As a Junior Officer, it was very enjoyable to drive for an Underway Replenishment (UNREP) – with the sole exception, that is, of trying to make sense of the Radian Rule. I have strong memories of my attempts to internalize the relationship between the bearings and ranges. There always seemed to be one, but I never quite made it to a coherent understanding until much later in sea duty years. As an XO and CO recently, I finally had a more mature understanding of this important ship driving principle as well as numerous opportunities to train and coach Midshipmen and Junior Officers during UNREP events. In this article, I’d like to share a few approaches that take advantage of a more nuanced understanding of this well-known guidance.
The Radian Rule Equation and Its Uses
The rule of thumb that’s encoded in every table of Radian Rule values is laid out below. There are several ways to capitalize on this understanding as the team is either preparing for or executing an UNREP approach. I’ll start with a couple of the more common ones and then introduce three favored approaches to the problem. As a baseline assumption, the goal distance I’ll use for alongside separation is 180 ft. I think you’ll see soon, however, that they work equally well for any alongside separation distance.
Technique #1: Make a List
From a new Conning Officer’s point of view, this was a fairly common approach to the problem of understanding and using the Radian Rule. Many Junior Officers arrived for both the brief and the evolution with a list of bearings and ranges that would indicate the ship was on track for the desired separation. Such a list might look like this:
This technique works well if the team is able to verify bearing to the oiler at each of the yardage milestones on the list, since a single data point is seldom as valuable as a series of consecutive observations. This method is less useful if the range for a given observation isn’t one of the milestones, or if the team misses a milestone.
Technique #2: Use a Radian Rule Table to Determine Separation Distance
This technique is by far the most common, and involves a third party (typically a Quartermaster) looking up each bearing and range combination in a table similar to the excerpt shown below. While it ensures that each data point is useful in determining the overall trend of the ship’s relative motion with respect to the oiler, this method – in my opinion – doesn’t help substantially to develop the Conning Officer’s understanding of that motion. Stated differently, the difference between a good and a great Conning Officer is the ability to add his/her own evaluation of a situation to the input they get from the rest of the bridge team. I believe there are more effective ways (discussed further below) to build this capability in our Junior Officers.
A Note on Advanced Techniques
Techniques #3 – #5 have one prominent feature in common – they all depend on mental math. While this may present a challenge, there are several advantages to these methods. First, mental math promotes independent judgment by the Conning Officer and/or coach for each observation throughout the approach evolution. Second, the mental math in these methods requires that the Conning Officer and/or coach build a mental model of the relative motion and internalize the relationships among bearing, range, and lateral separation. Third, from the Conning Officer’s point of view, these techniques offer a different way to learn the evolution and may appeal more intuitively to certain Officers. Finally, from the coach’s point of view, these techniques offer yet another mental tool for dispassionately evaluating the sight picture and ensuring the bridge team is appropriately focused on providing good inputs to the Conning Officer.
With these points in mind, I’ll introduce three non-traditional techniques. Each of these relies on the Conning Officer’s and coach’s ability to mentally exploit various forms of the baseline Radian Rule equation.
Technique #3: “The Rule of 3600”
This technique works well in concert with either Approach #1 or #2 above. Since the separation distance for which we’re aiming is a constant (180 ft in this case), the right side of the equation becomes a constant:
Simplifying the Radian Rule equation, then, we get the following:
For any combination of bearing and range, we can multiply them and compare them to 3600. If the product is less than 3600, the ship is approaching the oiler at something less than 180 ft of separation. If the product is greater than 3600, the ship will approach the oiler wide of 180 ft separation. A few examples below illustrate this principle.
While it’s an imperfect measure, this technique allows the Conning Officer to corroborate his or her visual judgment with a quick check of the math, and then to combine those judgments with either of the first two approaches to refine the solution. This technique is very flexible with respect to desired separation distance, as well. If the goal is 200 ft, for instance, then the constant becomes 4000. Finally, this technique provides a good gateway to the next two approaches.
Technique #4: “Where Should You Be Right Now”
With range as an input, the Conning Officer works out the bearing he or she expects to see and then compares that prediction to reality (measured bearing separation). Direction and magnitude of any required course corrections follow relatively easily. The baseline equation, solved for bearing, follows.
This technique is a modification of technique #1, and it has two principal benefits. First, it helps the Conning Officer avoid the persistent need to divert attention from the approach to consult a list of bearings and ranges. Second, it helps to build the Conning Officer’s and/or coach’s comfort with mental math.
Technique #5: “Predict the Separation”
This technique is a modification of technique #3 and an extension of technique #4, using a different arrangement of the equation to anticipate the estimated separation for each bearing and range combination. Solving the Radian Rule equation for separation, the expression becomes:
Once the Conning Officer is adept at the mental math of multiplying the bearing and range, the only remaining step is to divide by 20. The simplest way to do this is to remove a zero and divide by two. A sample is shown below.
