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Tired of the robo-calls? Tired of the same-old-same-old election babble on the TV and radio?
Well, take a break from it all and join Sal from “CDR Salamander” and EagleOne from “EagleSpeak” this Sunday from 5-6pm as they cover the maritime and national security board from stem to stern in a Midrats free-for-all.
Now is the time to call in and ask questions of the hosts on the topics you want addressed, or jump in the chat room and steer the conversation the direction you want covered.
Open mic at Midrats … join in!
This Sunday, 28 October, the Marine Corps Marathon will once again be closing down the streets of Washington, D.C. Since the MCM began in 1976 it has grown immensely, and over 43,000 runners are registered for the three main events of the weekend.
I’ve run it off-and-on since 1995, between deployments, PCSs, and the births of my children, and have seen it grow from a smaller, simpler race to the massive event that it is today. Without fail, it always feels amazing to be able to run the marathon in the heart of the beautiful city that D.C. can be, in the middle of fall, around all of the monuments, and surrounded by spectators and friends. Some things about the MCM have not changed over time: it is still inspiring, it is still entertaining (standing at the start in 2009 with three other current/former Marine Corps helicopter pilots made the Osprey fly-over incredibly fun), and it still possesses the ability to humble me.
The MCM has grown into a mini-reunion of sorts, as those I’ve served with and known over the years fly in town for the run, or sign up for it while stationed here. I’ve run it on warm, sunny days and on cold, rainy ones, and I’ve run it as a healthy 20-year-old who thought nothing of it and as a 36-year-old with three kids (who thought quite a bit). I have beaten Al Gore and Oprah Winfrey, and have been beaten by Kermit the Frog, Elvis, and a man with a pot-belly wearing a shirt that read “I hydrated with beer” on the back. Humorous but humbling.
Fittingly, one aspect of the MCM that has changed is the number and type of groups running for something. The striking difference about the runners of the MCM is how many are military and how many are running for other servicemembers, whether in memory of friends or family lost over the past decade or in honor of those wounded or currently serving. No other race I’ve run has that kind of presence. And the level of commitment, the depth of loss, and the amount of respect is far more humbling than anything I feel physically over the distance. While there are times that I feel as if most of this country has forgotten that we are and have been a nation at war for 11 years, at the MCM the opposite is true. From groups like USNA’s Run to Honor and the Travis Manion Foundation to the hundreds (thousands?) of people running with a friend’s name on their shirt, Washington, D.C. looks amazing every year on the last Sunday in October.
I will be running again this weekend as part of Team Beav, a group started by Katy Kerch in 2006 in honor of her brother and my squadron-mate, Major Gerald Bloomfield (“Beav”). We lost Beav and Major Michael Martino on November 2, 2005, when their Cobra was shot down in Iraq. Team Beav has grown over the years, and the list of names on the back of our shirts has grown as well. Katy is an indefatigable woman who has motivated runners and non-runners alike to run the MCM in memory of Beav, raising money for the Injured Marine Semper Fi Fund along the way.
So if you’re in town and you are running the marathon, I hope you enjoy it. And if you are in the area but not running, come out to watch. Rain, shine, or tropical-storm-force winds, the crowds and the energy level will be high. If you feel as though you have lost faith in America and in her citizens, being part of the MCM on race morning can change that, if only for a few hours.
For those we have lost, I miss you, I remember you, and I will be thinking of you on Sunday morning. Semper Fi.
Much has been written of late about “Creating Cyber Warriors” within the Navy’s Officer Corps. In fact, three prominent and well-respected members of the Navy’s Information Dominance Corps published a very well articulated article by that very title in the October 2012 edition of Proceedings. It is evident that the days of feeling compelled to advocate for such expertise within our wardroom are behind us. We have gotten passed the WHY and are in the throes of debating the WHAT and HOW. In essence, we know WHY we need cyber expertise and we know WHAT cyber expertise we need. What we don’t seem to have agreement on is WHO should deliver such expertise and HOW do we get there.
As a proud member of both the Cryptologic Community and the Information Dominance Corps, I feel confident stating the responsibility for cultivating such expertise lies squarely on our own shoulders. The Information Dominance Corps, and more specifically the Cryptologic and Information Professional Communities, have a shared responsibility to “Deliver Geeks to the Fleet.” That’s right, I said “Geeks” and not “Cyber Warriors.” We don’t need, and despite the language many are using, the Navy doesn’t truly want “Cyber Warriors.” We need and want “Cyber Geeks.” Rather than lobby for Unrestricted Line status, which seems to be the center of gravity for some, we should focus entirely on delivering operational expertise regardless of our officer community designation.
