America 3.0: Rebooting American Prosperity in the 21st Century – why America’s Best Days are Yet to Come by James C. Bennett and Michael Lotus

I am confident that this deeply researched and thoughtfully argued book  is going to make a big political splash, especially in conservative circles – and has already garnered a strong endorsement from Michael Barone, Jonah Goldberg, John O’Sullivan and this review from  Glenn Reynolds in USA Today :

Future’s so bright we have to wear shades: Column 

….But serious as these problems are, they’re all short-term things. So while at the moment a lot of our political leaders may be wearing sunglasses so as not to be recognized, there’s a pretty good argument that, over the longer time, our future’s so bright that we have to wear shades.

That’s the thesis of a new book, America 3.0: Rebooting American Prosperity In The 21st Century.The book’s authors, James Bennett and Michael Lotus, argue that things seem rough because we’re in a period of transition, like those after the Civil War and during the New Deal era. Such transitions are necessarily bumpy, but once they’re navigated the country comes back stronger than ever.

America 1.0, in their analysis, was the America of small farmers, Yankee ingenuity, and almost nonexistent national government that prevailed for the first hundred years or so of our nation’s existence. The hallmarks were self-reliance, localism, and free markets.

At the end of the 19th century and the beginning of the 20th, people were getting unhappy. The country was in its fastest-ever period of economic growth, but the wealth was unevenly distributed and the economy was volatile. This led to calls for what became America 2.0: an America based on centralization, technocratic/bureaucratic oversight, and economies of scale. This took off in the Depression and hit its peak in the 1950s and 1960s, when people saw Big Government and Big Corporations as promising safety and stability. You didn’t have to be afraid: There were Top Men on the job, and there were Big Institutions like the FHA, General Motors, and Social Security to serve as shock absorbers against the vicissitudes of fate.

It worked for a while. But in time, the Top Men looked more like those bureaucrats at the end of Raiders Of The Lost Ark, and the Big Institutions . . . well, they’re mostly bankrupt, or close to it. “Bigger is better” doesn’t seem so true anymore.

To me, the leitmotif for the current decade is supplied by Stein’s Law, coined by economist Herb Stein: “Something that can’t go on forever, won’t.” There are a lot of things that can’t go on forever, and, soon enough, they won’t. Chief among them are too-big-to-fail businesses and too-big-to-succeed government.

But as Bennett and Lotus note, the problems of America 2.0 are all soluble, and, in what they call America 3.0, they will be solved. The solutions will be as different from America 2.0 as America 2.0 was from America 1.0. We’ll see a focus on smaller government, nimbler organization, and living within our means — because, frankly, we’ll have no choice. Something that can’t go on forever, won’t. If America 2.0 was a fit for the world of giant steel mills and monolithic corporations, America 3.0 will be fit for the world of consumer choice and Internet speed.

Every so often, a “political” book comes around that has the potential to be a “game changer” in public debate. Bennett and Lotus have not limited themselves to describing or diagnosing America’s ills – instead, they present solutions in a historical framework that stresses the continuity and adaptive resilience of the American idea. If America”s “City on a Hill” today looks too much like post-industrial Detroit they point to the coming renewal; if the Hand of the State is heavy and it’s Eye lately is dangerously creepy, they point to a reinvigorated private sector and robust civil society; if the future for the young looks bleak,  Bennett and Lotus explain why this generation and the next will conquer the world.

Bennett and Lotus bring to the table something Americans have not heard nearly enough from the Right – a positive vision of an American future that works for everyone and a strategy to make it happen.

But don’t take my word for it.

The authors will be guests Tuesday evening on Lou Dobb’s Tonight and you can hear them firsthand and find out why they believe “America’s best days are yet to come“

[by J. Scott Shipman]

 

At the suggestion of Adam Elkus, we were privileged to host our first “local” Boyd and Beyond event on 15 December. We had 14 attend, and five speakers. Logistically, we turned our family room in to a fairly comfortable briefing area, using a wall with Smart Sheets as a temporary white board. In keeping with our October events, we took up a collection and had pizza delivered for lunch. Coffee, soft drinks light snacks were provided. Each speaker was allotted 50 minutes, but given the participation of the audience, most talks lasted about 90 minutes. I should emphasize to those planning one of these events, to keep a lean speaker’s list, as the Q&A and discussion can easily double the time of a presentation—-and I believe all who attended would agree the comments/discussion made already great presentations even better.

