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Interesting. I suggested something like this years ago.

….What the USG desperately needs is a national security equivalent to DARPA that can both engage in deep thinking and have the freedom to run pilot programs to enhance America’s strategic influence that can later be expanded by our traditional power bureaucracies. This would be far more than a just a federally funded think tank – RAND, Brookings, Hoover , Heritage, AEI, CATO, CFR, Carnegie, CSIS and others all do a fine job of policy analysis. They also give statesmen a productive place to hang their hat as an alternative to whoring themselves out as corporate or ideological lobbyists. Another one of those is not what the times require.

What I’m proposing is a lot closer to a cross between a soft-power version of the Institute for Advanced Studies and a clandestine service – one with the objective of developing innovative programs to maximize the influence of American values and promote “Connectivity ” in nations mired in the endemic, isolated, misery of the “Gap”. This is not what the USG normally does. The bias of State and Defense, State in particular, when dealing with foreign policy questions tend to be orientated toward day to day, tactical, crisis management….

Google appears to be trodding down that very path:

Google Grabs State Dept. Star Jared Cohen for Foreign Policy “Think/Do Tank”

Jared Cohen joined Google last week as the director of its newly created Google Ideas “think/do tank”-an entity whose objective is to dream up and try out ideas that address the challenges of counterterrorism, counterradicalism, and nonproliferation, as well as innovations for development and citizen empowerment. He has also landed a side gig as an adjunct fellow at the Council on Foreign Relations, focusing on innovation, technology, and statecraft.

Google has now hired Cohen to set up Google Ideas, which will look for innovative approaches to some of the stickiest international issues of the day. Out of his New York office, Cohen will, he told Foreign Policy, seek to “[build] teams of stakeholders with different resources and perspectives to troubleshoot challenges.” As for why he decided to give this a shot in the private sector, rather than in the public sphere, to which these issues have traditionally belonged, Cohen says there are “things the private sector can do that the U.S. government can’t do.”

The big thing is the resources and the capabilities. There are not a couple hundred [computer] engineers in the State Department that can build things; that’s just not what government does. You don’t necessarily have some of the financial resources to put behind these things. It’s really hard to bring talented young people in; there are not a lot mechanisms to do it. [And] on some topics, it’s very sensitive for government to be the one doing this.

During the Cold War, DARPA was a great success, as government bureaucracies go, partly because secrecy freed it from the normal political and bean counting constraints. The other reason was that DARPA’s focus was primarily upon engineering types of problems. Technically difficult, innovative and exploratory problems to be certain, but generally not the sort of socially constructed or influenced “wicked problems“. Or “intractable ones” ( DARPA delved into technical problems that were, due to the technological level of that earlier era, also intractable, but that is still a different kettle of fish from socioeconomic, perceptually intractable, problems). It would seem that Google Ideas will be tackling the harder set of problems to solve.

Google Ideas is an entity to watch but all the observation will be detrimental to the accomplishment of it’s mission, as the nature of social wicked problems carry with them vested interests determined to defend the dysfunctional status quo from which they derive benefits. In some scenarios, with extreme violence. In others, with political pressure. There’s a reason these problems in the human realm go unsolved – sweet reason and pilot program rational incentives might not appeal to leaders of La Familia or Palestinian Islamic Jihad.

Google might also need a formidible Google PMC.

Hat tip to Larry Dunbar.

Charles Cameron is the regular guest-blogger at Zenpundit, and has also posted at Small Wars Journal, All Things Counterterrorism, for the Chicago Boyz Afghanistan 2050 roundtable and elsewhere.  Charles read Theology at Christ Church, Oxford, under AE Harvey, and was at one time a Principal Researcher with Boston University’s Center for Millennial Studies and the Senior Analyst with the Arlington Institute:

Anecdote Before Statistic

by Charles Cameron

Maj. Gen. Robert Scales, one time commandant of the Army War College and author of books on strategy made one of those observations the other day that catch my attention out of the corner of my eye, and trigger a mini-avalanche of thought in response. What Scales said, in an interview with Government Executive, was:

Armies break anecdotally before they break statistically

Scales was discussing the dispiriting recent upwards trend in Army suicides, which has been discussed here and elsewhere – but that’s not what caught my eye or triggered the mini-avalanche.