This is a mental math version of Approach #2. While this is more difficult than any of the four previous techniques, the principal benefit to this approach is that it gives the Conning Officer and/or coach convenient tools to mentally evaluate the geometry they are seeing on the bow. For the Conning Officer, the nuanced context available from each observation constructively builds the spatial judgment and physical intuition we call Seaman’s Eye. This technique allows the Conning Officer to take maximum advantage of sometimes-scarce evolutions and reinforces a more subtle understanding of the relative motion between ships that sometimes eludes the most seasoned veterans. I found it to be tougher than the other techniques to teach and use, at least at first, but it was infinitely more rewarding when the Conning Officer understood it and was able to use it.
It takes time and effort to learn how to safely conn the ship alongside. Proven techniques that have propelled ships alongside safely for decades are available to those who will take the time to learn and use them, and they can be improved with a small investment in systematic thinking about the geometry built into the evolution. Techniques #3 – #5 suggest ways to exploit the mathematical relationships inherent to the Radian Rule that offer two significant benefits. First, they build confidence in coaches by encouraging a more intuitive understanding of the relative motion throughout the UNREP approach. Second, they help build Seaman’s Eye in our Junior Officers by sharing those insights with the fertile minds of the Officers who drive the ship most frequently, and who are most apt to exploit them effectively.
For an organization based on “collective security,” using socialist/communist guidance isn’t totally out of synch – it actually makes a lot of sense.
As with all collectives, there is a big problem – free riders. Those who benefit from being part of a collective – or alliance – but do not even attempt to make and effort to contribute their fair share.
For a very long time, there have been calls for NATO to be an alliance not just of benefits, but of obligations – that regardless of size or economic might, that each nation should make a fair and reasonably equitable investment in the collective defense.
Though an imperfect measure, defense spending as a percentage of GDP has been the best benchmark to use as it gives a reasonable measure of each nation’s dedication and willingness to contribute to the expensive work of deterrence and when needed, action.
The agreed upon benchmark has been 2%. How are we doing?
Military spending by NATO countries is set to fall again this year in real terms despite increased tensions with Russia and a pledge by alliance leaders last year to halt falls in defence budgets, NATO figures released on Monday showed.
The figures showed defence spending by the 28 members of the alliance is set to fall by 1.5 percent in real terms this year after a 3.9 percent fall in 2014.
The fall comes at a time when tension between NATO and Russia is running high over the Ukraine conflict. Russia has sharply raised its defence spending over the past decade.
It also comes in spite of a pledge by NATO leaders, jolted by Russia’s annexation of Ukraine’s Crimea region, last September to stop cutting military spending and move towards the alliance’s target of spending 2 percent of their economic output on defense within a decade.
NATO Secretary-General Jens Stoltenberg said 18 allies were set to raise defence spending this year in real terms, but the total was lower, continuing a trend of declining military spending, especially by European NATO allies.
NATO expects five NATO allies to meet the 2 percent spending goal in 2015, up from four in 2014.
Poland, which has embarked on a major military modernisation programme, is set to join the United States, Britain, Estonia and Greece as the only NATO allies meeting the target.
Who is increasing defense spending?
… defense spending in a number of NATO states will either fall or remain nearly flat compared to the previous year — with the exceptions of the “frontline” states of Poland, Latvia, Lithuania, along with Luxembourg:
Combined populations of those nations in millions: 38.4+2.2+3.5+.5= 44.6 million. That is a little less than the combined populations of Texas and Florida.
Once you get past the accounting indicator, what is another indication of an alliance members operational utility? The willingness of the citizens of its member states to follow through once war starts.
Pew has done some serious work on this exact topic.
Roughly half or fewer in six of the eight countries surveyed say their country should use military force if Russia attacks a neighboring country that is a NATO ally. And at least half in three of the eight NATO countries say that their government should not use military force in such circumstances. The strongest opposition to responding with armed force is in Germany (58%), followed by France (53%) and Italy (51%). Germans (65%) and French (59%) ages 50 and older are more opposed to the use of military force against Russia than are their younger counterparts ages 18 to 29 (Germans 50%, French 48%). German, British and Spanish women are particularly against a military response.
Sadly, it seems that the Europeans remain the world’s military security welfare queens; willing to defend Europe to the last American;
While some in NATO are reluctant to help aid others attacked by Russia, a median of 68% of the NATO member countries surveyed believe that the U.S. would use military force to defend an ally. The Canadians (72%), Spanish (70%), Germans (68%) and Italians (68%) are the most confident that the U.S. would send military aid.
I guess institutional anti-Americanism ends when the bear is at your throat.
What is the best hedge if you are a front line nation? Spend like you are on your own – because there is a good chance that you will be – and if you are there is a better than average chance at at least the USA will stand beside you. Uncle Sam can be a spotty ally, one election away from throwing you to the wolves, always remember that – and the rest of Europe? Review your own history.
Uncle Sam is trying. This isn’t a REFORGER, but Salamander approves this messaging:
Secretary of Defense Ash Carter confirmed Tuesday that the U.S. is to station heavy military equipment, including tanks and other weapons, in new NATO member states for the first time since the end of the Cold War.
“These are responses to Russia’s provocations,” Carter told CBS News correspondent Margaret Brennan in an exclusive interview in Estonia, one of the nations the American defense chief said could already “feel” the imminent threat posed by its massive neighbour to the east.
