Quotulatiousness

June 2, 2023

“Montgomery was a military talent; Slim was a military genius”

Filed under: Books, Britain, History, India, Japan, Military, WW2 — Tags: , , , , — Nicholas @ 04:00

Dr. Robert Lyman is a known fan of Field Marshal Slim (as am I, for the record), not only for his brilliant military achievements, but also as a writer:

Field Marshal Sir William Slim (1891-1970), during his time as GOC XIVth Army.
Portrait by No. 9 Army Film & Photographic Unit via Wikimedia Commons.

How many British generals have been able to write as well as they could fight? Strangely perhaps, quite a few. Field Marshal Sir Michael Carver (Dilemmas of the Desert War, The Seven Ages of the British Army), General Sir David Fraser (And We Shall Shock Them), General Sir John Hackett (The Third World War) and Major General John Strawson (Beggars in Red) are four outstanding soldier-writers that spring immediately to mind. Even Monty wrote his memoirs. And in our own day I’ve read plenty of competent books from a slew of men who’ve reached the top of the profession of arms. The work of some, like that of General Sir Richard Sherriff (2017: War with Russia), Major General Mungo Melvin (Manstein) and Brigadier Allan Mallinson (Too Important for the Generals et al), could be described as outstanding. Julian Thompson and Richard Dannatt also fit this bill. But by far and away the best of Britain’s soldier-writers in the last century was also probably the greatest soldier – and field commander – of them all: Bill Slim. He was, more properly, Field Marshal William J. Slim KG, GCB, GCMG, GCVO, GBE, DSO, MC, KStJ, the onetime General Officer Commanding the famous 14th Army – the so-called Forgotten Army – of Burma fame. He was, in this author’s view, the greatest British general of the last war (to avoid further debate, let’s just agree that Monty failed as a coalition commander, whereas Slim excelled). Slim’s ability as a general is perfectly summed up by the historian Frank McLynn:

    Slim’s encirclement of the Japanese on the Irrawaddy deserves to rank with the great military achievements of all time – Alexander at Gaugamela in 331 BC, Hannibal at Cannae (216 BC), Julius Caesar at Alesia (58 BC), the Mongol general Subudei at Mohi (1241) or Napoleon at Austerlitz (1805). The often made – but actually ludicrous – comparison between Montgomery and Slim is relevant here … there is no Montgomery equivalent of the Irrawaddy campaign … Montgomery was a military talent; Slim was a military genius.1

Some hint of Bill Slim’s fluency with the written word to complement his ability as a soldier came with the publication of Defeat into Victory in 1956, his superb retelling of the Burma story. Apart from its remarkable tale – the humiliation of British Arms in 1942 eventually overturned by a triumphant (and largely Indian) army in 1945 (87% of Slim’s army was Indian) – the quality of the writing was astonishing. Its author, a man who would be appointed Chief of the Imperial General Staff in 1949 (following Monty), the first Sepoy General ever to do so, and by Attlee no less, could clearly wield a pen every bit as he could destroy Japanese armies in battle (a feat he achieved twice, first in 1944 and again in 1945). When the book was first published it was an instant publishing sensation with the first edition of 20,000 selling out immediately. The Field recorded: “Of all the world’s greatest records of war and military adventure, this story must surely take its place among the greatest. It is told with a wealth of human understanding, a gift of vivid description, and a revelation of the indomitable spirit of the fighting man that can seldom have been equalled – let alone surpassed – in military history.” The London Evening Standard was as effusive in its praise: “He has written the best general’s book of World War II. Nobody who reads his account of the war, meticulously honest yet deeply moving, will doubt that here is a soldier of stature and a man among men.” The author John Masters, who served in the 14th Army, wrote in the New York Times on 19 November 1961 that it was “a dramatic story with one principal character and several hundred subordinate characters”, arguing that Slim was “an expert soldier and an expert writer”. The book remains a best seller today.

The following year Slim also published an anthology of speeches and lectures, loosely based on the theme of leadership, called Courage and Other Broadcasts. Then in 1959 he published his second book, Unofficial History, which bears out in full Masters’ description of Slim as a superb writer. It was a deeply personal, honest though light hearted account of events during his service. It received widespread acclaim. The author John Connell described it as “for the most part uproarious fun. If Bill Slim hadn’t been a first-rate soldier, what a short story writer he might have made.” For its part, The National Review wrote: “One of the most significant aspects of Field Marshal Slim’s book is the affectionate respect he shows when he writes about British and Indian soldiers. He finds plenty to amuse him too. I doubt whether a kindlier or truer description of the contemporary soldier has been given anywhere than in Unofficial History … It is one of the most delightful and amusing books about modern campaigning I have ever read.”

May 9, 2023

QotD: Changing German Panzer tactics in 1943

Filed under: Germany, History, Military, Quotations, Russia, Weapons, WW2 — Tags: , , , , — Nicholas @ 01:00

Report of the Commanding General of the 17th Armored Division, 24 April, 1943

The following report, though obviously written in haste with little regard for elegance of expression, gives a good view of the changes in tank tactics which took place on the Eastern Front. This translation was made from a typed copy of the original and thus bears no signature. Nonetheless, there is good reason to believe that the author was the famous Fridolin von Senger und Etterlin, who commanded the 17th Armored Division at this time.

1. The tank tactics which led to the great successes of the years 1939, 1940, and 1941 must now be considered obsolete. Even if it were possible today to breakthrough an antitank front by means of the massive employment of concentrated waves of tanks, we would not be able to make use of these methods, which would once more lead to considerable losses, because of our [tank] production situation. These methods, often employed in rapid succession, would lead to such a quick reduction in tank strength that the character of an armored division would be fundamentally altered. This would lead to difficulties for the higher leadership.

The change in tank tactics is logical. The beginning successes of the weapon, the shock effect of which rested upon the technical achievement and overwhelming invincibility of the attacker, found at last its end in the development of appropriate defenses. From the point of view of production, the building of tanks could not keep pace with the building of antitank weapons. Apparently, a thousand antitank rifles, or dozens of antitank guns, can roll off the production lines for every tank.

The following are drawn from these insights.

2. The new tank tactics, which have already gained inevitable acceptance in the divisions, are outlined below.

The tank group no longer forms the nucleus of the armored division, about which other weapons are grouped as auxiliaries. The tank is a new arm acting in concert with and equal to the old arms. In cooperation with other weapons, it retains its power, even though its numbers are far below those called for by tables of organization.

Its meaning as a new arm is a function of the fact that it combines in itself a goodly portion of the two elements important to the attack: fire and maneuver. It derives these qualities from the fact that it is invulnerable, or less vulnerable, because of its armor.

Because the tank arm combines in itself firepower and mobility to a greater degree than other arms, it is the appropriate weapon for forming the main effort [Schwerpunkt].

The combat of the armored division is characterized by the fact that it is a mobile unit in all its parts and, as a result, the division commander is in a position, in the course of a battle, to chose and form a main effort [Schwerpunkt]. This principle excludes an irrevocable commitment of the tank group before an attack. Rigid employment within the framework of an already established battle plan is replaced by division commander himself holding [the tank group] in readiness and the flexibly employing it in the course of fighting against the required, or known to be appropriate, position.