What struck me was the pairing of the words “anecdote and “statistic”. Because that’s a pairing that’s already very prominent in my own thinking. So let me just say this:

When we think about “connecting the dots” and the intelligence community — whether it’s to discuss how the IC failed to notice this, or was overwhelmed with that excess of data, or might like the other form of massive data visualization tool — we generally think in terms of vast quantities of data, and technical means for making the appropriate connections.

My own focus is on anecdotes, not data points – on individuals and their thoughts, rather than on groups and their statistics – and on the human, pattern-recognizing brain, rather than on high tech tools and their associated budgets.

 Look: Gen. Scales is right, anecdotes come first. And whether we’re thinking about our own troops, or our involvements with others in Afghanistan, or Yemen, or wherever, let’s remember that anecdotes convey morale and context in a way that statistics never can.

So let’s begin to think a but more about our best human analysts, working with anecdotes rather than data points. The statistics and the data glut can follow later

Artificial savants? Savant augmentation? The path to mentats?

Imagine the effects of  fine-tuning this crude stimulation with precision, then additionally doing “x”so as to amplify the remaining abilities, not simply suppress the contraindicative cognitive process.

Now imagine the potential effects of doing it on a systemic, societal, basis for a generation or two.

Hat tip to The Eide Neurolearning Blog.

Dr. Chet Richards has passed along information that there will be an upcoming BOYD CONFERENCE at Quantico on October 15th and 16th at the Al Gray Research Center. The organizer of the conference is LTC. Stan Coerr, and he is busy assembling a line-up of presenters who include LTG Paul Van Riper, Robert Coram, GI Wilson, Don Vandergriff, Fred Leland and others.

I can’t really give out Col. Coerr’s email without the gentleman’s permission but for those readers who are seriously interested in attending, either send me your email address or leave it in the comments and I will coallate them and send them on.  I am not sure yet if I will be attending as it depends heavily on my work commitments, but I’d like to be there.

UPDATE:

Rob Paterson has more details on the Boyd Conference including contact information for registration:

….This symposium goes beyond Boyd’s Work. His influence on other professions and individuals making efforts to more effective outcomes in their perspective fields will be the focus of the Boyd and Beyond symposium. Topics discussed will focus not only on important military issues but will, as well, take Boyd’s theories into the different professions and realms of conflict these professions deal with.  How Boyd’s theories apply and what they have done to make all more effective at solving problems via the observation. orientation, decision and action cycles.

Understanding the OODA Loop, and the effects; Interaction, Insight,  Imagination, and Initiative, Command and Influence (LEADERSHIP) have on the constant repetitive nature of the decision making cycle can when leveraged, lead to gaining the advantage or as COL John Boyd stated; the essence of winning and losing;

“The essence of winning and losing is in learning how to shape or influence events so that we not only magnify our spirit and strength but also influence potential adversaries as well as the uncommitted so that they are drawn toward our philosophy and are empathetic towards our success.”

Law Enforcement, Homeland Security Professionals, Colleges and University Safety and Security, Hospital Security, Hotel Security and private business looking to keep their workplace safe, will benefit from the lessons learned and applied at this symposium. Developing better strategies, tactics and methods and operational art to make your organization more effective in all that it does, is the type of learning that will take place at the Boyd and Beyond Symposium

“Genius is above all rules” – Carl von Clausewitz

“Creativity is the ability to introduce order into the randomness of nature.” – Eric Hoffer

An intriguing, thought-provoking and frequently on-target paper by Dr. Anna Simons of SSI  (hat tip to SWJ Blog). First the summary excerpt and then some comments:

Got Vision? Unity of Vision in Policy and Strategy: What It Is and Why We Need It (PDF)

….Moving beyond “unity of effort” and “unity of command,” this monograph identifies an overarching need for “unity of vision.” Without someone at the helm who has a certain kind–not turn, not frame, but kind–of mind, asymmetric confrontations will be hard (if not impossible) to win. If visionary generals can be said to possess “coup d’oeil,” then unity of vision is cross-cultural coup d’oeil. As with strategic insight, either individuals have the ability to take what they know of another society and turn this to strategic–and war-winning–effect, or they do not. While having prior knowledge of the enemy is essential, strategy will also only succeed if it fits “them” and fits “us.” This means that to convey unity of vision a leader must also have an intuitive feel for “us.”