The increased American military presence on Russia’s doorstep is intended to reassure jittery allies like Estonia, which have been alarmed by Russia’s annexation of Crimea and its support for separatists leading the war in eastern Ukraine.
Finally, there is in the end more than just money – there is will. Let’s look at those five nations again, and use their performance in Afghanistan as a benchmark and give them a grade on their will to fight:
1. USA: A.
2. GBR: A.
3. EST: A.
4: POL: B. (late to the game in numbers, limited equipment, needed a lot of help, some caveat issues – but solid effort).
5: GRC: F. Really? Yes, really. I have a story about a potted plant in the CJ-5 shop, but I’ll keep it to myself.
There is your “what.” What about the “so what” and “what next?” Ready or not – history will deliver that in her own sweet time. The alliance will continue as an exercise shop at least by inertia at worst. First contact with an enemy will tell the story. Hopefully we will do better than the Franco-Bavarian army at Blenheim.
As reported by the Washington Post on June 4th – “Hackers working for the Chinese state breached the computer system of the Office of Personnel Management (OPM) in December, US officials said Thursday, and the agency will notify about 4 million current and former federal employees that their personal data may have been compromised.”
What is OPM? The organization that collects, collates and manages all the security clearance information for US personnel. That includes biographical details about the people in the US government who hold security clearances.
This is the single biggest US security breach since at least the Cold War, although I am personally struggling to think of anything directed against the US that approaches this scale. You can change access codes, passwords and encryption standards in a compromised computer system fairly easily but once the names and biographical details of everyone who holds a clearance are stolen by a rival nation for nefarious purposes … that’s a whole different ballgame.
The identity of the Watchers at NSA, CIA and the Pentagon are now likely known to the Chinese military. Some of these individuals will be the target of Chinese surveillance operations ranging from spear phishing emails to physical shadowing. In war time they may actually become targets for kinetic operations. American spies used to be able
to watch the Iranians, Chinese and Russians secure in the knowledge that they could observe without putting themselves at risk of detection. That era – the era of the American Panopticon – is over.
Update June 25th, 2015: Its possible that the number of affected could be as high as 18 million.
In 2013, an article explored the gulf between creativity and innovation within the U.S. Navy’s ranks. It defined creativity as “investing in our future” and innovation as “finding a new way to solve an identified problem.” Innovation takes place in the Fleet every day. When Sailors are given the room to think outside-the-box in order to solve problems encountered on the deck-plates, it positively flourishes. Now back at sea, I am pleased to see that “Sailorized Innovations” abound. A few months ago, we were faced with a problem exasperated by the cringe-worthy phrase, “This is how we have always done it.”
The ship was moving from the naval station to a civilian shipyard. The assigned berthing barge – where Sailors live and work during an industrial period – was to be placed astern, vice outboard, of the ship. This configuration would require a brow – a “gangplank” for non-Sailors – be run from the pier directly to the barge. To transit between the ship and the barge, a Sailor would have to use the pier. Thus, the ship would need to stand-up extra force protection watch standers to guard the barge. These new posts would add four-thousand man hours to the crew’s watch-standing load during its stay in the shipyard.
The goal was to negate the extra watch-standing requirements. While the command was told that every ship had used the configuration in question and managed to survive, the solution seemed quite obvious and easy to accomplish. If a brow could be rigged from the already-protected ship directly to the barge, the need to guard the barge would be erased. The answer seemed simple, but getting to “yes” was another story.
In the Navy, “the box” is frequently defined by Standard Operating Procedures – usually well-established, sometimes stained in blood, and all-too-often acting as blinders to the here-and-now. These can turn into the sworn-enemy of innovation. As Clayton Christensen suggests in his book of the same name, breaking down these confines and pushing the solution to the identified problem outside-the-box, or looking beyond today, is truly the Innovator’s Dilemma. How does one come up with a new way to solve a problem – innovate – if they are told that they “cannot get there from here?”
Successful innovation requires a questioning attitude. It requires positivity. It requires a clear goal and buy-in. And finally, it requires tenacity.
It is far easier to say “no” than it is to embrace, or even experiment with, change. This is especially true of people who do not have a vested interest in solving the identified problem; ironically, usually the same people who have the power to institute change. When you encounter a problem and are told to make-due, ask questions. Do not be bowled-over. Do not be bullied. A questioning attitude not only improves quality-of-life, but it has the potential to save a life. If presented with the cop-out, “This is how we have always done it,” ask “Why can’t we do it this way?” A questioning attitude will require others to engage in the problem and ultimately defend their position amidst your scrutiny.
Negativity is an anti-body to innovation. The concepts are mutually exclusive. The successful innovator must be positive. They must look for solutions, not problems. They must take set-backs in stride and always keep the good that can be done by their innovative spirit at the forefront of their mind. Maintaining a positive, forward-leaning attitude also has a measurable impact on relationships and networking. The keepers of the purse and the makers of the rules will always choose to work with the positive person over their negative counterpart. The innovator’s team will move mountains for a positive leader.
