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[by Mark Safranski a.k.a. “zen“]

Since Pakistan is now attempting to get its victory over the United States in Afghanistan formally ratified, now seemed to be a good time to reflect on the performance of American statesmen, politicians and senior generals.

It has occurred to me that we have many books and papers outlining how to win wars. Certainly the great classics of The Art of War, The History of the Peloponnesian War and On War are the foremost examples, but there are also other useful classics in the strategic canon, whole libraries of military histories, memoirs of great commanders and an infinite number of PDFs and powerpoint briefs from think tanks and consultants. Strangely, none of these have helped us much. Perhaps it is because before running this war so few of this generation’s “deciders” read them en route to their law degrees and MBAs

We should engage in some counterintuitive thinking:  for our next war, instead of trying to win, let’s try to openly seek defeat. At a minimum, we will be no worse off with that policy than we are now and if we happen to fail, we will actually be moving closer to victory.

HOW TO LOSE A WAR

While one of these principles may not be sufficient cause for losing an armed conflict, following all of them is the surest road to defeat.

1. War is the Continuation of Domestic Politics:

The point of politics is to acquire, hold and enjoy using power. When we lose sight of this fact due to romantic notions of “national interest” or “duty” and spend too much attention prosecuting a war against foreign armies then our real enemies – the political opposition – can take advantage. What good is overseeing a global victory over an epochal tyranny if the result is you get immediately voted out of office like some hapless loser? While on the surface, it might seem wise during a war to staff a government with able statesmen, experienced generals, capable diplomats and other experts, the truth is that if you do so you will have very few plum jobs left with which to reward the cronies, ideologues, campaign consultants, activists, wealthy grafters and partisan hacks who got you into power in the first place. Without their continued support, you will not be long for political office.

The fact is that the nation can survive many lost wars far longer than your career will survive lost elections.  Once you view the war solely through the prism of how any action might impact your fortune in domestic politics, you will have a marvelous clarity that the war is the best pretext upon which to expand your power at the expense of the opposition and the people.

2. Policy is the True Fog of War:

Having a clearly defined, coherently articulated policy based upon vital interests and empirical facts that sets a few realistic objectives in a way that makes possible shared understanding and broad political support is no way to go about losing wars.

Keeping in mind #1, the point of war policy is to generate a set of politically compelling slogans that remain ill-defined enough to serve as an umbrella  under which many contradictory and competing agendas can cohabit until some of them can be opportunistically realized. These agendas may not be realistic – in fact, it is easier to put them forward as attractive fantasies for the public if your administration is unburdened with officials with genuine expertise in warfare, economics, foreign cultures, history and other inconvenient information that the media and the political opposition will only be too happy to seize upon. The more abstractly and arcanely expressed the policy the harder it is for critics to demolish and the  better it is for losing wars. “Unconditional surrender” for example, is bad because it is too concrete and easily evaluated – either an enemy is totally defeated and in your power or he is not. “Make the world safe for Democracy” by contrast,  is better as it is more ill-defined and subjective, permitting a larger range of politically tolerable bad outcomes.  “Responsibility to Protect” and “War on Terror” are even more abstract, being essentially unlimited, open-ended, process goals that do not have any point of “victory” whatsoever and can thus not only potentially bring about losing wars but very long ones.

3.  Strategy is a Constraint to be Avoided:

Strategy is about lining up Ends-Ways-Means to construct a theory of victory. While that might give us hope of prevailing over an enemy in an armed conflict, forging a strategy – any strategy -comes with a severe cost: namely the discipline of the government adhering to a strategy requires choices be made about the use of limited resources rather than keeping “all options open” to react  to transient and trivial political concerns on a moment’s notice. Strategy for the nation equates with diminished political flexibility and mobility for the politician.

In other words, having a strategy might require elected officials expend their precious political capital in order to pursue it without getting anything in return that might expand their powers or further their personal careers.  Doing strategy would mean prioritizing winning the war over other possible objectives and putting key decision-makers in the uncomfortable position of having to say “No” or “Not now” to powerful and influential people or factions. Worse, having a strategy also implies that the results can be quantified and evaluated for success, costs, failure and ultimately, personal accountability for leaders.

Obviously locking ourselves into a strategy is something to be avoided if we wish to stay in power, so “strategy” is only invoked rhetorically to mean a wide and confusing array of other non-strategy things – tactics, goals, operational art, planning,  public relations, nation-building,  diplomacy, policy, routine procedures, withdrawal dates, theories, fantastical pipe dreams and so on.  When “strategy” means anything and everything it ultimately means nothing.