My sincere thanks go out to my wife and partner, Kristen, for making this event look easy! She was the one who made sure everything was moving along and that folks felt at home. I would encourage others around the country to schedule and hold events through the year. We’re looking to do another in March 2013.

Our speakers were:

Jim Hasik, Beyond Hagiography: Problems of Logic and Evidence in the Strategic Theories of John Boyd

Francis Park, The Path to Maneuver Warfare in the U.S. Marine Corps

Robert Cantrell,  Which Card Will You Play?

Terry Barnhart, Designing and Implementing Maneuver Strategy in Transforming Major Organizations

Marshall Wallace, Theories of Change and Models of Prediction

I led off with a few comments on the military professional and intellectual rigor. I recommended the best book I’ve read this year: Inventing Grand Strategy and Teaching Command, by Jon Tetsuro Sumida, and the challenges he suggests in the realm of intellectual rigor. He writes:

“It remains to be seen whether readers exist with the mind and will to accept his guidance on what necessarily is an arduous intellectual and moral voyage into the realm of war and politics.” (emphasis added)

I followed with the example from An Unknown Future and a Doubtful Present: Writing the Victory Plan of 1941, by Charles E. Kirkpatrick. Mr. Kirkpatrick’s little book provides an excellent primer to the formulation of the United States’ WWII strategy and a refreshing insight into the education of an master strategist, then Major Albert C. Wedemeyer, attached to the War Plans Division, the Army chief of staff’s strategic planners, who wrote the Army strategy for WWII in 90 days. (read the review here) I suggested that military professionals should start something akin to a book club, where they can discuss and debate strategic issues and concept.

Following my comments, Jim Hasik offered his critique of John Boyd’s work. Adam tweeted that we were a “tough crowd,” but Jim was able to discuss his misgivings with respect to Boyd’s work and a lively discussion got us started. For those unfamiliar, Jim is the author of a paper called, Beyond Hagiography, which generated controversy in the Boydian community following this year’s October event at Quantico. (reviewed here and at zenpundit.com) Here is a link to the paper. (see Hasik’s white board outline above).

According to Hasik, Boyd erred when extrapolating from physical processes/science to social processes. He reviewed Boyd’s use of science in his essay, Destruction and Creation, and suggested no literal correlation between Clausius’ Second Law of Thermodynamics (entropy), Gödel’s Incompleteness Theorem, and Heisenberg’s Uncertainty Principle and human behavior (on this I concur with Hasik, as analogy or metaphor these scientific principles enlighten).  Hasik asked if OODA scales from air-to-air combat to large scale events, and whether OODA was original (compared to PDCA, for example). One point that generated quite a bit of discussion was whether one could “like” Clausewitz or Sun Tzu and Boyd. Hasik questioned whether Boyd’s work should be judged as social science, history, or war studies, and suggested that further work was needed to fill in the gaps in his work. In October, someone suggested Boyd needed a “Plato,” someone to address Boyd’s work with less emphasis on science (as in Osinga’s book), thereby making Boyd’s work more accessible. The Strassler model was suggested; Strassler is an “unaffiliated scholar” who has written exhaustively referenced versions of Thucydides, Herodotus, and Arrian. [personal note: I believe a Strassler-like book on Boyd's ideas would be a great resource] A great thought-provoking conversation.

 

Francis Park’s talk on on maneuver warfare, the evidence of history began with “I’m a historian and I have a problem.” The irony wasn’t lost on the audience, as Francis is an active duty Army officer, speaking on the history of the USMC’s adoption of maneuver warfare (MW). Park called the Marine Corps “the most Darwinian of the services.” The venue for for the Corps discussion between MW advocates, and the “attritionists” was the Marine Corps Gazette. This venue was “unofficial,” otherwise the debate may have never happened. The Gazette’s forward-thinking editor made space and encouraged the debate, which was a ”long, bitter, and complex fight.”

Park listed and discussed the champions of MW Michael D. Wyly, G.I. Wilson, William Woods, William Lind, and Alfred M. Gray. Park recommended Fideleon Damian’s master’s thesis, THE ROAD TO FMFM 1: THE UNITED STATES MARINE CORPS AND MANEUVER WARFARE DOCTRINE, 1979-1989. (Adam Elkus recommended Eric Walters essay in the Small Wars Journal, titled Fraud or Fuzziness? Dissecting William Owen’s Critique of Maneuver Warfare.)