For far too long, many people in the Restricted Line Communities have looked at the Unrestricted Line Communities as the cool kids in school. Some consider them the “in-crowd” and want to sit at their lunch table. Some think wearing another community’s warfare device validates us as naval officers and is the path to acceptance, opportunity, and truly fitting in. We feel an obligation to speak their language, understand the inner workings of their culture, and act more and more like them. Some have grown so weary of being different or considered weird that many would say we’ve lost our identity. Though establishment of the Information Dominance Corps has revitalized our identity, created a unity of effort amongst us in the information mission areas, and further established information as a legitimate warfare area, many continue to advocate that we are lesser because of our Restricted Line status. We seem to think we want and need to be Unrestricted Line Officers ourselves. Why? Sure, we would like to have direct accessions so that we can deliberately grow and select the specialized expertise necessary to deliver cyber effects to the Fleet. Yes, we would like a seat at the power table monopolized by Unrestricted Line Officers. And yes, we would appreciate the opportunity to have more of our own enjoy the levels of influence VADM Mike Rogers currently does as Commander, Fleet Cyber Command and Commander, U.S. TENTH Fleet.
But there is another path; a path that celebrates, strengthens, and capitalizes on our uniqueness.
In the private sector, companies are continually racing to the middle so they can appeal to the masses. It’s a race to the bottom that comes from a focus on cutting costs as a means of gaining market share. There are, however, some obvious exceptions, my favorite of which is Apple. Steve Jobs was not overly interested in addressing customers’ perceived desires. Instead, he anticipated the needs of the marketplace, showed the world what was possible before anyone else even dreamt it, and grew a demand signal that did not previously exist. He was not interested in appealing to the masses and he surely wasn’t focused on the acceptance of others in his industry. He was focused on creating unique value (i.e. meaningful entrepreneurship over hollow innovation), putting “a dent in the universe,” and delivering a product about which he was personally proud. We know how this approach evolved. The market moved toward Apple; the music, movie, phone, and computing industries were forever changed; and the technological bar was raised with each product delivered under his leadership. Rather than lobby for a seat at the table where other leaders were sitting, he sat alone and watched others pick up their trays to sit with him. Even those who chose not to sit with him were looking over at his table with envy, doing their best to incrementally build on the revolutionary advances only he was able to realize.
Rather than seek legitimacy by advocating to be part of Team Unrestricted Line, we ought to focus on delivering so much value that we are considered a vital part of each and every team because of our uniqueness. I am reminded of a book by Seth Godin titled “We Are All Weird.” In it he refers to “masses” as the undifferentiated, “normal” as the defining characteristics of the masses, and “weird” as those who have chosen not to blindly conform to the way things have always been done. For the sake of argument, let’s consider the Unrestricted Line Officers as the masses, those considering themselves “warfighters” as the normal, and the Information Dominance Corps as the weird. I say the last with a sense of hope. I hope that we care enough to maintain our weirdness and that we don’t give in to the peer pressure that could drive us to lobby for a seat at what others perceive to be “The Cool Table.” By choosing to be weird and committing more than ever to embrace our geekiness, the table perceived to be cool will be the one at which the four Information Dominance Communities currently sit. It won’t happen by accident, but it will happen, provided we want it to happen. Not because we want to be perceived as “cool,” but because we are so good at what we do, and we deliver so much unique value to the Navy and Nation, that no warfighting team is considered complete without its own personal “Cyber Geek.”
I sincerely respect the opinions voiced in the article to which I referred earlier in this post. However, I think we are better than we give ourselves credit for. Let’s not conform, let’s create. Let’s not generalize, let’s specialize. Let’s not be normal, let’s be weird. Let’s choose to be Geeks.
CDR Sean Heritage is an Information Warfare Officer who is currently transitioning from Command of NIOC Pensacola to Staff Officer at U.S. Cyber Command. He regularly posts to his leadership-focused blog, Connecting the Dots.
Disclaimer: This theory of mine is only mine, and is not the thinking or policy of the US Navy or NATO. Further more, this is only the second time I’ve even mentioned my thoughts below to anyone. I am not Public Affairs trained, and so I am probably very, very wrong in all that I say…
Part four: The People (or, attention is demanded, content is king, and it’s hard to smell roses).
Three people, at the very least, is required to manage a robust and content diverse social media profile. This requirement is temporality based, with one person focusing on new content, one for posting content and being the person behind the profile(s), and another for gathering and monitoring metrics derived from the effort.