4. All Lost Wars are based on Self-Deception: 

It is not enough to avoid strategy, there must also be a collective political determination to avoid reality enforced from the inception until the bitter end.

Wars have real and physically destructive consequences for the people who fight them, but unless you are engaged in a desperate struggle to repel a foreign invader, chances are the battlefield is far away from your home territory. This gives political leaders wiggle room to manipulate perceptions – most importantly their own – to political advantage by controlling information about the war and shaping the ideological boundaries of acceptable public discourse. This will eventually lead to a vicious cycle of bad decisions as misinformation and deceit corrupts the OODA Loop, but political leaders will maintain their political advantage over their critics, at least until the day of reckoning arrives.

Here we must begin with an insistence of a position of firmly held ignorance regarding the prospective enemy, their military capabilities, economic resources, the geographic characteristics, their cultural attitudes toward conflict and their history as a people. Should such information become widely known, it might result in popular skepticism about the wisdom of the entire enterprise, the difficulties that might be encountered and the prospects for success. If you wish to lose a war ignominiously, the less you know the better.

Likewise, once war has begun, the initial jingoistic overconfidence that greeted the war will quickly fade unless actively sustained by preventing an honest analysis of  events and providing a steady stream of rationalizations for the gullible public. It would be a good idea to ban discussion that accurately characterizes the form of warfare  or the nature of the enemy, though these things alone will not be sufficient. The intelligence process itself should be corrupted when possible to provide the “right” answers and censored or circumvented when it is not; while public assessments should use irrelevant metrics divorced from their  context so that they will not have to be gamed later.  Critics, truth-tellers, whistleblowers and those not towing the party-line should be retired, fired, demonized and punished.

5. Isolate the War and those Fighting it from the People: 

A war forgotten by the folks at home is a war that is much easier to quietly lose.

At the outset of the war, ask no sacrifice of the people because that will give them too much of a stake in a victorious outcome and raise expectations about your own leadership. Neither raise their taxes (at least not for the war at any rate) nor conscript their sons. Do not even issue a national call to the colors for volunteers, instead encourage people to be at ease and go about their business. Supplement your small regular army that increasingly feels itself a caste apart with highly paid mercenaries and foreign paramilitaries while neglecting the needs of your own troops. Speaking of the troops, always lavish the soldiers with superficial public pieties about service, sacrifice and heroism, but cynically break faith when it comes to your obligations to look after their interests.

6.  Complexity= Opacity and Micromanagement= Power

Most things in war are simple, but they are not easy. By deliberately making everything incredibly complicated, war can also become impossible too

While adding superfluous complexity does not help win wars, it does offer a number of immediate benefits for the political class. First, in real life the consequence of increasing complexity in any governmental endeavor (not just war) is that you will have more jobs and contracts to hand out to followers as bureaucracy and regulations require new inspectors, secretaries, managers, clerks, lawyers, advisers and in a military context, also new commands, staff officers, promotions, headquarters, increased budgets and so on. Chances are, most of these new jobs will continue on, if not forever, for a very long time.

Secondly the sheer complexity and number of offices, bureaus, agencies, departments, teams, commands, commissions and committees offer excellent “cover” for carrying out unpopular or illegal actions “under the radar” and with diffusion of responsibility, should these antics come to light.  If everyone is in charge, then no one is.  So if your military, intelligence agencies, diplomats, cultural advisers, aid and development people and senior administration officials talk and behave as if they are all hailing from different planets, you are well on your way to losing the war.

Third, the control of people at the top is reinforced by excessive complexity because the initiative of lower levels is strangled by micromanagement. If every idea from the field ( or even basic actions) requires two, three or more levels of command approval with consultation with lawyers at each step the answer is always going to be “No” or a very delayed “Yes” long past the point of being useful. This, plus making examples of those who exercise initiative and act without orders, teaches everyone in the system to eschew risk, value passivity, play it safe and wait for higher-ups to spoon-feed them instructions. With modern, networked online communications every colonel, brigadier to three-star can play company commander while the President of the United States can ride virtual shotgun on SEAL team raids.

7.  Enormous Tail, Tiny Tooth: the Worse the ROI the Better

When you regularly use hundred million or billion dollar platforms to kill illiterate tribesmen with AK-47s and RPGs and build food courts in the Hindu Kush, something is eventually going to give.

