Archive for the 'Air Force' Category
By Chap Godbey
This photo sort of looks like a ship, right? It is, but then again it’s also something else.
For this example, the vessel–an Iraqi patrol craft made by an American company and part of a U.S. foreign military sales contract–is not just one of the assets Iraq’s military needs to protect a very crowded and consequential waterspace. It’s also a multi-decade relationship, where both countries get to know each other on an operator-to-operator level as well as on other levels. That relationship can have strategic effects as the lieutenants become admirals, and the relationship builds trust, access, and communications paths outside the formal diplomatic process and regionally as well as bilaterally.
One of the patrol spaces this ship protects drives the entire country’s economy–the oil platforms and pipeline infrastructure–and its shipping. This is recognizable to a military planner, though the economic part takes a bit of wider thinking to understand how U.S. security cooperation fits into it with training and equipment. But let’s add something important on here: U.S. policy is to support Iraq’s reintegration into the region, and it’s a top foreign policy priority for the U.S. with regard to Iraq. The military sphere tends to be a bit easier in reconnection than some other spheres; navies, since they’re mobile sovereign territory in international waters, can be the fastest of those–especially when the U.S. is acting as an honest broker. To pull off that kind of multinational reintegration is not solely a military function, but can utterly depend on the military aspect. If the U.S. really wants a whole-of-Executive-Branch (much less whole-of-government) approach to a policy problem, DoD’s mass has to be subordinated to the overall effort, even when it might not necessarily make short term military sense.
The example above isn’t perfect. Security assistance in Iraq and Afghanistan has been far from the standard situation seen by a security cooperation office, and special authorities in the law made security cooperation in these countries much different than in other countries. A more forceful example would be where the host nation is paying for every penny of the asset, since feelings about “what ‘we’ are giving ‘them'” emotionally colors the discussion, and it’s worthwhile to emphasize that foreign military sales is not necessarily coming from the U.S. taxpayer. On the other hand, the nonmilitary effects of this ship and crew, and the regional effects of what this ship does and the separate bilateral relationships that navy has with regional navies and the U.S., are pretty clear and useful to bring out the challenge of thinking about security cooperation as more than arms sales or exercises.
Many folks seem to miss the nonmilitary and regional effects of the military-to-military relationship built out of security cooperation, or even that the process is heavily structured in U.S. law. This post about security cooperation misses important considerations about what security cooperation is and what it’s supposed to do (this one by the same author is better, though of different focus). A comment of mine on that War On the Rocks post identifies structural problems in the argument, and there are other opportunities for quibbling, but that post proves that it’s worthwhile to outline some basics of SC with a view towards those regional and extramilitary effects.
Security cooperation (SC) is not very familiar to most operators in the Department of Defense. SC’s a difficult skill set. SC can pay off not only as a force multiplier, but also to provide diplomatic effects which can be game-changing. DoD personnel may only experience SC once, as an exercise or engagement event, or by doing a tour that includes a collateral duty associated with foreign military sales (FMS). More experience is in the foreign area officer (FAO) commmunity, whose officers can wind up doing SC from several angles over multiple tours, but there aren’t many FAOs around. Because the skills needed are relatively obscure inside DoD, understanding of what SC is becomes fragmentary and often misses the point. American SC can suffer from that bad understanding. (The way U.S. government agencies in the Executive Branch staff and train for SC missions doesn’t help the problem, either.)
DoD isn’t the agency where SC initially gets defined—because SC is not solely a DoD mission; it’s a State mission for which Defense is the executive agent.
Let’s define some terms here. SC includes
- security assistance (SA), which itself includes
- foreign military sales (FMS) weapons sales,
- International Military Education and Training (IMET),
- a multi-page list of other programs that somehow fit or get shoehorned into the process, and
- security cooperation (Sc), a confusingly named subset of the bigger SC which mainly deals with exercise events with host nation or meetings between military personnel.