Possibly the roughest patch in the pursuit of innovation is that place where it intersects with creativity. Creativity involves coming up with a new idea – investing in our future – and normally does not address an identified problem. Creativity may also add more work for the end-user, hence the moniker, The Good Idea Fairy, used so frequently throughout the military. The Fairy comes out of nowhere, taps his wand, creates a new requirement where none was needed, and flies away as the troops struggle to implement his “gift.” Whereas creativity often occurs in a vacuum, successful innovation takes place in the moment and requires a clear goal. What are we trying to solve? This goal ensures that we focus our efforts and maximize the efficiency found in the eventual solution. For the innovator’s efforts to gain any traction, they must have buy-in – both from subordinates, who have the know-how, and from superiors, who provide top-cover and latitude, keeping the innovation-incubator safe from intrusion and exerting influence over outside entities.
Most importantly, the successful innovator must be tenacious. Few people are inclined to expend extra effort on another person’s behalf. When one attempts to solve an identified problem through innovation, they will more-than-likely be met with a resounding “no!” It is easy to give that answer – it requires half a breath and no brain power. The successful innovator – endeavoring to solve a problem – will hear that answer over and over again. Every new approach to the solution will result in more reasons why “it cannot be done.” Innovation is impossible if the innovator does not have the stomach for “no” and gives up in the face of adversity. This is where a questioning attitude, positivity, clear goals and buy-in really count, because with those tools in the innovator’s kit, the tenacious flame will remain eternal.
Meaningful innovation is rarely sexy. Though it was not flashy, the ship’s innovative solution – running a brow between the ship and the barge – was a non-starter with the shipyard. The ship was told that this configuration was not the way it was done. Though a seemingly benign situation, the ship’s leadership had their ideas cast aside. Yet, the commanding officer not only supported the plan developed by his innovators, he in fact directed it, knowing that it would be a major win for the crew and most importantly, would ensure their safety and that of their ship. Through willpower, tenacity, and a drop of common-sense, the ship was able to win the day. A brow was rigged from the ship directly to the barge and one team of watch standers was utilized. This configuration endured for 3 months and ultimately proved popular with both Sailors and the shipyard. It was a shining – if not a somewhat mundane – example of successful innovation.
So who cares? A brow was placed in a new spot instead of the usual spot. Big deal. The reason this matters is that our lower echelon units – in this case, our warships – are suffering under the crushing bureaucracy of higher headquarters and civilian support entities. As one colleague phrased it recently, every single waking moment at work seems as if there are a thousand flaming marbles raining from the overhead – ceiling – and letting one hit the deck will bring about the end of the world. All too often we are faced with minor challenges while our hands are tied behind our backs, our ankles are cuffed, our mouths are taped shut, and someone continually pokes us in the eyes. We must not settle for that. We must seek out the small victories. Our units, our equipment, and our people – not to mention the missions we exist to carry out – are far too important to live by the lowest common denominator. Diving in and having the moral fortitude to respectfully push-back and find innovative solutions to every-day problems, produces an exponential return on an investment of sweat-equity. Things are tough these days and throwing up our arms in exasperation is the easy answer; it is not, however, the right answer.
In this case, it was a “misplaced brow” that overcame one of the million “face-palm” situations we are presented with on a nearly-daily basis. This configuration did not save lives and it did not win a battle. It did make a positive impact, though, and as leaders, that should always be the goal. Be respectfully stubborn, innovate as if you are trying to find your way out of a scene in Inception, and keep the fire in your belly burning as you stare down Goliath with steely-eyed determination. Our service and our nation will be put to the test again soon enough. Missiles will fly, explosions will roar, and victory will rely on leaders at all levels who can think for themselves when the lights are out and chaos is everywhere. Train like you fight – do not wait for lives to be on the line – innovate today.
The nuclear powered aircraft carrier (CVN), with its embarked carrier air wing(CVW), is the only maritime force capable of executing the full range of military operations necessary to protect our national interests.
From deterrence, to humanitarian assistance, to large-scale combat operations,Carrier Strike Groups (CSGs) stand ready to answer the call in all phases of conflict. Navies across the globe aspire to extend their influence by building aircraft carriers and developing deployment models that mirror what the United States has been doing for more than eighty years. Our innovative leadership in this arena must continue to grow as the need for a modern aircraft carrier remains critically important to the continued freedom of navigation on the high seas.
Geopolitics and global threats require that we maintain a maneuverable and visibly persuasive force across the globe that can accomplish a number of missions, over sea and land. The carrier is the only answer to this requirement and the future USS Gerald R. Ford (CVN 78) will soon be underway fulfilling this critical need.
The Ford is not a notional, larger than life project that may never see the light of day. Ford is alive and pier-side in Newport News. Ninety percent of the actual ship is structurally complete, and multiple cutting edge systems are coming online each month. She is nearly ready to go to sea and a community of sailors, shipbuilders, engineers, and citizens cannot wait to take her to the front lines.
