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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:

A Hipbone Approach to Analysis

by Charles Cameron

I think it’s about time I laid out some of the basic thinking behind the style of analysis that I refer to as the “hipbone” approach.

Seen from one angle, it has to do with Sun Tzu’s double-whammy: “know your enemy, know yourself”.

F Scott Fitzgerald wrote, “The test of a first-rate intelligence is the ability to hold two opposing ideas in mind at the same time and still retain the ability to function.” Let me be blunt about this: if you want to “know yourself” and “know your enemy” as Sun Tzu recommends you should, you’ll need to be able to keep two opposing minds in mind at the same time – and still retain the ability to function.

The hipbone approach uses very simple concept-mapping tools and some fairly subtle insights derived from a lifetime of introspection and the arts to facilitate and annotate that process, and to make the resulting understandings available to others.

But first, let’s get down to the kind of thinking that lies behind this approach.

1

One thing I want to know is: what are the most subtle and complex mini-structures that the human mind can take in, more or less at one swoop. Then I’d like to know what their moving parts are, how — to the extent that they have a “main thrust” — they handle parallelisms and reconcile oppositions to that thrust, and what they do with stuff that’s oblique or orthogonal to it, how they put constraints to use in service of expression, what use they make of decoration, how they handle ignorance, how they reconcile head and heart, certainty and doubt, and how they keep the surface mind occupied while affecting the deeper layers of our being… And I want to know that, viscerally — to feel it in my bones, if you like – because I’d like to be able to do more or less the same thing with regard to complex real-world problems, on a napkin, by myself, or with friends or enemies.

2

I want to know what those things are because (a) they’re the most nourishing things I can feed myself, and I need all the nourishment I can get, and (b) because it turns out that if I can come up with product that has the same formal properties, I’ll be able to explain things both to myself and other people that otherwise leave me stuttering platitudes.

Somewhere right about there, I run into a quotation like this one, from Cornelius Castoriadis in his World in fragments: writings on politics, society, psychoanalysis, and the imagination:

Remember that philosophers almost always start by saying: “I want to see what being is, what reality is. Now, here is a table. What does this table show to me as characteristic of a real being?” No philosopher ever started by saying: “I want to see what being is, what reality is. Now, here is my memory of my dream of last night. What does this show to me as characteristic of a real being?” No philosopher ever starts by saying “Let Mozart’s Requiem be a paradigm of being, let us start from that.” Why could we not start by positing a dream, a poem, a symphony as paradigmatic of the fullness of being and by seeing in the physical world a deficient mode of being, instead of looking at things the other way round, instead of seeing in the imaginary — that is, human — mode of existence, a deficient or secondary mode of being?

What I think I’m hearing here, half-hidden in the words, is that the Mozart Requiem is one of those high-density, subtle and complex mini-structures.

And I agree — in fact I find myself thinking of the arts that way, as the natural places to look for high-density, subtle and complex models of reality.

3

Of course, it would be absurdly neat if nobody else had ever noticed this, and I could take all the credit for myself – but no, the great anthropologist and cybernetician Gregory Bateson makes pretty much the same observation about poetry:

One reason why poetry is important for finding out about the world is because in poetry a set of relationships get mapped onto a level of diversity in us that we don’t ordinarily have access to. We bring it out in poetry. We can give to each other in poetry the access to a set of relationships in the other person and in the world that we are not usually conscious of in ourselves. So we need poetry as knowledge about the world and about ourselves, because of this mapping from complexity to complexity.

Poems are precisely “high-density, subtle and complex mini-structures” – that’s how they manage the “mapping from complexity to complexity” – and so the question comes up, what’s the role of structure in the arts?

4

Let’s take a quick look at musical structure, and at polyphony and counterpoint in particular. Your enemy’s perspective and your own – or the many perspectives of the various stakeholders in a complex, perhaps “sticky” or “wicked” problem – can be compared with the different, often discordant melodies from which a Bach or Mozart or Beethoven weaves a fugue – melodic themes which are not infrequently “inverted” or in “contrary motion”.

So what can the musical structure of counterpoint teach us, who are faced with real-world situations comprised of different needs and ideals — often discordant, often in counterpoint or opposition to one another, often in “contrary motion”?