Generally, a reasonably well governed country at war can afford to employ either a massive military force for a short campaign or a small, “light footprint“, force for the long haul. What few nations in history can afford, unless it is Persia under Xerxes, is to field a massive force disproportionately composed of rear echelon support troops and what used to be called “camp followers” and “auxiliaries” for years on end. There are two ways this can bring you to defeat.

First, obviously, fielding an enormous army for too long can lead to bankruptcy as costs of the war exceed tax revenues and the state begins to rely on various forms of credit, foreign bankers and debasing the currency to carry on. This does not guarantee an economic collapse or hyperinflation as war can also greatly stimulate production and other variables are always in play, but the risk of dire negative economic effects is significantly increased.

The second issue is that if you are moving your armed host into a desperately poor region to wage war against an impoverished enemy, the passage and encampment of your own military introduces the economic surplus to the local economy the enemy needs to afford to wage war. You are like a red hot iron in a bucket of ice water. Through bribery, extortion and theft the enemy will siphon from you money, arms and contraband and eventually, corrupt your own officials and officers.

 8. Cultivate Hatred and Contempt:

If you wish to lose a war, be hated but not feared.

While most principles of losing a war  are political, strategic or operational in nature and therefore the province of incompetent politicians and generals, cultivating contempt and hatred in all observers can be done at anytime by anyone regardless of rank, experience or status. Technology has revolutionized this sphere of losing warfare: where once undermining an entire war effort could only be done by an arrogant national blowhard, today any grinning idiot on a battlefield with a smart phone is only a tweet away from an international media firestorm.

It is import in cultivating hatred to remember that mere violence, an inevitable part of all wars, is not sufficient. One can respect and admire an honorable but fierce opponent. Conveying a bullying attitude of casual cruelty to all onlookers by mistreating prisoners and civilians, especially if you humiliate and abuse them is a surefire goad to hatred while also alienating allies and neutrals, especially when doing so contradicts the nation’s deeply held values.  Hatred can also be stirred in less dramatic ways, from posing with Nazi flags to widespread ignorance of and expressions of disdain for local customs and mores. Disrespect has legs.

Contempt by contrast, is earned more by exhibiting moral weakness and truckling appeasement of the enemy and his sympathizers. For example, have your own PA and diplomatic organs in speaking to the media, repeat enemy propaganda against your own soldiers and abuse the military justice system to prosecute soldiers for splitsecond combat decisions in order to appease these critics. Loudly trumpet the “culturally appropriate meals” to the guys you are going to waterboard and appoint enemy sympathizers as “cultural advisers” and “liaisons” to government security and law enforcement agencies. Do nothing as your own heavily infiltrated host nation “ally” repeatedly frags your soldiers.

9. Protect that Which is Most Unimportant:

Organizations signal what they really value not by what they say, but what they spend time and money on.

Make sure that as the war is steadily being lost that top brass and their civilian overseers frantically emphasize politicized trivialities and institutional martinet nonsense. Reflector belt mania, giving everyone and their brother breathalyzer tests, cultural sensitivity training, counterproductive regs for MEDEVAC helicopters, promoting the gender equality of foreign societies and gender-neutrality of our own should bump out boring, old training exercises for future combat deployment in terms of priority. Remember, the military is not really there to win wars – it is a captive social engineering project for things the wackier members of Congress wish they could impose on their constituents were it not for those damned free elections.

10. Level the Playing Field: Paralyze Your Own Tactical Advantages.

While a war is often lost by having a bad strategy or no strategy at all, the power of crapping away your tactical advantages to no purpose ought not be underestimated. There are thousands of ways to do this but if you are cutting the enemy repeated breaks you can’t go wrong.

First and foremost, you wish to avoid bringing all of your combat power to bear on the enemy’s weakest point in a combined arms assault because he very well may break and then where the hell will you be? You can hardly lose a war if the enemy dies or surrenders first.

Treat your combat arms, services and host nation military as separate, autonomous and almost unrelated units, each with their own objectives and set of ROE guidance more restrictive than required by the Laws of War (while mixing in allied and host nation forces of varying levels of capability and different ROE). Make it difficult for fire support, armor and air to work with your infantry commanders dealing with unforseen circumstances, who you should also spread thin over remote operational areas the size of, say, Iowa to maximize their vulnerability. If a battalion is needed, send a company. If a company is called for, send a squad. Allow the enemy to have safe havens in adjacent countries whose military power is dwarfed by your own by many orders of magnitude. Make sure that your intelligence and public diplomacy services are shorthanded on personnel  fluent in the languages used by the enemy, whom you allow to practice perfidy without punishment.