Return on Investment
Despite the significant costs of developing the world’s newest aircraft carrier, the investment is absolutely critical to our national security over much of the next century. Nuclear-powered aircraft carriers and their embarked air wings enable the U.S. to operate without a “permission slip” for host nation basing. Ships like Ford will generate the full range of effects necessary to deter potential adversaries with minimal notice or diplomatic coordination. It is understandable that the cost of operating 100,000 tons of fast, highly-lethal combat power should come with a high price tag, but we’ve been committed to rigorous oversight and management of cost and delivery deadlines. Looking at cost in a vacuum without considering how unmatched warfighting power is extracted from each of those dollars would be shortsighted. Overall, the Ford class brings improved warfighting capability, quality-of-life improvements, and reduced total ownership costs. Together, these efforts will reduce manning by approximately 700 billets, reduce periodic maintenance, improve operational availability and capability, and reduce total ownership costs through its 50-year life by $4 billion for each ship over its Nimitz class counterpart. With the exception of the hull, virtually everything has been redesigned; it is the first new aircraft carrier design in more than 40 years. The ship’s design includes sophisticated new technologies that deliver capability now and will continue to grow with the incorporation of future weapons systems. A new nuclear propulsion and electric plant on the Ford class will generate almost three times the electrical power over the Nimitz class, leading to higher aircraft sortie rates and excess power to incorporate future technologies, such as the employment of directed energy weapons. From the Advanced Arresting Gear to engineering efficiencies, the Ford class is cutting-edge.
Ford Class delivers enduring, unmatched air power
The Ford and Nimitz class will remain relevant despite technological advances among our adversaries that make access to the battlespace more challenging. While Anti-Access/Area Denial (A2/AD) threats are increasing in complexity, our Navy is evolving to address these challenges and outpace the threats. It is important to look more broadly at how the CSG as a whole is equipped to deal with these complex threat environments. With an integrated network of aircraft, sensors, and weapons, the CSG remains a viable and credible threat to any adversary, where it matters, when it matters.
Additionally, the air wing itself will grow and adapt around the carrier to keep pace with technological advances and future capabilities. We’ve seen this before with the former USS Enterprise. The air wing aboard the Enterprise in 1962 was nearly unrecognizable from the modern composition of aircraft when she decommissioned in 2012. Nevertheless, that mighty ship was still able to execute missions and outmatch threats over a 51- year period. When you leverage the capabilities of the F-35C, our fifth generation fighter, with the capabilities of our F/A-18E/F Super Hornets, EA-18G Growlers, E-2D Hawkeyes, and MH-60R/S Seahawks, you have what you need to fight and win against adversary threats in the near and long term. Future systems like the Unmanned Carrier-Launched Airborne Surveillance and Strike (UCLASS) program will only add to CSG lethality while diminishing vulnerabilities. Unlike other classes of ships, the aircraft carrier does not need to be retired when its primary weapons system becomes obsolete – the ship will continue to operate and dominate in any environment as its air wing and company surface combatants evolve.
History has proven time and time again that when the United States’ national security or national interest is at risk, the nuclear-powered aircraft carrier will steam ahead and be the first to answer the call. There is no greater proof of the tangible effects of the modern carrier on global events than events that have occurred this past year. After the Islamic State of Iraq and the Levant (ISIL) expanded through the Middle East, our deployed CSG surged forward to protect citizens and interests throughout the region. Carrier Strike Group Two and the USS George H.W. Bush deployed into the Arabian Gulf to blunt ISIL’s advance with air strikes and numerous related maritime-based effects. CSG 2 formed the only armed response option for the nation for 54 days. The USS Carl Vinson Strike Group and Carrier Strike Group One followed, flying 12,300 sorties, including 2,383 combat missions. Now, the USS Theodore Roosevelt stands watch with Carrier Strike Group Twelve, an indispensable tool at the Combatant Commander’s disposal to fight a brutal enemy.
Beyond air power alone, the integrated nature of the sensors and weapon systems within the entire CSG is invaluable to Combatant Commanders and decision makers in Washington, D.C. Cruisers, destroyers, maritime patrol and reconnaissance force aircraft, and national sensors integrate with the CVN and CVW to broaden the reach of our most capable assets. Naval Integrated Fire Control-Counter Air (NIFC-CA) is a game-changing concept that will greatly enhance Integrated Air and Missile Defense (IAMD) missions. NIFC-CA relies on a family of sensors rather than a single system. Inputs from air and surface assets create a common operational picture among platforms and incorporate integrated fires (from air and surface platforms) to counter and neutralize missile threats. This revolutionary capability is already integrated into the USS Theodore Roosevelt Strike Group.
There is no doubt that our aircraft carriers remain relevant in this time of geopolitical tension due to their flexibility, adaptability and lethality. While conflicts no longer span entire oceans, there are real and dangerous adversaries that seek to derail peace and inflict harm. The investments we make now in the Ford class carrier will ensure we continue to confront these threats. Whether it is combatting terrorists, assisting humanitarian assistance efforts after a natural disaster, or deterring future conflict, the nuclear powered carrier will continue to be the centerpiece of our Nation’s initial and lasting response across the globe.
This post originally appeared at the NavyLive Blog, and is cross–posted here with permission.
Earlier this month, 36-year old Massachusetts resident Keith Broomfield was killed in Syria while fighting with Kurdish peshmerga forces against ISIS. He is believed to be the first U.S. citizen killed in action against ISIS. He was remembered yesterday in Massachusetts and laid to rest. It is unknown exactly how many U.S. citizens have volunteers to fight ISIS, though a Kurdish source suggested in March about one hundred Americans were serving in Syria alone.