[ For the readers for whom military strategic terminology is unfamiliar, “coup d’ oeil” is an instant, intuitive, situational understanding of the military dynamics in their geographic setting. The great commanders of history, Alexander, Caesar, Belisarius, Napoleon – had it]

The key concept  here is “visionary generals” creating a mutually shared “general vision” of policy and its strategic execution. While military figures who hold high command – Eisenhower, MacArthur, Petreaus – are obvious examples, technically, it doesn’t have to be a “general” in immediate combat command, so much as the final “decider”. A figure whose authority is part autocrat and part charsmatic auctoritas. Abraham Lincoln and Winston Churchill epitomized this role, as did George Marshall, the orgainizer and architect of the Allied victory in WWII. On a less exalted scale, we see Edward Lansdale (cited by Simons) or Thomas Mann, LBJ’s behind the scenes, Latin America “policy czar” during the Dominican Crisis of 1965. 

Simons is arguing for finding “great men” of strategy rather than explaining how to contruct a strategic vision per se. There is a very strong emphasis here of successful strategy as an act of great creativity, with the strategist as a master artist of force and coercion, imposing their will on allies and the enemy to shape the outcome of events. Colonel John Collins, wrote of this article by Dr. Simons at his Warlord Loop:

Be aware that the following article is NOT about unity of vision. It is about visionaries who convinced a majority that their vision was the best available policy at a given time and place in a certain set of circumstances. Implementing plans, programs, and operations follow. Most successful visionaries indeed must be supersalespersons, because priceless theories and concepts otherwise gather dust.  

I agree. There’s a combination of actions here – strategic thought, proselytizing the vision, competent execution, empirical assessment and strategic adjustment – that feeds back continuously (or at least, it should). While Simons argues her point well and draws on several case studies from India from which I learned new things, there is a flaw in one of her premises:

Take Andrew Krepinevich’s and Barry Watts’s recent assertion that it is “past time to recognize that not everyone has the cognitive abilities and insight to be a competent strategist.”4 As they note, “strategy is about insight, creativity, and synthesis.”5 According to Krepinevich and Watts, “it appears that by the time most individuals reach their early twenties, they either have developed the cognitive skills for strategy or they have not.”6 As they go on to write:

If this is correct, then professional education or training are unlikely to inculcate a capacity for genuine strategic insight into most individuals, regardless of their raw intelligence or prior experience. Instead, the best anyone can do is to try to identify those who appear to have developed this talent and then make sure that they are utilized in positions calling for the skills of a strategist.7

Mark Moyar concurs. The point he makes again and again in his new book, A Question of Command: Counterinsurgency from the Civil War to Iraq, is that “counter-insurgency is ‘leader-centric’ warfare, a contest between elites in which the elite with superiority in certain leadership attributes usually wins.”8

Watts and Krepinevich are statistically correct regarding the rarity of strategic thinking and are probably largely correct regarding the effects of professional military education and the career path of most military officers. They are most likely wrong on the causation of the lack of strategic thinking ability. It is not exclusively a matter of winning the genetic lottery or losing it at age thirty, cognitively we are what we frequently do. Discourage a large number of people by regulation or culture from taking the initiative and making consequential choices and you will ultimately have a group bereft of strategic thought. Or possibly, thought.

As with most professionals, military officers tend to be vertical thinkers, or what Howard Gardner in Extraordinary Minds calls “Masters” – as they rise in rank, they acquire ever greater expertise over a narrower and more refined and esoteric body of professional knowledge. This tendency toward insularity and specialization, analysis and reductionism is the norm in a 20th century, modern, hierarchical institutional culture of which the US military is but one example.

However, if you educate differently, force officers out of their field (presumably into something different from military science but still useful in an adjunctive sense), the conceptual novelty will promote horizontal thinking, synthesis and insight – cognitive building blocks for strategic thinking. While we should value and promote those with demonstrated talent for strategic thinking we can also do a great deal more to educate our people to be good strategists.