Here’s Edward Said, discussing the Israeli-Palestinian problem in terms (gasp!) of musical form:

When you think about it, when you think about Jew and Palestinian not separately, but as part of a symphony, there is something magnificently imposing about it. A very rich, also very tragic, also in many ways desperate history of extremes — opposites in the Hegelian sense — that is yet to receive its due. So what you are faced with is a kind of sublime grandeur of a series of tragedies, of losses, of sacrifices, of pain that would take the brain of a Bach to figure out. It would require the imagination of someone like Edmund Burke to fathom.

Like him or leave him, Said in this paragraph is clearly thinking along similar lines to the ones I’m proposing.

Or to move to yet another art, that of theater — what can we learn about the simulation and modeling of complex issues from Shakespeare? Keith Oatley’s Shakespeare’s invention of theatre as simulation that runs on minds is a serious exploration of that possibility.

5

I’m going to return to the arts, and lay out a theory of what an art is and how it works, in a later post in this series – but for now, let me just say that I’ve devised a cognitive mapping tool, or more precisely a family of games and mapping tools, that I call “HipBone Games and Analysis” because they’re all about the way one idea connects with another – just as “the hip-bone’s connected to the thigh-bone” in the song.

And as I commented recently on Zenpundit:

What I’m aiming for is a way of presenting the conflicting human feelings and understandings present in a single individual, or regarding a given topic in a small group, in a conceptual map format, with few enough nodes that the human mind can fairly easily see the major parallelisms and disjunctions, as an alternative to the linear format, always driving to its conclusion, that the white paper represents. Not as big as a book, therefore, let alone as vast as an enormous database that requires complex software like Starlight to graphically represent it, and not solely quantitative… but something you could sketch out on a napkin, showing nodes and connections, in a way that would be easily grasped and get some of the human and contextual side of an issue across.

6.

To balance Sun Tzu’s “know your enemy, know yourself” with which I began, I’ll offer by way of counterpoint Christ’s “But I say unto you which hear, Love your enemies, do good to them which hate you” (Luke 6.27). And now for two of my favorite words: more soon…

J. Scott Shipman is the owner of a boutique consulting firm in the Metro DC area that is putting Boyd’s ideas into action.

Boyd and Beyond, 2010

by J. Scott Shipman

Boyd & Beyond 2010, 15-16 October 2010

Mr. Stan Coerr (GS-15 Marine Corps, LtCol, USMCR), coordinator. Hosted by the USMC Command and Staff College at the Marine Corps University, Quantico, VA.

This was my first Boyd conference. I discovered Boyd in early 2005 through Robert Coram’s book, BOYD, The Fighter Pilot Who Changed the Art of War. I did not know what to expect of the conference, and was anxious to meet guys I’d corresponded with over the last couple of years (the ones who made it: Robert Coram, Fred Leland, Don Vandergriff, and Adam Elkus); so my thinking going in was at least I’d get to meet these guys regardless, and besides Quantico is right down I-95 from my home.

As others have already observed, Boyd 2010 exceeded any expectation. It was a pleasure to be in the same room with such an impressive collection of talent and intellect and listen to what they have done and continue to do with Boyd’s work and ideas. At the end of the first day, I felt my head was going to explode—and heard many others echoing similar sentiment. I told a friend, those two days were like drinking from a fire hydrant.

As many readers are probably already aware, the reaction to the conference has been universally positive, and calls for a 2011 event have been heard and is scheduled for 14-15 October 2011 at Quantico, same location. Stan Coerr and the USMC University deserve our gratitude for this recent event and the opportunity to reconvene next year. The bar, has indeed been set high.

What follows is from my notes, and I apologize in advance if I leave out something I should have remembered. I will try and avoid repeating too much of Adam Elkus’ excellent review, so all presenters are not covered—while all presenters provided valuable and enlightening insights. At the conclusion, I’ve added the references of books and online links that I heard (there were many more) recommended, and books and articles I recommended during the conference.

The day began with a colorful introduction to Boyd by Robert Coram. He related the circumstances of how he came to write BOYD, and shared several stories of the evolution of the book and the people he met. Coram reported that as of the conference, 73,000 copies of BOYD are in print—not bad for a book about someone most people have never heard of.

Ray Leopold, PhD, (the third acolyte) gave a touching and penetrating retrospective of how he came to be associated with John Boyd, and how that association changed his life for the better. Of interest, Ray shared a common introduction that he and Boyd used when they visited other Air Force officers. They would write the following on the blackboard:

DUTY, HONOR, COUNTRY

They would then cross these familiar words out, and replace with:

Pride, Power, Greed

From Boyd’s perspective, the military industrial complex and the inherent bureaucracy had (and in my humble opinion, continues) corrupted the original intent of those core principles military members are taught to embrace.

