Review DVD: Ike – Countdown to D-Day

Decision-Making & Decision-Support, Reviews (DVD Only), War & Face of Battle

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Leadership at the highest level,

September 2, 2006
Tom Selleck
As much as I like Robert Duvall, his version of Ike was scripted to focus on his relationship with Kate Summersby, not on the substance of leadership. This movie is absolutely superb.

Tom Selleck gives what may be one of the most mature and serious performances of his career, and from my vantage point–not having been a general officer but knowing about fifty of them)–I believe he captures with enormous nuance and feeling the stress not only of leadership, but of leadership in a coalition environment where egos and posturing by lesser generals can run amok.

The very best part of this movie is in its portrayal of the dynamics between Churchill and Ike, and the historic shift away from separate field commanders for air, land, and sea, and one Supreme Commander. The USA could use a Supreme Commander today. In my view, the services continue to posture and lie to inflate their budgets, and the Chairman of the Joint Chiefs of Staff should be a five-star general and chosen to be the Supreme Commander, with the Secretary of Defense in command of policy and acquisition and inter-agency support, but NOT micro-managing either the strategy or the global force projection.

When in London I always try to visit the war bunker from which Churchill managed World War II. I always look for the 2-3 telephones that were used and remind myself that command is about more than having a ton of command and control, communications, computing, and a heavy metal military. This movie is a primer on sensible leadership under stress.

Other DVDs with reviews that I like:
We Were Soldiers (Widescreen Edition)
The Last Samurai (Two-Disc Special Edition)
Glory
Tears of the Sun (Special Edition)

and the entire Horatio Hornblower series
Horatio Hornblower Boxed Set
Horatio Hornblower – The New Adventures (Loyalty / Duty)

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2006 INFORMATION OPERATIONS: All Information, All Languages, All the Time

Books w/Steele, Decision-Making & Decision-Support, Information Operations, Information Society, Intelligence (Collective & Quantum), Intelligence (Commercial), Intelligence (Government/Secret), Intelligence (Public), Intelligence (Wealth of Networks)
Free PDF Text
Free PDF Text

I have learned a great deal from colleagues at the U.S. Special Operations Command.  Their most memorable lesson is captured in the following quotation from a person who in my mind represents the very best intellect and ethics that command has to offer:

“Secret intelligence is 10% of all-source intelligence, and all-source intelligence is 10% of Information Operaitons (IO).”

I have long known that acquisition and logistics are the red-headed step-children of the global defense community, and long realized that we create force structure without regard to the actual threat or the actual geospatial conditions in which we will be waging war and peace, but with this book I attempted to address the totality of our information needs in relation to strategic planning and programming for Whole of Government operations, not just military operations.  I also believe that we have failed to develop decision support as well as IO capabilities relevant to cdost avoidance, burden sharing, and leveraging opportunities for creating a prosperous world at peace.

Technical Preface by Robert Garigue, CA (RIP)
Technical Preface by Robert Garigue, CA (RIP)
Buy Direct $25 Total
Buy Direct $25 Total
Amazon Page $34.95++
Amazon Page $34.95++

Review: Seven Sins of American Foreign Policy (Paperback)

5 Star, Decision-Making & Decision-Support, Diplomacy, Empire, Sorrows, Hubris, Blowback, Executive (Partisan Failure, Reform), Information Society, Military & Pentagon Power, Power (Pathologies & Utilization)

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Instant Classic, for Students and Experts Alike,

June 20, 2006
Loch K Johnson
In 1983, Dr. Loch Johnson, arguably the Dean of the intelligence scholars who is also unique for having the deep insights that could only come from service on BOTH the Church Committee in the 1970's and the Aspin-Brown Commission in the 1990's, published “Seven Sins of Strategic Intelligence in World Affairs (Fall 1983, v. 146, no. 2, p. 176-204). I still remember that article, which informed me as a (then) clandestine case officer, and helped inspire my own critical reformist writings over the years.

This book is a completely new work on a grander scale and the seven sins (listed in the editorial information) are applied to foreign policy in all its forms.