The first one, SA, is covered under federal law. (Note: IANAL and doing this off the top of my head.) U.S. Code Title 22 is the main law that covers diplomatic and consular functions and is for the Department of State what Title 10 is for DoD. The second part of security cooperation, the non-FMS part also called security cooperation, has rules under Title 22 but is more under a section of Title 10. That part of title 10 used is different from what you might expect, and it’s administered by personnel working under a different rule set than those under the full operational command of a COCOM. DoD personnel in country doing SC serve under the direction and supervision of the Chief of the United States Diplomatic Mission to that country (usually the U.S. ambassador to that country). Security cooperation, including security assistance, is a diplomatic function, under the Ambassador’s control in country. FMS cases and IMET and exercises have significant State Department approval and coordination–and additional coordination and approval by other agencies, and in some cases White House/Congressional approval–even though DoD has the mass and the executive agent role. The effect can sometimes be that the poor bureaucrat in the other agency is either like Horatius at the bridge or Niedermeyer in the riot, trying to get the massive influx of DoD people to go a different direction. It also can become counterintuitive, since American businesses might be fighting for the contract, or if one player–even a host nation–decides it’s worth lobbying for their interests more effectively to Congress than another player.
Note here that the Security Assistance Management Manual, the reference used in the War On The Rocks post, isn’t the controlling document. The law both trumps one agency’s manual and also highlights the diplomatic and interagency nature of SC. It also implies that the SC function is something we do as an ongoing and sustaining function of a country team, rather than something switched on once a COCOM has commenced large scale operations.
Since SC is a diplomatic function, one has to consider SC less like a military operation and more like a diplomatic operation. Results will be diffuse. They will have “one step forward two steps back” aspects. Results will be hard to measure in many respects. The effort will be like a coalition effort, with occasionally immense frustration on the ground and in the staff paying off strategically, but in different spheres than expected, or with effects long after the staffer is gone. For a planner looking for consistent positive results with a focused engineering-style goal oriented mindset this is anathema. A DoD planner or operator wants to get from point A to point B in a direct and uncluttered manner. Diplomacy, especially the work performed by Department of State colleagues on the country team on ground in country, is more chaotic and messy. If done right, SC advances the national interest of the United States; builds networks, access and relationships beneficial to the U.S.; eases stresses among and between partners; provides a common operating framework in the field; and provides a useful diplomatic tool as part of an embassy country team.
(Oh, by the way: There’s no Title 10 “command” in security cooperation organizations. There is no sheriff’s badge, no salad fork, no “forces”, even though the responsibility can weigh heavily, and DoD personnel could be in remote and dangerous locations. You’re a part of the embassy country team. There’s not even an organic Article 15 or medal-awarding authority, unless you’re a general for whom a COCOM has specifically delegated it in writing.)
For representatives of either agency to best advance U.S. national interest in the long term, both Defense and State have to be able to restrain some of their agency-level cultural impulses to achieve SC most effectively. Training, both in State’s A100 class for their newly commissioned officers, and at the Defense Institute for Security Assistance Management or similar venues for DoD personnel interacting with a country team, helps introduce the cultural difference to each agency. Other agencies with a hand in SC, such as the Departments of Commerce or Treasury, have a much smaller presence and make do with corporate knowledge and help from the larger groups interacting around them. (Homeland Security mainly interacts through Coast Guard personnel, who are more acquainted with DoD’s foibles and when in theater interact often with country teams with and outside the security cooperation office in the embassy.) Some aspects can cause real friction without planners realizing its source, such as when a J5 officer assumes there’s a J5 in State, or that a Post’s plan is written with the same process as DoD’s, or that the plan is followed as closely as a DoD plan would be. On the ground, people on the country team have to make it work through force of effort and personality.
The benefits of SC have national influence, not just military, from public affairs/public diplomacy to changing policies in a country. SC also has a regional influence: in the ability to use the U.S. effort as a go-between between two partners unhappy with each other, in the ability to build regional ties with the U.S. invited to play, and in the ability to influence regional decisions based on a calculation from a nation that has to deal with what the U.S. has done in the neighborhood. It could well be that host nation has no culture of maintenance and the equipment they paid for is failing. It could be that the country’s using the military to dispense largesse domestically, and the U.S. interest in improving capacity isn’t perfectly aligned with that national desire. It could be that there’s a Red Queen effect, where the security cooperation guys are running as hard as they can to stay in place capacity-wise. It could also be that those frustrating efforts pay off in unusual ways. The military planner will do well to reach out to those other American agencies, to actually listen and adjust planning based on that reaching out, to see the role of SC as more than military capacity building, and to plan for a long and difficult but rewarding SC effort.