Don Vandergriff followed with a fast-paced explanation of his continuing efforts within the US Army to advocate Outcome Based Training and Education (T&E). He follows with successful practical examples of allowing his student to think and adapt-“off-script.” Vandergriff also recommended the work of Dr. Robert Bjork, Dean of the School of Psychology at UCLA, particularly his presentation “How We Learn Versus How We Think We Learn: Implications for the Organization of Army Training.”

General Paul Van Riper (LtGen, USMC, Ret) was the keynote and gave a compelling address on mental models and systems theory. Throughout his talk, he added insight into how John Boyd’s ideas found a home in the USMC. Gen Van Riper made the distinction between informational knowledge and transformational knowledge, and the “eloquent schema” that is OODA. He also discussed systems theory, and distinguished between linear systems (cause & effect), complex systems, and interactive complex systems. Of the later, he reminded that these systems are non-linear and unknowable using a deductive approach, and one output is emergent behavior(s).

Marcus Mainz (Major, USMC) provided insight into how he is using Boyd’s ideas in the training and development of young Marine officers and how he and his colleagues are creating the desire to learn. LtCol Mike Grice (USMC) provided our group with insight into how Boyd’s ideas translate in the field—having just returned from Afghanistan and a tour in one of Iraq’s more dangerous provinces. Both of these officers reflect well on the USMC—and if this caliber of leadership and thought is any indication, the USMC is in good hands in the years to come.

On the second day, Linton Wells, PhD, (CAPT, USN, Ret) gave a talk on naval maneuver warfare. Dr. Wells was providing a preview of his update to a seminal article of the same title he wrote for Proceedings in December 1980. Dr. Wells also provided one of the best quotes of the two days: “make knowledge accidents happen.”

Fred Leland’s presentation revolved on how he has used Boyd’s work to teach law enforcement personnel how to make good decisions. Fred began his talk with an absolutely frighteningly disturbing video from the dash-cam of a young police officer caught in a dangerous place. Fred lives his curricula, as he is an active duty police lieutenant, so his presentation had a resonance unique to our gathering.

Terry Barnhart, PhD, (Pfizer R&D) provided unique insight into how he is using Boyd’s ideas (OODA, to be specific) in his company’s R&D efforts. Barnhart, in my estimation, is onto something very powerful. He repurposed Boyd’s OODA from the traditional vernacular into: See, Reframe, Experience, Grow—but the intent remains. Dr. Barnhart placed great emphasis on “SEE” where his definition is: “assume it is wrong” and see without prejudice. He reported exciting results from using this and another model derived from Boyd’s work.

Chip Pearson, Managing Partner of a software company in Minnesota, gave an impassioned recounting of how he used/uses Boyd’s concepts to start and successfully operate his software company. His philosophy, “we make meaning, not money.” Chip focused on values, capability, and objectives. On his management philosophy, he remarked, “complete independent action scares the hell out of people”—which is how he wants his organization to operate.

Jussi Jaakonahon, from Nokia, travelled the furthest, coming from Norway, to give his talk on his experience using OODA in IT security exercises. He confirmed Boyd’s emphasis on sharing information of validity and integrity, and adapting on the fly to the mission. During this exchange someone remarked: “companies die because they do the right thing too long.” We hope he will be able to join us for both days next year.

CORRECTION:

I was contacted by Jussi Jaakonaho, I misspelled his name—this is the correct spelling. He came from Finland, not Norway. This quote should be attributed to Jussi: “companies won’t die because of their false actions. they die because of the continuing of the same actions for too long (which once were right).”

My sincere apologies for the inaccuracies. 
There was a language barrier, and as a Southerner, English is my second language:))

Dave Foster provided an introduction to his draft paper on portfolio complexities in the fog of war. One goal of his paper is helping to shrink the knowledge-doing gap. Foster is on to something, and I’m guessing this forum will help him advance his ideas.

TJ Jankowski (Col, USMCR) was the anchor man for our two days. His talk, COIN Technology and Universal Structures of Technical Knowledge, dealt with emerging theories of a taxonomy of technologies. His ideas are based on the work of Dr. Rias van Wyk which advances the idea of “a fundamental structure of technological knowledge, based in part on a very precise definition of technology and a functional  classification of all technological knowledge.” (TJ Jankowski follow-up email) The implications of these ideas could be revolutionary in our ability to conduct macro technology analysis.