The biggest driver behind this requirement is the amount of attention demanded in participating in social media. Many simply stop at posting content on social media. Where as doing so only counts (at most) for ~30% of what can/should be done on social media. For instance, the last two years have seen a major push by news organizations (namely newspapers) to make their content more social. Dependent upon the sentiment of the news stories or other variables (e.g., is there anything in the story that was incorrect, is there supplemental information that could be provided to audiences that didn’t otherwise fit into the news story, is there any sentiment worth underscoring) there can be a major benefit to engaging audiences discussing news of your organization. Such an effort can consume significant amounts of time, which in turn precludes the ability of a single person to additionally create content unique to the organization, or to run metrics which accurately capture and demonstrate what resulted from the effort.
An additional thing worth mentioning is regarding participation in social media. I only wish to touch on it briefly (Though, itself deserves a thousand words). The person actually participating in social media is a spokesperson on par with, and every bit important as a media spokesperson. The skill sets for each differ significantly, each demanding in their own ways. Increasingly a social media spokesperson is becoming as important as the traditional media spokesperson.
If roughly 30% of one’s time is consumed by sharing ‘new’ or original content (more on original content later), and roughly 30% is consumed by participating in commenting on news; the remaning 30-ish percent is spent engaging with audiences at the organization’s social media profiles. The effort spread across these three areas, is beyond any notion of ‘branding’. Instead this time is spent establishing the organization’s culture for the audience (I will expand upon this notion in greater detail in a later post).
Lastly, the social media spokesperson is not be a nine-to-five job. It really should be treated 24/7, especially if your organization spans across time zones and cultures. With a worldwide audience, part of your audience is awake and talking about things while you sleep. This is not to say that the spokesperson can’t sleep, or can’t take a break. Rather, this is to say that a shift in mindset as to what it means to be ‘at work’ is necessary. Just as those who use social media for personal reason post casually through-out the day and night, regardless if it is the weekend or not; so too must the spokesperson, only with more earnest goals and objectives for their effort. An additional remedy is to look at who the audience is, and with enough time and though, understanding the rhythm at which the conversation flows.
In consideration of the demands outlined above, another person must be dedicated to original content creation. It is very easy to be a content aggregator online (also known as sharing on facebook, or retweeting on twitter). To a certain extent it is necessary to share content relevant to, but not created by, your organization (George Takei has earned himself over 3 million followers by aggregating content created by others). However, sharing and retweeting of content not created by an organization cannot fully define what the organization is. Thus, original content is necessary, and should be produced in quantities that adequately compliments the shares and retweets.
Doing this is a fulltime job that can quickly demand a number of disparate skills. Graphics, videos, stories, and memes (of all varieties) are labor intensive and time sensitive. But, it is original content that anchors any message on social media to a desired course. Without original content an organization’s message is dependent on the whims of others that cannot be fully controlled, leaving an organization’s narrative ill defined.
Having a blend of shared and original content, and having participated in the discourse, an organization still needs to know what resulted from the effort. To adequately measure the effort a third person, not apart of creation or engagement, is necessary. The amount of data generated on social media is massive and available in near real-time. Pure numbers are easy–if you want to measure how many ‘likes’ you got in a given amount of time, it’s no problem to look at the graphs provided by facebook, or any third party service. But, as I said in my previous post, the true power of social media is ‘in between the lines’.
Of all the types of analysis there is for social media one continually defies any attempts to automate: sentiment analysis, especially when the discourse spans multiple languages. Sentiment analysis is vital since a profile can increase in popularity for bad reasons as easily as it can for good. If your organization wishes to be a strong advocate for something, the number of likes, shares, or retweets will not inform you if you have been successful in its advocation. Think of it this way: When do you personally talk about something with your friends, or with strangers? When you really like something, or when you really don’t? Across society it probably cuts close to 50/50 between those who tend to talk about a topic in a negatively and those who tend towards positive context. Thus any volume metric (numbers of things) does not give the full picture–deeper analysis is demanded. ’Semantic based analysis’ (Not sure if that is a real term or not. But, it makes sense to term it as such, in my mind at least) is the only way to get a true sense of an organization’s accomplishments on social media.