This is in stark contrast to the past decade when the American media has highlighted those citizens who have fought against U.S. interests. The first high-profile citizen was John Walker Lindh who fought with the Taliban and was captured by the Northern Alliance in Afghanistan in November 2001. Others have worked with Al-Qaeda included Adam Gadahn, a senior advisor to Osama bin Laden, who was killed earlier this year by a drone strike. According to testimony earlier this year before the Senate Special Committee on Intelligence, National Counterterrorism Center Director Nicholas Rasmussen, stated that “more than 150 U.S. persons from a variety of backgrounds and locations in the United States have traveled or attempted to travel to Syria. A handful of these U.S. persons have died in Syria.”
Private citizens joining foreign conflicts or in the service of other nations has a lengthy history. After the American Revolution, for example, John Paul Jones left the U.S. to serve as an admiral in the Russian Navy in the Russo-Turkish War. War of 1812 naval hero Captain David Porter (the step-father and father of two Civil War admirals, David Farragut and David Dixon Porter respectively,) was court-martialed in 1824 and later commanded the Mexican Navy. U.S. Naval Academy graduate Philo McGiffin, having failed to secure a commission in the Navy, served in the Chinese Navy during the Sino-French War and the First Sino-Japanese War.
In the twentieth century, volunteer citizen-warriors became more organized. Nearly forty Americans served including eleven killed while serving with the Lafayette Escadrille, a fighter squadron, in France during World War I. American pilots served with the Kosciusko Squadron with the Polish in the Polish-Soviet War of 1919-21. Of more than 3,000 Americans fighting against Spanish fascist forces in its civil war (1936-38), nearly 700 died as part of the Lincoln Battalion. Prior to entering the Second World War, American pilots comprised three Royal Air Force Eagle Squadrons. Still others fought the Japanese with Clair Chennault’s Flying Tigers.
Broomfield was the first citizen to die fighting ISIS but, as history shows, it is unlikely he will also be the last.
Innovation is the buzzword of the day in naval circles. On the heels of Secretary of the Navy Ray Mabus’ “Task Force Innovation,” even Senator John McCain is calling out for innovation in the armed forces. The latter recently signaled the alarm bell in Wired magazine, paraphrasing a famous campaign line by stating, “the Pentagon confronts an emerging innovation gap.”
These leaders often cite the example of Silicon Valley, the mecca of small start-up companies and modern American entrepreneurism. The thinking goes that, if only our services could exude more “disruptive thinking,” or acquire systems faster, or flatten organizational structures—then we will achieve success.
Yet the US Navy is not a small start-up. And while many of our Sailors and Marines have great ideas that will impact technology and Tactics, Techniques, and Procedures (TTP) across the range of military operations, there is an insidious creep arising amid the growing “innovation gap:” central planning.
Successful innovation in the Navy has no program office, no resource sponsor. Yet as Congress and leaders begin to demand or expect it, we are in danger of morphing the ingenuity of individuals into “capital-I Innovation.” One can imagine a fate not too dissimilar to that of acquisition versus Acquisition.
Since his speech at the Sea Air Space conference in April, SECNAV has been regularly posting memoranda on his Navy.mil website. Each document contains background information on a particular area—robotics, for example—and then a list of “shall” accomplish requirements for the Chief of Naval Operations and Commandant of the Marine Corps, all to be completed by a specified date.
Make no mistake: this is an important advancement for our Navy. Introducing an element of outside-the-box thinking from on high is part of what our service needs.
But “shall” actions with a defined deadline miss the point of innovation. In fact, the concept of innovation itself stands at odds with the increasingly managerial, assembly-line service we live in. True innovation has no timeline; good ideas and products are tied to neither the Fleet Readiness Training Plan (FRTP) nor the Joint Capabilities Integration Development System (JCIDS). Few people, if any, whether they were in Silicon Valley or their parents’ garage, ever woke up and said, “By tomorrow, I am going to come up with a revolutionary idea.”
Instead of attempting to mandate innovation with deadlines and taskers, Senator McCain and Secretary Mabus should be leading discussions in three important areas:
First, how does the Navy deal with questions? SECNAV is already talking about this, but it is important to have a larger discussion on the topic. Failure to attain qualifications and expertise in rate or platform can still be unacceptable, but what about the few who show up to quarters with ideas on how to make their small corner of the Navy better, more efficient? What about the folks who constructively ask, “Why are we doing it this way?” We should expect excellence in systems and tactics, while also having the capacity to challenge our people to suggest and implement improvements in those systems and tactics. Connecting like-minded service members and making more centers for experimentation available are part of the solution, but so is leadership—from the LPO and Department Head level and beyond— that looks at its “quirky” sailors less as nuisances and more as potential assets.