[republished from 11/11/12]
When I see someone walking around with a poppy on their lapel at this time of year, I always feel very nostalgic and pleased that someone has donned a symbol synonymous with service and sacrifice. It may be worthwhile to remind ourselves of the precise connection between the poppy and the day in which we take time to recognize and thank all of the Veterans who have sacrificed for our freedom.
Growing up the son of a Canadian Armed Forces officer, I was always pleased when my Dad would break out his collection of poppies every year and pin one on the lapel of my blue blazer in the days prior to November 11th. Both his father and my mother’s father fought in the First World War. Both saw horrific combat and both were highly decorated for their service.
My Dad and his brother fought in the Second World War. My Dad arrived in Normandy after the invasion in July 1944 and in his words, crawled across Northern Europe through France, Belgium, the Netherlands and into Germany before the end of the war in 1945. He did not talk much of the war, but when he did, he always told me how violent and horrible an experience it was. Fiercely proud of his unit, The Lord Stratcona’s Horse Regiment, he donned the poppy every year on the anniversary of “Rememberance Day.” He captivated my attention with the story, as told by his father, of the end of World War One on the 11th hour of the 11th day of the 11th month of November 1918. Both belligerents fired every artillery shell possible across the lines to kill as many men as possible before the clock struck 1100. Many men died in those last minutes of the war. How senseless… how tragic… and how prophetic of a peace that would not last, requiring my dad to don the uniform and go overseas to finish the job that his father could not.
Every year at this time, my dad also loved to recite the poem, “In Flanders Fields” by the Canadian surgeon, LCOL John McRae from Guelph, Ontario. He was very proud of the fact that a Canadian had written this timeless testament to the brave young soldiers who lost their lives in the Second Battle of Ypres, near Flanders, in Belgium. McRae was a Major when he wrote the poem after an unsuccessful attempt to save the life of a young Canadian wounded in battle. He jotted down his emotions while looking across a brilliant field of poppies that peacefully swayed back and forth in the breeze and in stark contrast to the carnage that existed nearby in the trenches. The poem was published in London in 1915 and became world renowned almost overnight.
My dad had it memorized and I always listened intently when he repeated it to me.
In Flanders Fields the poppies blow
Between the crosses row on row,
That mark our place; and in the sky
The larks, still bravely singing, fly
Scarce heard amid the guns below.
We are the Dead. Short days ago
We lived, felt dawn, saw sunset glow,
Loved and were loved, and now we lie
In Flanders fields.
Take up our quarrel with the foe:
To you from failing hands we throw
The torch; be yours to hold it high.
If ye break fait
h with us who die
We shall not sleep, though poppies grow
In Flanders fields
Sadly, McRae never made it back home as he died in the field of pneumonia and other complications while taking care of the troops.
Almost one hundred years have passed since Major McRae wrote the poem. He is but one of millions of selfless men and women under arms who have served and sacrificed for their country.
As we spend time with family and loved ones on 11 November, we remember the sacrifice of the countless young men and women who have served or are now standing the watch. Many have paid dearly for their service in Iraq and Afghanistan with life altering injuries. Others, sadly, have paid the ultimate sacrifice. It is essential that we take time out to remember them and thank them.
If you are so inclined, don a poppy… I will.
The incredible power of innovation and entrepreneurship often produces an unfortunate exhaust of innovocabulations. Ideate is one of those words, and made quite a show of force at DEF 2013, hosted graciously at the Chicago Booth School of Business. However, as irritating as a not-words may be, ideate serves DEF2013 core spirit as a fitting metaphor. Ideate is merely the word “idea” verbed. Rather than concentrating as many do on creativity and the idea-creation process, DEF2013’s central thrust was the array of actions necessary to turn ideas into realities.
To foster that concentration on acting on ideas, the conference content was split between presentations and break-out problem-solving sessions.
Pleasant Surprise- Presentation Twitter-Wall:
Although the break-out sessions would be the conventional show-case of attendee collaboration, the integration of the twitter-wall to the presentations was a great way to get the audience engaged. While following the flow of “#DEF2013″ commentary on the boards, members of DEF could note particular phrases or points of the speaker, argue amongst themselves, or perhaps just be snarky cough #hipstermahan /cough.
The twitter conversation during presentations was also great track-two way of “meeting” forum attendees as you retweeted poignant observations on presentations, debated points of contention, or collaborated in solutions to problems brought up by speakers and form members alike. In the break sessions, I “met” forum members, though often much of the ice was already broken by conversations we’d already had I’ve long incredibly skeptical of twitter, but I found its use in this context a rather redeeming and collaborative experience!
