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Guest Post: Why the United States cannot put Boots on the Ground to Fight ISIS

Saturday, June 18th, 2016

[Mark Safranski / “zen“]

Today, I’m pleased to offer a guest post by LtCol. Bob Weimann, USMC (ret.) .  Weimann is the former Commanding Officer, Kilo Co., 3/1 and Weapons Company 3/1. He also served as a Marine Security Force Company commanding officer, an infantry battalion Operations Officer and the Executive Officer of 1/6 during Desert Storm. A frequent presenter at the Boyd & Beyond Conferences, Bob is on the Board of Directors of UAP (United American Patriots) and a contributing editor to www.defendourmarines.com . UAP is a non-profit charity that aids military service members to help defray expenses for an adequate and fair legal defense. See What UAP Believes here: http://www.unitedpatriots.org/ .

Why the United States Cannot Put Boots on the Ground to Fight ISIS

By Bob Weimann

The expression “boots on the ground” has an extended military-jargon history…The term is used to convey the belief that military success can only be achieved through the direct physical presence of troops in a conflict area … The term is particularly applied currently (2010) to counter-insurgency operations.[1]

The expression “boots on the ground” basically means we need to send in ground troops, grunts, warriors, dog-faces, jarheads, combatants…those shifty eyed fowl mouth two fisted go for broke Soldiers and Marines that close with and destroy the enemy by fire and maneuver in order to kill the enemy. These are the folks that must place the front site of their rifle on an enemy and pull the trigger. These are warriors brave enough to step through the doorway of an enemy occupied house, detect and disarmed an IED, engage a treacherous enemy that does not take prisoners and an enemy that does not hesitate to torturer and murder innocents. Our warriors are the sons, daughters, sisters, brothers, fathers, mothers, neighbors, and acquaintances from every community, town, city and state across this country and one of the greatest representative cross sections of patriotic American citizens in existence.

Our warriors are a different generation but they possess the same spirt America’s warriors have establish and exhibited since the Revolutionary War. For over 240 years these folks have never let us down and have volunteer for the nasty, dirty, immoral, brutalizing effects of combat. You can say we lost in Viet Nam, Somali, Iraq and Afghanistan but the scary truth is we lost those wars strategically after we won them tactically. The unfortunate reality is that the strategic always trumps the tactical. Tactical is all about the troops; strategy is all about the generals.

The other scary fact is that since 2003, we have seen an unprecedented number of courts martial that the media labels “war crimes” … more “war crime” legal cases since 2003 than in all the battle history of all the United States war’s combined. How can this be possible when we have fielded to today’s battles the best trained, best equipped, smartest warriors in this country’s history?

The issue is not the troops, the issue here is the senior military leadership, the general officers that have forgotten they are warriors and exhibit the traits and leadership characteristics of politicians. Today’s general officers understand careerism but do not understand the Laws of War that should be their stock and trade.  They hid behind lawyers and Rule of Law equivocations that cannot co-exist on a battlefield.

For this reason, we cannot put combat boots on the ground because the troops are being used as political cannon fodder. Over and over again we see American combatants thrown under the bus for the sake of justifying a policy objective of executing a bad military strategy.  Names like Lt Ilario Pantano, Sgt Larry Hutchins, SSgt Frank Wuterich, Sgt Michael Williams, Sgt Jose Nazario, 1Sgt John Hatley, Sgt Derrick Miller, Capt Roger Hill, Lt Michael Behenna, Major Fred Galvin, Major Matt Goldsteyn, PFC Corey Clayett, GySgt Timothy Hogan, SPC Franklin Dunn, SSgt Osee Fagan, SPC Michael Wagnon, and Lt Clint Lorance are the more notable cases. You can be certain that the list will continue to grow not only with the recent Afghanistan Kunduz Hospital Airstrike[2] but also any combat actions against the terrorist in Iraq and Syria.

Military campaigns are always based on a “kill or capture” strategy, however, our leadership does not believe in a kill strategy nor do they believe in a capture strategy. Our military leadership believes that our Soldiers and Marines are in combat to die for the “greater good”.[3] Instead of capture, we have a “catch and release” program that continually frees known enemy combatants and terrorist to again kill, not only our service members, but also civilians. “Catch and release” is nothing more than a treachery award program for the enemy. Our generals believe that our combatants have no right to self-defense on the battlefield.[4] The idea that our warriors are there to make the enemy die for their cause is a lost priority in our general officer’s politically correct minds.

