Lexington Green sent this extended profile/interview with Charles Hill by Emily Esfahani Smith. The tone of the article is somewhat hagiographic because Hill is a fellow at the Hoover Institution and….well…. this is in Hoover’s journal 😉  If you can get past that, it is a worthwhile read about a deep thinker and scholar of grand strategy.

Profile in Strategy: Charles Hill

….In diplomacy, literature is relied upon because, as he writes in “Grand Strategies,” “The international world of states and their modern system is a literary realm; it is where the greatest issues of the human condition are played out.” That is why Alexander the Great carried the Iliad with him on his conquests, and why Queen Elizabeth studied Cicero in the evenings. It is why Abraham Lincoln read, and was profoundly influenced by, Walt Whitman’s “Leaves of Grass,” and why Paul Nitze paged through Shakespeare on his flights to Moscow as America’s chief arms negotiator.

Hill, for his part, has always kept the “History of the Peloponnesian War” in his mind as the “manual of statecraft.”

Why Thucydides? He explains: “When you read the Peloponnesian War, you realize that Thucydides is moving from one set of problems to another, and you have to deal with them all-rhetorical problems, material problems, and moral problems. That’s the closest literary work related to statecraft that I can imagine.”

To understand world order-and those who manipulate it for their own aims-requires a literary education, the kind students were once able to find at such places as Yale, where Hill now teaches the humanities to freshman undergraduates.

This is a departure from his days at the State Department, where he helped orchestrate monumental events in the grand strategy of the Cold War. One of his first memories as a diplomat was of being seated behind Adlai Stevenson at the UN during the Cuban missile crisis, characteristically scribbling notes-in grand strategy, no detail can be lost. Later, Hill was a “China watcher” during that country’s Cultural Revolution. And when the Iran-Contra scandal nearly brought down the Reagan administration, Hill’s meticulous notes played an influential role in the Congressional investigations by shedding light on the chronology of then-Secretary of State George Shultz’s knowledge of the arms sale. Over the years, Hill has also served as confidante to Secretaries of State. For Henry Kissinger, Hill was speechwriter and policy analyst. For Shultz, Hill was an executive aide and trusted ally.

These days, Hill embodies grand strategy in a different way. After a long and distinguished career as a diplomat, Hill is now a heralded figure in academia. Beyond his appointment as a research fellow at the Hoover Institution, he is the Brady-Johnson Distinguished Fellow in Grand Strategy, a Senior Lecturer in Humanities, and a Senior Lecturer in International Studies at Yale. Alongside historians John Gaddis and John Kennedy [ sic] , he teaches one of Yale’s most legendary courses to a select group of elite students-future statesmen-the Grand Strategies course.

And yet, Hill tells me stoically, “There is no grand strategy in our time.” Turning his attention to the turmoil in the Middle East, Hill provides an example. “America’s lack of strategic outlook responding to the Arab Spring is really distressing.”

Hill retains the diplomat’s gift for understatement.

Read the rest here.

ADDENDUM:

Book Review: Grand Strategies by Charles Hill 

Trial of a Thousand Years, by Charles Hill-a review

This has some possible geopolitical implications:

Greek government in chaos with debt deal in doubt

ATHENS, Greece (AP) – The Greek government teetered and stock markets around the world plummeted Tuesday after a hard-won European plan to save the Greek economy was suddenly thrown into doubt by the prospect of a public vote.

One day after Prime Minister George Papandreou stunned Europe by calling for a referendum, the ripples reached from Athens, where some of his own lawmakers rebelled against him, to Wall Street, where the Dow Jones industrial average plunged almost 300 points.

Papandreou convened his ministers Tuesday night, and a spokesman said the prime minister was sticking to his decision to hold the referendum, which would be the first since Greeks voted to abolish the monarchy in 1974. Papandreou has also called a vote of confidence in his government, to be held midnight Friday.

“The government is not falling,” said Angelos Tolkas, a deputy government spokesman.