Oh… and it was nice to get a tweet from Harris Teeter about the Oxford Comma too. As you can tell, some of us may have gotten off topic occasionally. But hey, why buy pizza not worth defending? #pizzafort
Presentations- A Mile Wide and a Mile Deep:
Part of me will never graduate college and will always enjoy a rich lecture. While the twitter was fun, it’s foundation was the excellent presentations being given by our guest speakers. You can find those on YouTube if you missed the live feed. Some of the video is uncut and you have to jump around to find the speeches, but many are well worth it.
Rather than turn this into a book report, I’ll delve into a by-no-means-comprehensive collection of points I thought were worth taking away.
You Don’t Have To Be The Innovator/Doing Your Homework: BJ Armstrong’s The “Gun Doctor” presentation is an instant classic, and has appeared in various forms at several venues. It only gets better with time. That said, a key piece of information from that presentation is that ADM Sims started with an innovation from someone else that he considered worth his effort and attention. The conference closed with a presentation by Phil Nevil of Power2Switch taking a similar angle, how his own ideas failed but he succeeded when he championed the cause of another. In both cases, an important part of championing an idea was doing the research: becoming familiar with both your market and your product. If ADM Sims hadn’t done his research and tests on Percy Scott’s continuous-aim firing, no one would have taken him seriously. Likewise, if people in private industry just “ideate” without doing tests, research, prototyping, and probing their market, they’re not “innovating”, you’re just talking.
Fighting a Loyal Insurgency Inside the System: Stealth, focus, and aggression are not always necessary when innovating, but can be good tools when combatting entrenched interests. Peter Munson’s speech was about how leaf-eaters learn to defend the system for at the detriment of adaption and effectiveness and meat-eaters charge forward at opportunity. In an organization like the DoD, there is a reality to the necessity and purpose for the system and its leaf-eater accolytes. Innovators must carefully pick and choose their battles. This idea was summed up by the delightful peregrine falcon, Dora. Play in the system (like dora moves stealthily through the clouds) and aggressively attack when opportunity arises (poor, stupid duck). If Dora flew around squawking all day and making a mess without that focused action, too many leaf-eaters would be alerted and defend their steaming piles of process.
Building an Army: Human capital is a critical part of innovation, if not the tipping-factor in-and-of itself. Howard R. Lieberman’s presentation hit the hammer hard on the point of building a body of stakeholders and champions to help push your ideas. Don’t start with the question of what the value of your product is, but rather push what value it brings to people. Finding the meaning of your idea for other people is what builds stakeholders, who may be champions for your ideas or loyal foot-soldiers doing the testing and development who will sacrifice their time and resources to see your idea through to the end. Some of those stakeholders may provide top-cover. Many of his stories involved his company president giving him cover for his “special projects” that the board didn’t always agree with. The ground-forces are great for “taking the hill” of an idea, but close-air-support flying high in the chain of command can really change the equation. No man is an island, and no innovation is a one-man mission.
Execution, Execution, Execution: Every presentation was about how action, not creativity, is the germ of real innovation. That said, the second day of private-sector entrepreneur presentations was a wall-to-wall show of how the ability to find market-demand while developing the necessary supply is the center of the innovation universe. The difference between a real-life innovator and the chatting classes is action.
My one real criticism of the conference does lie in this category. I felt like the innovations we discussed were mostly historical or from private industry. We didn’t have a body of speakers who, as members of the military, wrestled with and executed significant innovations. That may be an indictment of our system and whether those people have been able to be truly successful or just that it is easier to success in the business world. Whatever the case may be, there will be plenty of years of DEF to find more live-streaming innovation successes within the life-lines. And yes, before you say it, I know DEF itself is a successful inside-the-lifelines success… but you know what I mean!
Don’t Get Killed in a Good Battle: Dan Moore’s presentation on breakthrough leadership through the lense of Boyd was particularly great because I found myself in a room full of Boydians debating the legacy of Boyd, army tactics, thrust lines, decision-analysis, etc… but while all of this was fascinating, the newest detail to a complete Boyd amateur like me was the disaster of his personal life. “To be or to do,” shouldn’t happen to the detriment of “being” things like a good father, husband, or just healthy individual. If you’re a hard charger and an innovator, the military needs you healthy, not burnt out fighting every battle to the hilt. You’re needed in far more than the one fight you might be in now. Dan Moore’s final point, and one to always keep close is, “don’t get killed in a good battle.”