Such semantic based analysis must include content outside pure social media (i.e. other mediums), and delve into news sources (including newspapers, televised news, magazines), blogs, and conceivably anywhere the organization might be discussed. Observing the effects in other mediums is vital, because such semantic analysis does not meet the criteria for Godel’s Completeness theorem, but does for his second Incompleteness Theorem–multiple cultures, multiple languages, spread across multiple (if not all) time zones add so many semantic variables that logical deduction, derived from number of likes, shares and the rest, is not possible. To verify the consistency, validness, and soundness of an organization’s use of social media the effects in mediums other than social media is demanded.
To be honest, even in my professional use of social media, I have not been able to follow the above guidelines exactly. But, from what I have been able to do as a part of a social media team, I have come to understand the necessity of all I said above. With social media being as new as it is, with new capabilities to measure an organization’s effects nearly every day, there is always more to be done. What constantly amazes me is how we as a species are able to do things of our own device and yet hardly understand what we’re doing at all–fascinating and troubling all at the same time.
Again, we’re well past a thousand words. So, I will leave this post where it is. More to come later next week. I think some of the comments got lost in the migration to Discus. Apologies for that, I promise I am reading the comments and will participate in them.
Please join us Sunday, October 14 at 5pm (Eastern U.S.) for Midrats Episode 145: The Aden Effect with Claude Berube on Blog Talk Radio:
Terror attacks on an American embassy. Piracy on the high seas. Political intrigue. Leadership at sea.
Not just the news of the day, but some of the topics you’ll find in Claude Berube’s new non-fiction book, The Aden Effect. We’ll have the author with us for the full hour to talk about the book, writing, and perhaps a few more things as well.
Claude’s articles have appeared in Orbis, Naval History, Vietnam History, Jane’s Intelligence Review, Naval Institute Proceedings, the Christian Science Monitor and other periodicals. He has worked on Capitol Hill and for the Office of Naval Intelligence. A lieutenant commander in the U.S. Navy Reserve, he has served twice overseas including a deployment to the Persian Gulf with Expeditionary Strike Group Five. He currently teaches at the United States Naval Academy.
From the description on of his new book on Amazon, “Murder, politics, seapower, Middle East instability, and intrigue in the White House are all part of this action thriller. Set against a background of modern piracy in the Gulf of Aden, the story begins as the new Ambassador to Yemen, C.J. Sumner, is assigned to negotiate access to the oil fields off the island of Socotra and enlist help countering pirates who are capturing ships at will off the Horn of Africa. Meeting with resistance to her diplomatic overtures, Sumner recruits Connor Stark, a former naval officer turned mercenary who knows the region, as her defense attache. When Stark sets up a meeting with the owner of a Yemeni shipping company and the ruling family, the challenges begin.”
“It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood, who strives valiantly; who errs and comes short again and again; because there is not effort without error and shortcomings; but who does actually strive to do the deed; who knows the great enthusiasm, the great devotion, who spends himself in a worthy cause, who at the best knows in the end the triumph of high achievement and who at the worst, if he fails, at least he fails while daring greatly. So that his place shall never be with those cold and timid souls who know neither victory nor defeat.”
TR. h/t SteeljawScribe
Disclaimer: This theory of mine is only mine, and is not the thinking or policy of the US Navy or NATO. Further more, this is only the second time I’ve even mentioned my thoughts below to anyone. I am not Public Affairs trained, and so I am probably very, very wrong in all that I say…
Part One: The Grand Narrative Renaissance.
The writings of those in the business realm dominate what public affairs and social media professionals read in the military. What fortune 500 companies do in social media is looked to as a guide post, with metrics like number of followers becoming the sine qua non of success. Granted, number of likes or followers is a very easy metric to grasp when talking about how successfully a message has been promulgated, and in measuring a return on investment more broadly. But, such base metrics belie the deeper significance of what much of the World is doing by utilizing social media, and the feedback effects from the use of social media.
Any metric gleaned has second and third order effects which cannot be readily verified that are much more significant than what we are able to measure–one has to read between the lines to see the true power of social media. My theory for this importance is that we are moving beyond the post-modern paradigm. This is to say that I agree with the notion that grand narratives cannot be articulated which equally applies to every perception or perspective. However, the sum of all perspectives can add up to an ad-hoc grand-narrative that falls along the lines of demographics, even up to the level of the human condition.
The metrics we have available to us have already been able to hint at this being true. Take a look at what Facebook Stories has put together based on the location and friend data available from Facebook. The infographic they’ve put together has some interesting implications for the divide between geopolitical and societal interactions . The ability for us to freeze a moment in time, per say, and look at the sentiment of over one billion people and obverse the sentiment based on whatever analytical criteria one wishes matters and will have a feedback effect on future opinions, perceptions and, more generally, societies’ self understanding.
