Archive for the 'Marine Corps' Category

Well, we had a little trouble with the technical side of live podcasting last week (and, as my old Macintosh computer used to say, “It’s not my fault”) but CDR Salamander and I are, if nothing else, persistent.

So please join us on Sunday, as we fight with electrons and, uh, other things in our presentation of Midrats Episode 210: “John Kuehn & Joint Operations from Cape Fear to the South China Sea”

Though nations for thousands of years have been wrestling with the challenge of Joint operations, as an island nation with significant global interests ashore, the USA has a rich history of doing Joint right, and blind parochialism. (Note by E1: Sal wrote this and your guess is as good as mine in what he meant in that last part there. Or, just maybe the electrons have struck again – Red Lectroids?)

Using this as a starting point, this Sunday for the full hour we will have returning guest, John Kuehn.


Dr. John T. Kuehn is the General William Stofft Chair for Historical Research at the U.S. Army Command and General Staff College. He retired from the U.S. Navy 2004 at the rank of commander after 23 years of service as a naval flight officer in EP-3s and ES-3s. He authored Agents of Innovation (2008) and co-authored Eyewitness Pacific Theater (2008) with D.M. Giangreco, as well as numerous articles and editorials and was awarded a Moncado Prize from the Society for Military History in 2011.

We will also discuss his latest book, just released by Praeger, A military History of Japan: From the Age of the Samurai to the 21st Century.

Please join us live at 5pm Eastern U.S. on 12 January 2014 or pick the show up later by clicking here.

Every listen is a strike against the Lectroids!



This photo sort of looks like a ship, right? It is, but then again it’s also something else.

UMM QASR, Iraq (March 22, 2012) P-309 was the ninth patrol boat delivered to the Iraqi Navy under FMS program. (U.S. Navy photo) UMM QASR, Iraq (March 22, 2012) P-309 was the ninth patrol boat delivered to the Iraqi Navy under FMS program. (U.S. Navy photo)

This is not just a military asset; it's an economic asset and a political asset with strategic effects in each of those spheres. A military planner working on security assistance has a challenge in thinking big enough to recognize this ship and those who sail in it as more than a militarily important system.
Photo from NAVSEA PEO Ships website

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.



3rd

The Frailty Myth

January 2014

By

Pull-ups?A few weeks ago, I started writing a post that discussed a particularly relevant and compelling thesis written by a student at the Marine Corps’ Command and Staff College. The thesis in question was written by a fellow Marine, Major Misty Posey, and is creatively titled “Duped by the ‘Frailty Myth:’ USMC Gender Based Physical Fitness Standards.” Great title, although it is so descriptive that it might lead some to believe that they can dismiss it without reading it. Don’t be fooled; it’s worth every paragraph. Mid-way through my work on the post (I write slowly), it became even more relevant, because the Marine Corps announced that it was going to postpone the requirement for women to perform pull-ups instead of the flexed arm hang as part of the Physical Fitness Test (PFT).

My first reaction to this news was to slap my forehead again. My second was to work harder at carving out the time to write this post in light of the news. Grad school and the holidays intervened, life happened, and I woke up this week to find two separate newspaper articles (Washington Post and San Diego Union-Tribune) beating me to the punch.

I wrote about pull-ups last summer, when I first heard that the requirement might be delayed. My opinion has not changed. But Major Posey’s thesis says it bigger and better; she describes the Marine Corps as “institutionally constipated,” a phrase I can only hope to use myself in my writing one day. I sincerely hope some of our leaders read her work.

She explains in great detail how men and women develop physical expectations and how this affects actual capabilities, and it rings true. I wrote earlier that while many male friends had to do pull-ups in high school PE, I was only required to run/walk one mile after a year of “training.” I had to learn line dancing in PE another year. And a third year involved a semester of “Jake on the Beach” aerobics tapes—the low-impact version so as to not hurt us girls. That’s a far cry from doing pull-ups. And the gap between what we expect our men to do and what we expect our women to do only continues to grow and become entrenched after high school. Remember the President’s Physical Fitness Test? No wonder women show up at 18-22 years old and can’t do pull-ups. I couldn’t either. It no surprise that it’s taking some time for women to develop the upper body strength and mental confidence needed to do pull-ups.

The pull-up requirement delay is causing mass hysteria among those who think such an event signifies the end of the world is approaching, or at the least that dogs and cats are starting to live together. I beg our leaders to take a step back and focus on a few brief points: 1) these are just pull-ups. And women are often starting from a lower level of strength. Of course they will get there, it will just take time. It has only been a year, for crying out loud. 2) These are Marines we are talking about. Again, they will get there. Just takes time. 3) Keep it at a delay and no more. Don’t throw out the requirement.