USNI Is Awesome: Sam LaGrone’s presentation was about some self-evident truths.
There is far more material, and none of the descriptions are by any means comprehensive. While these are good takeaways, the speeches are definitely worth watching on the YouTube channel.
Breakout Groups- Thoughtifying:
What would an Entrepreneurs conference be without some actual innovating? It certainly wouldn’t be as fun. The afternoons at DEF were dedicated to breakout sessions intended to building actionable solutions to real-world problems.
I found my time in the PME “ideation” group to be an education in many already-existing processes of other branches that I wished the navy had, from selection-means-attendance to the USCG’s libertine “selection-ignores-rank”. I hadn’t realized how different the different services PME systems were, and I found it a bit depressing how some may put PME in the side-car when others described the rigor and seriousness of their selection processes.
Nathan Finney led our group, and the vast array of “free the beast” ideas to put education in the driving seat were, very pragmatically, whittled down to a single free and actionable item: use of twitter for class comprehension analysis by teachers. A great example of how the system would work was Michael-Bob Starr’s discovery that the reason he had an odd feeling he’d lost his audience for about 5 seconds was that I had tweeted “never trust a man with two first names,” during his speech. Of course, in the PME version, it wouldn’t be on all the screens and would be more a way for teachers to get input on comprehension, class observations, and the like.
Other great innovations were produced, from the Emotional Vitality Assitant (EVA) to create a hand-held link directly to mental health professionals to the DEF X-prize, rewarding military members for great ideas or great execution of ideas (we hadn’t decided yet). The dream of pushing half the acquisition system into the sea and replacing it with a 100 page paper was quite the utopian ideal, but no knives yet exist that are long enough to penetrate to the heart of the procurement beast.
The People are the Product
The lectures and break-out sessions were great, but the real reward of DEF2013 was meeting the people I’d only known through writing and reputation (or the ones I didn’t know, for that matter). In his closing words for the conference, a closing speaker said it best, “people don’t buy what you do, but why you do it.” No one came to DEF2013 to see a particular innovation or idea, but to spend a weekend chatting about their passions with people of the same level of intensity. Every branch was represented with civilians and veterans alike, but we were all there for the same “why.” They came because they believed in that process of critical thinking and seeking the greater good. We didn’t seek innovation for innovation sake, but we sought mission victories, safety and effectiveness for our fellow warfighters, good stewardship of the resources in which we were entrusted, and the importance of good ideas having their day in the arena. DEF2013 didn’t create an innovation, it bolstered the community that is going to build them together.
(Note: This article appeared at RealClearDefense and is cross-posted by permission.)
On August 18th South Korea selected Boeing’s F-15SE Silent Eagle as the sole candidate for Phase III of its Fighter eXperimental Project (F-X) over Lockheed Martin’s F-35A and the Eurofighter Typhoon. The decision has drawn vociferous criticism from defense experts who fear the selection of F-15SE may not provide the South Korean military with the sufficient Required Operational Capabilities (ROCs) to counterbalance Japan and China’s acquisition of 5th generation stealth fighters.
In hindsight, Zachary Keck of The Diplomat believes that Republic of Korea’s (ROK)preference for the F-15SE over two other competitors was “unsurprising.” After all, Boeing won the previous two fighter competitions with its F-15-K jet. In 2002 and 2008, South Korea bought a total of 61 F-15K jets from Boeing. South Korea’s predilection for the F-15SE is understandable given its 85% platform compatibility with the existing F-15Ks.
However, the most convincing explanation seems to be the fear of “structural disarmament” of the ROK Air Force should it choose to buy yet another batch of expensive fighters to replace the aging F-4 Phantom and F-5 Tiger fighters. Simply stated, the more advanced the fighter jet, the more costly it is. The more expensive the jet, the fewer the South Korean military can purchase. The fewer stealth fighters purchased, the smaller the ROK Air Force.
By Jeong Lee
Five months after the much-dreaded sequestration went into effect, many defense analysts and military officials alike are worried about the negative repercussions of the drastic budget cuts on military readiness. In his latest commentary, the rightwing commentator Alan Caruba declared that “The U.S. military is on life support.” Defense Secretary Chuck Hagel also argued in his Statement on Strategic Choices and Management Review (SCMR) that “sequester-level cuts would ‘break’ some parts of the strategy, no matter how the cuts were made [since] our military options and flexibility will be severely constrained.”