Park called the USMC adoption of MW a “confluence of fortune” that may have never happened without the vigorous efforts of proponents.

Robert Cantrell’s Which Card Will You Play? was an instructive and interactive example of Robert’s strategy cards. Cantrell has two decks of strategy playing cards, one devoted to strategy, the other to sales strategy. The user’s guide is at www.artofwarcards.com.

Robert provided examples of how the cards are used to spark strategic thought and ideas. Volunteers pulled first one, then two cards from the decks, and read aloud and commented on how the statement(s) on the cards could be used in practice. For example, “Muddy The Water To Hide the Nets” was drawn (the 8 of clubs, a bit more on card suits from Robert below). The “strategy” is to “confuse your adversary so he cannot perceive your intentions. The “Basis” is “Confused adversaries make mistakes they would not make if they grasped your intentions.”

Longtime friend of this blog, Fred Leland at Law Enforcement Security Consulting is using the cards with success. Fred’s goal is “to get cops thinking more strategically and tactically in their work. I have been pulling a card from the deck and writing my thoughts and sharing them with cops who have been passing them along to their officers.” He is using Robert’s cards for “in-service” training, and providing a low cost entry into strategic thinking.

I followed up with Robert and asked for an explanation of the card suits. Here is his response:

Hi Scott – although they are gray delineations, the Hearts are oriented on the shaping self, the Clubs on shaping the field of contest…the diamonds are isolation strategies, and the spades are elimination strategies. This is the wolf pattern on the hunt: wolf becomes all the wolf it can be, shapes the hunt, isolates a member from the heard, brings that member down. With aces high – and again also gray – the higher cards tend to be strategies used from a greater abundance of strength and the lower numbers from comparative weakness in strength. Of course from here we can talk about gaining relative advantage if we cannot have absolute advantage to gain strength for a critical moment…and so on

Terry Barnhart spoke on Boydian organizational applications in a talk called Designing and Implementing Maneuver Strategy in Transforming Major Organizations. Terry said any organizational change had to be accomplished on the realms of the moral, mental, and the physical. With that in mind, he advised mapping the social networks of the organization and speaking in “the language of the culture” and “asking for what you need” when attempting to transformation. The end goal is “aligned autonomy,” and Terry’s recommended method of choice is taken from Boyd’s Patterns of Conflict,Slide 80:

 

Search out the “surfaces and gaps”, as reference from Slide 86, POC. In Boyd’s language:

•Present many (fast breaking) simultaneous and sequential happenings to generate confusion and disorder—thereby stretch-out time for adversary to respond in a directed fashion.

•Multiply opportunities, to uncover, create, and penetrate gaps, exposed flanks, and vulnerable rears. [emphasis added]

•Create and multiply opportunities to splinter organism and envelop disconnected remnants thereby dismember adversary thru the tactical, grand tactical, and strategic levels. [emphasis added]

In Terry’s words, “be everywhere at once” and establish relationships that result in buy-in, avoiding “no,” as Terry advised it can take a couple of years to overcome an objection. As aligned autonomy is reached, word will get around about the successes, and all of sudden what was a single agent of change becomes a movement. So Terry is recommending methods in maneuver warfare as a method in transforming organization culture.

During Terry’s talk, Dave recommended Orbiting the Giant Hairball, by Gordon MacKenzie as a guide in navigating the bureaucracy and obstacles often found in large organizations.

 

Marshall Wallace’s Theories of Change and Models of Prediction was our final presentation. Marshall has emerged as one of the leading thinkers among Boydeans. Wallace said, “people are lazy” as he led off his discussion of change models. [personal note: I've come to refer to this laziness as "neurological economy"] His thinking was influence by Daniel Kaneman’s Thinking, Fast and Slow and the Heath brother’s Switch: How to Change Things when Change is Hard. When change is desired, clarity is an absolute must have. Wallace offered the four models above as example of change. He said we must ask: “What is the change we want to see?” and ” What are the pre-conditions?”—instead of this model, most people begin with the idea, which more often than not, fails.

Wallace walked our group through the models and emphasized the importance of tempo and used his wife’s efforts to establish dog parks in their city. Everything in government has a process, and Wallace said in this case “going slower than the politicians” paid off. Also, for programs of change, it is best if there is 100% transparency of goals. Both Marshall and Terry recommended a book called The Progress Principle, by Teresa Amabile and Steven Kramer. The most powerful model for me was the one in the lower right corner—particular the use of “more people” and “key” people in any effort to affect change.