The battle will begin with the infantry attack. The infantry attack provides the required foundation for the strength of the antitank front, for its length and depth. If the antitank front is known, then the tank attack can be ordered according to the classical principles for leading mobile units against the flanks or, if possible the rear, of an enemy defensive position. This attack should only be carried out exclusively by tanks when they can gain complete surprise. If surprise cannot be gained, then in this flank attack fire superiority must be fought for through the employment of artillery and, for the time being and to a certain extent the fire of the tanks themselves, until the enemy antitank front can be shaken or at least split up. If surprise can be gained, then a break-in against the flank of an antitank front can succeed without preparatory fire.

The attack against an enemy antitank front by means of a successful move against its flanks and rear cannot be carried out by tanks alone. It requires the support of artillery. In our experience, however, tank attacks carried out against the flanks and rear have outrun the artillery groups in direct support. Shifting fires by means of forward observers alone is not enough to ensure the shooting up of defensive fronts. What is needed here is thus the self-propelled batteries, which in the same manner as tanks themselves can quickly change their firing positions and thus attain the same mobility as the tank groups.

3. Now that these principles of the new tactics have been laid out, their use in practice will be explained.

a. The use of tanks as the first attack wave against a strongly fortified, deeply organized defensive position leads always to great losses and is thus false.

b. The use of tanks against deeply organized antitank positions is possible with the stipulation that it be commanded by an all-arms leader in close cooperation with other weapons after the formation of a main effort on the spot and that the further prosecution of the battle be steered by the same all-arms leader.

c. The employment of tanks leads to the greatest success when, sent into action and controlled by the all-arms leader, when they are used to strike the enemy in the flank, soon after the latter has begun an attack and before his antitank weapons have established firm antitank positions. Also in this last case, the attack must, with a view to direction and timing, be ordered by the all-arms leader on the spot. (With this last method the weak forces of the worn out 17th Armored Division annihilated one enemy division at Kuteinikowskaja on the 5th of January 1943 and another at Talowaja on the 27th of January, 1943.)

4. These new tactics are based upon the cooperation of the three main arms (infantry, tanks, and artillery) during the entire course of a battle. This cooperation can only be assured when the leader, that is to say, in all cases where the mass of the division is employed, the division commander himself, controls the cooperation of the arms on the spot throughout the entire battle. If, under the press of circumstance, as generally was the case during the battles between the Don and the Volga, widely separated battle groups [Kampfgruppen] of infantry, tanks and artillery had to be formed, it is essential that each of these battle groups be commanded by an all-arms leader, who is neither the commander of the tank element nor the infantry element of the battlegroup.

The all-arms leader’s means of command is the 10-watt radio built into a tank. With this equipment the leader is connected with the tank leaders as well as the leader of the infantry group, who, in case the proper radios are lacking, is provided with a tank. The all-arms commander is also in contact, by means of his armored personnel carrier, with battlegroups not forming part of the main effort and with his first general staff officer (Ia) working far to the rear.

The leader of the artillery group locates himself, according to the ordinary rules of command and control, with the all-arms leader. He is able, as was explained above, to give effective support only as the leader of an artillery group made up of self-propelled batteries. If he does not have access to some of these, there is always the danger the leader of the tank group would find his mobility limited by being bound to the less mobile towed artillery supporting him.

The place of the leader in combat is far forward, so that he can easily see the tank combat and, on the basis of these observations, can steer the course of the battle. He is sufficiently separated from the forward wave of tanks that he does not get involved in the tank-versus-tank and tank-versus-antitank battles, for this combat will focus his attention on the tanks fighting in the forward lines, to the point where tactical decisions which derive from the cooperation of all arms, can no longer be made.

The place of the leader can, however, rarely be chosen outside of the zone of enemy artillery fire. He can nevertheless remain mobile, thanks to the peculiar virtues of his means of command, namely voice radio. In the course of an attack in progress, he should be far enough forward to allow contact with the infantry group. Through it he can exert the leadership of a combined arms combat.
an armored personnel carrier used as a mobile command post in Russia in 1941

From his location the leader should be in a position to himself assemble, according to the development of the situation and the requirements of the cooperation of arms, discrete tank groups.

Cooperation between discrete tank groups and infantry groups is possible if the all-arms leader remains in voice radio contact with the tank group in question. The attachment of tank groups to infantry groups is, as a matter of principle, always to be avoided. The infantry is not in a position to ensure the cooperation of infantry, heavy infantry weapons, and artillery as well as tanks because it is fully occupied with the conduct of the combat of other weapons. On this basis, the attachment of tanks to infantry divisions, which cannot be trained in the cooperation of the three arms, is, as a matter of principle, to be avoided.

The requirement to achieve success by the cooperation of all three arms does not exclude the concentration of all tanks in a single attack. This is still to be striven for. The concentration of tank power in the main effort [Schwerpunkt] will, however, not to striven for through systematic employment on the basis of an established plan, but rather in the course of the battle through the assembling of certain tank groups, in short, through the flexible combat leadership and formation of the main effort [Schwerpunkt] in the course of the battle through the all-arms leader himself.

This battle method, which aims at the close cooperation of the three main arms, cannot function without the formation of a special infantry group mounted in armored personnel carriers. Because it is essentially different, this group does not belong with the wheeled-vehicle mounted infantry of the division. They form, rather, an integrated part of the tank group. They can be attached to the later or will be employed according to the decision of the all-arms leader in accordance with the same principles that apply to the employment of tank waves.

The armored personnel carrier group of the infantry which is attached to the tank group corresponds closely to the self-propelled artillery. Both are special branches of their main arm, which work within the tank group itself and without which the cooperation of the tank group with the mass of the truck-mounted infantry and the towed artillery would not be possible.

5. The following deductions for the construction of tanks can be drawn from the aforementioned portrayal of the tactics and command techniques of the armored division. Because the race between tanks and anti-tank defenses can only be won by even heavier types and thus can not be guaranteed, the focus of effort [Schwerpunkt] in construction must be towards mobility and firepower.

The cooperation of arms can never be so close that artillery-infantry attacks alone can prepare an antitank front so that the tank attack can break through it in a rapid rollover. Instead, tanks must be an a position to use long-range fire to put anti-tank fronts out of action or at least so suppress them so as to make possible the further prosecution of the attack. They are only in a position to do this when they possess weapons of such a caliber that they can win superiority over immobile antitank weapons by means of fire and mobility.

According to this line of reasoning, great things can be expected from the creation of self-propelled artillery batteries. As unarmored fire units with greater range than tanks themselves they are in a position to attain that fire superiority which is necessary to gain the upper hand against the antitank defense.

During this winter’s fighting the best results were gained from assault gun battalions which, because of their great mobility and firepower, were employed and led in the same way as tanks. From the point of view of mobility, they outdid the tanks. Self- propelled guns were likewise successfully employed according to the same principles, to augment tank and assault gun groups, particularly by fire.