….A Greek rejection of the second rescue package could cause bank failures in Europe and perhaps a new recession in Europe, the market for 20 percent of American exports. It could also cause Greece to leave the alliance of 17 nations that use the euro.

European leaders made no secret of their displeasure.

“This announcement surprised all of Europe,” said a clearly annoyed French President Nicolas Sarkozy, who has been scrambling to save face for Europe before he hosts leaders of the Group of 20 major world economies later this week.

“Giving the people a say is always legitimate, but the solidarity of all countries of the eurozone cannot work unless each one consents to the necessary efforts,” he said.

French lawmaker Christian Estrosi was even more direct. He told France-Info radio that the move was “totally irresponsible” and reflected “a wind of panic” blowing on Papandreou and his party.

“I want to tell the Greek government that when you are in a situation of crisis, and others want to help you, it is insulting to try to save your skin instead of assuming your responsibilities,” Estrosi said.

Sarkozy and German Chancellor Angela Merkel, who have been at the forefront of Europe’s efforts to contain national debt, talked by phone and agreed to convene emergency talks Wednesday in Cannes, France. Papandreou will also attend.

Merkel also spoke by telephone Tuesday with Papandreou, his office said.

The response was brutal in the international financial markets, especially in Europe. Greece’s general price index plunged to close down 6.92 percent, while in Germany the Dax index, the major stock market average, lost 5 percent – the equivalent of about 600 points on the Dow.

The French stock market closed down 5.4 percent, the Italian 6.7 percent and London 2.2 percent.

“Talk about your all-time bonehead moves,” said Benjamin Reitzes, an analyst at BMO Capital Markets….

While it is likely that the EU will muddle through this latest Greek crisis, I have to wonder if the EU will exist at all in five years? Or perhaps as a rump Northwest European confederation? This will not be the last debt crisis.

Our unlamented and departed Soviet adversaries used to talk about what they called “the contradictions of capitalism”. In the current crisis we are seeing the contradictions of technocratic governance as practiced by European elites. It seems that lacking the political ability to coerce Southern member states into genuinely accepting austerity programs, or alternatively spur their less developed economies to higher growth rates, the EU structure is both the raison d’etre and the obstacle to a solution.

An essentially undemocratic elite project, the EU is stymied by the residual democratic capacity of national citizenry to resist. Ordinary Greeks are not inclined to accept financial castor oil spooned by foreigners to please the international markets and I suspect the tolerance of German taxpayers for footing more than their share of the EU bills is wearing dangerously thin.

Either power will increasingly flow to the EU nations still writing the checks, making the EU even more unrepresentative, but more economically rational in political decision-making, or there will be a rush for the exit door.

ADDENDUM:

Greek Prime Minister abruptly sacks military chiefs

An interesting new blog. An operator type, an Iraq and Afghan vet,  quesopaper blogging from AfPakland on situational awareness and much later in the post, on leadership:

Running To Contact

….I thought we’d cover danger in Afghanistan again by examining, “When Insurgents attack.”

A quick aside…over the years one develops a sense for explosions. Some are “ours”…outgoing mortars, rounds from a gun or controlled detonations. We learn the sounds of different weapon systems. A helicopter followed by a high pitched drone and several whooshes is an Apache firing it’s main gun and rockets. Whomp Whomp Whomp  is an M60/M240. Ma duece says Bum Bum Bum. Artillery is LOUD and has a pointy sound when outgoing. Incoming is more spherical.

We also develop a sense of distance and direction for the booms…it’s all part of our survival mechanism. Another aspect is awareness of our surroundings. We constantly scan and consider what to do if we are attacked …where is the nearest bunker or where is the closest safest place?

This sounds frightening, but we all do this. Motorcycle riding is a good analog. When riding we have to be aware of spacing. Scanning for threats and escape routes saves a rider’s life.