Post meeting, Wallace posted the following to our Facebook group wall, that rounds out and expands his thinking:

I was on the plane back to Boston yesterday morning, deeply engrossed in Terry’s book [Creating a Lean R&D System] when a phrase leapt into my head: “Target the whole organism”.

As the Michaels in our lives (Moore and Polanyi) remind us, “we know more than we can say”. I feel that quite clearly and I constantly struggle with language. I am never satisfied with any presentation I give because I know that, due to failures on my part to use the perfect word at the right moment, I left some understanding on the table.

Somehow the weekend, with spectacular conversation, a good night’s sleep, the enforced idleness of air travel, and Terry’s superb book, shook something loose.

Target the whole organism.

What flashed through my mind at that moment were pieces of the talks.

Jim prompted discussion of what the next set of books about/on/adding to Boyd should look like.

Francis drew a pie wedge with “firepower” on one edge of the pie and “maneuver” on the other. He was describing two schools of thought on conflict as represented by these extremes. Everybody seemed to agree that the balance lay somewhere in the middle and was definitely related to the context.

Robert’s exercises with his strategy decks shook countless examples of strategic action and insight loose in our minds. The combination of cards, taking one from each of the competition and collaboration decks, was especially exciting.

Terry laid out his plan to blitzkrieg his company, and invited us to make it better.

I ended with a 4-cell matrix demonstrating the four basic categories under which all Theories of Change operate (more on this later). Experience has shown that most people operate out of an implicit Theory that traps them in one quadrant, whereas social change only occurs if all four quadrants are affected.

Target the whole organism.

I got home and opened up “The Strategic Game of ? and ?”. Interaction and Isolation.

Firepower and maneuver – at the same time. Competition and collaboration at the same time.

Boyd side-by-side with his sources and several commentators. CEO, discouraged middle-managers, and the line at the same time. More People and Key People at both the individual level and the structural level all at the same time.

Target the whole organism.

A force that uses maneuver to confuse and firepower to destroy will dominate. A force that can swing rapidly between extremes and also find balance is even more slippery than one that acknowledges the “necessary” balance. The two practices can be in separate parts of the battlespace (context matters), but because both are occurring, the confusion generated may well be more intense. It looks as though the force is two distinct armies and communication among the enemy may be unintelligible because the threats being faced are so different.

Bringing collaborative concepts into competitive spaces or vice versa while not abandoning the underlying logic of the space opens up more options, challenges notions, and expands horizons. Can we interact and isolate at the same time? What does that snowmobile look like?

If we want to effect social change, we need to target the whole system. We can sequence our efforts in time, though we can’t forget to move as quickly as the circumstances allow. At the same time, every effort must be connected to the whole organism.

The target is not the target. I do not aim at the eye of the fish. I don’t wan’t to hit the bullseye.

I want to pick up the whole madding crowd of intense archers, cynical kings, and wildly cheering spectators and move them.

This was the first “local” event, and based on the response, we’ll be doing these a few times a year. Many thanks to all who participated, and Merry Christmas and a Happy New Year to  you all!

UPDATE: Dave shared these with our group. Francis said, “We live and die by bumper stickers.” Here is a good example:

 

Here is Dave’s interpretation of the Sufi elephant:

 

 

 

Cross-posted at To Be or To Do.

SWJ Blog has a new post up with an important and all too timely article on transition operations whose authors include an amigo of mine, Pete Turner, a veteran of Iraq and Afghanistan. Turner will also be one of the featured speakers at the Boyd & Beyond Conference in October at Quantico:

Transition Operations: A Discussion with 29 Articles by Richard Ledet, Jeff Stewart and Pete Turner 

….What is Transition?

Currently, there is no accepted definition for Transition in US Doctrine.  For the purpose of this discussion, we will define Transition simply as the transfer of responsibility from Supporting Nations (SN) to the Host Nation (HN). 

How do we go from full-speed-ahead COIN operations where we call all of the shots to a fully functioning sovereign nation that provides security and services for its population?  Although we have concluded one Transition (Iraq) and are in the midst of another (Afghanistan), we are still literally feeling our way forward, one unit at a time, without a coherent strategy, doctrine, or national policy.  Battalion and Company Commanders want to know, “What comes after build?”

