Review: Defense Policy Choices for the Bush Administration 2001 – 2005

4 Star, Empire, Sorrows, Hubris, Blowback, Executive (Partisan Failure, Reform), Intelligence (Government/Secret), Military & Pentagon Power

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4.0 out of 5 stars Core Reading, Treats Traditional Defense in Isolation,

September 21, 2001
Michael E. O'Hanlon
Every citizen needs to read and think about the future of national defense. This book is one of the core readings.

Among the recommendations in this book that make it essential reading for anyone concerned with streamlining and revitalizing national security, I consider the following to be sensible:

1) cost savings should not be achieved through the wholesale abandonment of overseas commitments (13);

2) achieve additional cost savings as well as increased operational utility by sharply limiting spending on the most advanced weapons and mobility systems, applying the savings to maintaining readiness and buying larger numbers of “good enough” weaponry (83);

3) citing Stephen Rosen-he could also have cited Colin Gray-he urges a slowdown in the so-called Revolution in Military Affairs (RMA) while emphasizing that true RMA's are less about technology and more about the very best mix of people, time, and information to produce innovation (88);

4) in this vein, he noted the continued excessive focus on mobility platforms rather than C4I or joint service experimentation (90);

5) homeland defense needs several billion more dollars per year (129), a recapitalization of the U.S. Coast Guard by with at least a $750 million a year increase (135), and a sharply increased focus on setting C4I security standards for unclassified communications and computing networks across the nation, with roughly $100 million a year additional;

6) politely put, National Missile Defense is best conceptualized as theater missile defense (TMD, 143); and

7) Taiwan would be a nightmare for all sides.
Among the assertions in this book that give me pause are

1) defense down-sizing in the past ten years has been successful, trimming a third of the budget and manpower while retaining quality and cohesion (p. 1);

2) that 3% of the Gross Domestic Product is adequate for defense spending and we do not need to go to the less-than-traditional 4% (3-4);

3) that the Marine Corps should be employed to relieve Army troops in the Balkans (57) or Korea (80);

4) that North Korean armored forces would have great difficulty breaking through Allied lines to Seoul (71);

5) that rogue nations like North Korea would attempt to provide their infantry with chemical protective gear when using chemical weapons (73);

6) that US airpower is both a rapid-response solution for distant threats as well as an overwhelming response for sustained threats (76, passim);

7) that arsenal ships are survivable in off-shore loiter mode (111); and

8) that an overseas deployment rate of 8% of the total force is too high (227).
Having said that, and with all my reservations about a book, no matter how talented the author, that does not preface its discussion of force structure with a review of the recommended strategy, and a discussion of the recommended strategy with a review of the real-world right-now threat, I have to rate this book a solid four in terms of seriousness of purpose and utility of content.

It would be twice as valuable if it included a thorough discussion of what kind of Global Coverage intelligence investment is needed in order to make defense forces relevant and capable in the future; and if it included a discussion of how defense forces are but the most expensive instrument of national power, and must be designed and funded in consonance with the other instruments, and especially the severely underfunded diplomatic, economic, and cultural instruments.
The author, easily one of the top three citizen-reviewers of the national security spending program, ultimately recommends less expensive weaponry, a different two-war capability (“1+A+i”), selective reductions in overseas deployments, more defense and less nuclear offense, selective increases in homeland defense including the U.S. Coast Guard and joint experimentation, and a modest increase (roughly $25 billion) of the defense budget that would combine with his recommended savings to yield the $60 billion or so transformation delta that others have recommended.
I like and recommend this book. Out of context, however, it is a dangerous book, for it will lead an inexperienced President and a Cold War team to the conclusion that only a transformation of the traditional military (Program 50) is necessary. O'Hanlon has done it again-he has provided the baseline from within which a reasonable public debate about defense transformation might ensue. The military issues he addresses comprise both the foundation and one of the four corners of our future national security-my concern about this book is that it is completely isolated and makes no mention of the other three corners without which we cannot maintain a proper roof over our heads: intelligence (threat understanding), strategy, and Program 150 soft power-power that today is both silent and emaciated.