Alan D. Beyerchen, Clausewitz, Nonlinearity ?and the Unpredictability of War http://www.clausewitz.com/readings/Beyerchen/CWZandNonlinearity.htm

DoD Command and Control Research Program (CCRP) by Tom Czerwinski: http://www.dodccrp.org/events/13th_iccrts_2008/CD/library/html/pdf/Czerwinski_Coping.pdf

Hew Strachan, Clausewitz’s On War: A Biography

http://www.amazon.com/gp/product/0802143636/ref=ord_cart_shr?ie=UTF8&m=ATVPDKIKX0DER

John Shook, Managing to Learn: Using the A3 Management Process

http://www.amazon.com/Managing-Learn-Using-Management-Process/dp/1934109207/ref=sr_1_1?ie=UTF8&qid=1287607276&sr=8-1

Nik Gowing, “Sky Full of Lies and Black Swans” (free registration required to access whole article)

http://www.bbcworldnews.com/Pages/Programme.aspx?id=362

Richard E. Neustadt and Ernest R. May, Thinking in Time: The Uses of History for Decision-Makers

http://www.amazon.com/Thinking-Time-Uses-History-Decision-Makers/dp/0029227917/ref=sr_1_1?ie=UTF8&qid=1287610406&sr=8-1

A few titles I recommended:

Seen recently here at Zenpundit comes with a hearty recommendation:

Magic and Mayhen, The Delusions American Foreign Policy from Korea to Afghanistan by Derek Leebaert

http://www.amazon.com/Magic-Mayhem-Delusions-American-Afghanistan/dp/1439125694/ref=sr_1_1?s=books&ie=UTF8&qid=1287610785&sr=1-1

Jim Storr, The Human Face of War. Storr does not hold Boyd and OODA in high regard, however there is much in this excellent book to admire and much to learn—it is worth the $100 price tag.

http://www.amazon.com/Human-Face-War-Birmingham-Studies/dp/1847065236/ref=sr_1_1?ie=UTF8&s=books&qid=1287611995&sr=1-1

Robert Leonhard, The Principles of War For the Information Age. Again, Leonhard is not a Boyd fan, but an important contribution to how we think—his IT ideas are dated, but the core is thought-provoking.

http://www.amazon.com/Principles-War-Information-Age/dp/0891417133/ref=sr_1_1?ie=UTF8&s=books&qid=1287612234&sr=1-1

Michael Van Nooten, The Law of the Somalis. The late Mr. Van Nooten married into a Somali tribe and used his training as an attorney to propose innovative ideas for the peaceful coexistence of Western jurisprudence with systems based on tribes or clans.

http://www.amazon.com/Law-Somalis-Foundation-Economic-Development/dp/156902250X/ref=sr_1_1?s=books&ie=UTF8&qid=1287612336&sr=1-1

Fredrich Hayek, Economics and Knowledge.

http://www.virtualschool.edu/mon/Economics/HayekEconomicsAndKnowledge.html

Fredrich Hayek, The Use of Knowledge in Society.

http://home.uchicago.edu/~vlima/courses/econ200/spring01/hayek.pdf

Many thanks to Mark for making this venue available, and I hope to see you next year at Boyd & Beyond 2011.

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

  

Good counterpoints to my previous post:

Wiggins, whose orientation toward strategy is Wohlstetterian, offers a critique.

Opposed Systems Design – The trauma of constrained ascendancy

….Mark correctly identifies a shift in Chinese behavior over the the past year or so. Where Mark’s analysis falls short lies in presuming that incompetence or short-sighted factions are responsible for this shift. The international relations theory of power cycles offers a richer way of understanding China’s position in the international system and how that has produced a change in its behavior.

Briefly, China’s relative rate of growth has begun to slow. After roughly 30 years of (accelerating) relatively faster growth than the major powers in the system, this trend has reversed itself. This is confusing, since in absolute terms China continues to grow and – by these same absolute measures – it came through the global financial crisis much better than the U.S. In tension with these trends, however, are a host of systemic factors that are constraining its growth (including demographic shifts, environmental degradation and inefficient capital allocations). The transition from early to late stage growth (or from labor-intensive to extensive or innovation-based growth) confronts China with new challenges. It becomes harder to accurately discern its place in the system and its trajectory of growth. This leads to more internal dissent among leaders trying to interpret these disparate trends and creates incentives to discard the cautionary policies of Deng (hide brightness, nourish obscurity). Before the first inflection point, time was on China’s side. A post-first inflection point China, on the other hand, begins to feel pressure to realize some of its ambitions before its window of opportunity closes. Hence, we begin to see cracks forming in the implementation of Deng’s strategy.