To its credit, the SCMR seemed to hint at operational and structural adjustments underway by offering two options—trading “size for high-end capacity” versus trading modernization plans “for a larger force better able to project power.” Nevertheless, one important question which went unasked was whether or not the US Armed Forces alone should continue to play GloboCop.
The current geostrategic environment has become fluid and fraught with uncertainties. As Zhang Yunan avers, China as a “moderate revisionist” will not likely replace the United States as the undisputed global champion due to myriad factors. As for the United States, in the aftermath of a decade-long war on terror and the ongoing recession, we can no longer say with certainty that the United States will still retain its unipolar hegemony in the years or decades to come.
The word “hero” is overused today. But headline writers were correct in using the word this weekend when news broke of the death of Col. Bud Day.
George Everette Day spent five-and-a-half years of the Vietnam War in the infamous Hanoi Hilton POW camp. His courage earned him the Medal of Honor. One media outlet reported, “Colonel Day received the medal for his escape and evasion, brief though it was, and his refusal to yield to his tormentors.”
That’s not the whole story. Bud Day and other POW leaders set aside the temptation to escape – they decided to stay in the Hanoi Hilton – as an even greater act of courage.
While Bud Day did make an escape attempt shortly after he was shot down on August 26, 1967, the truth about escape attempts from the Hanoi Hilton became far more complex in the years following his capture.
Please join CDR Salamander and me on February 10, 2013 at 5pm Eastern U.S. for “Episode 162: Air Diplomacy, Air-Sea Battle, and the PAC Pivot”:
As we shift from ground combat in Asia and reset to a more natural position of a naval and aerospace power, are we thinking correctly on how to best leverage our resources and strengths?
How should we be using sea power and air power to create the right effects during peace, yet be poised to have the best utility at war? Are there concepts, habits, and systems that have had their time and should be moved aside for newer tools and ideas?
Our guest for the full hour will be Dr. Adam Lowther, Senior Fellow at the Center for the National Interest in Washington, DC.
He is the author of numerous books and articles on national security topics and previously served in the US Navy.
I admit that in the past I’ve dreaded this time of year. Not because of Halloween, the fall season, or even the nearing of winter. Nope, I feared the annual arrival of the Combined Federal Campaign (CFC) leaflet that, without fail, shows up on my desk- even with the door locked- like magic.
The fear isn’t of giving money to a cause but instead the act of doing so. I find that actually filling in the form with a pen is somewhat cumbersome and, well, outdated. In fact, while attempting to fill out the form just today I had some trepidation of doing so for the fact that I may be doing it wrong. If there were only a website I could use…
Enter the modern age of the world wide web and the CFC site CFC Nexus. This was so much easier. The site touts that it only takes about 10 minutes to complete the process- I did it in seven. The hardest part(s) was finding your local donation site on the map or perhaps finding a worthy charity… which is fairly easy (might I suggest the Coast Guard Foundation (10514) or perhaps the Wounded Warrior Project (11425)).
CFC Nexus still allows you to do payroll deduction as most of us have done in the past or you can do a lump sum credit card gift.
So if you haven’t given yet I’d suggest giving the site a try. It’s easy. It’s time saving. It’s the season to give (no, really, it is.)
Disappointment. That is a very good word to use. Joint Chiefs Chairman General Martin Dempsey applied it recently. It seems the General, the Chairman of the Joint Chiefs of Staff and the senior Officer in our Armed Forces, is “disappointed” that former service members have strongly expressed opinions regarding the conduct of Administration officials, including the President.
“If someone uses the uniform, whatever uniform, for partisan politics, I am disappointed because I think it does erode that bond of trust we have with the American people,” Joint Chiefs Chairman Gen. Martin Dempsey said in an interview with Fox News while flying back from a trip to Afghanistan and Iraq. “Is it useful? No, it’s not useful. It’s not useful to me.”
He further commented:
“People don’t want us to be another special interest group.”
Those are curious words coming from General Dempsey. For several reasons. The events of the last three-plus years, including the words and actions of senior Officers in the Armed Forces, have put paid to the idea of a non-political military. The incessant pushing of “diversity” and identity politics, the immediate and unconditional collapsing to the desires of special interest groups, public proclamations of personally-held beliefs as directive moral standards, all have eroded the concept of detached and apolitical military leadership.