In contrast, the Tiger tanks, which were supposed to have fulfilled all three requirements, namely firepower, mobility, and heavy armor, were less successful, for their mobility was not sufficient for the elastic battle leadership outlined above. (In this experience it is important to take into account that the units sent fresh into battle were not at the height of their powers, especially where the use of radio was concerned. The impression of their lack of mobility, especially in rolling country with hard-frozen ground, however, would have been the same, even if the training of the personnel had been completed.)

These lessons of the more and more similar tactics of tanks, assault guns, and self-propelled artillery, which in more or less ad hoc arrangements establish the principle of fast-moving heavy firepower, causes one to wish that these weapons could be organized under a single leader with the goal of combining under him standardized training and well-schooled cooperation. This commander is the commander of the division’s tank group, that is to say, all more or less armored weapons mounted on tracked vehicles that are used for the fire battle. He must also have attached as an essential part an infantry group mounted in armored personnel carriers which should be made available according to a ratio of at least one infantry company for each three tank companies of whatever type.

The self-propelled artillery battalion should not be made an organic part of the tank group because of artillery training and the proposed design that will allow the guns to be dismounted. It should remain an organic part of the artillery regiment and be as- signed, on a case by case basis, to the commander of the tank group.

Unsigned report, probably authored by Fridolin von Senger und Etterlin, who commanded 17th Panzer Division at that time, via Bruce Gudmundsson’s Tactical Notebook, 2023-02-06.

May 5, 2023

The kinder, gentler US Naval War College

Filed under: Education, Military, USA — Tags: , , , , , , — Nicholas @ 03:00

CDR Salamander on a recent symposium at the U.S. Naval War College, showing just how much the American military has adapted itself to the Current Year:

Let’s take a look around the planet with a maritime national security lens, shall we?

  • The largest land war in Europe since WWII is raging on the north shore of the Black Sea.
  • The People’s Republic of China surpassed the United States of America as the world’s largest navy.
  • The Iranians are hijacking oil tankers willy-nilly.
  • The Western economy relies on undersea cables & pipelines we have allowed to go undefended and are now the subject of attention by mal-actors on the world stage.
  • The Navy is experiencing readiness and recruiting problems not seen since the 1970s.

There’s my top-5 off the top of my head this AM, yours may differ.

It sure seems to differ in Newport.

So, in the last week of April there was a 2-day symposium at the U.S. Naval War College, an opportune time to examine the most critically important challenges in 2023 — hopefully from a maritime perspective — wouldn’t you think?

Any conference, especially a 2-day affair with both on and off campus event locations, sure cost a lot of money and even more stacked manhours to plan, attend, participate, and manage.

We sure want to make sure the juice is worth the squeeze, right?

If you’re a regular here, you know where this is going. I warned everyone about this back in 2017. If you’re a new reader not fully up to speed on the broader portfolio we manage here at CDRSalamander, well, take a red pill and a seat.

Our war colleges are not what you think they are.

With each passing year there is less focus on war, and more on college. At the Naval War College, just getting additional time, money, faculty, and leadership focus on the “naval” portion has become a challenge with all the other ancillary agendas trying to keep pace with the cool kids cross-town at Salve Regina University.

Here’s a perfect example.

    The Naval War College (NWC) will host its 9th annual Women, Peace and Security (WPS) Symposium, 26-28 April 2023, in Newport, Rhode Island. This year’s theme is “Women, Peace, and Security in a Fragile World: Perspectives on Warfighting, Crisis Management, and Post-Conflict Transitions“.

Well, let’s go in with an open mind. Perhaps there’s something here. Hope isn’t a plan, but when the Party demands things of you, hope is often all you have.

If you voluntarily attended (I am reliably told that Party cadre informed the proles that attendance was required for staff, at least online), what kind of panel discussions would you be able to listen to? Let’s browse over the agenda.

In totally unrelated news, Brent Ramsey updates the odds on who will be promoted to be the US Navy’s next Chief of Naval Operations:

Admiral Lisa Franchetti, Vice-Chief of Naval Operations, US Navy.

Last September, the Navy promoted and installed a new Vice Chief of Naval Operations. Then Vice Admiral Lisa Franchetti got her 4th star and was appointed to the second-highest position in the Navy. Now after a scant seven months, the betting line going around D.C. is that she will likely be the next CNO based on the identity politics track record of President Biden. When President Biden had an opportunity to appoint to the Supreme Court, before assessing anyone’s qualifications, he announced that a black woman would get that seat, and he followed up on that promise. Would an identity-based selection for the Navy’s top leader be in the best interest of the Navy and the Nation? No, the nation needs and deserves the very best warrior to lead the Navy into our threatened future.

Admiral Franchetti is a journalism graduate of Northwestern University NROTC, a non-STEM degree which itself is unusual, as the Navy strongly favors STEM degrees for officers. She has a Master’s Degree in organizational management from the University of Phoenix, an online university. Her biography does not mention any war college credential. In contrast, her predecessor Admiral William Lescher had multiple commands in combat zones, was a test pilot, had multiple advanced degrees in naval technical fields and his commands won multiple combat zone merit awards. To naval professionals, for someone to have been promoted to the Navy’s highest rank and second highest position based on a NROTC commissioning source with a liberal arts degree, an online masters, no war college or combat zone credentials, would be considered inconceivable. Perhaps her success is based on a particularly spectacular service record?

Admiral Franchetti’s career path reveals sea tours on a tender, oiler, and three destroyers including command of the USS Ross (DDG-71) and command of a destroyer squadron. Her biography does not mention any of her commands received awards while she was in command.

I’m not a betting man, but if I was, I think I’d be putting down a few jellybeans on Admiral Franchetti’s next posting …

May 2, 2023

Si vis pacem, para bellum

Filed under: Government, Military, Politics, USA — Tags: , , — Nicholas @ 03:00

CDR Salamander suggests that the “War Gods of the Copybook Headings” are not happy with us, and he’s probably right:

Relief at the entrance of the Cultural Center of the Armies (formerly the Serviceman’s Casino) of Madrid (Spain), showing the Latin phrase Si vis pacem, para bellum (If you want peace, prepare for war).
Photo by Luis Garcia (Zaqarbal) via Wikimedia Commons.

Mindsets are universal.

Yes, no one can see the future. Of course, it is easy to play “got-cha” in hindsight. Yes to all the excuses … but that isn’t the point.

Two things to keep in mind as you read the below:

  1. Our “experts” may lack broad expertise. Always question. Defer only when earned.
  2. We have a horrible record of predicting even the predictable for a whole host of reasons, most bureaucratic.
  3. At peace, assume you have leaders who can only imagine peace unless they actively demonstrate otherwise, that they will plan and act in line with their priors. When war comes, it will be up to others to fix things (as they say in the movies, “When they get in trouble, they send for the sons of bitches“.). The harder peacetime leaders are pressed by those who understand the constants of history, the less difficult the fix will be when war comes.

This is one of the virtue/vice dualities of democratic states. In peacetime, there is no political appetite for military spending and no political party will be eager to provide the opportunity to be accused of warmongering. An opposition party might briefly call attention to defects in the standing military, but only to embarrass the governing party, not because they would address the problem if they were in power. There may be widespread passive support for the military, but this isn’t represented at the ballot box because there are always far more urgent issues that drive how the voters allocate their support … and military spending is a lot of money put into things that don’t fix the roads, improve public health, address law and order concerns, or clean the environment.