Remember, there are no guarantees in war. No matter how badly you screw up, the enemy might still be more poorly led and less adaptive than are you. That said, if you practice these ten principles you can become a master of the art of defeat.

My friend Dave Schuler who blogs at the excellent The Glittering Eye and on foreign policy at Dr. James Joyner’s Outside the Beltway , queried me as to what I thought of the Boston Bombers in light of the concept of the Superempowered Individual.

For those not familiar with the concept, the term “superempowered individual” originated in phrase coined by Thomas Friedman and quickly gained traction and evolved in the .mil/strategy/defense blogosphere and communities of interest after 9/11 turned everyone’s attention to the potential reach of catastrophic terrorism. Many people, including myself have written on the topic and while no single, agreed upon, definition of SEI exists, there is a consensus around an individual having the capacity to multiply the scale of the harm they can cause by leveraging or disrupting complex systems, be they mechanical, social, cyber or some combination. I defined SEI’s this way:

To qualify as a superempowered individual, the actor must be able to initiate a destructive event, fundamentally with their own resources, that cascades systemically on a national, regional or global scale. They must be able to credibly, “declare war on the world”.  

Using that definition, Dzhokhar and Tamerlan Tsarnaev are far from superempowered individuals. They were not “super” anything and rather than being masters of complexity, they ginned up some primitive IEDs  and blundered miserably after their attack on the Boston Marathon. The younger of the two accidentally ran over his own brother with a car, killing him, which gives some idea of the operational amateurism of these culprits. If Islamist terrorism has a Darwin Award, the Brothers Tsarnaev are contenders

Yet the cost of their attack, the Boston bombing, allegedly tops $330 million dollars? Why?

I would argue that the US is systematically “superdisempowering” itself by VASTLY multiplying the costs of any given act of terrorism with absurd and outrageous levels of costly security theater and glitzy paramilitarization of law enforcement that continue to cascade and accumulate long after sorry nitwits like Richard Reid, Dzhokhar Tsarnaev or the amazingly incompetent “Underwear Bomber“ have become obscure historical footnotes. It is incredibly counterproductive in every sense and has overwhelmingly negative effects that only add significantly to the costs of terrorism

Timothy McVeigh, in a much more heinous act of terrorism, blew up a Federal building and killed 168 people and injured 800 others with a massive truck bomb and America did not feel a need to dress our police officers like extras in Starship Troopers or it’s airport security like customs officials from a minor Fascist puppet regime. This is not a criticism of police officers who do a dangerous job with professionalism and bravery but of a national policy of paternalism and creeping authoritarianism that is slowly morphing them into asphalt soldiers.

The attacks on September 11 were thirty times worse and far more spectacular than McVeigh’s bombing, transfixing the attention of the whole world, but somehow we got along without President Bush declaring martial law and closing New York city and sending troops door to door to roust citizens in their homes without warrants or probable cause.

We need to take a healthy step back and put the brakes on our own policy and security responses to terrorism and dial them down to a rational minimum level required for investigative effectiveness. If not because these policies have become dangerously injurious to liberty and American democracy or because they are mostly wasteful government spending then we should do it because we have become so expert at making the costs of any act of terror extremely expensive by our own reaction that we are providing the enemy and itinerant crazies with a tremendous incentive to attack us more.

Seriously.

The only thing superempowered right now is own own lack of strategic sense.

The Obama administration, though they would not characterize it as such nor have much desire to acknowledge it at all, have attempted  a strategic detente with the “moderate” elements of political Islam.

This policy has not been entirely consistent; Syria, for example, is a quagmire the administration has wisely refrained from wading directly into despite the best efforts of R2P advocates to drag us there.  But more importantly, under President Obama the US supported the broad-based Arab Spring popular revolt against US ally, dictator Hosni Mubarak, and pushed the subsequent ascendancy of the Muslim Brotherhood in Egypt and the Libyan revolution against the entirely mad Colonel Gaddafi. These appear to be geopolitical “moves” upon which the Obama administration hopes to build.

I would like to emphasize that there is one legitimate and valid strategic pro to this sub rosa policy; namely, if everything went well, it would provide the United States with powerful triangulation against revolutionary, apocalyptic, radical Islamism as expressed by al Qaida and various Salafi extremist movements. There are reasons, rooted in takfirism, strategy and the politics of lunacy that our terrorist enemies frequently hate and revile the Brotherhood as traitors, apostates or whatever. Isolating the most actively dangerous and violent revolutionary enemies from a large mass of potential allies is, at least, a good strategic goal.

