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Strategist Dr. Harlan K. Ullman (best known for the concept of  “Shock and Awe“) had a piece up at Atlantic Council about which I have a mix of opinions, so I am going to break it down with some excerpts and comment:

Needed Now: An Intellectual Revolution in Strategic Thinking 

Toward the end of the Cold War, Soviet military thinkers coined the phrase “Military-Technical Revolution.” Based on a combination of extraordinary advances in precision strike and in information and surveillance technologies, the MTR was successfully transformed by the Pentagon into the “Revolution in Military Affairs.”

Meant to defeat the Red Army, the RMA was a real military revolution proven in the first Iraq War in 1991 when US arms pulverized Saddam Hussein’s army; in Afghanistan quickly routing the Taliban in 2001; and again smashing Iraq two years later.

There’s more than just a semantic difference here.

A “Military Revolution” is a rare thing in history, an epochal event, like the transformation of warfare in early modern Europe , which also dovetails with the Marxist-Leninist  economic deterministic conception of what constituted a world-historical “revolutionary” event in Soviet ideology. A “Military-Technical Revolution” was a terminological effort by Soviet general officers to reduce the ideological scope of the event discussed away from a sphere predominantly governed by the supreme authority of the Party (and in practice then, by politburo ideologist, Mikhail Suslov, who was deeply suspicious of any kind of reform) to one that emphasized that radical changes in warfare originated in or would flow from purely technological innovations and could therefore be safely managed by military professionals without encroaching upon political matters.  Self-interest and institutional interest of the Red Army general staff at work.

American defense intellectuals repackaged the Red Army’s “Military-Technical Revolution” as the  “Revolution in Military Affairs” – a much narrower concept than “Military Revolution” yet broader, more flexible and open-ended than it’s Soviet parent. Eminent strategist and military historian Colin S. Gray described RMA thusly:

Military Revolutions are preceded, implemented, and succeeded by RMAs. RMA refers to a radical change in the character of war. The engines of such change include, but are by no means limited to, technological innovation. Scholars note that most historically plausible RMAs have not obviously been led by new technologies [1].

The American RMA unlike the Soviet version was more closely tied to the force-multiplying effects of the information revolution and Moore’s Law  that was to reshape the global economy, and came to be shorthanded, under Rumsfeld, as “transformation“. However, like the Soviet MTR, RMA suited the growing fascination of American military officers with operational art as the acme of professional identity and a substitute for strategy and troublesome questions of policy and politics. While “transformation” was good for making the military more efficient at applying violence, the focus on technological magic in operations tended to anesthetize senior generals from the need to attend to the vital strategic-policy dimension of war.

Back to Ullman:

….Today, American and certain allied militaries are exhausted by a decade of war. All face large and looming defense cuts meaning far less money for defense. Under these circumstances, readiness and morale become early casualties.

With the exception of North Korea (or to some states in Europe, Russia), few hostile armies are around to fight in a conventional conflict making the case for defense more diaphanous. The wars in Iraq and Afghanistan demonstrated that while military force may have been necessary, it could not make either country more governable, hardly the best argument for defense spending.

The omission of China is simply weird. I am neither a ‘Panda hugger” or a “Panda mugger” and I don’t think China should be shoehorned into the role of near-peer competitor, which it is not yet, except in the fantasies of hypernationalistic Chinese and maybe blogger/salesmen from the Lexington Institute. But how do you ignore a nation like China and the PLA in in a military-geopolitical strategic analysis?

….How can militaries deal with these facts of life? The answer is that a new revolution is desperately needed. Given the bleak funding outlook, this revolution can only be accomplished through intellect and rejuvenating strategic thinking.

British Gen. Rupert Smith’s “The Utility of Force” skillfully interpreted war in the 21st century to be about and over people — to protect and defend them or to defeat or disrupt them rather than as modern armies squaring off against one and other.

Many assumptions to unpack from few words.

I welcome Dr. Ullman’s call for an intellectual renaissance in strategic thinking which, if badly needed among the professional military class, is even more urgently required in our political class who – with some exceptions – were largely AWOL from their responsibilities of senior partnership in fashioning strategy and grand strategy with the uniformed military in the past ten years. Perhaps in a generation or two, the proliferation of grand strategy programs at elite universities that are increasingly feared by anti-American intellectual leftists, will produce a large cadre of statesman with real strategic competence.

Regarding the second paragraph, while I am sympathetic to the assumptions that 4GW environments will increase with the erosion of state sovereignty and legitimacy, the future of warfare may very well be extremely “hybrid” with well-financed polities, corporations and networks fielding impressively high tech military capabilities alongside atavistic and disorganized insurgencies wallowing in blood and entrails. The latter will invite intrusion by the former and the former are sometimes going to clash with one another, as well as against postmodern warlords, superempowered individuals, urban guerrillas and networked jihadis.

