Archive for the 'Soft Power' Category
At first glance, what you see is an invasion. That is exactly what it is.
Throughout human history, masses of people have been pushed out of one area, or attracted in to another. Trying to escape a more determined foe, a homeland that can no longer support its population, or simply attracted by a weaker neighbor that inhabits more desirable territory – people move.
Small scale migrations are always happening – what moves history are large scale migrations.
There are three things that need to exist in order to trigger large scale migrations; (a) a drive to leave a present home; (b) a more attractive location to move to; (c) a manageable barrier of entry that is less of a concern than the forces producing the drive in (a).
If (a+b)>c, then you have then entering arguments set to trigger a migration. The greater the magnitude of a & b, the stronger flux of the migration.
That is the reason that North-Central Asian Finns, Estonians, and Hungarians now reside in Central Europe. Why the Goths from Southern Scandinavia wound up taking a long route to North Africa. Why the people of Madagascar are ethnically closer to the people of Indonesia than right across the channel to mainland Africa. That is why you have Englishmen in the North Pacific, Germans in the South Atlantic, and every soccer team in Asia has someone related to Genghis Khan.
With the exception of the Goths, the Mongols, and the more recent events in the Western Hemisphere, all the major migrations through we know of occurred in pre-history. We can guess how these went, but let’s stick to those we know.
There are three different migration themes on how migrations start.
On two extremes are:
-The Dove: the peaceful migration of the initial waves of the Polynesian through Pacific – peaceful because in their islands from New Zealand to Easter Hawaii, there were no other humans (though the second wave to Hawaii by Polynesians was far from peaceful). This is the most rare.
– The Wolf: Red in tooth and claw Mongol invasions of, well everyone. The Iberian colonization of South America. Australian colonization. Magyar invasions of Europe. This is more common, but not the majority.
In the middle, and the one that is the most common in the way it starts, is;
-The Other: economic, ecological, or political migrants; North American colonization from Europe. New Zealand colonization from Britain. Gothic/Germanic population of the Western Roman Empire.
Those are the major examples of the most disruptive of The Other. There is a subset of The Other that is minor, bur as a result are not very disruptive and mostly positive and integrative to the host nation; the Jewish diaspera; French Protestant migrations following their expulsion from France; 19th & 20th Century Italian immigration to the USA.
The Other is the most common and the most successful. It usually starts with small populations of migrants who get a foothold and then grow as the host population, for a variety of demographic, economic, cultural, or political reasons, grows weaker. More migrants come attracted to the land, or given more reason to escape from their homeland – or more often a combination of the two.
In time, one of two things happen, once a critical mass is reached, either the host and migrant cultures blend together and almost without notice become one. The previously mentioned Italian, French and Jewish examples are like this. You could also add in the 19th Century German migrations to the USA – one of the more under told stories locally.
If the two cultures for religious, cultural, or more often political reasons cannot become one – then there is conflict, usurpation, and a new host culture take control. The Germanic populations in the Western Roman Empire, the Reconquista of the Iberian peninsula, and parts of the former Yugoslavia are variations of this.
That is also why Spanish was and now English is the language of Comancheria.
There is your broad, sliding scale; from Dove, to The Other, to Wolf. Just because something starts as one, does not mean it stays there.
The N. American pattern went from Other to Wolf inside a generation. New Zealand at one point or another saw all three. The normal result of mass migration is conflict – the exception is peaceful integration.
One would think that the historical example would lead to host nations to promote integration-centric policies. Sadly, that is largely not the case.
The largest barrier to this era’s migration success is a cultural malfunction where assimilation – a process that blends people together – is not the predominate mindset in the host nation, and as a result, encourages the sectarian tendencies of large groups of The Other. It is apartness, multiculturalism, and the – to use a very accurate description of the problem – Balkanization of land and people that will warp the trends toward conflict.
This is why nations are, in different ways, pushing back against this rising tide of migration. They know where this ends. The era of plenty of open land and expanding economic resources is long gone. More people after finite resources; this social science historical dynamic is well known.
The push back is relatively weak but growing stronger in Europe – but strong and getting stronger in Asia and other parts of the world.
Now that the table is set – look again at the map at the opening of this post. As most of the news reports reflect – there is a maritime crisis in the Mediterranean. This is only going to grow, and not just in the Mediterranean.
