War Plan Orange, Advanced Base Operations in Micronesia. Ellis viewed amphibious power as a symbiotic relationship between land and sea power. Expeditionary land forces are dependent on naval forces for the necessary sea control, transport, sustainment, and fire support. Naval forces are dependent on those land forces to secure key littoral terrain for protection and to secure forward supply bases. In the course of this analysis, he identified the need for specialized, task-organized amphibious forces that could fill this niche, especially since amphibious assaults were becoming far more difficult in the face of modern artillery and machine guns. Since the focus of all of his writings was on those amphibious forces and their uses, he is perhaps the only amphibious power theorist in history. For Ellis, the mutually reinforcing symbiosis of land and sea power was decisive. He was proved correct during World War II: the US Navy could not strike at the heart of the Imperial Japan without seizing lodgments across the Pacific and Marine and Army forces could not seize those lodgments without Navy transportation, support, and sea control.

More to come….

Share

Switch to our mobile site