We really should make this whole discussion a discussion about the PFT itself, while we’re at it. It is meant to measure individual fitness, thus the gender-normed and age-normed standards (any takers on the age-normed standards? I don’t hear much about them). Yet it fails at that task, and is systematically used and interpreted in a very different way anyway. What are we really trying to do here, measure overall fitness or ensure we are aware of strengths and weaknesses in our units? What would benefit leaders more?

Truth is, women can get plenty strong, strong enough for all the pull-ups we need. I’m not in love with pull-ups; make the test pushups instead. Or handstands. Bear crawls. Whatever. But we should set one standard for all Marines and stick with it, and make it high. Separate standards hurt women far more than they could possibly help them, and they hurt the Marine Corps. Delaying the change is not necessarily bad…as long as the change happens.

Here’s the thing: the flexed-arm-hang requirement, the postponement of the pull-up requirement, lower physical standards…these things simply limit Marines. They limit personal expectations, they limit expectations of others. They effectively pat our Marines on the head and say, “nice try, honey, but we don’t think you should bother with this.” Why do that? Why shoot ourselves in the foot and limit our future leaders and the future of the Marine Corps?

Who determines any individual’s physical baseline? Who sets those limits? By delaying the pull-ups and questioning women’s abilities to perform to that standard, we are imposing external limits. We’re saying that women should not be expected to have great strength, that pulling our own weight up to a bar 20 times, or even 3 times, is too much to ask. And that, right there, is what makes me worry. I believed it for years, and I was wrong. And now I’m older—I could have been doing these for years! Instead of limiting our Marines, we should ask more of them: set the bar high, and encourage them to fly right past it. We’re not doing that right now.

(Fun Facts from the Marine Corps Times: the first female PFT, in 1969, required women to perform a 120’ shuttle run, vertical jump, knee pushups, situps, and a 600-yard run/walk. The PFT has only been altered two more times for women: in 1975, it changed to a 1.5 mile run, situps, and the dreaded flexed-arm hang, and in 1996 the 1.5 miles changed to 3 miles. Maybe it’s time for a reassessment?)



Senator Kelly Ayotte (R-NH) addresses the attendees of Defense Forum Washington.



Secretary of the Navy Ray Mabus speaks at Defense Forum Washington.



Senator Tim Kaine (D-VA) speaks at Defense Forum Washington about the defense budget and the future of the sea services.



Congressman J. Randy Forbes (R-VA) addresses the attendees of Defense Forum Washington.



After nearly three decades of peace the U.S. Navy went to war again, this time with Mexico. This conflict was fought both on the Pacific coast and in the Gulf of Mexico, and marked the Navy’s first large-scale amphibious operations.



Please join us at 5 pm (Eastern U.S.) on 24 Nov 13 for Midrats Episode 203: Bob Work and Global Maritime Power:

When one hangs up the uniform after decades of service, but still wants to contribute to their nations national security needs, what paths can that take? How does one find a path forward, and what are the keys to success?

In a budgetary challenge not seen by the US military in two decades, what are the important “must haves” that need to be kept at full strength, and what “nice to haves” may have to be put in to the side?

What are the legacy ideas, concepts, and capabilities that the Navy and Marine Corps need to make sure they maintain mastery of, and what new things are either here or are soon on the way that we need to set conditions for success now?

Our guest for the full hour to discuss this and more will be Robert O. Work, Col. USMC (Ret), presently CEO of the Center for a New American Security (CNAS), and former Undersecretary of the Navy from 2009-2013.

After 27-years of active duty service in the Marine Corps, Work joined the Center for Strategic and Budgetary Assessments (CSBA), where he focused on defense strategy and programs, revolutions in war, Department of Defense transformation, and maritime affairs. He also contributed to Department of Defense studies on global basing and emerging military missions; and provided support for the 2006 Quadrennial Defense Review.

During this time, Work was also an adjunct professor at George Washington University, where he taught defense analysis and roles and missions of the armed forces.

In late 2008, Work served on President Barack Obama’s Department of Defense Transition Team.

He earned his Bachelor of Science degree from the University of Illinois; and has Masters Degrees from the University of Southern California, the Naval Postgraduate School; and Johns Hopkins School of Advanced International Studies.

Join us live (5pm EST) or pick the show up later by clicking here.



The inevitable fiscal crunch that is starting our Military down has the Pharisees of the defense industry, think tanks, and senior military leaders all rabble-rabbling about the need for change. Some of that change is strategic- Asia Pacific pivot anyone? Other bits of it reside in the acquisitions department, as we see with the pros and cons of developing “revolutionary” weapons systems to confront “new” threats. The most harrowing changes for military leaders are the all too well known cuts to manpower that will come in some fashion, no matter the logic, or lack thereof, which delineates how those cuts will happen. There is more change in the air than cordite after an end of fiscal year shooting range, but it is important to reflect on some history in order to avoid stepping on the same proverbial rakes that have smacked our national security establishment in the face during previous drawdowns.