We cannot put boots on the ground because our generals do not trust our Soldiers and Marines to show the initiative necessary for successful combat operations. The generals have forgotten how to fight and win. They have forgotten how to support our warriors by setting the correct strategic policies to allow them to fight. We no longer have combat commanders. The Washington DC political cronies continue to dedicate failed policies that undermine and kill our warriors in order to acquire political curry and favoritism.

War is not a moral exercise. There is no morality that can justify the slaughter of war. War is the ultimate competition that is won by killing the bad guys and bringing our warriors home alive. Collateral damage is an unescapable reality. Yes, collateral damage considerations are important but collateral damage must be weighed against military necessity. The Laws of War principle of military necessity allows for a rigorous war; a rigorous war is a short war; and a short war minimizes civilian casualties. Mixed into military necessity is the idea that field commanders have a responsibility to bring home alive as many of our warriors as possible. Sending them to Leavenworth is not part of the “bringing them home” equation.

 

[1] https://en.wikipedia.org/wiki/Boots_on_the_Ground

[2]https://en.wikipedia.org/wiki/Kunduz_hospital_airstrike

[3] http://www.wnd.com/2012/03/sacrifice-marines-for-the-greater-good/

[4] http://newsok.com/article/3690397

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.

WARLORDS, INC BOOK LAUNCH!!!

Saturday, May 9th, 2015

[by Mark Safranski, a.k.a. “zen“]

This important and terrifying book should be read by everyone who cares about the future of human civilization.” Anatol Lieven

Warlords, inc. ; Black Markets, Broken States and the Rise of the Warlord Entrepreneur, Edited by Noah Raford and Andrew Trabulsi

Warlords, inc. a book to which I have contributed a chapter, is being launched today at The Long Now Foundation in San Francisco. Published by Penguin-Random House, Warlords, inc. was the brainchild of Dr. Noah Raford, who recruited an impressive group of experts, journalists, scholars and futurists to analyze and anticipate emergent security trends and irregular warfare among non-state actors, including terrorists, hackers, insurgents, sectarians and corporations.  With a foreword by Dr. Robert J. Bunker, the list of authors include:

William Barnes
Daniel Biro
James Bosworth
Nils Gilman
Jesse Goldhammer
Daniel S. Gressang
Vinay Gupta
Paul Hilder
Graham Leicester
Sam Logan
Noah Raford
Tuesday Reitano
Mark Safranski
John P. Sullivan
Peter Taylor
Hardin Tibbs
Andrew Trabulsi
Shlok Vaidya
Steven Weber

As editor, Andrew Trabulsi did a heroic job herding cats in editing this substantial volume and keeping all of the authors and project on track and on time. Warlords, inc. is available May 12 on Amazon and will be at Barnes & Noble and Target as well. Excited and proud to be part of this endeavor!

ISIS and the Crisis in American Statecraft

Tuesday, December 30th, 2014

[by Mark Safranski, a.k.a. “zen“]

A Facebook friend with an astute comment pointed me toward this Wall Street Journal article by Joe Rago on the mission of General John Allen, USMC  as “Special Presidential Envoy for the Global Coalition to Counter ISIL”. What is a “Special Presidential Envoy” ?

In diplomatic parlance, a special envoy is an official with full powers (a “plenipotentiary”) to conduct negotiations and conclude agreements, but without the protocol rank of ambassador and the ceremonial duties and customary courtesies. A special envoy could get right down to business without wasting time and were often technical experts or seasoned diplomatic “old hands” whom the foreign interlocuter could trust, or at least respect. These were once common appointments but today less so. A “Special Presidential Envoy” is typically something grander – in theory, a trusted fixer or VIP to act as superambassador , a deal-maker or reader of riot acts on behalf of the POTUS. Think FDR sending Harry Hopkins to Stalin or Nixon sending Kissinger secretly to Mao; more recent and less dramatic examples would be General Anthony Zinni, USMC and former Senate Majority Leader George Mitchell.  

In practice, a presidential special envoy could also be much less, the foreign policy equivalent of a national commission in domestic politics; a place to park thorny, no-win, political headaches the POTUS wants to ignore by creating the illusion of action and get them off the front pages. The position is really whatever the President wishes to make of it and how much power and autonomy he cares to delegate and what, if anything, he wishes the Special Envoy to achieve. Finally, these appointments are also a sign the President does not have much confidence or trust in the bureaucracy of the State Department or DoD, or their respective Secretaries, to carry out the administration’s policy. I wager that this is one of the reasons for General Allen’s appointment.