Peacetime military establishments are huge bureaucracies at the best of times, and those who want to rise through the bureaucracy need to learn how use the same tools, schemes, and stratagems as in every other civil service organization. The longer a country has been at peace, the less capable the military administration will be of transitioning to a war footing. If you haven’t seen war in twenty years or more, then every officer up to the very top of the chain of command got there not for being a good soldier/sailor/airman but for being a good peacetime manager and administrator. This is totally normal, as is the massive disruption when a real war is imminent. If you’re lucky, some of those administrators-in-uniform can make the transition to being combat leaders quickly, but many of them will not be able or willing (it’s just human nature to resent and resist sudden change of long-standing practice).

Well meaning people can be wrong. Just because they are well meaning and have tenure-reputation-rank should not mean that everyone has to defer to them or their plans.

Good leaders with sound ideas and well developed plans will welcome hard questions and informed challenges.

Bad leaders with weak ideas and compromised plans will be defensive, flinty, and more often than not will resort to appeals to authority or credentialism. Those are your warning signs.

Sadly, highly isolated decision nodes — think the Transformationalists in the first half of the ’00s — don’t think they are wrong. They have filtered their information sources and filled out their staffs with either clones or the obsequious — often found in the same person.

They are the ones who have a blinkered focus on usually something far on the horizon that can’t be measured right now — but is very attractive to them for reasons of either a broader ignorance, ego, or monetary.

They don’t fully accept “risk” – they dismiss it.

In the area of national security — such a mindset and practice can create an existential crisis and it comes from hubris.

Smart people who are so convinced of their wisdom without humility will filter out any concerns, and won’t allow questions that might challenge their wisdom.

They may be right as they didn’t, mostly, get to where they were by being wrong — and they don’t consider they may not be and hedge accordingly.

April 23, 2023

QotD: Developing “multi-disciplinary teams”

Filed under: Bureaucracy, Business, Education — Tags: , , , — Nicholas @ 01:00

I will mention just one of the courses on offer, the “building” of multi-disciplinary teams, so called. I have some experience of multi-disciplinary teams once they have been “built”, or should I say “assembled”, “agglomerated” or “accumulated”. More often than not, in my experience, they are not so much multi-disciplinary as undisciplined. Lacking a clear structure of overall authority, and therefore of responsibility, they lead to endless disputes as to who is to do what, as well as the grossest neglect of the ostensible aims of the “team”.

The power struggles are interminable and insoluble, for no one is truly in charge and any instructions are regarded as an infringement of or attack upon the idea of equality of disciplines and equality within disciplines. The pretence that the most junior is equal to the most senior means that supervision scarcely happens, or only retrospectively, after a disaster, when the most junior person who can plausibly be blamed is singled out.

The inevitable squabbles that result lead to accusations of bullying, usually defined in purely subjective terms: you are bullied if you feel you are (in the absence of a requirement of objective correlates of feeling, thought is, of course, quite unnecessary and probably best avoided). Such accusations can result in a Kafka-esque procedure lasting months and occupying days, weeks and months of labour-time.

Meanwhile, neglect of the real work is ascribed to a shortage of “resources” and the object of the team’s attentions, that is to say members of the public, are offered perfunctory services, for example never seeing the same member of the team twice. Between holidays, team meetings and courses on how to make the team function better, there is no time left for the elementary compassion of consistency.

Every public enquiry into every disaster that comes within the remit of the services set up to ameliorate the social pathology brought about by years of social engineering finds the same thing: lack of communication between the various parts of the multi-disciplinary teams. Time, surely, for a course on Communication Skills.

Theodore Dalrymple, “Workshops and why you must avoid them”, The Social Affairs Unit, 2009-11-18.

April 14, 2023

QotD: The three great strategic sins

Filed under: History, Japan, Military, Pacific, Quotations, USA, WW2 — Tags: , , , , — Nicholas @ 01:00

The first sin is the sin of of not having a strategy in the first place, what we might call “emotive” strategy. As Clausewitz notes, policy (again, note above how what we’re calling strategy is closest to policy in Clausewitz’ sense) is “subject to reason alone” whereas the “primordial violence, hatred and enmity” is provided for in another part of the trinity (“will” or “passion”). To replace policy with passion is to invert their proper relationship and court destruction.

The second sin is the elevation of operational concerns over strategic ones, the usurpation of strategy with operations, which we have discussed before. This is, by the by, also an error in managing the relationship of the trinity, allowing the general’s role in managing friction to usurp the state’s role in managing politics.

Perhaps the greatest example of this is the Japanese attack on Pearl Harbor; an operational consideration (the destruction of the US Pacific Fleet) and even the tactics necessary to achieve that operational objective, were elevated above the strategic consideration of “should Japan, in the midst of an endless, probably unwinnable war against a third-rate power (the Republic of China) also go to war with a first-rate power (the United States) in order to free up oil-supplies for the first war”. Hara Tadaichi’s pithy summary is always worth quoting, “We won a great tactical victory at Pearl Harbor and thereby lost the war.”

How does this error happen? It tends to come from two main sources. First, it usually occurs most dramatically in military systems where the military leadership – which has been trained for operations and tactics, not strategy, which you will recall is the province of kings, ministers and presidents – usurps the leadership of the state. Second, it tends to occur when those military leaders – influenced by their operational training – take the operational conditions of their planning as assumed constants. “What do we do if we go to war with the United States” becomes “What do we do when we go to war with the United States” which elides out the strategic question “should we go to war with the United States?” entirely – and catastrophically, as for Imperial Japan, the answer to that unasked question of should we do this was clearly Oh my, NO.

(Bibliography note: It would hardly be fitting for me to declare these errors common and not provide examples. Two of the best case-studies I have read in this kind of strategic-thinking-failure-as-organizational-culture-failure are I. Hull, Absolute Destruction: Military Culture and the Practices of War in Imperial Germany (2005) and Parshall and Tully, Shattered Sword: The Untold Story of the Battle of Midway (2005). Also worth checking out, Daddis, “Chasing the Austerlitz Ideal: The Enduring Quest for Decisive Battle” in Armed Forces Journal (2006): 38-41. The same themes naturally come up in Daddis, Withdrawal: Reassessing America’s Final Years in Vietnam (2017)).

The third and final sin is easy to understand: a failure to update the strategy as conditions change. Quite often this happens in conjunction with the second sin, as once those operational concerns take over the place of strategy, it becomes difficult for leaders to consider new strategy as opposed to simply new operations in the pursuit of strategic goals which are often already lost beyond all retrieval. But this can happen without a subordination failure, due to sunk-costs and the different incentives faced by the state and its leaders. The classic example being functionally every major power in the First World War: by 1915 or 1916, it ought to have been obvious that no gains made as a result of the war could possibly be worth its continuance. Yet it was continued, both because having lost so much it seemed wrong to give up without “victory” and also because, for the politicians who had initially supported the war, to admit it was a useless waste was political suicide.

Bret Devereaux, “Collections: The Battle of Helm’s Deep, Part VIII: The Mind of Saruman”, A Collection of Unmitigated Pedantry, 2020-06-19.