Australia has known for a long time and now the rest of Southeast Asia are seeing the problem in Asia is also largely a maritime one.
Clashes in 2012 between the state’s Buddhist community and Rohingya Muslims, a long-oppressed linguistic and ethnic minority in this majority Buddhist country, left hundreds dead and more than 140,000 people homeless.
The United Nations estimates more than 100,000 Rohingya have fled Myanmar by sea since ethnic and sectarian violence erupted.
“I feel so sorry for them,” Kraiwut said. “It’s so different to when you see these refugees on land, and the conditions are so terrible.”
Late last week, residents on Koh Lipe Island in southern Thailand could be seen collecting food, water and clothes to take to the migrants on board the boats, but since then the military has told them not to take supplies out to the boats, or to talk to journalists about the situation.
A top Malaysian official has said the surge of migrants from Myanmar and Bangladesh seeking asylum in his country and neighboring Indonesia in recent days is unwelcome — and despite a U.N. appeal, his government will turn back any illegal arrivals.
“We cannot welcome them here,” Malaysian Deputy Home Minister Wan Junaidi Jaafar told CNN by phone last week.
“If we continue to welcome them, then hundreds of thousands will come from Myanmar and Bangladesh.”
Last night, Malaysia and Indonesia, predominately Muslim nations, have agreed to temporarily take in these desperate people, but for nations already struggling with their own ethnic conflict, and knowing the dangers of opening the door, it is unlikely to be a permanent solution.
When you look at the dual force of demographics and poor economics in the nations the migrants are coming from – and combine that with a growing “no thanks, we’re full” mindset in already overcrowded developed and developing nations – are the world’s maritime powers ready to respond to the masses at sea?
When pulses of desperate migrants surge forth as conflict occurs in these tottering and dusty edges of modernity – what will be the response as the walls grow and thicken while the oceanic commons fill with the boats and bodies of migrants?
The politicians will eventually decide on a path. Any path will require the tools of national will – military, paramilitary, legal, and police power – to respond and act. That requires training, equipment, and procedures – all done in a multinational environment.
We might as well start increasing this part of our toolbox; the requirement is only going to grow. The mission you may not want, but may get anyway.
– Will we just block, send back and watch as more ships founder and drift?
– Will we intercept, tow, and divert?
– If the pressure-valve of migration is stopped, then the stress for resources and justice in the source nations can only lead in one direction – conflict. Will we be in the consequence management business even more – or like the international fleet off Smyrna (now Izmir), just hang out and watch the bloodbath?
A final note: why not mention the issue of immigration to the USA? Different problem in both geography, culture and scale. Much easier for a diluted majority Anglo-Saxon-Germanic culture to absorb migrants from mostly Catholic Iberianesque cultures than what the rest of the world if facing. As I grew up in just that environment – I don’t see the issue. We’re fine. Also, more of a land and as a result police issue. I’ll let the Army and law enforcement side of the house address that if they wish.
I have also lived at the edges of the unassimilated masses of N. Africans, Turks, and S. Asians that are swelling in Europe – I see the huge challenge those nations will have to learn to deal with one way or the other. The trend lines speak for themselves.
Last year on National Public Radio’s “Marketplace,” host Kai Ryssdal closed many of his interviews in the Corner Office segment by asking those captains of industry to describe what their firms do in 5 words or fewer. Intel CEO Brian Krzanich came close: “We make everything connected and smart.” Most didn’t come that close.
A couple of months ago, DoD and DHS teamed up to unveil “A Cooperative Strategy for 21st Century Seapower.” Admiral Greenert, General Dunford, and Admiral Zukunft got together at the Center for Strategic and International Studies with Admiral (ret) Stavridis to discuss the new strategy, and give those in attendance a chance to ask a few questions. They didn’t make it in 5 words.
The challenge for the Chief of Naval Operations: In 5 or fewer words, what does the Navy do?
To be fair, bedrock guidance for the at-sea service of a global power will probably have to flesh things out a bit, and the Cooperative Strategy certainly does: What does the Navy do? How do we aim to do it? How do we sustain those efforts into the future? Check, check and check, but at 48 pages it isn’t exactly accessible. To those of us who live, eat, and breathe Navy, it is clear and understandable. How does it resonate with the millions of Americans who do not spend their days poring over budget exhibits and JCIDS documents, but still pay taxes, vote and watch CNN?
