Archive for the 'Uncategorized' Category
Atheists force Navy to cave…
Calling itself the busiest 60 acres in the world, the Naval Support Activity Bahrain (or NSA Bahrain) is home to the U.S. Navy’s Fifth Fleet.
NSA Bahrain is also home to;
- Thousands of American troops.
- Hundreds of American military families.
- Hundreds of Allied military personnel.
What NSA Bahrain is not home to:
- The Holy Family.
- Three Wise Men.
- A singular Santa Claus.
- Assorted shepherds.
- A lone camel.
- A Christmas Tree.
As reported by Fox News, it’s been a long standing tradition aboard the naval installation to host;
“A ‘Live Nativity’ that featured the children of military personnel dressed as shepherds, wise men, along with Mary and Joseph.
It was part of a larger festival that included a tree lighting, Christmas music and photographs with Santa Claus and a camel.”
Manger Scene “Unconstitutional”…
They argued the Nativity Scene promoted “Christianity as the official religion of the base.”
According to MAAF, the Nativity Scene puts service members in danger.
Per the written complaint to the Navy’s IG;
“Also of concern is the likelihood that the predominantly Muslim local population will see the U.S. military as a Christian force rather than a secular military support U.S. – but not necessarily Christian values in their Muslim country.
This even threatens U.S. security and violates the Constitution as well as command policy.”
As told by MAAF spokesman Jason Torpy to Fox News;
“It’s unconstitutional, it’s bad for the military and in a Muslim country it’s dangerous.”
From the conflicts that came following the break-up of Yugoslavia, a decade in Afghanistan, land and sea-based ballistic missile defense, Libya, and now Patriot missiles deployed to the Turkish-Syrian border, NATO continues to test what kind of alliance it is after the fall of the Soviet Union roughly a quarter-century ago.
Where does the alliance stand, and what direction is it going? Are the roles of the member states changing? Where is the alliance strongest, and where does it need the most improvement?
Our returning guest for the full hour to discuss this and more will be Dr. Daniel Goure, is Vice President with the Lexington Institute.
Dr Goure has held senior positions in both the private sector and the U.S. Government, as a member of the 2001 Department of Defense Transition Team, two years as the director of the Office of Strategic Competitiveness in the Office of the Secretary of Defense, as a senior analyst on national security and defense issues with the Center for Naval Analyses, SAIC, SRS Technologies, R&D Associates, and System Planning Corporation.
Prior to joining the Lexington Institute, Dr. Goure was the Deputy Director, International Security Program at the Center for Strategic and International Studies.
He has consulted for the Departments of State, Defense and Energy. He has taught or lectured at the Johns Hopkins University, the Foreign Service Institute, the National War College, the Naval War College, the Air War College, and the Inter-American Defense College. Since 2001, Dr. Goure has been an adjunct professor in graduate programs at Georgetown University, and the National Defense University since 2002.
Dr. Goure holds Masters and Ph.D. degrees in international relations and Russian Studies from Johns Hopkins University and a B.A. in Government and History from Pomona College.
By Mark Tempest
Join us at 5pm (Eastern U.S.) on 2 Dec 12 for Episode 152: “Navy Next, Interrupted” on Midrats
Elections have consequences. There are paths not taken, and paths that remain.In the last election, national security was very much kept in the background, but once you peeled away a layer or two and looked carefully, there was a lot of “there there” – and a lot of it involved what to do with the direction of the US Navy.
The erstwhile nautical corner of Team Romney had a direction they wanted to take the Navy.
What was that direction? What informed it, and what were the guiding requirements that shaped their concepts?
For the full hour we will have a Midrats regular, Bryan McGrath on to discuss this and more.
Bryan McGrath is a retired Surface Warfare Officer. He commanded USS BULKELEY (DDG 84) from 2004-2006, and finished his career by leading the team that wrote the nation’s current maritime strategy.
He retired in 2008 and is currently a Washington DC based defense consultant at Delex Systems. From August 2011 to November 2012, he served on the Mitt Romney for President Defense Policy Working Group.
Dear U.S. Naval Institute:
I would like to attend them all. Sadly, though, I do not live in Washington, Norfolk, etc.
In order to attend a forum in DC, for example, I would have to incur travel costs including airfare, hotel, meals, cab fare and/or gas. In addition, it means time off from work or projects.
Even if the admission to the forum is free or at a reduced price I am still looking at substantial out of pocket costs.
So, here’s a plea from the hinterlands, next time you plan an event like the 2012 Defense Forum Washington: The Fiscal Cliff: What Does This Mean for Defense and National Security?, please consider offering an option of allowing virtual attendance – I’d be happy to pay for the privilege of being able to watch and listen in on my laptop or desktop computer. Since my admission price to the live event is $15 (being a USNI member), I’d pay that (and perhaps a little more) to save the hundreds of other dollars of having to travel hither and yon.