April 9, 2023

Uncancelled History | EP. 01 Robert E. Lee

Filed under: History, Military, USA — Tags: , , , , , — Nicholas @ 02:00

Nebulous Media
Published 21 Nov 2022

Jonathan Horn joins Douglas Murray on this episode to discuss Robert E. Lee’s infamous legacy. The two dissect his childhood, military career and life after the war. Should Robert E. Lee stay cancelled?
(more…)

April 6, 2023

QotD: The general’s pre-battle speech to the army

Filed under: Europe, Greece, History, Military, Quotations — Tags: , , , , , — Nicholas @ 01:00

The modern pre-battle general’s speech is quite old. We can actually be very specific: it originates in a specific work: Thucydides’ Histories [of the Peloponnesian War] (written c. 400 B.C.). Prior to this, looking at Homer or Herodotus, commanders give very brief remarks to their troops before a fight, but the fully developed form of the speech, often presented in pairs (one for each army) contrasting the two sides, is all Thucydides. It’s fairly clear that a few of Thucydides’ speeches seem to have gone on to define the standard form and ancient authors after Thucydides functionally mix and match their components (we’ll talk about them in a moment). This is not a particularly creative genre.

Now, there is tremendous debate as to if these speeches were ever delivered and if so, how they were delivered (see the bibliography note below; none of this is really original to me). For my part, while I think we need to be alive to the fact that what we see in our textual sources are dressed up literary compressions of the tradition of the pre-battle speech, I suspect that, particularly by the Roman period, yes, such speeches were a part of the standard practice of generalship. Onasander, writing about the duties of a general in the first century CE, tells us as much, writing, “For if a general is drawing up his men before battle, the encouragement of his words makes them despise the danger and covet the honour; and a trumpet-call resounding in the ears does not so effectively awaken the soul to the conflict of battle as a speech that urges to strenuous valour rouses the martial spirit to confront danger.” Onasander is a philosopher, not a military man, but his work became a standard handbook for military leaders in Antiquity; one assumes he is not entirely baseless.

And of course, we have the body of literature that records these speeches. They must be, in many cases, invented or polished versions; in many cases the author would have no way of knowing the real worlds actually said. And many of them are quite obviously too long and complex for the situations into which they are placed. And yet I think they probably do represent some of what was often said; in many cases there are good indications that they may reflect the general sentiments expressed at a given point. Crucially, pre-battle speeches, alone among the standard kinds of rhetoric, refuse to follow the standard formulas of Greek and Roman rhetoric. There is generally no exordium (meaning introduction; except if there is an apology for the lack of one, in the form of, “I have no need to tell you …”) or narratio (the narrated account), no clear divisio (the division of the argument, an outline in speech form) and so on. Greek and Roman oratory was, by the first century or so, quite well developed and relatively formulaic, even rigid, in structure. The temptation to adapt these speeches, when committing them to a written history, to the forms of every other kind of oratory must have been intense, and yet they remain clearly distinct. It is certainly not because the genre of the battle speech was more interesting in a literary sense than other forms of rhetoric, because oh my it wasn’t. The most logical explanation to me has always been that they continue to remain distinct because however artificial the versions of battle speeches we get in literature are, they are tethered to the “real thing” in fundamental ways.

Finally, the mere existence of the genre. As I’ve noted elsewhere, we want to keep in mind that Greek and Roman literature were produced in extremely militarized societies, especially during the Roman Republic. And unlike many modern societies, where military service is more common among poorer citizens, in these societies military service was the pride of the elite, meaning that the literate were more likely both to know what a battle actually looked like and to have their expectations shaped by war literature than the commons. And that second point is forceful; even if battle speeches were not standard before Thucydides, it is hard to see how generals in the centuries after him could resist giving them once they became a standard trope of “what good generals do.”

So did generals give speeches? Yes, probably. Among other reasons we can be sure is that our sources criticize generals who fail to give speeches. Did they give these speeches? No, probably not; Plutarch says as much (Mor. 803b) though I will caution that Plutarch is not always the best when it comes to the reality of the battlefield (unlike many other ancient authors, Plutarch was a life-long civilian in a decidedly demilitarized province – Achaea – who also often wrote at great chronological distance from his subjects; his sense of military matters is generally weak compared to Thucydides, Polybius or Caesar, for instance). Probably the actual speeches were a bit more roughly cut and more compartmentalized; a set of quick remarks that might be delivered to one unit after another as the general rode along the line before a battle (e.g. Thuc. 4.96.1). There are also all sorts of technical considerations: how do you give a speech to so many people, and so on (and before you all rush to the comments to give me an explanation of how you think it was done, please read the works cited below, I promise you someone has thought of it, noted every time it is mentioned or implied in the sources and tested its feasibility already; exhaustive does not begin to describe the scholarship on oratory and crowd size), which we’ll never have perfect answers for. But they did give them and they did seem to think they were important.

Why does that matter for us? Because those very same classical texts formed the foundation for officer training and culture in much of Europe until relatively recently. Learning to read Greek and Latin by marinating in these specific texts was a standard part of schooling and intellectual development for elite men in early modern and modern Europe (and the United States) through the Second World War. Napoleon famously advised his officers to study Caesar, Hannibal and Alexander the Great (along with Frederick II and the best general you’ve never heard of, Gustavus Adolphus of Sweden). Reading the classical accounts of these battles (or, in some cases, modern adaptations of them) was a standard part of elite schooling as well as officer training. Any student that did so was bound to run into these speeches, their formulas quite different from other forms of rhetoric but no less rigid (borrowing from a handful of exemplars in Thucydides) and imbibe the view of generalship they contained. Consequently, later European commanders tended for quite some time to replicate these tropes.

(Bibliography notes: There is a ton written on ancient battle speeches, nearly all of it in journal articles that are difficult to acquire for the general public, and much of it not in English. I think the best possible place to begin (in English) is J.E. Lendon, “Battle Description in the Ancient Historians Part II: Speeches, Results and Sea Battles” Greece & Rome 64.1 (2017). The other standard article on the topic is E. Anson “The General’s Pre-Battle Exohortation in Graeco-Roman Warfare” Greece & Rome 57.2 (2010). In terms of structure, note J.C. Iglesias Zoida, “The Battle Exhortation in Ancient Rhetoric” Rhetorica 25 (2007). For those with wider language skills, those articles can point you to the non-English scholarship. They can also serve as compendia of nearly all of the ancient battle speeches; there is little substitute for simply reading a bunch of them on your own.)

Bret Devereaux, “Collections: The Battle of Helm’s Deep, Part VII: Hanging by a Thread”, A Collection of Unmitigated Pedantry, 2020-06-12.

April 4, 2023

“We can at least appreciate the irony of an Indian and Pakistani coming to blows over the issue of partitioning Britain”

Filed under: Britain, Europe, Politics — Tags: , , , , , — Nicholas @ 03:00

Ed West on the historical oddity of the three leaders of Eire, Scotland, and the United Kingdom all being of south Asian descent:

Irish Taoiseach Leo Varadkar and British Prime Minister Rishi Sunak
Composite image from extra.ie

There’s a joke going around Irish WhatsApp that goes like this: “An Irishman, Englishman and Scotsman sit down for a historic summit regarding their ancient grievances.” The image shows the Taoiseach Leo Varadkar, British Prime Minister Rishi Sunak and Humza Yousaf, newly elected First Minister of Scotland.

