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The genteel and usually mild mannered Editor-in-Chief of the Small Wars Journal, Dave Dilegge, momentarily steps out of the background for a quality rant that I’m reposting in toto:

Back Off Jack Keane Wannabees

Okay, everyone who’s anyone – and many who think they’re someone – inside and outside the beltway – has chimed in – did I miss anyone? Speak now or forever hold your peace.

The Afghanistan affair is quite complicated; we know that, we also can study it to death and comment until the cows come home.

How about a novel approach at this particular point in time – give the Commander in Chief, the National Command Authority, State… and most importantly, the Commanding General and his staff in Afghanistan some efing breathing room to sort this out? The guys on the ground – get it?

How much is too much?

For the all the hype about the benefits of instantaneous global communications and Web 2.0 – of which we most certainly are a part – we’ve never really examined the tipping point – the place where we become part of the problem, rather than the solution.

My two cents – and while it may come across as way, way too simplistic to many of the 2K-pound brainiacs I run into around town – you can take it to the bank that a general backing off of the noise level would be most beneficial right now.

Thoughts?

Interesting. An unusual move by Dave.

Debate is a healthy thing – and as I stated previously, I do not think that anyone has been “shut out” of the COIN debate – but it is best if that debate is kept at a constructive level. Being far removed myself from the players in DC that Dave is familiar with, I have to wonder to what degree the temperature has risen behind the scenes? Dave’s post says to me it must be getting heated.

The defense/national security/milblogging/Intel/FP blogosphere is far larger than it was, say, five years ago but it’s still a pretty small network compared to most online communities – we’re not only dwarfed by Techcrunch types but we fall somewhere behind water polo aficianados and devotees of obscure Christian rock groups. It’s sort of a virtual village where some of the villagers also make their living at it in meatspace and the rest of us can kibbitz with less risk.  While free speech includes volume, softer words sometimes carry farther.

It’s useful for all of us to remember from time to time that most people involved in the discussion operate from the best motives and have far more ideas in common than it sometimes seems from the rhetoric being employed – and that what matters is not our rhetoric but the results.

ADDENDUM:

Dave Schuler just sent me a message that he and Dr. James Joyner will have Dave Dilegge as a guest at OTB Radio from 4:30-5:30 CST (i.e. at the moment I am typing this…)

(Yeah, I know this isn’t the current issue but these two look better than Lady Gaga, whoever that is)

SWJ Blog is in Rolling Stone!

Bill van Horn puts the COIN vs. Big Army debate into the larger context of the evolution of the U.S. Army since the Civil War, identifying structural changes that created a personnel system that emphasized individual military careers rather than long-term unit service:

The So-Called COIN Debate and Institutional Memory

…Small wars will not go away. They have always been a part of the international landscape, and show no signs of abating. While the Army should not abandon its conventional ability, it likewise cannot afford to shelve COIN/small wars/low intensity conflict again. As a succession of presidents have shown, overseas commitments will not decline just because the Army does not like them. In fact, they seem to become more common under idealistic administrations (Wilson, Clinton, G.W. Bush). Since the personnel system no longer allows the formation and retention of the Regular cadre that used to be the Army’s backbone for such operations, a conscious effort must be made on the part of the institution to preserve the hard-won lessons of our current small wars for future leaders and decision-makers.

….An Army that maintains and values its institutional COIN knowledge is well-placed to offer credible advice on the subject. War is war, but warfare has many shades, tones, and levels. Commanders who showed great battlefield ability and skill during the Civil War often foundered on the Frontier, and with disastrous results for the men under their command. Others performed with skill against one tribal group, only to fail when facing another. But those who built their reputations in the Civil War and then showed ability on the Frontier found themselves leading troops in the Philippines or providing advice to successive administrations prior to 1900. The Army cannot afford to lose that capability again.

Read the whole thing here:

The Small Wars Journal has published an interview I conducted with Dr. Thomas Barnett regarding his new book Great Powers: America and the World After Bush.