The sound that puts me face first on the ground are mortars wobbling towards me. They make a unique sound that I can’t quite describe. Sort of of a frantic flutter…the closest sound I can come up with is the rattle of a door stop when accidentally brushed. Rockets and their vibrating engine sound are also unnerving. If you can hear them flying, they are too damned close…

Very relevant to past blog discussions of fingerspitzegehful and the OODA Loop – a good descriptive narrative, in fact, of OODA working correctly. Theory is not the interest of the quesopaper gent, but his firsthand observations of COIN in Afghanistan are intriguing, for those interested in military policy or theory. Ideas that are often great on a whiteboard or ppt slide but may not seem quite as great once they collide with reality.

Another post from quesopaper, in the vein of theoretical rubber meeting the practitioner road:

What do they Need?

….indulge me while I inject some confusion into our clarity regarding Afghans. This is a paraphrased version of a Benedictine Grima tale from her field work. If one desires knowledge about AfPak, particularly the female’s role, Ms Grima is THE source.

The tale….Two men travel to village 1. While there, they commit robbery and murder. These crimes are detected by local police. The police debate their response, and decide to chase the perpetrators.

They enter the criminal’s village (village 2) where locals set upon the police and kill them. These villagers for whatever reason don’t appreciate nor require police involvement in their affairs. Villages 1 and 2 are content to solve crimes of any type within their own system of justice. In response to the police incursion, village 2 blocks outside access to the road preventing further police/outsider interference. Up the road a bit, the next village (village 3) hears of this incident. The road blockage makes them fighting mad. A village 2 v. village 3 mini-war occurs; people die. Why? Village 3 needs that road to survive or, shoot-some other reason. We don’t and honestly; we can’t know.

The point isn’t “should we” or “shouldn’t we” be here; that’s a different blog…Fact is we are here.

So let’s do this…Let me take you to a village. You comment below on how we are going to help….maybe we’ll all learn something….

Read the rest here.

This SSI monograph by Dr. Andrew Mumford should stir some robust debate in the COIN community:

Puncturing the Counterinsurgency Myth: Britain and Irregular Warfare in the Past, Present, and Future

Most of Mumford’s points are valid criticisms but I need to quibble with Myth # 1 The British Military is an Effective Learning Institution:

What sort of time frame is reasonable for “organizational learning” – that is, transforming a large, hierarchical, bureaucratic entity’s conceptualization and understanding of a situation and reforming and adapting it’s practices in light of experience? How fast can this really happen? An org is not an individual, two years while under fire does not seem slow to me. Am I missing something in Mumford’s argument?

Furthermore, I infer from the third paragraph that Mumford expects evidence of learning were for the Brits to have arrived in Basra good-to-go on COIN doctrine. Learning, whether in a person or org, is not represented by doctrine (lessons frozen in time) but rather a capacity to adapt to new circumstances. Mumford is on firmer ground criticizing British general officers for their blind assumption that they had all the answers on counterinsurgency  while the ragtag Mahdi Army bullied and ran circles around British units.

A monograph worth reading.

Hat tip to Lexington Green and SWJ Blog)

 [by J. Scott Shipman]

Steve Jobs by Walter Isaacson

Walter Isaacson, the acclaimed author of biographies of Benjamin Franklin and Albert Einstein, has produced a definitive and up-close biography of Steve Jobs. The book is a very readable 571 pages that took only a couple of days to read. Jobs approached Isaacson to write his bio in 2004, but Isaacson resisted until 2009 when  Jobs’ wife Laurene Powell “said bluntly, “If you’re ever going to do a book on Steve, you’d better do it now.”” Isaacson insists no restrictions were placed on him, in fact, Jobs and his wife facilitated access to many people who do did not hold Jobs in high regard—the man excited passions good and bad. I found it ironic that Jobs, a man who obsessed with control would willingly relinquish control in what will probably be the definitive biography of his life.

Isaacson offered early that his book is really about innovation. He offers: “At a time when the United States is seeking ways to sustain its innovative edge, and when societies around the world are trying to build creative digital-age economies, Jobs stands as the ultimate icon of inventiveness, imagination, and sustained innovation.” Given Apple’s growth, his point is well taken.