That three men of South Asian ancestry now lead those three nations is something which even ten years ago would have seemed implausible; a generation further back simply bizarre. And that doesn’t take into account Britain’s most senior directly elected politician, London Mayor Sadiq Khan.

What makes it stranger is that Mr Yousaf, of Pakistani origin, and Sunak, of Indian descent – although both via British East Africa – will be engaged in deciding the future of the Union. As one wit put it, “We can at least appreciate the irony of an Indian and Pakistani coming to blows over the issue of partitioning Britain.”

Yet although both Scotland and England are now led by men with roots in the subcontinent, that is where the comparisons between the two countries end. Yousaf might like to mimic American race talking points, but he presides over a country which is overwhelmingly white and will remain so (although we’re still awaiting the latest census results); the southern kingdom is in contrast now very multiracial, and projected to get more so – a process accelerated by the Tory Government.

Britain has undergone a demographic revolution since the Second World War, a transformation into a multicultural society. Out of the ashes of the British Empire the country’s rules ended up creating a new empire at home, one where this time they could be the good guys. Just like the first British Empire, this one might be called Anglo-Indian, with the two leading parties partly aligning along old divisions between Hindu and Muslim. Like the first empire, this new diverse rainbow of nations entails strict new blasphemy codes, even if now dressed up as hate speech.

Yet this great change has hardly affected Scotland. The two countries have diverged along different paths, and this is perhaps one reason why it may prove hard to hold our multicultural empire together, although it’s a cause liberal defenders of Britishness are loath to admit. Where once the countries were brought together by Protestantism, the English language and empire, now the new “good” British Empire drives them apart, while the English language is a global source of division.

March 30, 2023

The use and mis-use of wargames

Filed under: Gaming, Military, USA — Tags: , , — Nicholas @ 05:00

Cheating in wargames must be approximately five minutes younger than wargames themselves … famously, the Imperial Japanese Navy didn’t like the outcome of wargaming what became the Battle of Midway and “cheated” by refloating the aircraft carriers shown as sunk in the simulation and Wehrmacht General Paulus ran a wargame that showed Operation Barbarossa would fail and he was also told to ignore the results and ended up in Stalingrad. Lessons can be learned from formal wargames, but as CDR Salamander points out, a wargame outcome can be custom-tailored as the leaders require:

Not this kind of civilian wargame … a real wargame run by professional military staff!

One of the things that will get my eye twitching faster than about anything else is when someone responds to a question or concern with a, “Well, in our wargames …”

Bullshit.

That may work for civilians or under-briefed lawmakers who lack the depth in military matters, but anyone who has run or been part of a wargame knows that you can design one to give you the outcomes you want.

Planning assumptions etc … it is all flexible.

Wargames, done right, don’t tell you the future, but they do help inform gaps in your OPLAN, thinking, or expectations of the enemy … and shortfalls you might have.

At the POLMIL level — where our most senior uniformed and civilian leaders live — you have distinctly different concerns than Tactical, Operational, or — if your Planning Confession separates Strategic from the POLMIL level — Strategic level.

For the senior uniformed leader to make this statement, as if it were a bolt out of the blue, is simply gobsmacking;

    A “big lesson learned comes out of Ukraine, which is the incredible consumption rates of conventional munitions in what really is a limited regional war,” General Mark Milley, the chairman of the Joint Chiefs of Staff, told the House Armed Services Committee.

    “If there was a war on the Korean peninsula or a great power war between United States and Russia, United States and China, those consumption rates would be off the charts,” he said.

Whose charts? Who made them and using what metrics and dataset?

Yes … that is a lesson for most out there … but it should not be for the CJCS. Hell, I remember certain aspects of updating the OPLAN for Korea a quarter century ago when we beat the drum that, “We don’t have enough ____ and only a few days of ____ before we are combat ineffective.”

This. Is. Not. New.

As we mentioned last July, magazine depth has been a chronic shortfall for a long time.

I have trouble believing that the CJCS is shocked, SHOCKED, that this is an issue.

It isn’t a “lesson learned” — it is a lesson ignored.

One of the easiest, most obvious-to-the-accountants economy any military can make is to scrimp on the inventory of live ammunition … if there’s no war, much of the stored munitions must be disposed of at a cost, and what’re the chances they’ll throw a war before the next election? Plus, if there’s only so much in storage, it’s not economical to have the training allowance of ammunition go up, so you can reduce the resupply levels and free up money in the budget for sexier, more mediagenic toys.

March 13, 2023

Good “peacetime” generals versus good “wartime” generals

Filed under: Britain, Bureaucracy, Military, USA, WW2 — Tags: , , — Nicholas @ 04:00

“Shady Maples“, a serving Canadian Army officer, explains why the skills and talents that allow an officer to rise to general rank in peacetime have no direct relationship with how that officer will perform in a shooting war:

Field Marshal Sir William Slim (1891-1970), during his time as GOC XIVth Army in Burma.
Portrait by No. 9 Army Film & Photographic Unit via Wikimedia Commons.

I am not the first person to make these kinds of observations. Jim Storr has written about peacetime promotion culture in the British Army and Thomas E. Ricks did the same with U.S. Army. Here is an excerpt from Storr:

    It appears that many of those whom the British Army promoted in peacetime during the twentieth century were found wanting on the outbreak of war. Promotion to high command in peacetime very much reflects the values of existing senior commanders, themselves largely the products of a peacetime promotion system. To that extent it reflects deeply held values, and has an obvious impact on operational effectiveness in war.

    Roughly two-thirds of those who commanded formations in the BEF [British Expeditionary Force] of 1940 were either sacked, retired immediately, or were never given another formation to command in the field.

Ricks describes a similar phenomenon occurring in the U.S. Army during the Second World War. Many senior leaders who had risen during peacetime couldn’t perform under real-world conditions. Under the stern hand of George C. Marshall, then Chief of Staff of the U.S. Army, generals were removed from command at a rate that is unheard of today. Many of those who were fired had glowing records and some went on to redeem their reputations in later commands, which suggests that they had been promoted too soon or too high above their level of competence.

More recently, Russia has been churning through general officers in Ukraine, seemingly desperate to find someone who can achieve Putin’s war aims. If an army systematically promotes its officers above their level of competence in peacetime, then clearly their selection and assessment criteria are not aligned with the actual job requirements.

To illustrate the point, Storr compares careers of Second World War British Field Marshals. The first, Field Marshal John Verreker a.k.a. Lord Gort, was Commander-in-Chief (C.-in-C.) of the BEF during its disastrous efforts in France in 1940.

    [Gort] was the epitome of the system: young, highly decorated, charismatic, promoted through and entirely within the system. He was only 51 when appointed CIGS [Chief of Imperial General Staff] … As C.-in-C. of the BEF, he “fussed over details and things of comparatively little consequence” and had a “constant preoccupation with things of small detail”.