The 5 word definition by itself is not important. The conversation is. The Navy doesn’t need this description to replace the “global force for good,” and 5 words is probably impossible. To paraphrase Ike: plans are worthless; planning is everything. It is important to our young talent pool who may choose to honor us with their service. Junior officers and NCOs will want to know why to stay. Taxpayers will want to know what they’re buying. So why 5 words? The Navy needs to hone its messages, and needs a barrier to drive creativity. Set the bar high, and force discussion, argument and compromise. In 5 words, no one will get everything they want, but everyone will have to make a strong case for it. So where does this exercise drive us?
The Navy needs champions, vocal leaders in the service, in Congress, and elsewhere to communicate a compelling vision of the value the United States Navy provides for the country and the world. Alfred Thayer Mahan’s compelling argument of the importance of Seapower left a lasting imprint on U.S. policy. He didn’t see the future in terms of hardware and tactics, but he didn’t have to. Presidents, Congressmen, and the people took note, and the United States funded and built a Navy capable of playing in a balance-of-power world. Champions of the Navy must articulate clear objectives and cogent arguments. While the QDR and 21st Century Strategy provide top-level guidance, they seem to indicate that we should be doing everything. If everything is a priority, then nothing is a priority, and we’re left with POM competition to determine our path. “Five words” discussions will force us to be brutally honest about what we want to achieve, what we can afford, and what the limits of American Seapower may be.
Another important group the Navy needs to inspire is young people, the workforce of the future. While pop-cultural generalization indicates Millennials seek out inspiration in their careers, the truth is everyone, of all generations, wants to be inspired. Everyone wants to believe that their contributions are meaningful. Access and aptitude for using technology and navigating the ever-growing web of information apparently makes Millennials more difficult to lead than the coffee house slackers and the “Me Generation” that came before them. This changes neither the Navy’s requirement to recruit and train a fighting force, nor the fierce competition with other services for talent. As economic recovery continues, recruiting and retention challenges will only continue to mount. Focus counts to anyone who considers joining the Navy.
While the economy may have taken a step forward from 2009, pressure on the national budget remains. Even though years have passed since 9/11, virtually no one will say that defense spending is not important, but increased funding for defense spending is not in the offing. Many tax payers will wonder if it is as important as it once was, and as critical as other agencies’ concerns today. The focus and debate stimulated by the 5-word question will help hammer out how best to spend limited resources. How do we put a price on readiness? How can we calculate the cost of a sufficient deterrent? We must prove to the country that we are making the most of our resources.
How would the CNO respond, in 5 words or fewer: What does the Navy do? (At best, they need to do it in 140 or fewer characters.) The answers may determine how the Navy is viewed, funded and used as a component of U.S. foreign policy, and the U.S. role in global affairs. Let’s start with the corner office challenge. How about “Deterrent and coercive force of American Foreign Policy in the Global Commons?” Twelve words. Missed out on humanitarian operations, and “coercive” seems a bit impolite. “Sea control in maritime domains?” Five words, but should the United States aspire to truly control the seas? Credit Mr. Ryssdal (a former naval aviator himself), this is a tough question.
“Never let a serious crisis go to waste.
And what I mean by that is it’s an opportunity to do things you think you could not do before.”
We are living in a time of crisis. From the ongoing conflict in Iraq to the lingering threat of a Greek bond default, the American-led global order is confronted daily with multiple threats to its stability. These threats are occurring at a time when the resources required to manage these challenges are stretched increasingly thin. The US methodology for dealing with geopolitical crises remains largely unchanged since the end of World War II – scramble the diplomats, rally our allies, convene the UN Security Council, and reposition the aircraft carriers. Rarely have policymakers actually resolved the crisis. Rather, they work to restore the status quo ante crisis, or at least avoid the worst possible outcome.
There is, however, an equally valid alternative approach to managing the periodic occurrence of systemically destabilizing events, an approach that has been utilized successfully by other countries, if not by the United States. In the above statement Mr. Emmanuel was, consciously or not, paraphrasing a piece of popular Chinese wisdom; when written in Chinese, the word ‘crisis’ is composed of two characters. One represents danger and the other represents opportunity.