As previously stated, our doctrine is remarkably silent on Transition.  FM 3-24 Counterinsurgency acknowledges the requirement for Transition in the late stage of counterinsurgency:  

“The main goal for this stage is to transition responsibility for COIN operations to HN leadership.  In this stage, the multinational force works with the host nation in an increasingly supporting role, turning over responsibility wherever and whenever appropriate.  Quick reaction forces and fire support capabilities may still be needed in some areas, but more functions along all Logical Lines of Operations are performed by HN forces with the low-key assistance of multinational advisors.  As the security, governing, and economic capacity of the host nation increases, the need for foreign assistance is reduced.  At this stage, the host nation has established or reestablished the systems needed to provide effective and stable government that sustains the rule of law” (paragraph 5-6).

That is the sum total of the guidance given in our counterinsurgency manual.

Transition thus appears to be rather nebulous; it is something we desire and anticipate, but do not necessarily know how to achieve, or even understand.  It may occur quickly, or be drawn out over an extended period of time.  Like other operations in COIN, Transition will also occur differently in different locations, with various requirements and assorted timelines.  Our own relief in place/transfer of authority (RIP/TOA) process even affects Transition.  How do we maximize effects at this point, especially considering that the level of international effort is simultaneously in decline?  What are the requirements for Transition, and what is the glide path to a smooth successful hand-off to the host nation?  Is it a phase that comes after “Hold,” or is it part of the “Build” phase, both of which occur sequentially after “Clear?”  One might also argue that once “Transition” has begun, the COIN fight is over for SN forces and the responsibility shifts to the State Department or the UN.  Or does it?  

There is no simple way of answering these questions, or the others which are raised throughout this paper.  The answers may change with each particular case.  However, without a dialogue on the subject these questions will continue to go unanswered and operations are likely to proceed with uncertain or frustrating results. ….

Read the rest here.   I am a particular fan of points 3,4,5,6 and 9.

And now, we interrupt this post for a…….

Public Service Message:

If you enjoy discussions like this one and think that SWJ and SWJ Blog are an important forum for debate on key defense and strategic issues, they could really use your financial support:

Small Wars Foundation Annual Fundraising Campaign

The Small Wars Foundation / Journal / Council’s annual fundraising campaign is now underway and this is easily the most critical funding effort we have conducted since going hot in 2005. We originally envisioned quarterly campaigns but quickly realized that we were likely over-tapping the hard-core few who have kept our head above water all these years. Well, we are currently on life support in many aspects of our operations to include day to day operating costs, upgrades to the site, and providing at least a meager compensation to those who work 24/7 to keep our humble contribution to our Nation’s security and foreign policy alive and well.

There are many ways to support SWF/SWJ and they can be found here. But what we are most in need of right now is hard cash, the more the better. We have over 200 of our popular Small Wars Journal challenge coins remaining and will get one off to those who donate $50 or more or commit to a $25 a month recurring contribution. Donation options are available at the same link.

And for US contributors – your donation is tax deductible. Last year our goal was to raise approximately $20k but we fell far short of that. Our goal this year, and a very optimistic one at that, is $30k and we will keep you posted on our progress. Thanks in advance in helping keep this effort alive and well.

Mission Revolution: The US Military and Stability Operations by Jennifer Morrison Taw

Columbia University Press just sent me a review copy of Mission Revolution: The US Military and Stability Operations by Jennifer Morrison Taw, an assistant professor of IR/Security Studies at Claremont McKenna College.  Taw has written a very timely book given the looming threat of sequestration – she has investigated and analyzed the institutional and strategic impact of the US having elevated MOOTW (military operations other than war) in 2005 to a DoD mission on par with war-fighting, terming the change a “Revolution”.

[ Parenthetical aside: I recall well Thomas Barnett loudly and persistently calling for the Pentagon to deal with MOOTW by enacting an institutional division of labor between a heavy-duty Leviathan force to handle winning wars and a constabulary System Administration force to win the peace, manage stability, defend the connectivity. Instead, in Iraq and Afghanistan we had one Leviathan force trying to shoehorn in both missions with a shortage of boots, a river of money and a new COIN doctrine. Soon, if budget cuts and force reduction are handled badly we could have one very expensive, poorly structured, force unable to do either mission.]

