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A follow up to Part I.

How does a society, as opposed to individuals, develop a capacity for “strategic thinking” ?

While war is an obvious answer, it is not an advisable first resort. First of all, although war teaches hard lessons about strategy, the costs of losing a war are high. Secondly, the costs of winning a war can be high. Thirdly, few people, relatively speaking to the number involved, have any direct input into genuinely strategic decisions during wartime; most will either gain tactical experience or be relegated to support functions. At best, wars seem to create a cohort of excellent tactical leaders with the potential to, someday, mature into strategic leaders or strategists. At worst, from a war, the wrong lessons may be drawn and institutionalized to create a future disaster.

What conditions produce strategic thinkers for a state? A brief example from American history:

Here are some of the US leadership of WWII, the postwar “Wise Men” and their Cold War successors, collaborators, thinkers and military chiefs:

Franklin Roosevelt, Henry Stimson, Joseph Grew, Dean Acheson, Douglas MacArthur, Charles E. Bohlen, George F. Kennan, Paul Nitze, George C. Marshall , Harry S. Truman, Robert A. Lovett, Dwight D. Eisenhower  , John J. McCloy , W. Averell Harriman, William Donovan, James F. Byrnes, Chester Nimitz,  John Foster Dulles,  James Forrestal, Vannevar Bush,  Allen Dulles, Ernest King, Albert Wohlstetter, Dean Rusk, Hyman Rickover, Herman Kahn, Robert McNamara,  Bernard Brodie, Fritz G. A. Kraemer, McGeorge Bundy, Richard Nixon, Thomas Schelling, Henry Kissinger

Some commonalities that these individuals shared, sometimes in pluralities and others in large majorities:

Above average to very high IQ
Middle class to high socioeconomic status
Eastern Establishment
Fraternal organizations
Male
Protestant
Episcopalian
Ivy League education
Law 
Politics
Military service
Diplomacy
Wall St.
Harvard
Yale
Princeton
Columbia
Harvard Law
Military Academy
University of Chicago
Berkeley
Skull & Bones
Scroll & Key
WWI
WWII
RAND
Executive Branch
Nuclear weapons/arms control/power

This list could be expanded or reduced on a number of grounds. For example, the list is composed of men primarily because almost no women, with very few exceptions, even from elite backgrounds, had an opportunity during the first 2/3 of the 20th century to contribute to strategic decisions or policy making. We could also include other characteristics, but what we have is sufficient for some broad generalizations.

• First, these men generally engaged in careers that featured complex activities that stressed and rewarded incisive analysis of factual scenarios, assessment of risk and potential benefits, intuitive judgment and organizational abilities – law, politics, the stock market, diplomacy and corporate leadership. A minority of the list had formal training in advanced mathematics.
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• Secondly, the men all had the social wherewithal and ambition to gain entry into educational and social institutions that were by definition, highly exclusive on more than a strictly meritocratic basis. For many from higher SES families, this presented no significant barrier but for the “outsiders” like Kennan, Nixon or Rickover, it was a formidable obstacle to overcome. In either case, there were social mores or even commonly held prejudices to which they had to adapt in order to “fit in”. Despite this demonstration of social intelligence, most members of our list were not  professional politicians (but those that were made an impact on American history much greater than that of an “average” president).
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• Thirdly, the presence of such overlapping experiential commonalities, while not creating a formal “strategic community” was probably sufficient to impart a strategic mentalité as to how the world really worked, red in tooth in claw, as well as implicit ideological assumptions as how the world ought to work, if perfected. This meant that strategic debates about American national security could take place within the framework of commonly held assumptions and reference points. While certain individuals might be disliked (MacArthur, Truman, Nixon) or regarded warily, with little trust (Nixon, FDR, Kahn) their strategic arguments were nevertheless widely understood within the elite and could be assessed on their merits – an excellent environment for building an elite consensus and continuity on matters of policy and strategy. This condition may be a political prerequisite for a democratic state’s formulation and adoption of a successful grand strategy.

If we wonder why the United States has been so ineffective at strategy in recent years, maybe we should look at how our current (and most importantly, future) elite’s formative experiences have sharply diverged from their strategically gifted WWII-Cold War predecessors.

General Ray Odierno, Chief of Staff of the US Army has a pretty good prospective professional reading list in the works with many titles of general interest to people in national security and foreign policy fields. He’s asking for feedback too.

Minus the Mustache of Understanding, whose inclusion seems to be required on lists of these kind, there are titles here that I would strongly recommend including McPherson’s Battle Cry of Freedom,  The Landmark Thucydides, Luttwak’s Grand Strategy of the Byzantine Empire and the best of military historians and strategists like Paret, Keegan, van Creveld and Parker.

I would recommend adding Acheson’s memoir Present at the Creation, for an understanding of policy and national strategy and Alan Schom’s critical and monumental biography, Napoleon Bonaparte: A Life, for a comprehensive understanding of Napoleon’s campaigns in context with his psychology and political leadership.

But what seems to really be missing from the General’s list is a good book on intelligence history and tradecraft.

Since the list is intended for military officers, it would not have to be a technical critique along the lines of Roberta Wohlstetter’s Warning and Decision (though that would not hurt) but something that gave a good overview, spymaster biography or history, would help.

I can think of many, but I’d like to see what the readership would nominate in the comment section. Have at it!

Hat tip to Lucien.

An research-based look at human motivation by Dan Pink:

Interestingly, the direction of corporate/billionaire driven Education Reform runs counter to most of this, being centered in strongly Taylorist ethos of micromanagement and continuous quantitative measurement, rote and synchronized usage of teaching scripts and routines, with the intention of erasing autonomy of both teachers and students. Standardized competence, set at a level of basic skills, is their systemic learning objective rather than mastery – for which they wish to charge the taxpayers a boatload of money. #EpicFail.

[ by Charles Cameron — an antiquarian trifle — or two ]

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As you may have noted, I am interested in the mapping of complexity — and could hardly be expected to resist the charms of this woman’s heart:

Stirred, I thought back to the map of the manly heart that my old school tried to instill in me — I was in Blucher House under Peter Willey at Wellington College, built as a memorial to the Iron Duke on the same patch of scrub land as Sandhurst and the Broadmoor Hospital for the Criminally Insane…

How safe and reliable this terrain appears, I thought to myself, when contrasted with “the Open Country of Woman’s Heart” with its “internal communications, and the facilities and dangers to Travellers therein.”

Although upon reflection, my time at Wellington was not without its moments.

When Frank ‘Mad Axeman’ Mitchell escaped from Broadmoor, we were sent out in pairs on cadet patrol… myself and a similarly equipped companion, with our .303s and some blanks — ready at a moment’s notice to shout “Halt! Who goes there?” if the dastardly killer should pop out from behind one of our rhododendrons…

[ by Charles Cameron — backstory of Google+ ]

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Herrad von Landsberg seems to have corralled seven of his best friends — the Septem Artes Liberales— into his “Hortus deliciarum” on Google+ back in 1180.

Here’s a larger version, for your viewing convenience: