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A work colleague, of great height and formidible baldness, pointed me to a new, dynamic slideware app called Prezi.

While Prezi is interesting in itself for those of you condemned to give briefings and presentations, I was intrigued by one of their showcase demos on metaphors. A first rate, concise, presentation on metaphorical thinking  by Adam Somlai-Fischer; a strong cognitive bent, but very reachable for a general audience.

By the way, you should watch this presentation on “Autoplay” while listening to this:

Mixing Mind and Metaphor on Prezi

National security, or some of the inside-baseball politics thereof, is shifting.

Within hours of the polls closing and buried in the noise over politics:

Control of intelligence budget will shift

NEW ORLEANS – Director of National Intelligence James R. Clapper Jr. said Tuesday that he has won a “conceptual agreement” to remove the $53 billion national intelligence budget from Pentagon control and place it under his purview by 2013, as part of an effort to enhance his authority over the U.S. intelligence community.

“To me, it’s a win-win,” he told an audience at the U.S. Geospatial Intelligence Foundation conference here. Clapper’s deal with Defense Secretary Robert M. Gates would take “$50 billion off the top line” of the Pentagon budget and give the Office of the Director of National Intelligence (ODNI) “more authority and oversight” of the budget. The $27 billion military intelligence budget would remain under the Defense Department, Clapper said.

….With his trademark wry humor, he also said he is bringing back “a certain unnamed intelligence officer from Afghanistan” who wrote a report critical of intelligence gathering there; this officer will help improve intelligence sharing among federal agencies and with state and local agencies. “Hey buddy,” Clapper quipped, “you can help me fix it.” The “buddy” is Maj. Gen. Michael T. Flynn, who wrote his report for the Center for a New American Security. He will become an assistant director at the ODNI

The DNI, who garnered a colossal $ 50 billion in budgetary authority over the IC that formerly resided with Defense, gave up turf on “cybersecurity”, seen as a future gold mine by Pentagon contractors.

It is noteworthy, that among the Democratic fallen in the House yesterday was Armed Services Committee Chairman Ike Skelton, a true expert in military affairs with a passion for strategy. Exiting with him are three other moderate Southern Democrats, putting the minority Democrats on Armed Services most likely under the leftist Pelosi ally, Rep. Silvestre Reyes, as new GOP members take over.

Presumably, this intel agreement moves oversight over a vast chunk of sensitive IC activity away from Armed Services to the House Intelligence Committee. Hard to say now exactly to what extent. It would also take defending these programs off of Secretary Gate’s plate when the budget knives come out and into the lap of the DNI and the White House.

Finally, I will add that CNAS is emerging as the equivalent of the RAND of the 21st century.

 For national security buffs, this is definitely worth a look:

Congressional Research Service – Richard Best :The National Security Council: An Organizational Assessment (PDF)

The NSC has a few fundamental tasks, not all of which are mutually compatible:

1. Honest broker on policy options and steward of the inter-agency coordination process.

2. Enforcement of bureaucratic accountability for PDD/NSDD orders from the President.

3. Analysis of bureaucracy-generated “options” ( usually artificially restricted to suit departmental interests) and proposing policy alternatives for the President.

Historically, most NSCs can do at least one of these tasks well, though sometimes not even that. Eisenhower’s NSC, in sync with the rest of his administration, was much more effective than most. However, this case was due not only to Ike’s oorganizational preferences as a former holder of supreme military command, but the close working relationships of his SECSTATE, John Foster Dulles, DCI Allen Dulles and Chief of Staff Sherman Adams.

Eisenhower ran a very tight ship. Most presidents come into office not knowing what they do not know and their NSC is seldom structured to compensate, being redesigned in the first national security directives to suit the preconceptions of the incoming POTUS and his political advisers. Presidents get what they ask for in an NSC, not what they will actually need.

Interestingly, “operational control” sometimes is covertly lodged in the NSC when a POTUS attempts to outflank a hostile bureaucracy rather than confront blatant insubordination from five levels below an ineffectual or indifferent Cabinet member. This usually has had very mixed results, permitting both brilliant tactical moves and ill-considered cowboyism from policy types attempting to “wing” directing delicate intelligence, diplomatic or military actions.

Joseph Fouche…..

Quoth Charles Cameron over at his blog (now featuring special guest blogger Mark Safranski):

Heh. We laugh because it is funny and we laugh because it is true.

I’m very happy to have Charles Cameron aboard at ZP and welcome his always stimulating postings here. I will also remind readers that Charles can also be found at Chicago Boyz, where he has become part of the stable of regular bloggers ( one including….Citizen Fouche!).

I have been taking some down time lately to deal with some issues in the intruding “real world”. My intention in the next few weeks is to focus on shorter but more frequent posts for a while and let Charles have free reign. Normal blogging on my part will resume relatively soon.

John Seely Brown, who is the co-author of The Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion along with blogfriend John Hagel and Lang Davison, is primarily speaking about education and learning in an ecological paradigm.

Note to self: I need to read this book.

That said, “pull” is the fulcrum for all 20th century orgs that hope to adapt to the 21st, not just public education. Hierarchies, including states, can no longer completely dominate, only aspire to generally arbitrate, or concentrate their powers in an asymmetric fashion. To do this, over the long term, requires putting  attracting the allegiance of clients and allies capable of taking independent initiative in harmony with the org’s vision rather than relying primarily upon coercion to force people to mechanistically follow orders.

Not sure that too many people in our hallowed institutions “get it”.