Thumbing through Mission Revolution, it is critical and well focused take on the spectrum of problems the US has faced in the past ten years trying to make a “whole of government” approach an effective reality in stability operations and counterinsurgency. Taw covers doctrine, training, bureaucratic politics, procurement, policy, grand strategy, mission creep, counterterrorism and foreign policy visions of the civilian leadership, all with generous footnoting.

I am looking forward to reading Mission Revolution and giving it a detailed, in-depth, review in the near future.

There is quite a buzz going in mil and defense blogger circles over the recent op-ed savaging in The American Conservative by Kelley Vlahos regarding Dr. John Nagl and COIN. Unfortunately for Vlahos, little of it that I have seen online or privately is favorable – including from some people who I know are less than well-disposed toward COIN or the COINdinistas.

Speaking as someone who was one of the earlier voices to remark that the political moment of pop-centric COIN had passed, I found Vlahos’ post to largely be ill-tempered, context-distorting, schadenfreude.

But hey, judge for yourself. My comments will be in normal text:

Learning to Eat Soup with a Spoon 

….Then Tom Ricks, Washington Post correspondent-court scribe, conducted a full-blown high school popularity contest, literally ranking the “brains behind counterinsurgency’s rise from forgotten doctrine to the centerpiece of the world’s most powerful military.” In this cringe-worthy “top ten” published in Foreign Policy in December 2009, Ricks places “King David” Petraeus at Number 1, and then Nagl, whose Oxford dissertation-turned-Barnes-and-Noble-bestseller Learning to Eat Soup with a Knife made him a counterinsurgency “scholar,” among other bright lights of the time. Nagl, Ricks predicted, would be “in a top Pentagon slot within a year or two.”

That was just three years ago. Today, there is no better symbol for the dramatic failure of COIN, the fading of the COINdinistas and the loss that is U.S war policy in Afghanistan than this week’s news that Nagl is leaving Washington to be the headmaster of The Haverford School, a rich preparatory school (grades k-12) for boys on Philadelphia’s Main Line.

Hmmmm. I guess General Petraeus as CIA Director and General Mattis as Combatant Commander of CENTCOM are therefore examples of a rare form of career failure.

And really, only a subpar military officer would involve himself in educating young people. Shame on you, John Nagl, for joining such a shady group of misfits.

….That’s right — Nagl, once called the Johnny Appleseed of COIN, who reveled in his role as face man, tutoring reporters with practiced bookish charm on the “the new way of war,”  and burnishing his personal story to convince everyone that he was a counter-insurgent before his time — a modern T.E. Lawrence — is packing up for good. Turns out that despite all the high hopes, the COINdinistas hit the brass ceiling with a smack, especially once it became clear that the magic they sold was a bag of beans….

Again, most of the COINdinistas, so-called, have not hit some kind of brass ceiling  nor are they secretly running the Army or the administration. Most are  in perfectly respectable but unremarkable ranks, institutional positions or jobs in the private sector. HR McMaster is now a brigadier major general, Con Crane is a director at the US Army Military History Institute, Kalev Sepp is a lecturer at the Naval Postgraduate School, Montgomery McFate holds the Minerva Chair at NWC,  General Jack Keane sits on several corporate boards, Fred Kagan is still at AEI,  Andrew Exum is at CNAS, David Kilcullen is the  CEO at Caerus Associates and so on.

By Washington standards, this is a relatively modest level of policy influence or promotion (Petraeus and Mattis excepted). If you want to look at rapid advancement through political connections, consider Al Haig rising like a rocket from LTC to full general and NATO Supreme Commander due to his proximity to Richard Nixon and Henry Kissinger. Or the unusually gilded career path of Colin Powell.

That said, there are many grounds, theoretical and practical, to find fault with pop-centric COIN theory and FM 3-24, from an anti-empirical legacy assumption of a Maoist model of insurgency, to a fundamental confusion of tactics and operational art with strategy to the hardening of COIN from a fairly flexible emergent doctrine in Iraq into a rigid, micromanaging, ROE dogma in Afghanistan. COIN is ripe for revision, not excision and substantive, informed, critiques of the wars of the past decade are sorely needed by scholars, military officers and defense intellectuals. Irregular conflict is never going away any more than war will go away.

Unfortunately, Vlahos was too busy with gossipy smears on Nagl’s character to make any substantive points of that nature which would have made her column something more than ad hominem rubbish.