After he oversaw the evacuation of British troops from Dunkirk, Gort was removed from command and served out the rest of the war in non-combatant posts. It should be noted that Gort was not a bad soldier. During the First World War, he rose from the rank of captain to acting lieutenant-colonel and in the process earned the Distinguished Service Order (with bar) and the Victoria Cross. It was during the interwar years that Gort ascended from the substantive rank of Major to Field Marshal. Battles may be won with good-enough tactics and a lot of chutzpah, but Gort was unprepared for the complexities of wartime command at the strategic level. He did, however, excel at playing politics.

For contrast, here is Storr’s description of Field Marshal William “Bill” Slim:

    [The] 47-year-old Bill Slim was promoted to lieutenant-colonel in 1938, perhaps at the last possible opportunity. Slim had not been to Sandhurst; he had gained his commission “through the back door” and had come from a modest background. The outbreak of the Second World War saw him commanding a brigade in East Africa. Within four years he was commanding the Fourteenth Army in Burma … Slim was obviously not the product of a stable heirarchy in peacetime. His rise to fame came entirely during wartime. He was arguably one of the greatest British generals of the twentieth century. The contrast with Gort could not be more marked.

For his part, Ricks has a takes a wider view of how the post-war U.S. Army made some officers too big to fail:

    Korea, Vietnam, and Iraq were all small, ambiguous, increasingly unpopular wars, and in each, success was harder to define than it was in World War II. Firing generals seemed to send a signal to the public that the war was going poorly.

    But that is only a partial explanation. Changes in our broader society are also to blame. During the 1950s, the military, like much of the nation, became more “corporate” — less tolerant of the maverick and more likely to favor conformist “organization men”. As a large, bureaucratized national-security establishment developed to wage the Cold War, the nation’s generals also began acting less like stewards of a profession, responsible to the public at large, and more like members of a guild, looking out primarily for their own interests.

It seems like loyalty up became more important than loyalty out.

March 12, 2023

The young British officer’s attitude toward his men

Filed under: Books, Britain, History, Military, WW1 — Tags: , , , , — Nicholas @ 03:00

Dr. Robert Lyman has been working on pulling together various newspaper and magazine articles written by Field Marshal William Slim before the Second World War, to be published later this year. I believe this will include everything he included (in shorter form in some cases) in his 1959 book Unofficial History plus many others. In this excerpt from “Private Richard Chuck, aka The Incorrigible Rogue”, Slim recounts taking command of a company of recent conscripts while recuperating from wounds received earlier in WW1:

“Light duty of a clerical nature,” announced the President of the Medical Board. Not too bad, I thought, as I struggled back into my shirt. “Light duty of a clerical nature” had a nice leisurely sound about it. I remembered a visit I had paid to a friend in one of the new government departments that were springing up all over London at the end of 1915. He had sat at a large desk dictating letters to an attractive young lady. When she got tired of taking down letters, she poured out tea for us. She did it very charmingly. Decidedly, light duty of a clerical nature might prove an agreeable change after a hectic year as a platoon commander and a rather grim six months in hospital. Alas, after a month in charge of the officers’ mess accounts of a reserve battalion, with no more assistant than an adenoidal “C” Class clerk, I had revised my opinion. My one idea was to escape from “light duty of a clerical nature” into something more active. Reserve battalions were like those reservoirs that haunted the arithmetic of our youth — the sort that were filled by two streams and emptied by one. Flowing in came the recovered men from hospitals and convalescent homes and the new enlistments; out went the drafts to battalions overseas. When the stream of voluntary recruits was reduced to a trickle the only way to restore the intake was by conscription, and this was my chance.

It had been decided to segregate the conscripts into a separate company as they arrived. I happened to be the senior subaltern at the moment and I applied for command of the new company. Rather to my surprise, for I was still nominally on light duty, I got it. The conscripts, about a hundred and twenty of them, duly arrived. They looked very much like any other civilians suddenly pushed into uniform, awkward, bewildered, and slightly sheepish, and I regarded them with some misgiving. After all, they were conscripts; I wondered if I should like them.

The young British officer commanding native troops is often asked if he likes his men. An absurd question, for there is only one answer. They are his men. Whether they are jet-black, brown, yellow, or café-au-lait, the young officer will tell you that his particular fellows possess a combination of military virtues denied to any other race. Good soldiers! He is prepared to back them against the Brigade of Guards itself! And not only does the young officer say this, but he most firmly believes it, and that is why, on a thousand battlefields, his men have justified his faith.

In a week I felt like that about my conscripts. I was a certain rise to any remark about one volunteer being worth three pressed men. Slackers? Not a bit of it! They all had good reasons for not joining up. How did I know? I would ask them. And I did. I had them, one by one, into the company office, without even an N.C.O. to see whether military etiquette was observed. They were quite frank. Most of them did have reasons — dependants who would suffer when they went, one-man businesses that would have to shut down. Underlying all the reasons of those who were husbands and fathers was the feeling that the young single men who had escaped into well-paid munitions jobs might have been combed out first.

[…]

We had now advanced far enough in our training to introduce the company to the mysteries of the Mills bomb. There is something about a bomb which is foreign to an Englishman’s nature. Some nations throw bombs as naturally as we kick footballs, but put a bomb into an unschooled Englishman’s hands and all his fingers become thumbs, an ague affects his limbs, and his wits desert him. If he does not fumble the beastly thing and drop it smoking at his — and your — feet, he will probably be so anxious to get rid of it that he will hurl it wildly into the shelter trench where his uneasy comrades cower for safety. It is therefore essential that the recruit should be led gently up to the nerve-racking ordeal of throwing his first live bomb; but as I demonstrated to squad after squad the bomb’s simple mechanism, I grew more and more tired with each until I could no longer resist the temptation to stage a little excitement. I fitted a dummy bomb, containing, of course, neither detonator nor explosive, with a live cap and fuse. Then for the twentieth time I began!

When you pull out the safety-pin you must keep your hand on the lever or it will fly off. If it does it will release the striker, which will hit the cap, which will set the fuse burning. Then in five seconds off goes your bomb. So when you pull out the pin don’t hold the bomb like this!’

I lifted my dummy, jerked out the pin, and let the lever fly off. There was a hiss, and a thin trail of smoke quavered upwards. For a second, until they realized its meaning, the squad blankly watched that tell-tale smoke. Then in a wild sauve qui peut they scattered, some into a nearby trench, others, too panic-stricken to remember this refuge, madly across country, I looked round, childishly pleased at my little joke, to find one figure still stolidly planted before me. Private Chuck alone held his ground, placidly regarding me, the smoking bomb, and his fleeing companions with equal nonchalance. This Casablanca act was, I felt, the final proof of mental deficiency — and yet the small eyes that for a moment met mine were perfectly sane and not a little amused.

“Well,” I said, rather piqued, “hy don’t you run with the others?” A slow grin passed over Chuck’s broad face.

“I reckon if it ‘ud been a real bomb you’d ‘ave got rid of it fast enough,” he said. Light dawned on me.

“After this, Chuck,” I answered, “you can give up pretending to be a fool; you won’t get your discharge that way!”