It is also my view, that this “outreach” is as politically sensitive  to the Obama administration as was the China Opening was to Nixon and about which they have been equally opaque and misleading for fear of a domestic backlash. The weird, foot-dragging, dissembling, embittered, kabuki drama inside the Beltway about public statements and intelligence on whether Benghazi was caused by obscure crackpot Islamophobic film makers or a well-orchestrated terrorist attack  is in my view due to a major foreign policy strategy never having been framed in public for what it is. I’m sure people will differ strongly with me on this (which is fine), but I would characterize detente with Islamists as a strategic shift on par with the “Pivot to Asia”.

The downside here is that first, things are not likely to come out well at all, as unfinished revolutions tend to give birth to monsters; and secondly, any detente with “moderate” political Islam is an uncertain gamble based on certain exceptionally optimistic conceptions of not only what the Brotherhood might do, but about it’s very nature.

While the removal of Arab dictators resonated with American values , it was questionable realpolitik while the administration’s de facto support of  Egypt’s Muslim Brotherhood faction over poorly organized secular liberal modernists was an act of realpolitik that required a compromise of the democratic values so recently invoked to justify abandoning Mubarak. This was cynical diplomatic flexibility worthy of Talleyrand.

Unfortunately, the most democratic thing – perhaps the only thing – about Mr. Morsi and his Brotherhood supporters was his election.

The Egyptian people who are subjected now to thuggery from both Morsi’s Islamist stormtroopers and from the security forces of the Egyptian military are less sanguine than are the Brotherhood’s cheerleaders inside the administration. The Egyptian people, in fact, seem to be in revolt against domination by the Muslim Brotherhood’s shadow government.

The first question to ask in assessing if the Obama administration policy here is wise would be “What is the nature of the Muslim Brotherhood?” Americans love to personalize foreign policy, but if  Morsi were to be toppled or die, the Brotherhood will remain what it currently is, the best organized political force in Egypt and one widely influential throughout the Arab world and the West itself.

I am not an expert on the Muslim Brotherhood, nor am I an Arabist by education. Most of us aren’t – a group that I fear includes most of the Obama administration officials involved in shaping this policy. Almost fifty years after King Faisal determined to export Wahhabism, more than thirty years since Khomeini’s Revolution and more than ten years since 9/11 the USG still has less in-house expertise related to Islam than it did about the Soviet Union and Communism a decade after the Berlin Blockade.

Perhaps we all should begin learning more?

Here is an analysis from FPRI; it is extremely critical but it touches on organizational aspects of the Muslim Brotherhood that I have not seen elsewhere (hat tip to David Ronfeldt). Feel free to suggest others, both for and against. The Brotherhood is a very large group with a long history that includes violence , terrorism and subversion on one hand and peacefully representing expressions of pious, middle-class, social conservatism in other places and times:

Lecture Transcript: What Every American Should Know about Egypt’s Muslim Brotherhood, Delivered by Eric Trager 

….Two years ago when I was doing my dissertation fieldwork in Cairo, I sought out interviews with leaders from the Muslim Brotherhood, and I was referred to a man named Muhammad Morsi, now the President of Egypt. At the time, President Mubarak was ill and had gone off to Europe for operations amid a lot of mystery surrounding his health. I asked Muhammad Morsi whether the Muslim Brotherhood would run a presidential candidate if Mubarak died tomorrow. Here is what he said:

[From an audio file played by Trager]

Eric Trager: You don’t see the Muslim Brotherhood nominating a presidential candidate [if Mubarak dies tomorrow]?

Muhammad Morsi: No… because society is not ready… Our society is not ready yet to really defend its worth. We want a society to carry on its responsibilities, and we are part of this society. Another thing, if we are rushing things, then I don’t think that leads to a real stable position.

When he made that statement, I don’t think he was lying, and I don’t think he was being coy. I think that he didn’t expect that he would be faced with this reality in a mere six months. He did not expect that Mubarak would step down six months later and, to be completely honest with you, neither did I. My dissertation was entitled “Egypt: Durable Authoritarianism”—until the revolution.