The following quote reflects the rich content of the book:

“A foreign policy initiative is considered questionable (‘sinful') if it is based on a false or sharply limited understanding of the region of the world it pupports to address; if it violates the bedrock constitutional tenet of power-sharing between the legislative and executive branches of government; if it too quickly or unnecessarily resorts to forcein the resolution of global disputes; if it runs counter to the established norms of contemporary international behavior accepted by the world's democracies; if it signals a withdrawal from the international community; if it exhibits a lack of concern for the basic human needs of other nations or projects a haughtiness in world affairs indicative of an imperious attitude toward others.”

The rest of the book, including useful figures showing successs and failures across diplomatic, military, economic, and covert action fronts from 1945 to date, fleshes out the above quote in a very thoughtful manner.

Interestingly, deep in the book, the author points out that ignorance of global reality by the public is directly related to their choices of elected officials. If they are disengaged and uninformed, they will elect individuals who give short shrift to global affairs. I am reminded of the number of Senators and Representatives who used to brag that they did not have a passport “because nothing that happens abroad matters to my constituents.” Those individuals are still in office.

I know the author, who in his courtly manner and gracious ability to discuss all sides without rancor, while still being harshly critical, represents all that is good about informed academics who are also, from time to time, called on to serve the Nation. I put the book down thinking that this author would make a magnificent Secretary of State.

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Review: The Landscape of History–How Historians Map the Past (Paperback)

5 Star, Decision-Making & Decision-Support, Education (Universities), History

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5.0 out of 5 stars Brilliant Treatise on History as a “Denied Area”,

April 6, 2006
John Lewis Gaddis
He is bluntly critical of the political science and social science communities, branding them with an inability to engage in methodical research or articulation. History is a “denied area.” When we combine our current lack of appreciation of history across all the disciplines, with our long track record of disdain for religion and culture as fundamental aspects of the total intelligence picture, we must recognize that we have created many “virtual denied areas” for ourselves, Islam being but one of many. In that vein, this book can be considered a primer on how to go about understanding a “denied area” by substituting analytic tradecraft for the multiplicity of sources that characterize the more obvious targets of our interest.
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Review: How Great Decisions Get Made–10 Easy Steps for Reaching Agreement on Even the Toughest Issues (Hardcover)

5 Star, Decision-Making & Decision-Support, Leadership

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5.0 out of 5 stars 1 of 5 fundamental books for smart decision-making,

September 12, 2005
Don Maruska
This book comes recommended by Margaret Wheatley, author of Leadership and the New Science: Discovering Order in a Chaotic World which in turn inspired Robert Buckman, CEO of Buckman Labs, to write Building a Knowledge-Driven Organization. These two books, and two others, Clayton M. Christensen & Michael E. Raynor, The Innovator's Dilemma: The Revolutionary Book that Will Change the Way You Do Business (Collins Business Essentials) and Steve Denning's The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations (KMCI Press) combine with this one by Don Maruska to offer a perfect small library for any person desiring to advance “collective intelligence” and “smart teams.”

Some may consider the book simplistic, but I do not. It has just the right amount of text and white space, and its organization as well as its points are compelling.

When the author itemizing the obstacles to cooperation and information sharing: battling egos, conflicting styles, lack of commitment and follow-though, office politics, knee-jerk actions, seemingly irreconciliable differences, an atmosphere of defeatism (or a culture of unfounded arrogance), and a legacy of distrust, he is talking about the $70 billion a year U.S. Intelligence Community that I am so familiar with, and he is probably also talking about the Department of Homeland Security, every local, state, and national organization associated with the catastrophic failure to cope with Hurricane Katrina, and just about any corporation or other organization out there.

His ten easy steps merit listing here, not to rob the book of its punch, but to emphasize that each chapter on each of these steps is hugely sensible, implementable, and profitable: 1( enlist everyone including secretaries and maintenance folks; 2) discover shared hopes rather than differing problems; 3) uncover the real issues; 4) identify all options (in ignored foreign opinion, the US foregos most really implementable options); 5) gather the right information, and all of it; 6) get everything on the table; 7) write down choices; 8) map the solutions; 9) look ahead; and 10) stay charged up.

These are NOT as simple as they sound, nor are they easily implementable without an understanding of the context and the methods that the author lays out in his coherent, concise, and comprehensible manner.