He looked at me rather startled, and then began to laugh. He laughed quietly, but his great shoulders shook, and when the squad came creeping back they found us both laughing. They found, too, although they may not have realized it at first, a new Chuck; not by any means the sergeant-major’s dream of a soldier, but one who accepted philosophically the irksome restrictions of army life and who even did a little more than the legal minimum.

January 27, 2023

QotD: What is Strategy?

Filed under: Military, Quotations — Tags: , , , — Nicholas @ 01:00

We should start by returning to our three levels of military analysis: tactics, operations and strategy. We’ve dealt with tactics (how you fight) and operations (where you fight, and how you get there). Strategy is an often misunderstood term: most “strategy” games (especially real-time strategy) are actually focused almost entirely on tactics and operations; as a rule, if “don’t have a war” isn’t an option, you are not actually doing strategy. Likewise, a lot of basic planning in business is termed “strategy” when it really is tactics; not a question of goals, but of means to achieve those goals. Because strategy is the level of analysis that concerns why we fight – and thus also why we might not fight. Let’s unpack that.

(Attentive readers who know their Clausewitz (drink!) will recognize that I am being both broader and narrower than he in how I use the term strategy. Clausewitz terms strategy as “the employment of battles to gain the end of war” which is more nearly what we today mean as operations. In contrast, strategy as it is used today in a technical sense corresponds more nearly to what Clausewitz terms policy, the third element of his “marvelous trinity”. A full exegesis of Clausewitz’ trinity is beyond the scope of this essay, but I wanted to note the differing usages, because I’m going to quote Clausewitz below. And as always, every time Clausewitz gets quoted you must take a drink; it’s the eternal military history drinking game).

At the strategic level of analysis, the first question is “what are your policy objectives?” (although I should note that grand strategy is sometimes conceived as an analytical level above strategy, in which case policy objectives may go there). There’s a compelling argument common in realist international relations theory that the basic policy of nearly all states is to survive, with the goal of survival then suggesting a policy of maximizing security, which in turn suggests a policy of maximizing the military power of the state (which ironically leads to lower the security of other states who then must further increase their military power, a reaction known as the “security dilemma” or, more colorfully, the “Red Queen effect”). I think it is also possible for states to have policy goals beyond this: ideological projects, good and bad. But survival comes first.

From there, strategy concerns itself with the best way to achieve those policy objectives. Is peace and alliances the best way to achieve security (for a small state, the answer is often “yes”)? Would security be enhanced by, say, gaining a key chunk of territory that could be fortified to forestall invasion? Those, of course, are ends, but strategy also concerns itself with means: how do you acquire that defensible land? Buy it? Take it by force? And then – and only then, finally – do you come to the question of “what sort of war – and what sort of conduct in war – will achieve that objective?”

You may note that this is not the same kind of thinking that animates tactics or operations. Military theorists have noticed that for quite some time, often suggesting a sharp separation between the fellows who do operations and tactics (generals) and those who do strategy (typically kings or politicians). As Clausewitz says (drink!), “The political object is the goal, war is the means of reaching it, and means can never be considered in isolation from their purpose … war should never be thought of as something autonomous, but always as an instrument of policy [emphasis mine].” In short, Clausewitz stresses – and leaders have long ignored to their peril – that of all of the factors in war, policy ought to guide action (although no part of the trinity may be neglected).

This creates subordination between the three levels of analysis (to get technical, this is because operations and tactics are part of a side of the Clausewitzian trinity which ought to be subordinate to policy). Operations is subordinate to strategy; an operation which achieves something that isn’t a strategic goal accomplishes nothing. And tactics is likewise subordinate to operations. Thus the thinking pattern should always proceed from the highest questions of strategy down to the prioritization of ends (still strategy), to the means to accomplish those ends (still strategy); only then to the execution of those means (operations) and then to the on-the-ground details of that execution (tactics). Of course what this tripartite division is mean in part to signal is that all three of these stages are tremendously complex; just because tactics is the subordinate element does not mean it is simple!

Bret Devereaux, “Collections: The Battle of Helm’s Deep, Part VIII: The Mind of Saruman”, A Collection of Unmitigated Pedantry, 2020-06-19.

January 26, 2023

QotD: Non-commissioned officers

Filed under: History, Military, Quotations — Tags: , , , , — Nicholas @ 01:00

“Deltas”, the “socio-sexual hierarchy” spergs inform us, are the good soldiers, the go-along-to-get-along types who know their place in an organization and — crucially — derive their sense of self worth from excelling in it.

Your ideal “delta” is something like a lifer noncom in a non-pozzed military. Back in the days, I’m told, new recruits and civilians used to call crusty old gunny sergeants “sir”, to which the gunny would reply “Don’t call me ‘sir’, I work for a living!” That’s the attitude. Those guys with all the stripes on their sleeves aren’t officers because they lack “command presence”; they’re not officers because they don’t want to be officers. They know themselves, and, crucially, they know where they best fit into the organization’s overall mission. “Get in where you fit in” is, in a very real sense, their identity.

Examples of that kind of guy are tougher to find in the historical literature, which is why we need to develop, and pump up, the archetype. […] the ideal is the centurion, the backbone of Marcus Aurelius’ army. A soldier, a Stoic, a leader … but one who knows, and values, his place in the organization above all things.

Severian, “Be a Centurion!”, Rotten Chestnuts, 2020-04-07.

January 25, 2023

Sometimes – rarely – the boss really does embody all those “creative genius” tropes

Filed under: Business, Media, USA — Tags: , , — Nicholas @ 05:00

At The Honest Broker, Ted Gioia considers the impact Steve Jobs had on Apple:

I share these reactions, because many other sectors of our culture (especially music) suffer from a similar malaise. And in most instances, the problems start at the top.

I’ve seen in so many different circumstances how the entire organization takes on the personality of the CEO — for better or worse. I’ve also seen how the replacement of a single individual can turn a bad situation into a great one, and vice versa.

The case of Steve Jobs is fascinating, and perhaps alarming too. He left Apple twice, and both times something similar happened.

In the first instance, Jobs was fired as CEO in 1985. The last thing he did before losing his job was launch the Macintosh computer. When he returned to Apple 12 years later, the single biggest source of revenue for the company was still the Macintosh. After more than a decade, the company was depending on the creativity of the guy they fired.

Steve Jobs died in 2011, and we have now reached the exact same time lag as before. Twelve years have elapsed since Jobs’s final departure, and the last big project he undertook before his death was the iPhone. And now after a dozen years, Apple’s largest source of revenues is still the iPhone. Once again, they are riding the momentum of his creativity, and have done shockingly little to expand his legacy.

By the way, in the interim between the two stints as Apple CEO, Jobs founded NeXT and ran Pixar. Fifteen Pixar films now rank among the 50 highest grossing animated films of all time, and they have won 23 Academy Awards. And because of his sale of Pixar to Disney, the entrepreneur’s widow Laurene Powell Jobs inherited 138 million shares of Disney stock.

That’s pretty good results for the lull in your tech career after you’ve been fired.

I know Jobs has many detractors. And maybe he was a hardass boss. In fact, he almost certainly was a hardass boss. But it’s tough to ignore those results — which not only changed a company but the entire culture of our times.

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