This means that General Allen is more or less stuck with whatever brief he was given, to color within the lines and make the best uses of any carrots or sticks he was allotted ( in this micromanaging administration, probably very little of either). Why was he chosen? Most likely because the United States sending a warfighting Marine general like Allen ( or a high CIA official) will always concentrate the minds of foreigners, particularly in a region where the US has launched three major wars in a quarter century. If not Allen, it would have been someone similar with similar results because the policy and civilian officials to whom they would report would remain the same.

So if things with ISIS and Iraq/Syria  are going poorly – and my take from the article is that they are – the onus is on a pay grade much higher than General Allen’s.

I will comment on a few sections of the interview, but I suggest reading the article in full:

Inside the War Against Islamic State 

Those calamities were interrupted, and now the first beginnings of a comeback may be emerging against the disorder. Among the architects of the progress so far is John Allen, a four-star Marine Corps general who came out of retirement to lead the global campaign against what he calls “one of the darkest forces that any country has ever had to deal with.”

ISIS are definitely an bunch of evil bastards, and letting them take root unmolested is probably a bad idea. That said, they are not ten feet tall. Does anyone imagine ISIS can beat in a stand-up fight, say, the Iranian Army or the Egyptian Army, much less the IDF or (if we dropped the goofy ROE and micromanaging of company and battalion commanders) the USMC? I don’t. And if we really want Allen as an “architect” , make Allen Combatant Commander of CENTCOM.

Gen. Allen is President Obama ’s “special envoy” to the more than 60 nations and groups that have joined a coalition to defeat Islamic State, and there is now reason for optimism, even if not “wild-eyed optimism,” he said in an interview this month in his austere offices somewhere in the corridors of the State Department

Well, in DC where proximity to power is power, sticking General Allen in some broom closet at State instead of, say, in the White House, in the EOB or at least an office near the Secretary of State is how State Department mandarins and the White House staff signal to foreign partners that the Presidential Special Envoy should not be taken too seriously. It’s an intentional slight to General Allen. Not a good sign.

At the Brussels conference, the 60 international partners dedicated themselves to the defeat of Islamic State—also known as ISIS or ISIL, though Gen. Allen prefers the loose Arabic vernacular, Daesh. They formalized a strategy around five common purposes—the military campaign, disrupting the flow of foreign fighters, counterfinance, humanitarian relief and ideological delegitimization.

The fact that there are sixty (!) “partners” (whatever the hell that means) and ISIS is still running slave markets and beheading children denotes an incredible lack of seriousness here when you consider we beat Nazi Germany, Imperial Japan and Fascist Italy into utter submission in the largest war in the history of the world with barely a third that number.  The best that can be said here is that Allen, in trying to be a herder of cats, got them to graciously agree on letting the US set a reasonable list of open-ended operations and policy priorities.

Gen. Allen cautions that there is hard fighting ahead and victory is difficult to define….

I think my head is going to explode. I’m sure General Allen’s head is too because this means that President Obama and his chief advisers are refusing to define victory by setting a coherent policy and consequently, few of our sixty partners are anxious to do much fighting against ISIS. When you don’t know what victory is and won’t fight, then victory is not hard to define, its impossible to achieve.

At least we are not sending large numbers of troops to fight without defining victory. That would be worse.

Gen. Allen’s assignment is diplomatic; “I just happen to be a general,” he says. He acts as strategist, broker, mediator, fixer and deal-maker across the large and often fractious coalition, managing relationships and organizing the multi-front campaign. “As you can imagine,” he says, “it’s like three-dimensional chess sometimes.”

Or its a sign that our civilian leaders and the bureaucracies they manage are dysfunctional, cynical and incompetent at foreign policy and strategy. But perhaps General Allen will pull off a miracle without armies, authorities or resources.

Unlike its antecedent al Qaeda in Iraq, Islamic State is something new, “a truly unparalleled threat to the region that we have not seen before.” Al Qaeda in Iraq “did not have the organizational depth, they didn’t have the cohesion that Daesh has exhibited in so many places.” The group has seized territory, dominated population centers and become self-financing—“they’re even talking about generating their own currency.”

But the major difference is that “we’re not just fighting a force, you know, we’re fighting an idea,” Gen. Allen says. Islamic State has created an “image that it is not just an extremist organization, not just a violent terrorist organization, but an image that it is an Islamic proto-state, in essence, the Islamic caliphate.” It is an “image of invincibility and image of an advocate on behalf of the faith of Islam.”