We have already seen the first instances of the change brought about by the ‘mass self awareness’ we have of our combined opinions. News aggregation services like the Huffington Post, which reports its news based on what other more precise news sources report is one clear example of us as a society paying attention to the whims, opinions, and beliefs espoused across social media. Such services represent the first steps towards the measuring of the meta-narrative, or societies self-made, ad-hoc grand-narrative.
I use the model of wave-particle duality as a metaphor for how organizations use social media. In my job I have had to give considerable thought to how an organization should use social media. The person sitting behind an organization’s profile is only a single person, but the content they add is on the behalf of an organization much larger than their-self. Perceptually, on observer of an organization’s profile views the content as representing all that the organization is. Though, it is really only one person, typing away, making sure the content is in adherence to policy and the like.
Additionally, organizations are constantly adding content both internally and externally. I view such content creation (as well as a single person maintaining a profile representing a large organization) as a wave function in a larger system. For instance, SHAPE is a part of NATO, in turn NATO is a part of a system of 28 Nations (which is also a part of geopolitics writ large). The job of the person posting content onto a social media page is to take the wave function (NATO–28 Nations–geopolitics) and collapse it down into a particle.
In other words, a single post onto a social media profile does not convey very much, but 100 posts can convey a lot of information. 100 posts stretched over time, takes on a form much like a wave does. Posts over time can convey not just what is explicitly stated, but also something much more broad.
Using social media to convey information from an organization to the public provides a bandwidth of information well beyond what a media spokesperson can provide in the amount of time that can be spent during a press conference. Press conferences rarely consume more than an hour, and the various topics discussed have to compete for that limited time. However, in social media, the only limit to the amount of time spent conveying a message is limited only by attention span, enabling a much greater amount of content to be provided by an organization. The information provided at this time can be viewed as a particle. Any subsequent information provided at a later time is an additional particle, with the sum of these particles being able to be analyzed as a whole–the whole is the wave of information, the narrative created through the use of social media.
Part Three: Reporters are only subject matter experts.
Additionally, social media allows an organization to speak directly with individuals en mass. Previous to social media, the only way to promulgate a message efficiently was to speak to a small group who would then speak to a larger group–this small group being the press. Now that social media exists the media is not as necessary to speak with large groups. The words ‘to’ and ‘with’ are italicized because not only has social media given individuals access to organizations like SHAPE, it has also allowed them to have conversations with SHAPE. The difference between someone being spoken ‘to’ and being a part of a conversation is signficiant. News was one way, with only very motivated individuals doing all that would be required to personally visit an organization in order to speak with it, or by lengthly correspondence.
So, what role does a reporter occupy now that organizations and individuals can easily interact with each other? The role of a subject matter expert. Back during the Joint Warfighter Conference last Spring, I had something of an epiphany. There was a reporter there who was Tweeting statements from a Keynote address. I disagreed with the characterization being given through the reporters Tweets. I came to find out that the reason the characterization seemed off, is that the reporter was new to defense issues. Learning this, I started to view each reporter and news source I valued differently. I came to understand that I liked the reporter because not of the access they might have had, or the way they wrote a story. But, because of the depth of understanding they were able to convey to me through their reporting.
In essence, I have come to view a reporter as a person who has a depth of knowledge concerning the subject they cover that enables them to breakdown a complex topic into a narrative that I am able to understand. To return to my wave-particle metaphor: They are able to make a wave into a particle.
When individuals have access to information and organizations that are of interest to them, what role can a reporter occupy other than being talented enough to explain complex subjects that an individual does not have the time to delve into themselves? Reporters are subject matter experts who have a tallent for cogently explaining complex things–in the a best case, that is.
**This blog is already over 1k words. I will follow up with parts Four, Five and the Conclusion later this week.
Nearly twenty years ago, I first read the Qualifications of a Naval Officer, which was (at the time, apparently with a bit of inaccuracy) attributed to John Paul Jones.* As an 18-year-old, I found it interesting, cumbersome, romantic, and very hard to say quickly while “peas and carrots” was being shouted in my ear.
“It is by no means enough that an officer of the navy should be a capable mariner. He must be that, of course, but also a great deal more. He should be as well a gentleman of liberal education, refined manners, punctilious courtesy, and the nicest sense of personal honor. He should be the soul of tact, patience, justice, firmness, and charity. No meritorious act of a subordinate should escape his attention or be left to pass without its reward, even if the reward is only a word of approval. Conversely, he should not be blind to a single fault in any subordinate, though, at the same time, he should be quick and unfailing to distinguish error from malice, thoughtlessness from incompetency, and well-meant shortcoming from heedless or stupid blunder. In one word, every commander should keep constantly before him the great truth, that to be well obeyed, he must be perfectly esteemed.”