His emphasis on full information, and exploring all the options (“look at the whole tree, not just the limb you are on” all resonate when one thinks about how badly the US has screwed up the so-called “Global War on Terror.” First we cut taxes, gutted the Treasury, installed political cronies in key organizations that in turn drove out all the experts long ready for retirement; then we alienated all our allies, provided special tax deductions on gas guzzlers, and invaded Iraq under false pretenses. Now we are creating more terrorists every day than we are able to kill in a year.

For a specific sense of how pathetic our national-security decision making is, see my review of David J. Rothkopf's Running The World: the Inside Story of the National Security Council and the Architects of American Power In New Orleans we had a mayor that left town ahead of the crowd; a governor in denial; a head of FEMA with no clue; and a President on vacation not to be bothered. Not a single one of these have any idea how to actually do reality-based decision-making, or even how to guide a sound inclusive non-ideological decision dialog (not a debate, which the author stresses over and over will destroy the ability to be open-minded).

America is facing some very serious challenges at all levels, from family, neighborhood, and schoolhouse, to statehouse and White House. This book is much more serious than The 7 Habits of Highly Effective People and much more likely–when read with the other books I mention above–to help serious people arrive at serious decisions.

EDIT of 12 Dec 07: See the books below for evidence that neither the Executive nor Congress practice decision-making in the public interest:
Vice: Dick Cheney and the Hijacking of the American Presidency
The One Percent Doctrine: Deep Inside America's Pursuit of Its Enemies Since 9/11
A Pretext for War: 9/11, Iraq, and the Abuse of America's Intelligence Agencies
Weapons of Mass Deception: The Uses of Propaganda in Bush's War on Iraq
The Broken Branch: How Congress Is Failing America and How to Get It Back on Track (Institutions of American Democracy)
Running on Empty: How the Democratic and Republican Parties Are Bankrupting Our Future and What Americans Can Do About It
Breach of Trust: How Washington Turns Outsiders Into Insiders
Broken Government: How Republican Rule Destroyed the Legislative, Executive, and Judicial Branches

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Review: Running The World–the Inside Story of the National Security Council and the Architects of American Power (Hardcover)

4 Star, Decision-Making & Decision-Support, Empire, Sorrows, Hubris, Blowback, Executive (Partisan Failure, Reform), Military & Pentagon Power, Misinformation & Propaganda, Power (Pathologies & Utilization)

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4.0 out of 5 stars Documents Arrogance and Naivete of Top Executive Officials,

September 11, 2005
David Rothkopf
The arrogance and naiveté of the National Security Council and its principal protagonists is ably reflected in the title. The pretentiousness and unreality of “Running the World” is fittingly complemented by a cover photo of a Cabinet meeting, not an NSC meeting-the latter take place in crummy little rooms with poor ventilation, not at all the kind of image one wants as an Emperor, naked or not.

There are three consistent and very useful themes throughout the book that make it extraordinarily valuable to any student of the pathologies of the national security “decision” process (I use that term *very* loosely).

First, that each Administration allows personal ambitions and an almost pathological desire for “differentiation” from the previous Administration to first destroy and then slowly rebuilt the NSC. Hence, it is dysfunctional much of the time, regardless of the ideology prevailing at the time.

The second prevailing theme, one that Amy Zegart captured so well in her seminal scholarly work, “Flawed by Design,” is the perpetual dysfunctionality, a constant dysfunctionality, between the Departments of State and Defense, and between Defense and the loosely managed U.S. Intelligence Community. The bottom line is that personalities and politics, not intelligence nor wisdom, are the prevailing drivers of U.S. national security.

Lastly, the irrelevance of secret intelligence to the White House decision process, regardless of what Administration is in power, is documented. Page 361 is an especially good indictment of the Central Intelligence Agency (CIA) in particular, and with specific reference to its complete incompetence at economic intelligence needed by the Department of the Treasury. In general, intelligence in this book is portrayed, accurately, as either irrelevant or a pawn to the politically-driven preferences of the White House.