- The massacre at Fort Hood, perpetrated by a known radical Muslim jihadist whom the US Army managed to promote to field grade (for fear of not doing so?) who shouted “Allahu Akbar!” time and again as he murdered 13 and wounded 45, was followed immediately by the statement from Army Chief of Staff Casey that it would be tragic if “diversity was a casualty” of the murders.
- Former Chairman of the Joint Chiefs of Staff Admiral Mike Mullen offering his unsolicited personal views, and then declaring anyone in disagreement to lack “integrity”. Followed by his severe criticism for LtGen Mixon for encouraging Soldiers to express their own opinions, albeit privately, to their elected officials, which is their right to do. Further assertion was that anyone who disagreed with the policy should “vote with their feet” and leave the service.
- General Stanley McChrystal’s revelation as to which political candidate he voted for in 2008, among comments that led to his relief, went largely uncriticized, though the impropriety of such a remark was serious enough to elicit comment, and likely would have, had his political choice been otherwise.
- The recent active push for women in the infantry, as Marine Captain Kate Petronio so accurately observed, not because of any remote belief that such a policy will increase war fighting capability, but is instead “being pushed by several groups, one of which is a small committee of civilians appointed by the Secretary of Defense called the Defense Advisory Committee on Women in the Service (DACOWITS)”. Political special interests, nothing more, to which the senior leadership has largely answered “three bags full”.
- The recent appearance of uniformed military personnel at Gay Pride parades was authorized and encouraged by the Office of Secretary of Defense, with the preposterous (that is to say, knowingly untrue) assertions that the Gay Pride parade was not a political event, and the exception would somehow be “one time only”. DASD Bardorf’s statements are an out-and-out fabrication and in direct violation of the DoD Directive on the wearing of the uniform (1334.1).
Now, we have General Martin Dempsey expressing his “disappointment” with a group of Veterans who have served their country honorably and with distinction, exercising their First Amendment rights through expressing views of political opposition.
Perhaps General Dempsey can show us the legal precedent which limits the First Amendment rights of Veterans once they have left the Armed Forces to expressing only those views and opinions and those occasions that General Dempsey finds “useful”.
While he is at it, he can provide the citation in the Uniform Code of Military Justice, or ANY Federal statute in US Code, that prohibits Veterans from entering and participating in the political process.
The exercising of the rights safeguarded by our Constitution should NEVER, EVER be a cause for criticism from an active duty service member, let alone the senior Officer in our Armed Forces, who has done so in his official capacity, in that very uniform he calls so strongly to be “apolitical”.
That Constitution is the very document and safeguard which Veterans have all sworn their lives to support and defend. General Dempsey’s “disappointment” is nothing compared with the disappointment and disgust of many thousands who read his egregiously misguided comments. He is also sworn to support and defend that Constitution, not to help load it into the shredder, starting with the Bill of Rights.
No, the Armed Forces should not be a special interest group. But neither should they be willing toys of those special interest groups. There is little chance that they will be the former, but abundant evidence that they have become the latter. Senior Officers have been quite complicit in that. You want to look somewhere to end the “politics in uniform”, General Dempsey? Put your own house in order, and keep your mouth shut regarding Veterans exercising their First Amendment rights.
It is your job. Get it done. Or get gone.
We have lost a truly great one. Military Historian and analyst Sir John Keegan, OBE, has died at the age of 78.
The Telegraph announced the death of this nonpareil author and military historian. No serious student of the Profession of Arms should fail to read Keegan’s seminal work, The Face of Battle, nor many of his other numerous and superlative works, including The First World War, The Second World War, Six Armies at Normandy, and The Price of Admiralty.
Keegan’s genius in explaining the incomprehensible, warfare, at all its levels, was simply remarkable. His was a once-in-a-century intellect, and he shall be missed.
- Capstone Essay: Distributed Lethality Requires Distributed Capability Across the Surface Fleet
- On Midrats 2 Aug 15 – Episode 291: Nashville, Omar, Nigeria and Kurdistan, Long War Hour w/ Bill Roggio
- Historical Leadership Dynamics for US China Relations
- VLS At-sea Reloading
- Self-Contradiction, Priorities, Conflict, and Women in the USMC