This ideology has proved to be a powerful recruiting engine, especially internationally. About 18,000 foreign nationals have traveled to fight in Iraq or the Syria war, some of them Uighurs or Chechens but many from Western countries like the U.K., Belgium, Australia and the U.S. About 10,000 have joined Islamic State, Gen. Allen says.

“Often these guys have got no military qualifications whatsoever,” he continues. “They just came to the battlefield to be part of something that they found attractive or interesting. So they’re most often the suicide bombers. They are the ones who have undertaken the most horrendous depredations against the local populations. They don’t come out of the Arab world. . . . They don’t have an association with a local population. So doing what people have done to those populations is easier for a foreign fighter.”

Except for the “never seen before” part – we have in fact seen this phenomena in the Islamic world many times before, starting with the Khawarijites, of whom ISIS are just the most recent iteration – this is all largely true.

ISIS, for all its foul brigandage, religious mummery and crypto-Mahdist nonsense is a competent adversary that understands how to connect  in strategy its military operations on the ground with symbolic actions at the moral level of war. Fighting at the moral level of war does not always imply (though it often does) that your side is morally good. Sadly, terror and atrocities under some circumstances can be morally compelling to onlookers and not merely repellent. In a twisted way, there’s a “burning the boats” effect in openly and gleefully committing horrific crimes that will unify and reinforce your own side while daunting your enemies and impressing onlookers with your strength and ruthlessness. Men flocked to Spain to fight for Fascism and Communism. A remarkable 60% of the Nazi Waffen-SS were foreigners, most of whom were volunteers. Ample numbers of Western left-wing intellectuals were abject apologists not only for Stalin and Mao but the Khmer Rouge during the height of its genocide. ISIS atrocities and horror are likewise political crack for certain kinds of minds.

The problem is that none of this should be a surprise to American leaders, if they took their responsibilities seriously.

William Lind and Martin van Creveld were writing about state decline and fourth generation warfare twenty five years ago. We have debated 4Gw, hybrid war, complex war, LIC, terrorism, insurgency, failed states, criminal insurgency and terms more obscure in earnest for over a decade and have wrestled with irregular warfare since John F. Kennedy was president. Yet the USG is no closer to effective policy solutions for irregular threats in 2014 than we were in 1964.

A more hopeful sign is that the new Iraqi government is more stable and multiconfessional after the autocratic sectarian rule of Prime Minister Nouri al-Maliki. His replacement, Haider al-Abadi, has been “very clear that the future of Iraq is for all Iraqis,” Sunni, Shiite and Kurd. He has restored relations with Middle Eastern neighbors and believes in the “devolution of power” across Iraq’s regions, Gen. Allen says. “Maliki believed in the centralization of power.”

So did we. Maliki and Hamid Karzai were originally our creatures. There was at least a bad tradition of centralization in Iraq, but we imposed it in Afghanistan ex nihilo because it suited our bureaucratic convenience and, to be frank, the big government technocratic political beliefs of the kinds of people who become foreign service officers, national security wonks, military officers and NGO workers. Unfortunately, centralization didn’t much suit the Afghans.

Critics of the Obama administration’s Islamic State response argue that the campaign has been too slow and improvisational. In particular, they argue that there is one Iraqi-Syrian theater and thus that Islamic State cannot be contained or defeated in Iraq alone. Without a coherent answer to the Bashar Assad regime, the contagion from this terror haven will continue to spill over.

Gen. Allen argues that the rebels cannot remove Assad from power, and coalition members are “broadly in agreement that Syria cannot be solved by military means. . . . The only rational way to do this is a political outcome, the process of which should be developed through a political-diplomatic track. And at the end of that process, as far as the U.S. is concerned, there is no Bashar al-Assad, he is gone.”

Except without brute force or a willingness to make any significant concessions to the states that back the Assad regime this will never happen. What possible incentive would Assad have to cooperate in his own political (followed by physical) demise?  Our Washington insiders believe that you can refuse to both bargain or fight but still get your way because most of them are originally lawyers and MBAs who are used to prevailing at home by manipulation, deception, secret back room deals and rigged procedures. That works less well in the wider world which rests, under a thin veneer of international law, on the dynamic of Hobbesian political violence.

As ISIS has demonstrated, I might add.

The war against Islamic State will go on long after he returns to private life, Gen. Allen predicts. “We can attack Daesh kinetically, we can constrain it financially, we can solve the human suffering associated with the refugees, but as long as the idea of Daesh remains intact, they have yet to be defeated,” he says. The “conflict-termination aspect of the strategy,” as he puts it, is to “delegitimize Daesh, expose it for what it really is.”