Isaacson clearly admires Jobs, but he does not spare the reader of Jobs volatile and brutal out-bursts directed at just about anyone he considered a “bozo” or worse. From the beginning, Jobs was a very difficult person to work with. He did not tolerate mediocrity and punished what he thought was mediocre thinking, often publicly. Isaacson offers some insights and ideas as to the cause of Jobs distinctly caustic personality, but most ring hollow. Jobs was a driven and passionate man, with very little empathy—even for family members. Isaacson suggests “people who were not crushed ended up being stronger” and many of the folks interviewed agreed—Jobs drove people to do things they didn’t know they could do. As one of Jobs colleagues Debi Coleman said, “You did the impossible, because you didn’t realize it was impossible.” So the folks he didn’t scare off, appear to have been inspired. Tim Cook, Jobs’ successor offered, “What I learned about Steve was that people mistook some of his comments as ranting or negativism, but it was really just the way he showed passion. So that’s how I processed it, and I never took issue personally.”

My favorite parts of the book were Isaacson’s liberal use of quotes from Jobs. Some quotes bristle with passion, and a few were profound. This one appealed to my notions on pattern cognition:

Your thoughts construct patterns like scaffolding in your mind. You are really etching chemical patterns. In most cases,  people get stuck in those patterns, just like grooves in a record, and they never get out of them.

Isaacson covers Jobs journey at Apple, NeXT, Pixar, and his triumphant return to Apple. I did not know much about Jobs at Pixar and found it interesting that Jobs was CEO at both companies simultaneously—and both companies had a “different” versions of Jobs. Isaacson says, “Pixar was a haven where Jobs could escape the intensity of Cupertino. At Apple, the managers often excitable and exhausted, Jobs tended to be volatile, and people felt nervous about where they stood with him….It was a Pixar that he learned to let other creative people flourish and take the lead.” Jobs was more hands-on at Apple I sense because he considered it his creation—essentially an extension of his person. I suspect Jobs viewed his role at Pixar as more that of a steward in comparison.

Jobs hated slide presentations (I agree—one great thing about Boyd & Beyond is the general ban on PowerPoint) and said, “People who know what they’re talking about don’t need PowerPoint.” There is a poignant passage towards the end where Jobs was meeting with his team of doctors and the doctor had a PowerPoint presentation. Jobs gently suggested the Apple Keynote program was better.

Jobs, despite his bristly exterior, reached deep in his Zen training and life experience (particularly after his cancer diagnosis) when he spoke at the 2005 Stanford commencement:

Remembering that I’ll be dead soon is the most important tool I’ve ever encountered to help me make the big choices of life. Because almost everything—all external expectations, all pride, all fear of embarrassment or failure—these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart.  

We are a Apple/MacBook Pro family, we have iPhones, iPods, and the iPad on our wish list. Isaacson discusses one thing I’ve noticed with every Apple purchase; the thought put into packaging of the product. Apple packaging is patented and it shows. Jobs alter ego and head Apple designer Jonathan Ive, said, “Steve and I spend a lot of time on the packaging…I love the process of unpacking something. You design a ritual of unpacking to make the product feel special. Packaging can be theater, it can create a story.” I believe we have kept every box our Apple products arrived in—they are works of art.

This book will elicit the spectrum of emotions, there are parts where I was embarrassed or appalled at Jobs poor behavior, there were tender moments towards the end of his storied life that brought a tear to my eye. Isaacson has given us a valuable portrait of a man mathematician Mark Kac “called a magician genius, someone whose insights came out of the blue and require intuition more than mere mental processing power.”

Isaacson’s Steve Jobs comes with my highest recommendation.

NOTE: This is admittedly a different book review for this site. I’ll admit up front that I’m a fan of Jobs and his products—and I know many people hate him passionately and with good reason. I’m sharing this review because Jobs was an iconoclast very similar to John Boyd: people either loved him or hated him. Both men were driven, had poor people skills, and both left rich legacies in completely different areas, and are eminently interesting figures.