Second, how does the Navy deal with failure? Operational Risk Management, or ORM, is championed around the Fleet and seems to be a mainstay in everything from work center training to holiday safety briefs. But what do we do with officers or enlisted sailors who have the right intentions and either attempt to push their platforms too far or have a momentary lapse in judgment? Our current zero-defect mentality belies our naval history: Admiral Nimitz, one of our most storied heroes of WWII, ran his first ship aground as a young lieutenant. He was allowed to continue his service, and a court-martial declared that “he is a good officer and will probably take more care in the future.” Have our platforms become so expensive, and has our fear of public relations become so pervasive, that we would fire today’s sailors in a similar predicament? What does that say about the leadership we are actually cultivating? Not all failure is catastrophic or should be treated as such.
Third, what do we do with innovative service members? Can a tinker-sailor-leader-innovator become a commanding officer of a ship, submarine, or aviation squadron if she accepts shore tour orders to a billet in ONR or the Pentagon? What if she delivers benefits to Navy platforms or TTPs while she is in this “non-production billet?” This will speak more to interested sailors—and to coaxing a groundswell of innovation—than dictates from above.
Senator McCain is right in his op-ed: our services need acquisition reform. This is a large part of the solution towards adapting to the pace of technological change.
But the greatest advancement that the Senator or Secretary Mabus could make is to view the current innovation movement not as a program of record or urgent operational need (UON), but rather as a core operating concept. We want a service that is more lethal, agile, and responsive without shelling over outrageous sums to defense contractors. Sailors and civilians, whether they are in the Fleet or in the Pentagon, are capable of outstanding innovation to that end. They need the inspiration to try, make mistakes, and carry on without fear for their jobs or their fitness reports.
This requires no act of Congress and should not be passed down through memoranda. Rather, it is a discussion to have and a change in thinking required both in the halls of the Capitol Building and throughout the Fleet. We must move from a service dictated by metrics and managers to a team inspired by leaders. This is the paradigm shift required for our Navy to move forward in this century.
People and money.
One follows the other, and the later always defines the magnitude of the former.
BA, NMP, BSC; the whole alphabet soup emanating out of Millington is fed by one thing more than any other; money. Money is your primary indicator of priorities, main effort, and commander’s intent in manpower.
Manpower is a complicated mix of habit, tradition, agenda, bureaucratic inertia, wants, needs, and wishes. When not controlled with a disciplined hand, bureaucratic organizations can accumulate billets like a spaniel in a field of beggar weeds; with or without audits or manpower efficiency reviews.
Stress is always a good way to squeeze efficiency our of an organization and to force it to tell you what are its priorities – what it really values.
In an email Tuesday, COMNAVAIR, VADM Dunaway, USN, put our his D&G on the latest stress coming their way in the manpower arena – yep, the mother’s milk; money.
Looking ahead, the Office of the Secretary of Defense (OSD) budget reductions and the shift to modernization and sustainment will require us to smartly manage our workforce levels and skills mix.
Ahhh, that is the key; define “smartly.”
As new and critical tasking emerges, we must be prepared to move our workforce toward these efforts without adding additional people. In addition to agile staffing, we must be vigilant about eliminating outdated, unnecessary and burdensome work that does not directly contribute to mission outcomes.
Start of the core compentancy – the mission of our organization. That is where you start your prioritization. At almost the halfway point of his email, Dunaway points to one,
In the beginning of FY15, we assigned hiring goals to the competencies and commands. We have exceeded our targets due in part to aggressive hiring early in the year. Our Fleet Readiness Centers ramped up hiring to help reduce the F/A-18 maintenance backlog and will return to normal staffing levels within the next 2 years.
From there, rack and stack – and lead. If you really want your organization to,
… we must be vigilant about eliminating outdated, unnecessary and burdensome work that does not directly contribute to mission outcomes.
… start with you personal staff, your N1, and the first gaggle of SES and GS-15+ you can get your hands around. Take those BA/NMP and Full Time Equivalents and do your own personal baseline review. Get those billets recoded towards your core competency – I am sure VADM Moran will help from his end. If you don’t make someone in the nomenklatura squeal, then you didn’t do it right. Once that is done, work through your other N-Codes.
At the same time, don’t make those shops do more with less. Cut back on the background noise and the self-licking ice cream cones.
The easiest thing you can control are the manhours invested in non-core related competency conference attendence, awards processing, collateral duties, ad-hoc committees (I get those emails too from NAVAIR, but I’ll be nice and not quote them here), Political Kowtow of the Month observances – all those things that take untold hours of your employees’ time but do nothing even close to helping,
… reduce … maintenance backlog …
Most of these activities are just bureaucratic habits or the bad aftertaste from one of your predessor’s pet projects or sacrifices to Vaal.
If you want bold action by those in your organization, you don’t tell them to do it – you do it yourself first. By your example, they will lead. Give them benchmarks, hold them accountable.
The only way to secure our future is to improve our capacity to adapt, collaborate and focus on the most important work.
If you have questions or ideas, I encourage you to talk with your leadership.
You are the leader. You have outlined a problem, demand solutions. As such, there is no “If.” If this is serious, then, “If you have questions or ideas, I encourage you to talk with your leadership.”, is not – I may offer – a serious call to action. It is passive and without heft, depth, or meaning.
“Bring me your questions or ideas, as we are making significant changes to our manpower document to optimize our workforce levels and skills mix.”