….Some 15 years earlier, the concept of “shock and awe” was created in which the goal was to affect, influence and ultimately control the will and perception of an adversary (hence Smith’s “people”) with the use or threat of military force. “Shock and awe” was inspired by the Chinese philosopher Sun Tzu eons ago when he wrote that the really brilliant general wins without having to fight a battle.

Shock and awe posited four criteria: control of the environment, rapidity, (near) perfect knowledge and brilliance in execution.

The last two, combined with the realities and uncertainties of today’s international environment, form the foundations for this much needed intellectual revolution in strategic thinking.

If so, then the revolution fizzles out here.

Rapidity and brilliance in execution – or at least excellence – can be trained for, but in control of the environment, the enemy gets a vote (and so, for that matter, does the environment) and “(near) perfect knowledge” is a transient comparative advantage held (if at all) during the initial moments of a complete surprise attack. While it would be nice to have, “(near) perfect knowledge” cannot be a foundation for a strategic revolution as it is a largely unachievable standard in unhurried conditions of perfect peace, much less during the fog and friction of war.

….No one can be certain about the nature of future conflicts as the requirements for defense, once equated in largely military terms, have expanded to cover security with a far broader aperture extending well beyond armies, navies and air forces.

In future conflict, military force may or may not be necessary. But they have not been sufficient to achieve the strategic and political aims of bringing stability and security to Iraq, Afghanistan and so far Libya for example.

Further, given defense cuts, preparations for major conventional operations will be severely curtailed as both weapons and systems for those engagements as well as training will likewise be reduced, possibly dramatically. The strategic question that forms the heart of an intellectual revolution rests on how militaries can prepare for a future so filled with uncertainty while preserving traditional war fighting skills with far less money.

Ullman is correct that public expectations of “security” have expanded beyond military strength to encompass more of the DIME spectrum with, arguably, law enforcement, immigration/assimilation and cyber issues as well.

Disagree that the current political class dominated by aging Boomer fantasists will recognize that sharply curtailed military budgets mean fewer operations.It certainly has not worked that way in Britain where harshly punitive budgetary cuts to the British Army and Royal Navy have scarcely curbed Her Majesty’s government’s appetite for military intervention.  American politicians and Atrocity Boards will simply require the Pentagon eat it’s seed corn to pay for intervention piled upon intervention and when that runs dry, Congress will look at cutting veteran health benefits and pensions and hollow out the force until it breaks.

….First, militaries and strategic thinking must be oriented about obtaining (near) perfect knowledge not merely about traditional operations and employing weapons systems with far greater creativity. There must be far more learning about other, non-military tools and other regions and states round the world of import or interest to assuring national security.

The part  about creativity is spot on, but in a military where majors, colonels and brigadier generals feel they cannot sign off on something as mundane as a platoon, a company or a battalion using ATVs on patrol in Afghanistan without risking their careers, then bureaucratic micromanagement has already reached the state of military rigor mortis. Strategic thinking in the ranks cannot begin until the climate of fear is removed and the incentives for promotion changed to reward risk-taking. Just like the State Department, the Pentagon’s antiquated personnel system is out of alignment with the needs of American national security and  represents a systemic bulwark against positive change.

Pursuit of near perfect knowledge should be dropped. When Admiral Art Cebrowski helped conceive of network-centric warfare,  there was an opportunity present, through real-time sharing of  information across a military “system”, to maximize individual and unit initiative within their understanding of the commander’s intent and accelerate the operational tempo vis-a-vis the enemy. Instead, information technology, as I see it imperfectly from my far remove as a civilian kibbitzer, has empowered micromanagement with three and four star generals playing company commander, colonels playing squad leader and lawyers and powerpoint-inebriated staff officers hundreds  of miles away blocking artillery or air support requested by units under fire.

Perfect knowledge as a doctrinal benchmark encourages organizational paralysis in the face of uncertainty, rather than the fluidity, creativity and adaptiveness that Ullman seeks.

….Second, new means and methods must be created or strengthened that contribute to maintaining fighting skills that enable brilliance in operations. For example, as the British navy and air force lose both carrier and anti-submarine capacities for an interim period, units should be assigned to the US or French navies that will employ these weapons systems. The British army could deploy units to serve in Korea or Pakistan and India where conventional combat is central to those forces to maintain these skills. And new generations of war games and simulators must be invented and fielded so that many scenarios can be played out to keep skills at acceptable levels of readiness.