The Chinese have had ample opportunities to operationally deploy the “crisis-as-an-opportunity” philosophy since their reintegration into the global system in the early 1980s. Several crises have threatened China’s unique system of one-party rule; notably the 1989 Tiananmen Square demonstrations and the 1997 Asian financial crisis. In both cases, the Chinese Communist Party was able to adjust, if not necessarily reform, the institutional responses of its parent state. In order to ward off the threats to stability, it leveraged the conditions created by the crisis to the advantage of the ruling Communist Party.
But nowhere has this quintessentially Chinese view been on display more than in the reconstitution of the Chinese Coast Guard during the Senkaku Islands dispute. The Chinese were skillfully able to leverage the dispute to improve inter-service coordination, refine their operating doctrines, and energize the bureaucracy of the Chinese maritime services to make critical reforms. This piece will not examine the broader geopolitical context of the current dispute, nor will it attempt to guess when or how the dispute, which began to flare up in September 2012, will end. Rather, the focus will be solely on how China’s maritime services have not only benefited from constant, low-level military operations other than war from a training and funding perspective, but also how the coast guard agencies fundamentally restructured themselves and become a more potent paramilitary force.
Eliminating Duplication of Effort
Prior to July 2013, the Chinese ‘coast guard’ was an amalgamation of six different agencies, subordinate to five different ministries, all ultimately operating under the aegis of the State Council, the all-powerful Chinese Interior Ministry headed by the nation’s Premier. These agencies were guided by notionally separate but often overlapping law enforcement functions. For example, China’s Fisheries Law Enforcement Command (FLEC) was established in May 2000 by the Agricultural Ministry to enforce China’s fishing laws, to coordinate fishery disputes with foreign nations, and to cope with major fishery contingencies both in rivers and lakes inside China as well as in China’s exclusive economic zone (EEZ). How did the FLEC’s mission differ from that of the China Maritime Surveillance (CMS) agency? The CMS was responsible for “patrol and surveillance work in sea areas and coastal areas under China’s jurisdiction” as well as preventing illegal acts such as violations of China’s marine rights and the damaging of the sea environment and maritime resources. As the Senkakus crisis (a territorial dispute with a fishing dimension) unfolded in 2012, both the FLEC and CMS deployed their respective flotillas to uphold their missions.
These were not small duplications of effort. Both of these agencies were capable of deploying huge materiel and personnel resources – estimates of the vessels in their inventories range into the several hundreds. Each agency had tens of thousands of personnel. These redundancies were further mirrored in the operation of the four other maritime law enforcement agencies –the Maritime Safety Administration, Rescue and Salvage Bureau, the Chinese Coast Guard (more on this agency later) and the Anti-Smuggling Bureau. Clearly, a lack of resources to manage disputes was not China’s problem.
Even before the acute phase of the Senkakus crisis began in late 2012, Chinese maritime experts noted that mission duplication and bureaucratic infighting were eroding operational effectiveness. In a piece written for the Guangdong Province Party news organ in May 2012, reporters Fang Kecheng, Zeng Huiping and Zhai Man cited the longstanding need for “a leader” among China’s competing coast guard-like agencies. They went on to recommend a “ministry of the ocean” be created to coordinate China’s maritime law enforcement policies and responses to foreign infringement of its sovereignty along its littoral regions. Though the authors acknowledge that the lack of administrative leadership reaches back to at least the 1980s, today “weak maritime law-enforcement is responsible for the current situation: Islands and reefs are encroached upon; resources are ransacked; and national dignity is infringed upon (Kecheng et al).” The article goes on to cite the need for force that can go toe to toe with the “Japan Coast Guard” which is held up repeatedly as a model of superior administrative practices and material superiority.
As the Senkakus crisis dragged on into 2013 it became clear that among all the competing coast guard agencies that China Maritime Surveillance (CMS) was the organization best equipped to assert China’s sovereignty in the region. For starters, the CMS has boundary enforcement as one of its core missions. Given the degree to which all coast guard vessels had been required to coordinate closely with the People’s Liberation Army Navy (PLAN) since the start of the crisis, the ascendancy of the CMS is perhaps less than surprising. When formally established in the 1960s, the CMS was headed by the deputy commander of the PLAN South Sea Fleet and continued to be administered by the PLAN until its 1981 transfer to the State Council. This history of operating with traditional naval units likely helped the CMS distinguish itself from the also-rans during the bureaucratic turf battles that have undoubtedly raged quietly since the start of the crisis.