What did Morsi mean when he said that the Brotherhood was trying to build a society? Let me give you some background on the Muslim Brotherhood. It was founded in 1928 by Hassan al-Banna, who was a schoolteacher in Ismailia. The Muslim Brotherhood’s goal was then—and remains now—to establish an Islamic state in Egypt. The way it pursues this goal is by trying to Islamize Egyptian society. Through social services, education, and the mosque, it sought to make Egyptians more religious and more Islamic as a grassroots strategy for building an Islamic state. That’s very, very different from a strategy that says, “We’re going to run for president, run for the Parliament, and use that power to transform society.” Rather, the Brotherhood says, in effect, “We’re going to Islamize society to build towards power.” It was a long-term strategy; it took them 84 years before they ran for and won the presidency. So Morsi told me in 2010 that the Muslim Brotherhood was not going to run for the presidency because it was not done Islamizing Egyptian society….

Read the rest here.

[ brief intro by Charles Cameron, then shorter version of Dr. Cath Styles‘ presentation of Sembl at the National Digital Forum in New Zealand, 20 November 2012 ]
.

Charles writes:

I’ve been working for almost twenty years on the development of a playable variant on Hermann Hesse‘s concept of the Glass Bead Game.

It’s an astonishing idea, the GBG — that one could build an architecture of the greatest human ideas across all disciplinary boundaries and media — music, religion, mathematics, the sciences, anthropology, art, psychology, film, theater, literature, history all included — and it has engaged thinkers as subtle as Christopher Alexander, the author of A Pattern Language [See here, p. 74]. Manfred Eigen, Nobel laureate in Chemistry and author of Laws of the Game [see here], and John Holland, the father of genetic algorithms [see here].

Here’s Hesse’s own description of the game as a virtual music of ideas:

All the insights, noble thoughts, and works of art that the human race has produced in its creative eras, all that subsequent periods of scholarly study have reduced to concepts and converted into intellectual values the Glass Bead Game player plays like the organist on an organ. And this organ has attained an almost unimaginable perfection; its manuals and pedals range over the entire intellectual cosmos; its stops are almost beyond number.

My own HipBone Games were an attempt to make a variant of the game that would be simple enough that you could play it on a napkin in a cafe, and has in fact been played online — and more recently, my friend Cath Styles has adapted it for museum play, and introduced the basic concept and our future hopes in a presentation at the National Digital Forum 2012, New Zealand — which you can see very nicely recorded in Mediasite format.

Do take a look — Cath makes a first-rate presentation, and I love the Mediasite tech used to capture it.

Since the slides are shown in a small window concurrently with Cath’s presentation, I’ve edited her presentation for Zenpundit readers, and reproduced many of her slides full-size with some of her commentary below.

**

Cath speaking:

In its first form, Sembl is an iPad game, called The Museum Game, at the National Museum of Australia. We’ve just released it in beta as a program for visiting groups.

Cath then talks about feedback from children and adults about their experience of playing the game. Some kids homed in on the principle of resemblance, others emphasised the social side of the game. She talks, too, about their teacher, and her observations about the ways the game engaged her kids.

She then shows us various Sembl gameboards for iPad:

Cath speaks:

But The Museum Game is just one form of Sembl. The Museum Game is played in real time, on site, and players take photos of physical objects to create nodes on the board.

The next step is to make a web-based form, that you could play at your own pace, and from your own place. Then, Sembl becomes a game-based social learning network, which amplifies the personal value of the game – it becomes social networking with cognitive benefits.

But it’s the bigger picture – of humans as a community – that I most want to explore: Sembl as an engine of networked ideas, or linked data.

Charles notes: I’m skipping the educational part — and the bit about my own role in the game’s development, to get to the core of her presentation as I see it: the cognitive facilitation it provides

Cath again:

Another way of saying this is that the Game provides a structure and impetus for dialogue, between the museum and visitors, between visitors and things, among visitors and between things. And this is not dialogue in the sense of an everyday conversation. It’s deeper than that. It’s a mutual experience of looking both ways, simultaneously.

Cath next quotes David Bohm, the eminent quantum physicist:

Cath speaks:

For Bohm, dialogue means holding several points of view in active suspension. He regarded this kind of dialogue as critical in order to investigate the crises facing society. He saw it as a way to liberate creativity to find solutions.

Cath then drops in an important topic header:

Toward a game-based social learning network

Cath:

The concept of Sembl, in its deepest sense, is social learning – game-based social learning. In its first instantiation, it is game-based social learning in a museum and – if things turn out as I hope they will – from next year it will be playable at any other exhibiting venue that has the infrastructure and the will to host games – galleries, libraries, botanic gardens, zoos and so on.

A web-based form of Sembl can generate linked data with a difference. It’s linked link data, and quite different to normal linked data.