(from USNA’s Reef Points)
Recently I find myself thinking about it again…specifically, the middle of that third sentence, the part about refined manners and punctilious courtesy.
Election season grinds away, and dialogue in the media—especially on political matters—has (as usual) taken on ever-increasingly sharp and divisive tones. Print and online debate on many topics has begun to echo that trend. The internet, with comment forums and chat rooms that feature the safety of anonymity and the allure of a virtual open mike, feeds the beast. The most polite, civil article can attract an array of mean-spirited comments, with personal attacks leading the charge regardless of topic. And anyone who has taken a glance at the comments following news articles can attest to how rampant this form of “discussion” has become, where personal attacks and scornful dismissals stand in for real arguments and are considered actual debate. An entire area of research on the internet and so-called internet “trolls” studies why people act and speak to others this way and what it all means.
So what does this have to do with the naval services and the qualifications of a Naval Officer? The dismissive, disrespectful tone has bled over into apolitical professional discussions within the military, and has become a largely acceptable way to argue a point on military topics both in internet forums and journal commentary.
Way back in July, the Washington Post published an opinion piece by Robert J. Samuelson titled “Is the U.S. a land of liberty or equality?” tackling polarized discourse. While his writing largely addressed politics, his thoughts transfer well to professional and personal communication in general. One quote in particular stood out (I tried to take the liberal vs. conservative slant out to focus primarily on more general discourse):
“ Our national debates now transcend disputes over this or that spending program or tax and have become—in the minds of the combatants—a climactic struggle for the nature and soul of America…But in today’s politically poisoned climate, righteousness is at a premium and historical reality at a discount. Each side…behaves as if it has a monopoly on historical truth. The fear that the existence of their version of America is threatened sows discord and explains why love of country has become a double-edged sword, dividing us when it might unite.”
He’s got a good point. It’s easy to “win” an argument by painting others in broad, dismissive, and scornful strokes, and it’s more and more acceptable to try to do so in everyday discourse. But calling someone moronic, ignorant, or dangerous does not make them moronic, ignorant, or dangerous…and it has an alienating and cooling effect on true, meaningful debate. It has the added danger of the boy crying “wolf”: comparing someone to Hitler or using dramatic language reduces the power of those very words. And maybe one day we’ll need them.
It also does not make America—or the Navy and Marine Corps—better. People stop listening when they hear such a tone, so we win over no one and create echo chambers populated by those who think exactly like us. Instead of actually confronting problems and creating solutions, this further reinforces existing problems.
Nowhere is this truer than in the services, where we all start from a similar vantage point: many of us signed up because we feel a duty or calling to serve, we think it’s important, and we believe in this country with its faults and failures. Mutual respect, professional dialogue, and openness to true debate only strengthen the discussion. Not a single soul alive has a monopoly on intelligence and truth, so it’s a good thing that we all have different opinions and experiences, because the problems that we face as a nation and as a military will take all kinds of minds to confront and overcome.
It’s important to encourage debate and to discuss topics that cause concern, especially in today’s complex climate. But if the process of doing just that alienates everyone else, we’re defeated before we begin.
Back to John Paul Jones/Augustus C. Buell: he mentioned manners and courtesy right up there with honor. The services should not become as divided and polarized as the nation is, and given the tasks ahead of us for the foreseeable future, we cannot afford to be. We need voices out there…but we need them to be smart, honest, and respectful or they will get lost in the noise.
* The quotation actually comes from Augustus C. Buell (1900), who believed that this quote reflected was what John Paul Jones would have said, as later copies of Reef Points corrected.
Join us 30 Sep 12 at 5pm Eastern U.S. for Episode 143: J. Michael Barrett and a New Middle East Realism on Blog Talk Radio:
The “Arab Spring” has not turned out as well as many hoped, and in much of the Arab and Muslim world, the will of the people does not necessarily translate in to freedom and a pro-Western leadership.
With many more years to go in the Long War struggle, how do we navigate through the rapidly changing world which is mostly beyond our control?
Using his latest article in Defense News, Navigating Chaos, as a starting point for our discussion, our guest for the full hour will be returning guest J. Michael Barrett, CEO of Diligent Innovations and a former director of strategy for the White House Homeland Security Council.
From our brother site, news.usni.org. Worth it.