These are useful ideas, especially the wargames. I don’t think the British will bite though, except for “model” partnerships with the French. There’s really no good reason why there should not be an “Anglospheric” (UK, US, ANZUS, Canada) combined naval warfare planning staff and regular joint exercises.

….Third, to achieve these aims, a further revolution in military education from bottom to top is essential. Officers and troops must be prepared intellectually in order to obtain near perfect knowledge about a future that at best is opaque. And simultaneously, keeping combat skills sharp in an era of austerity when weapons and training will be in shorter supply is best done as Bobby Jones, perhaps the greatest golfer ever observed about that game — it is played in the 6-inch space between the ears!

Militaries will be reluctant to accept new or any revolutions when they are fighting for subsistence. Politicians find governing hard enough. And few are prepared to impose a revolution let alone make tough decisions.

If an intellectual revolution is to be wrought, it must come from within. But who will listen? And who will lead?

As of now, no one is leading and few understand the need to do so.

1. Colin S. Gray. Another Bloody Century. Orion Books Ltd. London. 2005.  117..

[ by Charles Cameron — cross-posted with brief intro from Alix Levine‘s blog — topic: Google’s Summit Against Violent Extremism ]

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Google Ideas — the Google “think/do tank” — recently co-hosted (with the CFR and Tribeca Film festival) a conference on countering radical extremism in Dublin, with a mix of “former extremists, activists, academics, survivors, executives and public sector officials” in attendance.  Blog-friend Matt Armstrong was there, live-tweeting with enthusiasm. Dr William McCants of Jihadica and CNA wasn’t terribly impressed with the outcome, and posted at Foreign Policy:

I am not ready to give up on the enterprise of countering violent extremism just yet, but I am less sanguine about its chances of success than I was before I started working on the problem. Google Ideas’ summit has not increased my optimism, but its resources and potential do.

Alix Levine of Cronus Global attended the event, and reported back on her blog. I’ve commented briefly on McCants’ piece on FP, but wrote a longer piece as a comment on Alix’ blog, and am cross-posting it here in the hope that it will stir further discussion…

*
I’m comparing Will McCants‘ response to the Google Ideas conference on FP with yours, and I’m glad you wrote as you did.

McCants – whose work I generally admire — opens his comments by quoting Jared Cohen to the effect that the purpose of the conference was to “initiate a global conversation”. McCants then more or less dismisses the conference itself a couple paragraphs later with the words “If these are indeed the conclusions of the conference, Google Ideas needs more thinking and less doing in its approach”.

Conclusions? How does he get so quickly from “initiate” to “conclusions”?

Okay, we all know that a conference can lead to a volume of proceedings read mostly by the authors themselves and a few aspiring students eager to follow-my-leader and dead end there – but this conference was very clearly intended to be the start of something, not the wrap-up.

So your comment, Alix, “Instead of critiquing Google’s effort, it will be more productive and valuable to work in unison with Google on their mission to ‘initiate a global conversation'” seemed to me to bring us back to the actual intent Google had announced for the conference, and you reinforce that when you write, “I hope that more people will join in on the conversation in a meaningful and (gasp) positive way.”

My questions are: how and where do we do this?

There will have been contacts made at the conference that will lead to an exchange of emails, no doubt – but that’s not a global conversation.

Here are some of the problems I foresee:

(a) siloing: the conversation limiting itself to a few constituencies, each of which talks mainly among its own members, leading to

(b) group think: in which the widely assumed gets even more firmly entrenched as “wisdom”, with

(c) secrecy: meaning that potentially relevant information is unavailable to some or all participants, all of which add up to

(d) blind spots: topics and approaches that still don’t get the attention and exploration they deserve.

The solutions would need to include:

(a) networked diversity: by which I mean a structured means of getting the unpopular or minority opinion front and center (compare business brainstorming in which a facilitator ensures even the “quiet ones” get heard, and that even poor ideas are expressed without critique until a later, evaluative stage),

(b) contrariety: meaning that whatever ideas are “easily dismissed” get special attention, with

(c) transparency: meaning that whatever could be redacted and made partially available is made available, not (as in US Govt “open source” material, closely held), so that

(d) oddballs and outriders get to participate…

Jami Miscik who was Deputy Director for Intelligence at the time, caught my attention when she said in 2004, “Embrace the maverick”. Oddballs aka mavericks make the best contrarians, because they start from different premises / different assumption bases. Miscik accordingly invited science fiction and film writers to interact with her analysts at CIA, and found that when they did, they produced 80% already known ideas, 10% chaff, and 10% new and “valid” scenarios. But even then, “science fiction and screen writers” is a box…

Cross-fertilization, questioning of assumptions, passion, reverie, visualization, scenario planning, play – the number of strategies that could be employed to improve the chances of a successful new insight emerging are many and various – unkempt artists probably know some of them better than suits with high IQs and clearances, and Google clearly knows this, too…

But where?