I have only read one paper on power cycles, recommended to me by Wiggins himself in his non-internet persona, so I am not qualified to comment on it’s theoretical strengths and weaknesses as an evaluative tool ( it would also help if were a quant rather than a qual academic). I will say that, as a rule of thumb, selective relative changes, those that are marginal in nature, are often perceived more acutely in terms of political angst than are absolute changes in real terms.

For example, agrarian populists in 19th century America were absolutely furious about the effects of a deflationary gold standard on crop prices relative to debt, liquidity and access to credit but not so exercised about the increases in purchasing power and access to consumer goods that farmers enjoyed that were unknown a generation earlier. Perhaps somewhere, there is a Chinese William Jennings Bryan in Shaanxi waiting to burst on the scene. 🙂 Or a von Tirpitz.  So there may be merit, in a macro-systemic sense, to Wiggins criticism of my post.

Dr. Thomas P.M. Barnett –The “rising near peer” returns the paranoid favor

….And we wonder why the Chinese military seem to think we’re their number one enemy?  Are we honestly that clueless or has our disingenuity broken through to some higher, slightly irrational plane?

Follow me into this brave, alternative world:

• Imagine the Chinese navy holding multinational exercises with the Cubans and Venezuelans and Nicaraguans (a silly sight, I know) in the waters around Cuba, while Beijing warns us subtly that their 1979 Cuba Defense Act will be pursued to the ultimate vigor required, including the sale of advanced attack aircraft to the Cuban air force.  
• Imagine Chinese carriers conducting such operations, sporting aircraft and weaponry that could rain destruction over most of the continental U.S. at a moment’s notice.  
• Imagine Chinese spy craft patrolling the edge of our local waters and flying around the rim of our airspace.  
• Imagine the Chinese selling all sorts of missile defense to Venezuela and other allies “scared of rising American militarism.”
• Imagine weapons purchases throughout Latin America doubling in five years time, with China supplying most of the goods.  
• Imagine Chinese naval bases and marine barracks doting the Latin American landscape and Caribbean archipelago.
• Imagine a Cuban missile crisis-like event in the mid-1990s, which led the Chinese military to propose a new evolution in their warfare since.  
• Imagine the Chinese military conducting regime toppling events in the Middle East, involving countries upon whom our energy dependency is dramatically and permanently rising, while China actually gets the vast bulk of its oil from non-Persian Gulf sources like Canada, Mexico, Latin America, Africa and itself.  
• Imagine the Chinese government demanding that the Chinese military produce an elaborate report every year detailing the “disturbing” rise of U.S. military power.  
• Imagine the Chinese military announcing their new military doctrine of attack from the sea and air, with their documents chock full of bombing maps of U.S. military installations that are widely dispersed across the entirety of the continental United States, meaning their new war doctrine has–at its core–the complete destruction of U.S. military assets on our territory as the opening bid.
• Imagine the U.S. military stating that this new doctrine of attacking the entirety of the U.S. territory is necessary to maintaining the regional balance of power in the Western hemisphere, because the U.S. Navy has–in an “unprovoked” and “provocative” manner, begun significant patrolling operations in the Caribbean Basin, whose waters constitute a “profound” national interest to the Chinese.
• Imagine this series of developments unfolding over close to two decades, as China, having lost its familiar great-power war foe, the Soviet Union, firmly glommed onto the U.S. as a replacement enemy image.
• Imagine all that, and then imagine how the U.S. military views the Chinese military.  
• Imagine if the Chinese military offered military-to-military ties under such conditions.  

What do you think the U.S. Congress would say to that?  Would it be considered “caving in” to Chinese pressure?

In backchannel, .mil circles, Tom is sometimes accused of being a “panda hugger” but I think that is attributable to the poverty of genuine strategic thinking that prevails in our national security community. A prerequisite in constructing a strategy is being able to “see the board” from the perspective of the other fellows shoes. If you can’t do that, you are stuck at the tactical-reactive level of analysis. Seeing another side’s perspective is an iterative advantage, not a weakness or evidence of sympathy. If you can game out their best moves before they can, then you are a strategist who has the ability to wrest maximum concessions at minimum cost to your own side.

We need more of that kind of thinking, not less; we’d make fewer mistakes ( like the kind the Chinese are making of late).