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[ by Charles Cameron — a speech worth close attention ]
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I bypassed several opportunities to hear or read Malala‘s speech today, until Shivam Vij tweeted that she had mentioned Badshah Khan. That caught my attention — Khan is not the most well-known of figures, but he’s one that I admire — and when I watched Malala’s speech, I found him in some pretty significant company:

I do not even hate the Talib who shot me. Even if there was a gun in my hand and he was standing in front of me, I would not shoot him. This is the compassion I have learned from Mohammed, the prophet of mercy, Jesus Christ and Lord Buddha. This the legacy of change I have inherited from Martin Luther King, Nelson Mandela and Mohammed Ali Jinnah. This is the philosophy of nonviolence that I have learned from Gandhi, Bacha Khan and Mother Teresa. And this is the forgiveness that I have learned from my father and from my mother. This is what my soul is telling me: be peaceful and love everyone.

That’s really quite a paragraph. And if the lives and thoughts of Gandhi or Mother Theresa, Mandela or Martin Luther King, Buddha, Christ or Muhammad seem important to you, and you are unaware of Bacha or Badshah Khan, I can recommend to you Eknath Easwaran‘s Nonviolent Soldier of Islam: Badshah Khan: A Man to Match His Mountains.

In these times of religious conflict too, it is worth noting that this young Muslim woman speaks, on her sixteenth birthday and before the UN General Assembly, of the inspiration she has received not only from fellow Muslims — from the Prophet of her own faith, Muhammad, from the Father of her Nation, Muhammad Ali Jinnah, and from Benazir Bhutto, whom she terms shahid or martyr — but also from Buddha, Christ, and Gandhi, a Hindu.

**

As my regular readers know, I make a habit of noting patterns where I can find them, so I was struck by one rhetorical trope in particular within Malala’s speech:

Dear sisters and brothers, we realize the importance of light when we see darkness. We realize the importance of our voice when we are silenced. In the same way, when we were in Swat, the north of Pakistan, we realized the importance of pens and books when we saw the guns.

The relationship is a subtle one: darkness is juxtaposed to light not as silence is to voice but as being silenced is — while in the third clause, pens and books is to guns as darkness is to light, a powerful and thought-provoking juxtaposition.

**

Malala’s speech, full text:

Our books and our pens are the most powerful weapons

Malala’s speech in video:

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“

 

Out of our Minds: Learning to be Creative by Sir Ken Robinson 

Wild Bill Donovan by Douglas Waller  

I am about half finished with the first book by creativity in education guru Sir Ken Robinson, who also has a new book out called, The Element. Technically, I have been reading a large volume of books, articles and research regarding creativity and creative thinking lately for a project, but most of those are academic in nature while Robinson is writing for mainstream audiences. I may or may not review it here, but it is clearly argued and Robinson is an effective popularizer.

The biography of Wild Bill Donovan is timely. If the idiosyncratic and at times improvisational OSS, staffed by gifted amateurs, eccentric adventurers and white-shoe, unapologetically elite WASPS, was something that would be impossible to exist in today’s rancid political climate, there are elements in that legacy that are in short supply in today’s modern and highly technological IC.

Ironically, many of the pioneers in creativity research that developed that field within cognitve psychology in America were themselves disproportionately veterans of the OSS.

[ by Charles Cameron — the art of memory, with a sidelong glance at swans, typhoid and theodicy ]
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Thomas Harris (and by extension Hannibal Lector) has been interested in memory palaces for a long time. We can begin to infer this this because Lector describes his hobby in Red Dragon (1981) and again in Silence of the Lambs (1988):

So — church collapses?

**

As you can tell from that last comment in the Silence of the Lambs quote — to my mind the most brilliant presentation of the problem of theodicy for our day — if there’s a God worth defending, it has to be a God who allows sparrows to fall, typhoid to accompany swans in the vast ecology of existence, churches to collapse on worshipers, and “bad things to happen to good people” from time to time.

And such things, specifically including collapses of religious buildings atop worshipers, do indeed happen in fact as well as fiction.