I mean, what Google+ circles do any of us join, to join this global conversation? What twitter hashtag brings us together under one roof? When’s the follow up in my neck of the woods, or yours?

What’s the method for getting the conversation widespread, well-informed – and scaleable, so the best of the grass roots and local ideas can find their way to the influential and informed, and the best insights of the influential and informed can percolate through to the grass roots and local?

Lastly, I’d like to thank Google for getting a dialog going between those with a range of subjective experiences of radicalization, and those whose job it is to understand and thus be able to interdict it. Demonization never got the situation in Northern Ireland anywhere near peace – listening did.

And thank you too, Alix, for your own contribution. Let’s move the conversation onwards.

Handbook of Research on Strategy Process by Pietro  Mazzola and Franz W. Kellermans (Ed.)

Dr. Chet Richards has contributed to an important new theoretical book on strategic applications to business enterprises. For those newer readers, Chet is an authoritative source on strategy, particularly the theories of Colonel John Boyd and is the former proprietor of the late, great, strategy website DNI. I have learned a great deal over the years from Colonel Richards and heartily recommend his Certain to Win to anyone looking for the strategic edge.

For readers with a corporate credit card or departmental budget ( the book is *really* expensive) and a deep, academic or professional interest in strategic theory and thinking, this book is for you. I may require Inter-Library Loan. 🙂

As Chet describes it:

Deep stuff – very academic – but covers the waterfront of the research (i.e., as distinguished from the speculation) on the process of strategy.  As the co-editors describe it:

While strategy content focuses on the subject of the decision, strategy process focuses on actual decision making and its associated actions.  Strategy process research examines the process underpinning strategy formulation and implementation. … Although aimed primarily at the academic community, many of the contributions speak to a wider audience.

Expensive, but if you’re into this sort of thing, probably indispensable.

My twitteramigo @ckras has put your tax dollars to work attempting to shatter the stovepipes of analytical excellence in the IC.

And it is pretty cool…..notice how issues of lines of authority and reliability of information are facilitated and made infinitely more efficient with off the shelf Web 2.0.

The nice thing about this project of @ckras is that his model can be generalized to any large organization or system where bureaucratic complexity and the territoriality of guarding tiny empires is gumming up the timely flow of information into the right hands.

For those interested in .mil theory…..

First, SWJ Blog reported today that the old, now defunct, DNI site of Dr. Chet Richards is being preserved as an online archive:

DNI alive again. Sort of…

Thanks, Mandy, for the info and for your role in bringing DNI back to a state of suspended animation.

DNI had a ten year run, closing its doors at http://d-n-i.net last November. There’s a site of loosely the same title there now, but it’s not the same site.

The Project on Government Oversight was involved with the start up of DNI, and is behind its Lazarus reincarnation. No new content is being posted, but the archives are alive again now for those who want to explore them. The new site is http://dnipogo.org/

In a recent email exchange, Dr. Richards indicated to me that he wanted everyone to be aware that he no longer owns or controls the old domain name for DNI which has been purchased by an unrelated company; those interested in the treasure trove of DNI articles on strategy, John Boyd, military affairs, 4GW or other concepts should go to the Project on Government Oversight page indicated above. Chet, by the way, can be found blogging at Fast Transients and his post follows:

DNI Relaunches

Defense and the National Interest, the real one, not the faux site now at d-n-i.net, has relaunched courtesy of our friends at the Project on Government Oversight (POGO).

For the time being, it’s an archive – new content isn’t being added – and we’re still in the process of tracking down some of the original files.  Please let POGO know when you find broken links.

When DNI launched in 1999 it was unique:  The only site devoted to furthering the concepts originated by the late USAF Col John Boyd, and its original mission was to house Chuck Spinney’s commentary that applied Boyd’s strategy, and his own insightful analysis, to issues concerning national security.  Today, there are any number of sites that provide cutting edge commentary, including zenpundit, John Robb, Tom Barnett, and Fabius Maximus.  Please visit them and contribute.

POGO’s press release announcing the reposting of DNI follows after the fold…..

Secondly, in a more esoteric vein, those interested in 5GW can reference this resource put together by Curtis Gale Weeks that contains about 95% of what has ever been written on the subject of “Fifth Generation Warfare” by a wide variety of authors including TX Hammes, John Robb, Thomas PM Barnett, William Lind and many others ( hat tip to Dr. Dan  Dr. tdaxp, who has edited the soon to be released by Nimble Books,  The Handbook of 5GW ):

5GW Theory Timeline