This specific campaign, against this specific enemy, he continues, belongs to a larger intellectual, religious and political movement, what he describes as “the rescue of Islam.” He explains that “I understand the challenges that the Arabs face now in trying to deal with Daesh as an entity, as a clear threat to their states and to their people, but also the threat that Daesh is to their faith.”

While Iraqi and Iranian Shia have ample existentiall motive to fight ISIS. Sunni Muslims find ISIS brutality pretty tolerable, so long as it is far away from them personally and furthermore ISIS religious-theological lunacy is not terribly far removed from the extreme Salafi-Wahhabi version preached and globally proselytized by our good friends, the House of Saud – or exported violently by our other good friends, the Pakistani Army.  Or at least Sunni Muslims are not bothered enough yet by ISIS to pick up arms and fight.

General Allen is doing his best at a herculean task, but American statecraft is broken and seduced by a political culture vested in magical thinking.

In Search of Strategy(s), a Voice, a Narrative because, ‘Gentlemen, We Have Run Out Of Money; Now We Have to Think’

Friday, December 13th, 2013

[by J. Scott Shipman] [Warning: Maritime in flavor]

No matter how far humanity may go in seeking to foster the arts of civilization and the ideals of civic peace, there will come times when acts of war are required in order to defend world order and sustain the peace of civilized peoples. Charles Hill’s, Grand Strategies, Literature, Statecraft, and World Order, page 48

The lift quote in the title is attributed to Winston Churchill, and in this period of uncertainty with sequestration and deep cuts in defense commanding the attention of military leadership, one thing is becoming crystal clear: we have no cogent or explainable military strategy. Sure, we have “concepts” like Air-Sea/Air-Land Battle, A2/AD, and Off-Shore Control, but our most recent unclassified Navy strategy document A Cooperative Strategy for 21st Century Seapower was written in 2007 may be a bit dated.

This week I attended the U.S. Naval Institute’s annual Defense Forum, Shaping the Maritime Strategy and Navigating the Budget Gap Reality and given the title, there was a lot of talk about funding and in that light/context, strategy was that thing “we’re in the process of doing.” Several people I spoke with expressed concern about “telling the navy’s story,” “why we have a navy,” and one member of Congress encouraged us to build an engaged constituency to put pressure on Congress to knock-off the schizophrenic approach to appropriations, so that a bit of certainty will allow the development of a strategy. Since DoD hasn’t been successfully audited in a long, long time (if ever), I wouldn’t hold out hope for a grass-roots rescue. As Mr. Churchill wisely advises, “now we have to think.”

Strategy Defined

Since strategy is a hot topic, offered here are several definitions ranging from the classic to practitioners and academics, with the goal of framing the elegant simplicity of strategy as a theory, and challenge of defining in reality. As Colin Gray points out in his National Security Dilemmas: “The United States has shown a persisting strategy deficit.” (page 170) Dilemmas, written in 2009 before the budget axe fell in earnest he offers: “One would think that the following definition and explanation must defy even determined efforts of misunderstanding:” (he then quotes Clausewitz)

Strategy is the use of engagement for the purpose of war. The strategist must therefore define an aim for the entire operational side of the war that will be in accordance with its purpose. In other words, he will draft the plan of the war, and the aim will determine the series of actions intended to achieve it: he will, in fact, shape the individual campaigns and, within these, decide the individual engagements.” (On War, page 177)

The definition of strategy from the Department of Defense Dictionary of Military and Associated Terms, Joint Publication 1-02:

strategy — A prudent idea or set of ideas for employing the instruments of national power in a synchronized and integrated fashion to achieve theater, national, and/or multinational objectives. (JP 3-0)

Other definitions:

J.C. Wylie, RADM, USN, Ret., Military Strategy, page 14

“A plan of action designed in order to achieve some end; a purpose together with a system of measures for its accomplishment” 

Henry E. Eccles, RADM, USN, Ret., Military Concepts and Philosophy page 48:

Strategy is the art of comprehensive direction of power to control situations and areas in order to attain objectives. (emphasis in original)

Bernard Brodie, Sea Power in the Machine Age, page 78

“Tactics may be distinguished from strategy by the criterion proposed by Mahan—the fact of contact. “Tactics” refers to localized hostilities that occur where the adversaries are in contact; “strategy” refers to those basic dispositions in strength which comprise the entire conduct of a war.” 