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Review: Fitzroy Dearborn Book of World Rankings, 4th Edition

4 Star, Atlases & State of the World

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4.0 out of 5 stars Gold-Plated, Short of Comprehensive, Worth Buying,

September 10, 2001
George T. Kurian
Although this book does not have country by country, and it has not been “modernized” with a special section on the Internet, I could not do without it. While I recommend The Economist Pocket World in Figures as the best value (one tenth the cost), I find that this…book is essential to any serious personal library. However, for what the book costs, I would like to see a web-based password-access database offered that would allow data extraction and chart creation. This book is superior to The Economist version in that it lists all countries for which data is available (generally 135-185), and it is a more diverse and well-presented collection of data.
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Review: Orbiting the Giant Hairball–A Corporate Fool’s Guide to Surviving with Grace

4 Star, Change & Innovation, Consciousness & Social IQ
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4.0 out of 5 stars Over the Top on Cute, Profound Insights, No Solutions

September 4, 2001

Gordon MacKenzieI would never have bought this book off the shelf, because it is way over the top with cutesy child-like drawings, hard to read type, and other affectations–it goes beyond charming toward excessive cosmetics. It was, however, recommended by someone I trust, and I am glad I read it.

The two most profound insights, insights every teacher and CEO should be required to repeat every day, are that our schools beat creativity out of our children, and our corporations suppress individual ideas and any attempts at diversity.

I read this book twice. The first time, like a cat circling a mouse, I would pick it up and read just one of the stories, expecting to collect enough evidence to discard it completely, and instead being drawn back for another story at random. The second time, more sequentially, looking for the meat to review.

Unfortunately, absent a major revolution in how we manage our organizations, this book does not suggest solutions. Very few can survive on their own unless they are willing to drop down to subsistence living. The sad fact is we have a school system designed over 100 years to deskill people to the point they could work in assembly line jobs (including white collar “company man go along” jobs), and in the same 100 years have focused on building companies in which everyone is replaceable, and no one person can hope to do the business development, product development, service, and billing for any given offering.

Certainly the Internet offers some prospects–say 20 years down the road–for networks of “virtual corporations” to take effect, but in the meantime, I have to judge this book as a really excellent pate de foie gras, just the thing with which to torment the corporate slaves who want to dream of freedom.

Great book, something we can use in another 40 years or so, if we have managed to get a grip on campaign finance reform, neighborhood cottage and networked industries, and radically restructured schools that get away from rote and celebrate the process of learning. Until then, most people are going to have to focus on keeping the job they have, however distasteful it may be, because the harsh reality is that in this day and age, it is the large inefficient organization that provides gainful employment for the majority of us that have not been schooled to be anything other than drones.

I'll end on a positive note: there is something called the Davies J-Curve, a political science finding that suggests that people do not revolt to acquire greater freedom or anything else, but rather when they have experienced all that they wish, and then it is taken away from them. If we have a major recession that decapitates government and cleans out a good third of the small businesses and corporations that are hanging on by a string now, it may just inspire groups of people to revisit how they relate to one another.

One more positive note: if you are a realist, and you know that you have to accept drone status, but want to be cheered up and contemplate little ways around the margins where you can exercise some freedom muscles, this is the book for you. I enjoyed reading this book, and it may be unfair to evaluate it at the strategic level-there is no question that the author is an inspired original thinker, and I hope the day comes when he is the norm, rather than the exception.

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Review: Protecting Public Health and the Environment–Implementing The Precautionary Principle

4 Star, Best Practices in Management, Complexity & Catastrophe, Complexity & Resilience, Environment (Problems), Environment (Solutions), Nature, Diet, Memetics, Design, Science & Politics of Science, Survival & Sustainment, Values, Ethics, Sustainable Evolution
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4.0 out of 5 stars On Target but Fragmented–Needs New Edition with Summary

June 2, 2001

Carolyn Raffensperger (Editor), Joel Tickner (Editor), Wes Jackson (Foreword)

This is the second best of several books on environmental policy I have reviewed, and it merits careful scrutiny in part because it brings together a number of expert authors and there is in essence “something for everyone” in this edited work. What is lacks, though, is a good summary chapter that lists how the “precautionary principle” should be applied across each of the top ten environmental areas of concern–something that could circulate more easily than the book, and perhaps have a beneficial policy impact at the local, state, and national levels–and I suggest this because the meat of the book is good, it needs an executive summary.