“Ten Questions with Thomas P.M. Barnett”

…. 4. In Great Powers, you delve deeply into American history. What lessons did you find in our nation’s past that the diplomat overseas, the Army colonel in Afghanistan or the U.S. Aid worker in Africa should know to navigate their mission today?

This is all about frontier integration. Globalization is like America’s rapid and aggressive push Westward across the 19th century: a lot of the same bad actors and a lot of the same tools applied. So don’t be surprised when the Pinkertons show up, or when the covered wagons are attacked, or when the Injuns head to the Badlands for sanctuary. Thus, the goals of our frontline players are fairly straightforward: create the baseline security to allow the connectivity to grow. Focus on social trust and institutions as much as possible, but co-opt existing structures whenever and wherever you can. It doesn’t have to be perfect and it sure as hell doesn’t have to measure up to America’s mature standards. This is a frontier setting within globalization-treat it as such. The good news is, the settlers are already there, with more uncredentialed wealth than we realize (see Hernando DeSoto), if you respect their existing rule-sets and realize they will change only when the locals see the need themselves, so no instant rule-set packages applied by outsiders, please. Finally, acknowledge that with growing connectivity with the outside world, you will see more nationalism, more ethnic tensions, and more religious identity. These are all natural reactions, and not signs of your failure, so patience is the key.

Read the whole thing here.

Special thanks to Dave Dilegge for providing the forum and to Sean Meade and Lexington Green with editorial assistance and astute advice.

The SWJ Blog published an op-ed by Colonel David Maxwell entitled “Random Thoughts on Irregular Warfare and Security Assistance (Full PDF Article)“. Like a lot of more open-ended, ruminating pieces, Maxwell’s post was “generative” in the sense of trying to articulate insights regarding a complex situation, which Col. Maxwell accomplished. Here’s the section that raised my eyebrow:

…First we need to look at ourselves critically and ask if we have been able to develop effective strategies and campaign plans and then support and execute them, respectively. I think that most all of our challenges can be attributed to our strategies and campaign plans (and I will caveat this and say we need to understand that in this world of irregular warfare, complex operations and hybrid warfare there is no cookie cutter strategy or campaign plan template that will work the first time, every time. We need to be agile and flexible and be able to adapt to constantly morphing conditions). But I would say that this is where we need to focus most of all because our forces at the tactical level from all Services have proven very adept and capable and have demonstrated that they are truly learning organizations

Why would the “tactical”level have acheived “learning organization” status and not the “operational” and “strategic” levels of military command? Some possibilities:

• The social networks within the official hierarchical org at the tactical level can effectively leverage both weak and strong ties 
• Greater degree of shared purpose and sense of mission
• The tactical level, being a “smaller world” in systems terms than the operational or strategic levels, has a much better “signal to noise” ratio.
• The social networks within the hierarchical org at the tactical level create an environment of greater transparency -discussion may be squelched but situational awareness can’t be.
• Encouragement of critical discussion and incentives for problem-solving.
• Greater tolerance for uncertainty and ambiguity.
• Tacit knowledge is likely to quickly become explicit organizational, knowledge through “shop talk”, the grapevine, de-briefing and formal “lessons learned” dissemination procedures.
• The stress and danger of the tactical evironment itself is an incentive to adapt and learn – “Depend upon it, sir, when a man knows he is to be hanged in a fortnight, it concentrates his mind wonderfully.” Dr. Samuel Johnson.
   

Can the operational and strategic levels of the military ( or any organization with a bureaucratic structure – schools, corporations, government agencies etc.) become a “learning organization” despite greater scale, distance from events, degrees of abstraction and other obstacles? Of course. However it depends greatly on two things – creating a “tighter” network with a high velocity of meaningful communication and a new kind of leadership committed to the hard work of re-engineering the organizational culture around adaptive “fitness” and learning.