In July 2013, the CMS’s position as China’s premier paramilitary coast guard force became official and the organization was rechristened as the Chinese Coast Guard, superseding the organization which had previously held that name. The new Chinese Coast Guard, under the aegis of the State Oceanographic Administration (SOA), was given the lead role in drafting and upholding the law enforcement regulations and coordinating the efforts of all ‘coast guard’ forces. The Chinese state press began to immediately trumpet the importance of this consolidation and praise the efforts of the new Coast Guard units to “sternly declare the Chinese government’s stance on its sovereignty over the Diaoyu (Senkaku) Islands.”
During the acute phase of the Senkakus crisis, new Chinese maritime operating patterns were observed and commented on by Japanese and Chinese press. Though the crisis was largely a duel between coastal patrol forces, the Chinese and Japanese navies also played a critical role. Destroyers and frigates of the PLAN and Japanese Maritime Self Defense Force (JMSDF) conducted overwatch of the coast guard skirmishes. Typically, the PLAN and JMSDF operated out of visual range of the Senkakus themselves, at approximately 40-70 nautical miles from the islands, monitoring the tactical situation via long range sensors. Several times a month from 2012-13, Chinese Coast Guard ships entered into the territorial waters of the Japanese-administered islands waters. The Japanese Coast Guard then sortied and attempted to intercept the Chinese vessels.
These incursions occurred at the time and location of China’s choosing, forcing the Japanese to assume a permanently defensive posture. During these incursions, the PLAN and JMSDF ships also drew closer to the Senkakus, ‘backing up’ their smaller compatriots – the nautical equivalent of relying on your bigger cousin to back you up in a bar fight. These tactics required both Coast Guards to coordinate closely with their respective navies. Both nations’ Coast Guard and Navy ships had to share tactical information and intelligence on enemy units and force distribution. This allowed China’s Coast Guard and its Navy to develop and modify joint tactics and doctrine in a simulated combat environment without risking sinking – vital training for a force seeking to increase its professionalism and effectiveness.
China was able to use the Senkakus crisis as an impetus for much needed administrative reforms while simultaneously improving joint operability between its coast guard force and the PLAN. The CMS ultimately overshadowed its competition and assumed the mantle of the Chinese Coast Guard. The leaders of the former CMS certainly have much to celebrate, but in the final analysis, it is the Chinese government that is the real winner. With a consolidated, streamlined and increasingly professional Coast Guard, the Chinese are more easily able to challenge Japanese sovereignty of the Senkakus. China likely transferred these lessons learned to other areas where it feels its maritime sovereignty is being threatened, including the South China Sea.
To: Admiral X, CINCSTUFF
From: LTJG Kat Dransfield
BCC: North Korea, Iran, Google, Russia, Boris in Belarus
Fw: Fw: Fw: Fw: Subj: Decisions, Secrecy and Sclerosis: Why Email Is the Single Greatest Threat to National Security
Today, information is all around us. The proliferation of digital technologies and resultant data explosion does not simply affirm the efficacy of digital systems over their analog predecessors like letters, the telegraph, and carrier pigeons. Rather, the data revolution mandates a shift towards a world permeated and enabled by data in a whole new way. This requires a mindset shift that will have significant consequences, many of which are not readily apparent even to experts. From the emergence of digital currencies such as bitcoins, to personal technologies like Fit Bit, the intimate fusion of the digital with our physical and social experiences is an increasingly salient aspect of culture. We have a level of connection to data the like of which historically has been reserved for spouses and significant others.
Data and the digital world are nearly ubiquitous in the military and broader society. With so much data now readily available, data and the digital world have fundamentally altered and enhanced how humans arrive at evidence-based decisions. To adapt to this, conventional military decision-making models and technological practices should have been re-examined to leverage the untapped military potential hidden within our data stores. Although the growth in complexity and quantity of data analytic packages and modeling platforms HAS altered decision models in realms as disparate as weight management and finance, the Navy faces a glaring deficiency in this arena.