The chapter that was most meaningful to me, the one that I think needs to be migrated into business education, international affairs education, science & technology policy education, is by Gordon K. Durnil, Chapter 16, and it deal with “How Much Information Do We Need Before Exercising Precaution.” This is a brilliant piece of work that dissects our current environmental policy information collection, processing, and analysis system, and finds it very deceptive, disingenuous, and consequently seriously flawed.

For the best on the environment, read Pandora's Poison. For the best on public health, read Betrayal of Trust. For a very fine cross-over book that has good chapters from various good people, this is the book to buy and enjoy.

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Review: Burundi on the Brink 1993-95–A UN Special Envoy Reflects on Preventive Diplomacy

4 Star, Intelligence (Government/Secret), Stabilization & Reconstruction, United Nations & NGOs

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4.0 out of 5 stars Hard Reading for Hard Issues–Graduate Minds Only,

April 8, 2001
Ahmedou Ould-Abdallah

This book is for graduate students and hard-core professionals whose lives might depend on really understanding the ugly complexities of places like Burundi where they will be sent again and again.

This book is depressing. One sees both the heroism and the futility of United Nations activities. Sadly, whereas the Texas Rangers might have gotten away with sending one great man to handle a major crisis, the United Nations, sending one great man and an assistant, is decades behind the times in terms of understanding what it is about and how to obtain results in today's world.

The lessons from Burundi summarized by the author at the end of the book are an excellent conclusion:

Problem Area #1: Shortcomings in UN Machinery and Culture, including no intelligence gathering and analysis; weak institutional memory; lack of accountability; and luxury and inefficiency.

Problem Area #2: Overreliance on Military Intervention

Problem Area #3: Unintended Consequences of Humanitarian Assistance

This book left me with a profound respect for the people that work for the United Nations, and with a continuing profound distrust and disrespect for the United Nations as an entity. It is not working. It needs a complete make-over, and one wonders if the time has not come for a new international gathering of governments and non-governmental organizations, to conceptualize a completely fresh start that harnesses distributed resources spanning the full range from civil economic assistance to police protection and training, to violent military intervention.

Let me say this again: this is a very good book, it is only for the best and the brightest, and it calls into question the entire United Nations structure and management. Instead of paying our dues to the United Nations, instead of Ten Turner giving them a billion dollar tax avoidance contribution, we should probably create a new international Fund for Peace that uses the Internet and the network effect to nurture “many small acts” instead of one large industrial-age monstrosity called the United Nations.

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Review: The Cluetrain Manifesto–The End of Business as Usual

4 Star, Best Practices in Management

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4.0 out of 5 stars One Great Thought Beat to Death 190 Times,

February 24, 2001
Christopher Locke

There is one great thought in this book, i.e. that the Web makes it possible for everyone to participate in the “great conversation”, and that it is the summing and slicing of these conversations that will drive business in the 21st Century.

The authors are quite correct, and helpful, when they point out that in the aggregate, the combined preferences, insights, and purchasing power of all Web denizens is vastly more valuable and relevant to business decisions about production, quality, and services than any “push” marketing hype or engineering presumptions about what people might need.

Sadly, the authors' neither provide an integrated understanding of the true terrain over which the great conversation takes place, nor do they provide any substantive suggestions for how web content managers might improve our access to the knowledge and desires that are now buried within the web of babel. Their cute “tell a story” and equally cute advice to have big boxes for customer stories in the forms provided for input, simply do not cut it with me.

This book is a 5 for the one great idea, a 2 for beating the idea to death, a 3 for presentation, and a 4 overall because it was just good enough to keep me reading to the last page.

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Review: The Collaborative Enterprise–Why Links Across The Corporation Often Fail And How To Make Them Work

4 Star, Best Practices in Management

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4.0 out of 5 stars Worth Mulling Over,

February 24, 2001
Andrew Campbell

This is not a book that calls for underlining and highlighting, but it definitely has value as a basis for reflecting on various aspects of collaboration, and the failure of collaboration, within enterprises.

The book is written strictly from the perspective of people and perceptions. It does not have a technical or a financial side and this was disappointing. It would have been more useful to have a book that fully integrated human, technical, and financial success stories and failure stories to present an integrated picture of collaborative work principles in a global economy using the Internet as the backbone for collaborative work.

The book is well-written, the figures are useful, and I recommend it to anyone who wants to sit quietly on an airplane and think about the authors' subtitle: why links between business units often fail, and how to make them work.

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noble gold