Ideas like this one are an especially pervasive form of bad, and seem unable to die even when history proves them inadvisable. We saw the call for unification in President Eisenhower’s attempts to reevaluate our national security establishment in light of the massive technological, strategic, and social changes that occurred after World War Two. It was vital to acknowledge the necessity of change in that period, because much like Eisenhower’s dictum on planning, self-examination is vital even if most of the individual recommendations may turn out to be worthless. Reconsidering defense in light of nuclear weapons, ICBMS, and the bi-polar nature of security dilemmas when facing the Soviet Union was important. Trusting academic tea-leaf readers in their assessments and then proclaiming there would “never be another amphibious landing”, that ground forces would not be used in limited wars, and that tactical airpower was only needed to defend or shoot down strategic airpower looks downright foolhardy when viewed as historical record. What saved us from the march to a monolithic Star Fleet force that all wore the small uniforms and all died like red shirts landing on Klingon? The pluralistic competition of our service structure, which was inefficient and far from perfect, but possessed a flexibility that made it anti-fragile.

Separate services, even separate services that possess redundant capabilities, are a vital part of American national defense. The Army needs the Marine Corps to soak up public attention as a motivation for better performance as badly as the Marine Corps need the Army to keep its constant self worry about irrelevance and drive its performance. Those intangible reasons can be criticized as they are not measurable, but of direct consequence are the different service outlooks which spurn actual innovation.

The Marine Corps decided it would gladly incorporate vulnerable and unwieldy rotary aircraft that Army and Air Force leaders largely ignored during Korea, and in doing so enabled the much better resourced Army to perfect the techniques of vertical envelopment to a higher degree than it ever could in Vietnam. The Navy had to have an Air Force that threatened its budget in order to develop SSBNs, and not pursue the much less effective option of carrier borne strategic bombers. Our most recent wars have shown the truth that a market place of defense ideas is better than a command economy for strategy. While the Marine Corps stubbornly resisted SOCOM membership, the other services gladly perfected the techniques needed to combat global terrorism in the learning laboratories of Somalia, Bosnia, Afghanistan, and Iraq. Those were bloody lessons, but proved that some enemies cannot be defeated by large MEUs waiting off shores, although the synergy created between such a force and SOCOM has proven to be vital, and continues to pay national security dividends. Service diversity even ensures we do not forget lessons learned in blood that may seem inefficient during peacetime arguments on Capitol Hill. Even the best planners can shortchange things that are easily forgotten as peace breaks out. Something as boring as oil platform protection is a skill the world’s preeminent Navy forgot, and had to relearn from the worlds 12th largest navy (the U.S. Coast Guard). There is known historical value and definite future value in keeping a diverse and flexible force, but to do so one must resist the urge to unify in the name of declining dollars. Cost savings are easy to evaluate in peacetime dollars, but take on a morbid tone when seen in defeat and death at the opening stages of a conflict.

Cleary such an arrangement has inefficiencies, and wasting taxpayer dollars in the worst economy in years should be viewed as criminal no matter if the DOD is committing the waste or not. Grenada, Desert One, and Vietnam all demonstrated the tragic human cost of pursuing service parochialism over higher interests. Such costs have been mitigated in part by the Goldwater-Nichols act of 1986. Goldwater-Nichols is far from perfect and could use an upgrade to incorporate recent lessons from the Long War. Jointness in our operations, communications, and interoperability is a good thing. Understanding perspective, knowing how the whole of the military functions instead of just one’s own slice, and talk the language of service peers are also good things. Making claims that bureaucratic restructuring to “align” and “combine” are fools errands, they repeat the mistakes that we almost made in trying to tear down an organic system. Our current force has grown through invaluable combat experience, to replace it with a theoretical framework that has never worked is a bad idea of immense magnitude.

There have been examples of “unified” militaries, look at Saddam’s Republican Guard, it clearly combined the best equipment, personnel, and training available to fulfill “civilian” leadership’s strategic wishes. Such a system is horribly fragile, and succumbs to the groupthink that all bureaucracies do. In this age of belt tightening, we should correctly become more efficient, but there are better ways than throwing out everything and starting from scratch. Reexamining our bloated personnel policies, taking a hard look at our compensation and retirement systems that resemble ticking fiscal bombs, and revamping our professional military education are all better places to start than tired and historically bankrupt calls for the “merger of …[U.S.]…ground forces”. The diversity of thought which comes from each service is one of the strongest weapons our joint force possesses, it would wise to avoid dulling such fine tool so we can save dollars only to spend lives unnecessarily in a future conflict.



« Older Entries Newer Entries »
2014 Information Domination Essay Contest