As large amounts of digital data have increasingly become the basis of decisions today (including those of potential military adversaries), many of our naval decision-making processes and framework have remained in the 19th century. For the most part, advanced Navy systems for managing, synthesizing, and sharing data have failed to materialize. This problem does not simply manifest itself in the realm of supercomputers and high-end weapons and analysis development. It is all-encompassing, the most corrosive example of which is the foundation of our military communication: email.
To: Admiral X, CINCSTUFF
From: LTJG Kat Dransfield
CC: North Korea, Iran, Google, Russia
Fw: Fw: Fw: Subj: Just Because it’s Digital Doesn’t Make It Better
Email simply took an ancient model of communication — the sending and receiving of written word–and digitized it. While the physical act of transmission is far more efficient, the human, cognitive limitations on reading and processing speed remain. We have failed to develop the technologies needed to augment the human brain and actually use email traffic in its totality. There is an easy analogy: imagine if you received 200 letters in your mailbox every day. In its current form, that is all email is. We have created an environment where millions of “letters” are generated without parallel capacity to make use of the information they contain. This doesn’t even begin to deal with the problems created by forwarding – imagine if those letters had stapled to the bottom a copy of every preceding letter, which you would need to read through in order to understand what the original letter was about!
Everyone with a .mil address knows the trials and tribulations of operating within the email construct, especially when utilizing an IT infrastructure that is inadequate, outdated, and scandalously overpriced due to the inherent deficiencies of our acquisition strategy. Many of us receive hundreds of emails a day, most of which we will frankly delete at the expense of some critical information they may contain. For the emails we do choose to read, the legibility of email traffic is compromised by the ratio of actionable information to extraneous routing data. We spend more time reading “looping in Tim’s” than tending to the “meat” of our emails.
As processors, human brains are poorly designed to collate and apply analytic rigor to the amount and format of information in our inboxes–this is why we can never quite seem to get caught up on email. The way the human psyche evolved renders humans attentive to environmental anomalies but very bad at focusing on environments that don’t stimulate the “threat detection” portions of our brains (ex. parsing emails that all look largely the same). In other words, we get distracted easily, like when we put this youtube video right in the middle of this article.
Fortunately, there are some examples of best practices we can turn to remedy our information dilemna. Financial statements used to be nearly meaningless to a broad set of the population. However, when free easy to use budgeting tools like Mint were developed, the ability to visually understand through graphs and trend summaries transformed the way many people think about saving and spending money. If Mint is an example of making large datasets meaningful and the catalyst for behavior change, then Microsoft Outlook is the opposite–equivalent to reading all of our financial statements and purchase transcripts without any frame of reference to understand what it all means.
The continued reliance on email as the cornerstone of our not only our business processes but many of our actual warfighting processes therefore renders the Navy organization hopelessly inefficient, vulnerable to security compromises, and frustrating to operate in. The time expenses, shortcomings in data presentation, and lack of analytic capacity in the email construct ensure blind, non-data-driven decision-making. The lack of enterprise-wide, algorithm-driven governance of data sharing and retrieval means protocol implementation is informed by culture rather than system design. As a result, information sharing etiquette is poorly enforced by end users who are expected to navigate the abject complexity of web traffic–locating, identifying, sharing, and safeguarding information without the assistance of modern tools. And ironically, when email fails to produce needed critical information, we naturally seek to correct the information deficit by sending more emails–adding noise to the already impossibly complex and overburdened data management construct. The over-cultivation of information makes information worthless.
To: Admiral X, CINCSTUFF
From: LTJG Kat Dransfield
CC: North Korea, Iran, Google
Fw: Fw: Subj: Some thoughts about thinking differently
While we tend to think of email as a business instrument and not a warfighting tool, every warfighting outcome refers back to this communication medium in various degrees. One alternative to the current email construct would be for the Navy to eliminate email entirely and introduce a cloud-based information retrieval system. Imagine a Navy where instead of having to ask Bob to ask Sally to ask Fred for a particular piece of information (who may ultimately opt not to share it), the data object of interest could simply be queried via a Navy-wide search engine, then integrated into a more meaningful picture. For example, current year equipment casualties could be instantaneously generated alongside relevant trend data. The time savings and decision enhancement acquired by installing such a system would be astronomical.