• Instead of connections based on what a thing is – sculpture, or wooden, or red – Sembl generates connections based on a mutual resemblance between two things. Which, amazingly enough, is a great way of gaining a sense of what each thing is. And if your interest is to enable joyful journeying through cultural ideas, or serendipitous discovery, this approach just wins…
• Instead of compiling logical links, Sembl cultivates the analogical.
• Instead of building and deploying a structured, consistent set of relationships, Sembl revels in personal, imprecise, one-of-a-kind, free association, however crazy.
• Instead of attempting to create a comprehensive and stable map of language and culture, Sembl links are perpetually generative, celebrating the organic, dynamic quirks of cognitive and natural processes.

But the most important way that Sembl is distinct from other systems of network links is that those who generate the links learn network thinking. Which is a critical faculty in this complex time between times, as many smart people will tell you.

Poets have always known the virtues of analogy as a path to the truth.

Sembl promotes dialogic, non-linear thinking, and new forms of coherence.

It’s distinct from deliberative thinking, which is rational and causal and logical and linear.

It’s another kind of thinking, which might be informed by rational thought, but its purpose is not singular.

You might say its purpose is to create – and cohabit – a state of grace, from which ideas simply emerge.

If playing Sembl gives us practice in polyphonic thinking, if it helps cultivate connectivity and our capacity to find solutions to local and global problems, it is good value. As Charles says, every move is a creative leap.

Cath concludes:

If you’re interested in working with us to supply content, develop strategy or raise capital, we’re keen to talk.

And I can’t tell you how much I’m anticipating being able to invite everyone to play.

**

Cath can be reached via Twitter at @cathstyles, and I’m at @hipbonegamer. The Sembl site is at Sembl.net.

Next up: what Sembl has to offer the IC.

Scott Shipman had an excellent book review post An Unknown Future and a Doubtful Present: Writing the Victory Plan of 1941 — a review-lite and a few questions in which he discussed the intellectual seriousness and evolution of war planner   Major Albert C. Wedemeyer as a military officer and strategist:

….Wedemeyer was an honor graduate of the Command and General Staff College, and his performance earned him the opportunity to attended the Kriegsakademie, the German staff college. However, coupled with impressive academic preparations, Kirkpatrick writes that Wedemeyer’s curiosity exposed him to a “kaleidoscope” of ideas and methods. Kirkpatrick summed-up Wedemeyer: “Competence as a planner thus emerged as much from conscientious professional study as from formal military education…” Going on to say:

In common with many of his peers, much of Wedemeyer’s professional and intellectual education was less the product of military schooling than of personal initiative and experience in the interwar Army.

Wedemeyer’s intellectual development was purposeful and paid off. In Wedemeyer’s deep study of his profession he used the prescribed paths, but also explored on his own. How common is that today? 

As often happens, the discussion can take an unexpected turn in the comments section. Lexington Green weighed in with this:

Think about George Marshall in China, traveling around on horseback.  No cell phone, no email.  The man could actually think.  Or Eisenhower meeting with Fox Connor to talk about the books Connor had him read. Telephone calls were not even common.  The military might do well to have two days once a quarter of silent retreats, only emergency communication permitted, with literally no unnecessary conversation, for groups of officers and non-coms, with some assigned reading and some self-selected on the same theme, then an open discussion after dinner. It would cost virtually nothing and would be an intellectual and mental oasis, and some good ideas might come out of it.  Religious silent retreats which last a couple of days and are truly life-restoring. This would probably be useful as well.

That in turn provoked this response from Marshall:

My sense is that many of us live, work, and fraternize in a culture of crisis. Everything is urgent. One response is to just shut off the moment we get some downtime. TV, drinking, schlock fiction, immersion in pop culture, video games, blog reading are some of the ways I’ve coped. I grew out of those as timewasters as I realized that I no longer had time to shut off if I wanted to do something.

But I still live in a culture of crisis. Almost everybody around me “has no time”. It doesn’t really matter what is being proposed, the sense of urgency kills all ambition toward progress. Defending myself and my space form this is a daily challenge – and some days I lose.

I’m visiting family this week on a long-scheduled “vacation” that has been interrupted by my office several times already, but always with the promise, “just this thing, Marshall, we don’t want to take you away from your family”. And these are the people I choose as my allies!

The culture of crisis doesn’t believe in people’s choices. It says that time will only be wasted, so we have to keep our people busy. After all, see how they spend their “free” time? Dissolute wastrels the lot of them. And then the culture of crisis tells us that we need to recharge by shutting off our minds. You need to vege out, man, you’re stressed; turn on the TV and have a beer, mate. Or else fire up your e-mail and write six more. And, hey, sorry about your insomnia, but it lets you get a jump on the day, amirite? [….]