General André Beaufre, Introduction á la stratégie, 1963, page 16. (note: I don’t read/speak French, I found the quote in Edward Luttwak’s Strategy, The Logic of War and Peace)

“…the art of the dialectics of wills that use force to resolve their conflict.” 

Paul Van Riper, LtGen, USMC, Ret, Infinity Journal, Volume 2, Issue 3, Summer 2012

“…strategy is specifically about linking military actions to a nation’s policy goals, and ensuring the selected military ways and means achieve the policy ends in the manner that leaders intend.”

From John Boyd’s Strategic Game of ?And?

What is strategy?

A mental tapestry of changing intentions for harmonizing and focusing our efforts as a basis for realizing some aim or purpose in an unfolding and often unforeseen world of many bewildering events and many contending interests.

What is the aim or purpose of strategy?

To improve our ability to shape and adapt to unfolding circumstances, so that we (as individuals or as groups or as a culture or as a nation?state) can survive on our own terms. (emphasis added)

Our own Lynn Rees

Politics is the division of strength. Strategy, its tool, squares drive, reach, and grip while striving for a certain division of strength.

Drive falls between too weak and too strong. Reach falls between too short and too far. Grip falls between too loose and too tight.

How strategy squares the three is open ended and ongoing. Outside friction, deliberate or not, always conspires with inside friction, intentional or not, to keep things interesting for strategy.

Drive is the certainty you want. Reach is the certainty you try. Grip is the certainty you get. Grip can be a little sway over certain minds. It can be big hurt carved in flesh and thing. Amid uncertainty, strategy strives for certain grip. The varying gulf between certain want, uncertain try, and not certain getting is the father of strategy.

Observations

Paradoxically, complexity is easy to design.  Colin S. Gray, The Strategy Bridge, page 25

All of these definitions have merit, and most coalesce around: power, conflicting wills, violence, and control. Lynn recently had a post on “Grip” where he offers a guide to physically grasp strategy (I do admire his imagery). Admiral Eccles also has a similar and complementary list:

A strategic concept is best expressed in explicit statements of

What to control,

What is the purpose of this control,

What is the nature of the control,

What degree of control is necessary,

When the control is to be initiated,

How long the control is to be maintained,

What general method or scheme of control is to be used. (page 48)

Both of these lists are unambiguous. (One of the biggest complaints about Air-Sea Battle and A2/AD is the ambiguity. Sam Tangredi wrote a book on the latter which I’ll review soon.) Bernard Brodie in A Layman’s Guide to Naval Strategy, page 14-15 (emphasis added), reminds us:

There is no need for a complicated terminology. However, to say that the basic principles of war are easy to understand is not to say that it is easy to comprehend the finer points, or what is more important, to determine upon a wise plan of strategy and then carry it out. The great commander must of course have a profound insight into all the ramifications of strategic principle, but that is only the first requirement of military leadership. He must thoroughly understand tactics, which with modern arms is bound to be exceedingly complex and require long training and experience. He must know how to solve problems of supply or “logistics,” he must know human nature, and he must have certain qualities of character and personality which transcend mere knowledge. He must be able to stick to his course despite a thousand distractions and yet be sufficiently elastic to recognize when a change in circumstances demands a change in plan. He must above all be able to make adjustments to the inevitable shocks and surprises of war.

Unfortunately, the very preoccupation of commanders with specific and inevitably complex problems sometimes tends to make them impatient with the age old verities. Long-tested doctrines which are utterly simple are rejected in part because of their very simplicity, and in part too because of the dogma of innovation so prevalent in our age. The French High Command in the summer of 1940 found out too late that the side which carries the ball makes the touchdowns, and that all the maxims of great military leaders of the past relative to the merits of initiative had not been outmoded by modern arms. We live in an age when basic theories of naval warfare are being rejected out of hand by responsible officials on the wholly unwarranted assumption that they do not fit modern conditions. One can say about theory what Mahan said about materiel: “It is possible to be too quick in discarding as well as too slow in adopting.”

There’s a lot to digest in those two paragraphs, but one take away is that whatever the Navy presents as a strategy should be easy to understand and explain. The strategy should also explain how it plans to maintain control or “command the seas.” And finally, as Wylie reminds the planner:

Wylie’s assumptions in a General Theory of War:

Despite whatever effort to prevent it, there will be war

The aim of war is some measure of control over the enemy

We cannot predict with certainty the pattern of the war for which we prepare ourselves

The ultimate determinate in war is the man on the scene with a gun

As we build our strategies and plans, these decidedly old-fashioned and many cases very simple guides can help us get it right.


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