To: Admiral X, CINCSTUFF
From: LTJG Kat Dransfield
CC: North Korea, Iran
Fw: Subj: Secrecy and Sclerosis: Maybe we like it this way
However, even if the shortcomings of the acquisition system could be overcome to make such a cloud solution a reality, it is unlikely to be implemented. To start, the fact that naval personnel have continued to tolerate the email construct this long belies reason. Imagine if you didn’t empty your physical mailbox in over a year. After a series of notices from your post office and a few angry neighbors, legal action might be warranted owing to the growing piles of (sensitive) information. Yet it is also exposed to the elements, degrading and disappearing. Juxtapose this example with the email environment, where the descriptive and injunctive norms of our Navy validate this behavior. We must ask ourselves why.
The fact that we as an institution continue the use an email system that is openly acknowledged to be terribly designed and marginally effective is underpinned by a more deeply rooted problem that email has continued to facilitate; secrets remain the organization’s authoritative currency. From our budgeting process to our conversations with detailers, power in the Navy organization is extracted from our capacity to control the dissemination and transparency of information. Enacting a cloud-based system that allowed users to query for any piece of information would threaten this culture of secrecy calcified by our continued use of 19th and 20th century information exchange models. For example, making information related to a program-of-record readily available would completely dismantle the Navy’s current methods of defending its budget. . The current method is stating in a unified manner across the leadership that that every program is equally vital and equally successful becomes impossible if information on those programs is readily available. Similarly, the military’s rank structure is reinforced by a practice of knowledge hoarding (“I out-rank you, therefore I get to be the exclusive owner of this information and you have to beg for it”) that breaks down if access in a cloud-based system is relatively free and open. These are just two of many ways in which the precession of secrecy would be fundamentally disrupted by efficient communication mechanisms.
To: Admiral X, CINCSTUFF
From: LTJG Kat Dransfield
CC: North Korea
Subj: Secrecy and Sclerosis: Why Email is the Single Greatest Threat to National Security
Therefore, ensuring our information management practices allow the Navy to remain a relevant instrument of national power depends on more than the adoption of new hard and software–it requires coming to terms with the very real socio-cultural barriers that prevent us from using information appropriately and effectively. Email as a communication medium is no longer relevant given the growth and availability of powerful analytic and collaboration tools. And if we do not find ways of making our culture and business models more receptive to the use of these tools, we will quickly find ourselves outmatched by our most agile and innovative adversaries. These adversaries will outpace us in decision-making and have better situational awareness. They will also have the tools and analytic capacity to exploit the currently untapped data flowing over our own relatively insecure networks (the more data we produce in the form of useless emails, the more opportunities there are for exploitation). If the US Navy is to remain the preeminent naval force in the future, it must restructure its processes and identity around something other than secrecy. Until we can effectively exploit our own data, we will lag our adversaries in the information space.
By Mark Tempest
Please join us at 5pm EDT on 19 April 2015 as we return live, after a two week hiatus, for Midrats Episode 276: “21st Century Ellis”
The next book from USNI’s 21st Century Foundations series is 21st Century Ellis: Operational Art and Strategic Prophecy for the Modern Era, edited by Capt. B.A. Friedman, USMC.
This book covers the work of Lt. Col. “Pete” Ellis, USMC who in 1921 predicted the coming war with Japan.
Included in this collection are some of his articles on counterinsurgency and conventional war based on his experiences in WWI and the Philippines.
Capt. Friedman will be with us for the full hour to discuss this and more.
Capt. B.A. Friedman is a field artillery officer in the United States Marine Corps currently stationed at Camp Lejeune, NC. He is pursuing a master’s degree in national security and strategic studies through the Naval War College.
|Strategy is not for amateurs*|
Please join us at 5pm (EST)on 1 March 2015 for our Episode 269: National Strategy and the Navy’s Proper Role in it:
The role of the Navy and Marine Corps should be to provide ready and capable forces to the joint commanders. Outside of that, what is the proper role of the sea services in designing a more national strategy?
What is the state of a national and a maritime strategy, who are the different players in the discussion, and what is the proper way forward?
Our guest to discuss this and more for the full hour will be Captain Robert C. “Barney” Rubel USN, (Ret.), Professor Emeritus, US Naval War College.