The discussion moved on, but I have been mulling upon this exchange ever since.

The first thing that came to mind is that what we mean by “silence” really isn’t silent, what is really meant is that there is an absence of human voice pulling at our limited capacity for attention. Cognitive load is probably a real, if variable, limit on human cognition and the nature of hyperconnected information society is that all too frequently we are -and feel – “overloaded”.

When human voices are absent the “background” environmental noise comes “forward” , natural (wind through trees, animals etc) or mechanical (various humms and clicks) that we unconsciously tune out as a matter of routine focusing on conversation or distracting hearsay, broadcasts and so on. The processing in the brain is significantly different depending on what kinds of sounds you are listening to, for example:

1. Listening to Music

2. Listening to Language

3. Listening to unpleasant sounds (nails on chalkboard etc.)

So eliminating human speech from your environment but not hearing (earplugs) itself allows other regions of your brain to become more active than usual, depending on whatever else you may be doing at the time (walking, chopping wood, smelling a flower, scanning the horizon and so on).  Your brain’s performance and how it varies when thinking under conditions of different combinations and levels of sensory stimuli – “crossmodal processing” – is not yet well understood as research is in early stages of investigation.

I will speculate here that what is important for enriching your thinking is that taking your brain out a linguistic-saturated environment (let’s include the “soundless noise” of intruding textual symbols as well from smartphones, iPads, laptops)  gives it an opportunity to operate differently for a time and establish new neuronal network patterns of activity. Various forms of meditation – which involves both silence and an intentional modulation of attention – also  alters normal  brain activity.

I will now go further out on a data-free analytical limb and hypothesize that making a practice of “silence” and/or meditation might improve your thinking by making moments of creative insight more likely. Studies on insight tend to show that as a cognitive event, insight  comes about as a kind of a “pulse” of activity and relaxation in the brain:

….Mark Jung-Beeman, a cognitive neuroscientist at Northwestern University, has spent the past fifteen years trying to figure out what happens inside the brain when people have an insight. Jung-Beeman became interested in the nature of insight in the early nineteen-nineties, while researching the right hemisphere of the brain. Mentions Jonathan Schooler. Jung-Beeman decided to compare word puzzles—or Compound Remote Associate Problems (C.R.A. Problems)—solved. He teamed up with John Kounios, a psychologist at Drexler University, and they combined fMRI and EEG (electroencephalography) testing to scan people’s brains while they solved the puzzles. The resulting studies, published in 2004 and 2006, found that people who solved puzzles with insight activated a specific subset of cortical areas. Although the answer seemed to appear out of nowhere, the mind was carefully preparing itself for the breakthrough. The suddenness of the insight is preceded by a burst of brain activity. A small fold of tissue on the surface of the right hemisphere, the anterior superior temporal gyrus (aSTG), becomes unusually active in the second before the insight. Once the brain is sufficiently focused on the problem, the cortex needs to relax, to seek out the more remote association in the right hemisphere that will provide the insight. As Kounios sees it, the insight process is an act of cognitive deliberation transformed by accidental, serendipitous connections. Mentions Joy Bhattacharya and Henri Poincaré. The brain area responsible for recognizing insight is the prefrontal cortex. Earl Miller, a neuroscientist at M.I.T., spent years studying the prefrontal cortex. He was eventually able to show that it wasn’t simply an aggregator of information, but rather it was more like a conductor, waving its baton and directing the players. In 2001, Miller and Princeton neuroscientist Jonathan Cohen published an influential paper laying out their theory of how the prefrontal cortex controls the rest of the brain. It remains unclear how simple cells recognize what the conscious mind cannot. An insight is just a fleeting glimpse of the brain’s huge store of unknown knowledge.

Another interesting data point to consider re: “silence” and insight is that the mental illness of schizophrenia, where delusions and other mental “noise” exists is significantly negatively correlated with insight.  Researchers are currently investigating if meditation can ease the symptoms of schizophrenia and other mental illnesses.

For myself, I find my best ideas come via insight when I am doing something primarily physical requiring steady but not all of my concentration and I am alone – working out, walking the dog, a household chore and so on. Relatively useful ideas can happen when I am reading or writing or debating (i.e. interacting with a text or a person), but they tend to be analytic and derivative, sort of an intellectual “tweaking” or “tinkering” but not ones that are fundamentally creative or synthesizing.

Lexington Green may be right – Silence is golden.