This is not a scholarly work, but merits great credit for the many interviews. Over-all the author has leveraged close access to a large variety of U.S.players over time, while not engaging the other players, including foreign players, private sector players, and non-governmental players. The book, even with its focus only on US players would have benefited from an annex charting and comparing the approaches of various NSC iterations to various issues and topics, to include number of action officers, number of meetings, and number of decision papers, but that kind of hard work does not appear to have been part of the plan. There is also little mention of the role lobbying and blatant corruption play in making foreign and security policy–for example, there is no mention of how the White House and the U.S. Senate, from 1974-1979, knew full well that Peak Oil (the end of cheap oil) had arrived, but in what may well be the most treasonous and retrospectively impeachable offence against the public interest, both the White House and the Senators decided to “live the dream” and waste 25 years during which we could have achieved energy independence and sanity.

The book, by virtue of its focus on primary research, does not address the substantive literature on global issues, nor the scholarly and practical literature on the NSC. Morton Halperin's seminal work on “Bureaucratic Politics and Foreign Policy” and other works on the NSC such as those edited by Dr. Loch Johnson, the foremost academic observer of secrecy and policy, are essential complements to this author's offering.

The book whitewashes Tony Lake, whose incapacity as an advisor merits note. Most of what the author puts forward about Lake is contradicted by other accounts including those of Dick Clarke, who says he could not get Lake's support until the time came for the latter to leave government and write a book. Naturally there are different points of view.

The book is a hatchet job on the Reagan era, even catty in its tone, but the author avoids appearing to be a sycophant to Bush II in that he very properly documents the grotesque dysfunctionality of the Bush II team (and the extraordinary competence of Vice President Cheney in getting his way as co-President). The author has done a good job of leading up to a severe indictment of the Bush II national security decision process, and excels at showing how Condi Rice was “run over” and side-lined by Cheney, Rumsfeld, and the neo-conservatives. His documentation on Cheney as a de facto prime minister is quite good, and these few pages are alone worth the price of the book. Pages 428-429 are “hot” and make it clear that the Bush II Administration, where Cheney was given the terrorism mandate in passing (something not widely known to the public), chose to emphasize invading Iraq, national missile defense, and energy sweetheart deals over counter-terrorism during the critical three months leading to 9-11.

There are a few disconcerting errors or failures in the book. In lambasting Reagan for invading Grenada, he says that 8,612 medals were handed out. Had he troubled to check with the military, he might have learned the difference between medals and campaign ribbons. He seriously over-sells both Burger and Lake while ignoring the blatant manner in which the Clinton Administration, and Madeline Albright in particular, sought to down-play terrorism to the point of suppressing alarmist reporting and ignoring or side-lining Dick Clarke. He claims, on page 387, that the Clinton Administration “foiled plots against trans-Pacific jumbo jet traffic.” Not so fast. The terrorist blew himself up in the Philippines prior to executing the plot, which was completely undetected by U.S. intelligence, and it was that error that revealed the plot when Philippine authorities responded to the resulting fire. On page 457 he makes the observation that the Congress has less turnover than the Soviet politburo. This should have been credited to Peggy Noonan and Ronald Reagan, who used it in an address to a joint session of Congress. He ends the book wisely, saying, “The ultimate check is an educated American public,” which thought tallies nicely with Thomas Jefferson, who said “A Nation's best defense is an educated citizenry.”

This is a book that needed to be written. It documents the pathetic manner in which U.S. national security is in the hands of a small group of people that place loyalty to one another above intelligence, wisdom, and strategic thinking. We all suffer. It is a primary reference for all who would wish to understand why the greatest Nation on the planet has such a pathetic lack of strategic culture, vision, process, and outcome.

The Exective, and the Congress, and Broken. Here are some other books, with my reviews:
Vice: Dick Cheney and the Hijacking of the American Presidency
The One Percent Doctrine: Deep Inside America's Pursuit of Its Enemies Since 9/11
State of War: The Secret History of the CIA and the Bush Administration
A Pretext for War: 9/11, Iraq, and the Abuse of America's Intelligence Agencies
Weapons of Mass Deception: The Uses of Propaganda in Bush's War on Iraq
Running on Empty: How the Democratic and Republican Parties Are Bankrupting Our Future and What Americans Can Do About It
The Broken Branch: How Congress Is Failing America and How to Get It Back on Track (Institutions of American Democracy)
Breach of Trust: How Washington Turns Outsiders Into Insiders
The Battle for the Soul of Capitalism

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