And they don’t only happen to Christians, either… Bon is the shamanistic religious tradition of Tibet, prior to — and later, somewhat assimilated by — Buddhism…

**

The thing is, when I read that Hannibal Lector collected church collapses, it not only made me start to take note of them myself, it also made me think of Simonides. As Frances Yates tells us in her book, The Art of Memory:

At a banquet given by a nobleman of Thessaly named Scopas, the poet Simonides of Ceos chanted a lyric poem in honour of his host but including a passage in praise of Castor and Pollux. Scopas meanly told the poet that he would only pay him halfthe sum agreed upon for the panegyric and that he must obtain the balance from the twin gods to whom he had devoted half the poem. A little later, a message was brought in to Simonides that two young men were waiting outside who wished to see him. He rose from the banquet and went out but could find no one. During his absence the roof of the banqueting hall fell in, crushing Scopas and all the guests to death beneath the ruins; the corpses were so mangled that the relatives who came to take them away for burial were unable to identify them. But Simonides remembered the places at which they had been sitting at the table and was therefore able to indicate to the relatives which were their dead. The invisible callers, Castor and Pollux, had handsomely paid for their share in the panegyric by drawing Simonides away from the banquet just before the crash. And this experience suggested to the poet the principles of the art of memory of which he is said to have been the inventor. Noting that it was through his memory of the places at which the guests had been sitting that he had been able to identify the bodies, he realised that orderly arrangement is essential for good memory.

And by way of reinforcing my Lector-Simonides conjecture, Lector certainly had a remarkable interest in memory, as we learn from his dialogue with Clarice Starling:

“Did you do the drawings on your walls, Doctor?”
“Do you think I called in a decorator?”
“The one over the sink is a European city?”
“It’s Florence. That’s the Palazzo Vecchio and the Duomo, seen from the Belvedere.”
“Did you do it from memory, all the detail?”
“Memory, Officer Starling, is what I have instead of a view.”

A belvedere, from the Italian, is “a structure (as a cupola or a summerhouse) designed to command a view” — and a beautiful view at that. Belvedere is also, ironically, the name of the town in Ohio where Buffalo Bill, Lector’s serial killer ex-patient, lives…

**

So it didn’t surprise me to discover that in Hannibal (1999), the book that follows Silence, this brilliant man who as we have seen collects church collapses and has an exquisite memory in place of a view, is revealed as a practitioner of Simonides’ art:

The memory palace was a mnemonic system well known to ancient scholars and much information was preserved in them through the Dark Ages while Vandals burned the books. Like scholars before him, Dr. Lecter stores an enormous amount of information keyed to objects in his thousand rooms, but unlike the ancients, Dr.Lecter has a second purpose for his palace; sometimes he lives there. He has passed years among its exquisite collections, while his body lay bound on a violent ward with screams buzzing the steel bars like hell’s own harp.

Hannibal Lecter’s palace is vast, even by medieval standards. Translated to the tangible world it would rival the Topkapi Palace in Istanbul for size and complexity.

We catch up to him as the swift slippers of his mind pass from the foyer into the Great Hall of the Seasons. The palace is built according to the rules discovered by Simonides of Ceos and elaborated by Cicero four hundred years later; it is airy, high-ceilinged, furnished with objects and tableaux that are vivid, striking, sometimes shocking and absurd, and often beautiful. The displays are well spaced and well lighted like those of a great museum. But the walls are not the neutral colors of museum walls. Like Giotto, Dr. Lecter has frescoed the walls of his mind.

Brilliant. And a delight, years later, to have my hunch connecting the church collapses and prison cell with only memory for a view with Simonides and the Art of Memory confirmed by the third book and film in the series…

You’ll note, btw, that the Lector (caveat lector) of the first two books has now become Lecter in alignment with the films starring Anthony Hopkins.

**

I love symmetries, so let’s move from the most monstrous criminal mind in literature, to the greatest detective…

Sherlock Holmes — in his latest television incarnation — builds memory palaces of a sort, though I’m not sure Simonides would recognize them.

I’m posting the clip from the series here to honor my son Emlyn, with whom I have been watching the series…

**

And then there’s the Jesuit whose use of the Art is explored in Jonathan Spence‘s The Memory Palace of Matteo Ricci:

In 1596 Matteo Ricci taught the Chinese how to build a memory palace. He told them that the size of the palace would depend on how much they wanted to remember: the most ambitious construction would consist of several hundred buildings of all shapes and sizes, “the more there are the better it will be,” said Ricci, thought he added that one did not have to build on a gradiose scale right away. One coul create modest palaces, or one could build less dramatic structures such as a temple compound, a cluster of government offices, a public hostel, or a merchants’s meeting lodge. If one wished to begin on a still smaller scale, then one could erect a simple reception hall, a pavilion, or a studio. And if one wanted an intimate space one could use just the corner of a pavilion, or an altar in a temple, or even such a homely object as a wardrobe or a divan.

You’ll note that in this early example of virtual reality as an pedagogical technology, Ricci doesn’t start with the easy stuff, the single wardrobe or divan — he begins with “the most ambitious construction”…

Enough for now. When I want to talk about in a follow up post is detail… the crucial importance of detail.

[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.