The quality doesn’t have to be particularly high. The main thing is the access for me and others who would love to join in. Virtually.
Virtual attendance may allow younger officers and junior enlisted to join in while remaining at their duty stations.
I know that there are companies that provide technical assistance in such things here in the 21st Century.
I also note that may other organizations put on live video programs including The Heritage Foundation and The Cato Institute.
Please consider this idea.
A couple of years ago here, I posted about the danger of getting too close to the media, I described what is the downfall of many GOFO;
Vanity. Non-mission related, non-value added vanity that degraded or destroyed the “brand” of men who gave decades of service to their nation and rose to its highest levels.
In his self-immolation, General Petraeus, USA, has provided, in a fashion, a very good object lesson for leaders from LPO to CNO. It is not a new lesson, it is not a unique lesson – as a matter of fact it is a lesson that echoes throughout human history. It isn’t limited to the military environment either, it is just part of the human condition; ego, power, and sex.
Do we talk about this enough? Not really. Not in the direct manner we need to. We talk around it. As it can be a bit touchy for some in a socio-political context, usually we only discuss the second and third order effects after it all goes south. We are more than willing to talk about the externalized manifestation of the ego-power-sex dynamic; the person who abuses their power to gain sexual favors or to force themselves on subordinates, but we do not talk enough about the internalized version of it; the magnetic draw and seductive nature of power itself, how it warps the ego, and how it morphs in to the emotional and mammalian drive towards sex.
Power is an aphrodisiac that can make even the physically or personally repulsive person attractive. It draws in certain personalities to men with power and influence. Can it happen male to female as well as female to male? Sure, I’ve see the “scalp hunters” in action – but that would be the extreme exception to the rule, and frankly silly to discuss. In the real world we are talking about the man in power and the women who are drawn to them. We see that dynamic at NJP, in the relief of Commanding Officers, and all the way to the 4-star level.
Perhaps some leaders who are not fully self-aware may have missed it, but in a gender mixed environment, almost all male leaders will have females of lower status attempt to get closer than they should – in a heterosexual context via a way a male colleague cannot. We are all adults here, we know how the bouncing ball goes from that brief moment of enjoying the company of a woman’s voice a little longer than one should.
About the whirlwind unleashed by General Petraeus’s very human weakness, more details will come out, and others will be writing about every aspect of this for awhile. Get used to it, as this has all the aspects of power, sex, infidelity, and intrigue that a story with legs needs. It is much more interesting to the general public than sequestration, the Afghanistan withdraw, or fiscal cliffs. Let that work its way out, but for us – what is the base lesson that should come out of this at the deckplate level – specifically for male leaders?
It is simply this; you will find yourself in a place sooner more than later where a female subordinate will make herself available to you. It can cover the entire spectrum from raw and physical immediacy, to a slow growing relationship based on professional respect and friendship that intensifies with proximity.
There was more than one decision point in the relationship that brought down General Petraeus where he should have diverted then-Major Broadwell back to the gym solo, but he didn’t. As a result, a reputation is in tatters, a critical agency has lost a leader, a war’s leaders are distracted, and two families are in turmoil. In time I am sure we will all know more than we want to, but one thing is clear. He is the person responsible for this. He was senior in age (almost two decades) and position (at the start we think O-4 to O-10). It was his inability to control his weakness, his ego, and his actions that brought him here. He knows this too, or at least he does now.
As young leaders grow in positions of authority they need to keep simple human nature in mind. You will be tempted, even if you try to avoid it. You can end it as quickly as it comes up, and all will go along as before. We are all human, and at a weak moment, you may pause – but don’t pause long – there are too many lives, families, and careers that are riding on you being a leader and doing the right thing.
If you fail, that is on you. Same with General Petraeus; this is on him. Not the woman on the other side of the story; not the media; not the FBI; not his staff; not anyone above him in the chain of command, other agencies, or political parties.
There are many positive things to benchmark with General Petraeus’s career, and now you have a negative one. Don’t want to have all your hard work blow up in your face? Look at the poor decisions he made, and look for those decision points in your life where you will have to make the call – you will be there – do it right.
By Mark Tempest
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.”
- Midrats Sunday 8 Dec 13 Episode 205: “A 21st Century Navy” With John C. Harvey, Jr, ADM USN (Ret)
- USNI Happy Hour – Newport
- Sea Control 11: Sand Pebbles
- A History of the Navy in 100 Objects #20: Cyane Journal
- A History of the Navy in 100 Objects #19: Souvenirs Brought Home From Around the World by the Early Navy Squadrons