That might give you what you need.
Now, what will be interesting is in JUN16, what changes or draft changes will there be to NAVAIR’s manpower document?
Good stuff; good start. Good luck.
Away All Boats! This battle cry met American theater goers in a 1956 movie by the same name, an adaptation of a novel by Kenneth Dodson based on his experience aboard the USS Pierce (APA 50) in World War II. The film stars the crew of a fictional amphibious attack transport Belinda and features one of Clint Eastwood’s first unaccredited roles as a Navy Corpsman. But those who know something about military films remember it for its Technicolor realism and gritty depiction of amphibious warfare in the Pacific. The last few days on the USS San Antonio have felt like a modern reinterpretation of this classic.
The flagship is brimming with Swedish, Finnish, British, and American Marines, their vehicles, boats, and support staff. Some of the Scandinavian forces sport beards worthy of Viking ancestors (one carries an axe as a guide on), the chow lines have been longer than usual, the cooks are working overtime, and all are in good spirits. Finally, today the order all had been waiting for was given, “AWAY ALL BOATS!”
Today, the 700-strong multinational BALTOPS Amphibious Landing Force stormed the beach of the Ravlunda training range in Sweden, one of the largest amphibious exercises ever orchestrated in the Baltic region. Also participating were Soldiers from the 173rd Brigade Combat Team in Vicenza, Italy. The landing force came from a NATO sea base, consisting of the big deck, HMS OCEAN (LPH 12), USS SAN ANTONIO (LPD 17), and POLISH LSTs: LUBLIN (LST 821) and GNIEZO (LST 822). A variety of amphibious vehicles served as connectors to get the Marines ashore from the sea base including fast and maneuverable Combat Boats (CB 90s), Marine Corps Amphibious Assault Vehicles (AAVs), Landing Craft Air Cushioned (LCAC) and numerous other amphibious assault craft.
What we accomplished today on the Ravlunda range is a testament to NATO’s robust amphibious capability—or “amphibiousity.” Demonstrating this capability is just one of the many facets of BALTOPS, a training exercise that is testing NATO’s ability to conduct air defense, undersea warfare, mine countermeasures operations, and maritime interdiction operations, skills that NATO has been practicing ever since the first exercise took place forty-three years ago.
What makes this BALTOPS different, though, is that it is being conducted under a NATO flag. I am joined here by my deputy Read Admiral Tim Lowe of the Royal Navy and Chief of Staff of Operations Rear Admiral Juan Garat of the Spanish Navy who have built an amazing team. My Lisbon-based staff of Striking and Support Forces NATO is aboard the command ship USS SAN ANTONIO, working diligently to ensure that we maximize training opportunities for the entire force.
The exercise is part of NATO’s broader goal to show its commitment to regional security. From the very beginning the numbers alone attest to this unwavering resolve. BALTOPS 2015 is larger than ever, a multi-national exercise conducted in a joint environment by 14 NATO and three partner nations throughout the Baltic Sea and Baltic region at large. We come with 49 ships of all varieties large and small, over 60 aircraft, 5,600 air, ground and maritime personnel.
We are grateful that Sweden and Finland could join us in this exercise – because regional security is a collective effort and requires us to communicate, understand each other, and establish lasting relationships. These relationships are built on common values and interests.
Finally, I would like to take this opportunity to congratulate Swedish Prince Carl Philip and his wife to be, Ms. Sofia Hellqvist on their wedding day. The Prince serves his country as a Major in the Amphibious Forces of Sweden. We hope that the newlywed couple will view today’s events in Ravlunda as a token of Alliance appreciation for Sweden’s partnership and a significant contribution to the peace and security of the Baltic Region.
What I saw today was not a Technicolor movie. There were no actors. It was not art. It was life. What the cameras caught and what you see in pixels on Youtube is the force of ideals truly embodied in the young men and women who serve our individual nations and who are willing to protect and defend our values.
Please join us on Sunday, 14 June 2015 at 5pm (1700)(EDT) for Midrats Episode 284: 200th Anniversary of Waterloo with John Kuehn:
18 June will be the 200th Anniversary of the battle of Waterloo, fought in present-day Belgium. Just in time, a regular guest to Midrats, John Kuehn, has his latest book out, Napoleonic Warfare: The Operational Art of the Great Campaigns where he covers the operational level analysis of European warfare from 1792 to 1815, including the tactics, operations, and strategy of major conflicts of the time.
More than just a description of set piece battle, there is a discussion of naval warfare, maneuver warfare, compound warfare, and counterinsurgency.
We’ve got him for the full hour … we should be able to get to most of it.
Dr. John T. Kuehn is the General William Stofft Chair for Historical Research at the U.S. Army Command and General Staff College. He retired from the U.S. Navy 2004 at the rank of commander after 23 years of service as a naval flight officer in EP-3s and ES-3s. He authored Agents of Innovation (2008) and co-authored Eyewitness Pacific Theater (2008) with D.M. Giangreco, as well as numerous articles and editorials and was awarded a Moncado Prize from the Society for Military History in 2011.
His previous book was, A military History of Japan: From the Age of the Samurai to the 21st Century.
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