Captain Rubel, now retired, was previously the Dean of the Center for Naval Warfare Studies at the US Naval War College from 2006 to 2014. Prior to arriving at NWC, he was a thirty-year Navy veteran, with experience as e a light attack naval aviator, flying the A-7 Corsair II and later the F/A-18 Hornet, commanded VFA-131, and also served as the Inspector General at U.S. Southern Command.
He is a graduate of the Spanish Naval War College in Madrid and the U.S. Naval War College in Newport, RI., and has an undergraduate degree in liberal arts from the University of Illinois and a master’s degree in national security and strategic studies from the US Naval War College.
Captain Rubel continues to serve as a member of the CNO Advisory Board and is active in local American Legion activities.
*Upper photo is of Dr. James H. Boren discussing bureaucracy in three dimensions
Combined Joint Task Force-Horn of Africa (CJTF-HOA) based out of Djibouti is playing the long game with the nations of east Africa, our allies, governmental organizations, non-governmental organizations, and other concerned parties to not only help build a better future for the nations in that corner of the continent, but to ensure the security of the American homeland.
Our guest to discuss their role and more will be Major General Wayne W. Grigsby Jr., United States Army – Commander CJTF-HOA.
Due to scheduling issues, the interview with MG Grigsby was recorded earlier.
For those who have seen the Great Carrier Debate between Jerry Hendrix and Bryan McGrath, one thing was clear – both gentlemen had only scratched the surface of their thoughts on the topic.
At about the same time, the concept of “distributed lethality” had seeped its way in to the conversation. To examine both topics and to review the national security issues you should expect to see in 2015 will be returning guest, Bryan McGrath.
Bryan McGrath is the founding Managing Director of The FerryBridge Group LLC (FBG), a niche consultancy specializing in naval and national security issues, including national and military strategy, strategic planning, executive communications, strategic communications and emerging technologies.
Prior to starting FBG, Bryan founded a national security consulting line of business for Delex Systems, where he directly supported a number of senior clients in the Navy and the Army. Additionally, he provided critical insight on Navy policy and acquisition preferences to commercial clients, including major defense contractors and small technology firms negotiating the “post-earmarks” era.
A retired Naval Officer, Bryan spent 21 years on active duty including a tour in command of USS BULKELEY (DDG 84), a guided-missile destroyer homeported in Norfolk, Virginia.
In his spare time, Bryan is a well-published commentator in the fields of national and maritime strategy, with policy papers published at major think tanks, and articles placed in nationally marketed periodicals. He is a frequent panelist at symposia that deal with naval issues and is frequently quoted by major press organizations.
Bryan earned a BA in History from the University of Virginia in 1987, and an MA in Political Science (Congressional Studies) from The Catholic University of America. He is a graduate of the Naval War College.
Recently, when one hears of disease and Africa, if you only listened to the media, then what would come to mind would be Ebola.
That is not the real challenge in Africa. There is a disease that not only kills, it impedes economic growth, interferes with good governance, and as a result is just another catalyst to conflict there and in South Asia.
To give a better understanding of the ongoing impact of malaria and the fight against it, our guest will be Rear Admiral Tim Ziemer, USN (Ret.)
Rear Admiral Tim Ziemer was appointed in June 2006 to lead the President’s Malaria Initiative (PMI). The PMI strategy is targeted to achieve Africa-wide impact by halving the burden of malaria in 70 percent of at-risk populations in sub-Saharan Africa, approximately 450 million people, thereby removing malaria as a major public health problem and promoting economic growth and development throughout the region.
PMI is a collaborative U.S. Government effort, led by the U.S. Agency for International Development (USAID) in conjunction with the Department of Health and Human Services (Center for Disease Control and Prevention), the Department of State, the White House, and others. As coordinator, Rear Admiral Ziemer reports to the USAID administrator and has direct authority over both PMI and USAID malaria programs.
Join us live at 5pm on the 11th (or pick the show up later) by clicking here. You can also get the show later from our iTunes page here. The iTunes page may require you to open the show inventory in iTunes itself.
This Sunday join us for our 5th Anniversary Show. No guests, no agendas – just us talking about what 2014 had to teach us, and looking towards what 2015 may have in store for everyone in the national security arena. This is a great time if you ever wanted to call in to ask either one of us a question on a topic you wish we would address … or just to say “hi.” Just be warned, we might ask you a question back. It’s what we do.
5pm EST. 4 Jan 14.