Aspiring leaders typically concentrate on history and case studies, creating theories of success and failure in their disciplines. This is fine but won’t produce great practitioners in either war or business. As the German General Hermann Balck once told Boyd, “The training of the infantryman can never be too many sided.” Miyamoto Musashi in 1645 wrote that samurai (much less top-level commanders) should study the arts and sciences and master fields other than their own. And this was just to keep them from getting hacked to bits. And then there’s Steve Jobs with his famous calligraphy course and Zen training. Continue reading
Military Strategies for Samhandling in Unforeseen Situations – A Historical Perspective,
do Cdr Tommy Krabberød, Ph.D., and Dr. Jan O. Jacobsen,
Royal Norwegian Naval Academy
Chapter 25 in Interaction: ‘Samhandling’ Under Risk, A step ahead of the unforeseen, Glenn-Egil Torgersen, Ed., Oslo, NO: Cappelen Damm Akademisk, 2018, pp. 467-480.
I know what you’re thinking: OMG! Another post on Auftragstaktik! Just kill me now.
I am assuming that most of my readers are familiar with Auftragstaktik (if not, search this site or Google the term). Even if you are, or perhaps especially, I think you’ll find Krabberød and Jacobsen’s paper well worth your time.
I tend to think of “agility” as adaptability with a time dimension, that is, the ability to adapt more rapidly to new situations than can competitors or opponents. That may not, however, be the only or even a very good way to think about these concepts.
Here’s an alternative view:
AQ is hot right now – but is it the Adaptability Quotient or the Agility Quotient?
Founder and CEO, TeamMate AI
November 13, 2018
Originally published on LinkedIn. Reprinted with his kind permission
Throughout military history, there have been winners and losers. Some of the winners have found disproportionate success due to strategic brilliance; when examining their successes, we find a golden braid that links them all together. This braid is the foundation of an underlying philosophy that dictates how military forces can survive and thrive in hyper-competitive, chaotic, uncertain situations. Continue reading
As far as I know, Boyd never made it to South Africa, but a recent book describes how the ideas of maneuver warfare were used by its forces in their highly irregular “border war” (1966 – 1990). I have not read the book, but here is a recommendation by a colleague who is familiar with some of its primary participants.
If any of you would like to write a review, please contact me.
Maneuver Warfare in Southern Africa
Book recommendation by Morgan Norval*
Speaking of maneuver war, I want to direct your attention to a recent book titled, Mobile Warfare For Africa: On The Successful Conduct Of Wars In Africa And Beyond–Lessons Learned From The South African Border War by Roland De Vries, Camille Burger and Willem Steenkamp. The book explores Lind’s 4th Generation War concept, Boyd’s OODA loop, and utilizing the indirect approach. In fact the book is basically a text on mobile/maneuver war based on its very successful use by the old South African Defense Force. The book also has over a dozen case studies on the subject. The book also comes with a separate atlas which provides maps, illustrations and photos–including three of mine–to help understand the concepts advocated by the book. Continue reading
More stuff to read after you’ve OD’d on Boyd’s Discourse.
- One reader suggested Nicholas Taleb, particularly Fooled by Randomness, The Black Swan, and Antifragile
- Another recommended Reality is not what it seems, by Carlo Rovelli and The Soul’s Code: In Search of Character and Calling, by James Hillman
Please add your suggestions in the Comments.
If you’d like more on how the IDF operates, here are two by Martin van Creveld:
- Command in War (also one of Boyd’s favorites; the quote on Organic Design chart 29 starts on p. 199).
- The Olive and the Sword, a Critical History of the Israeli Defense Force
The important thing is not to take any of these as gospel (same applies to Boyd’s briefings, too) but as sources of ideas. For example a previous post mentioned four elements of the IDF culture:
- Complete the mission
- Perform every action to perfection
- Follow through at any cost
- Be “ruthlessly candid” in debriefings
On page 196 of Command, van Creveld cites:
- Individual daring
- Maintenance of aim
Are these different translations of the same concepts? Complementary? Contradictory? Would any apply to you? How would you build them in your organization? How could you demonstrate that your program is working, i.e., that you’re having a positive effect on organizational performance?
The Lion’s Gate: On the Front Lines of the Six Day War
New York: Penguin 2014
In my last post, I suggested a few things to read once you’ve become satiated with Boyd himself (don’t worry, it happens). A reader kindly recommended Steven Pressfield’s study of the Six Day War, told from the viewpoints of Israeli participants ranging from 19-year-old troopers to Minister of Defense Moshe Dayan. I highly recommend it as a source book for illustrating the major points of Boyd’s work.
I will admit to being a huge fan of Pressfield, beginning with The Gates of Fire. I suspect that regardless of your position on the various players in the Levant, past or present, you’ll find The Lion’s Gate to be a page-turner.
Years ago, there was a concept floating around the Pentagon called the “hi / lo mix.” The idea was that you couldn’t afford the thousands of expensive but highly capable fighters the Air Force and Navy wanted, so you bought a reasonable block of them and filled the fleet out with a large number of less capable but cheaper “lo” fighters.
This concept reached concrete form with the F-15 as “hi” and the F-16 as “lo.” Logical, but as Scott Bledsoe & Mike Benitez show in their paper on War in the Rocks, “Rethinking the Hi-Lo Mix, Part I: Origin Story,” this is not exactly how it happened. Continue reading
Like an essay by an Israeli general that originally appeared in Hebrew in an Israeli defense journal in September 1949 (that would be coming up on 66 years ago).
Boyd extracted a paragraph from it as Chart 99 of Patterns of Conflict. Chuck Spinney, some 35 years after Boyd incorporated it, got worried about the source and after a few minutes, found the original. We have now added a citation to that slide.
Chuck made the following observation:
If you think about it, this is Israel’s strategy — as well as its grand strategy — to this day: Divide up its opponents. This becomes clear in the use of settlements and Israeli-only roads to carve up and control the West Bank and in its failing effort to isolate Iran. Of course, strategy is destructive and these ideas work to destroy your adversary, but grand strategy should be constructive, it should end the conflict on favorable terms that do not also sow seeds for future conflict. Applying concepts from strategy, such as these from Gen. Yadin, to shape a grand strategy is a prescription for perpetual conflict and destruction (ultimately your own)!
Chuck, incidentally, is echoing Boyd’s observation that strategy is destructive while grand strategy should be constructive, which Boyd put on Chart 142 of Patterns. The notion that grand strategy should “end the conflict on favorable terms, while ensuring that conflict and peace terms do not provide seeds for (unfavorable) future conflict” is from Chart 139.
While leading his company in Afghanistan, Marine Major Paul Tremblay was ordered to clear a much larger Taliban force that was defending an area of rugged terrain. Ordinarily, such terrain would favor the defense, not to mention the numbers problem. Major Tremblay, however, fashioned a plan of attack based on the notion of “operating inside the OODA loop,” where relative numbers are much less relevant.
Chuck Spinney picks up the story:
Major Tremblay did not know Colonel Boyd but has been aware of his briefings since he was a 2nd Lieutenant at the Marine Corps Basic School. He is the only officer I know who has studied and applied Colonel Boyd’s ideas in a premeditated way in designing and leading a combat operation. His reinforced company level attack on the Taliban was a stunning success and based on radio intercepts, it became clear he penetrated his adversary’s OODA loops and collapsed the opposing units into confusion and disorder, exactly as Boyd predicted. His thesis does not discuss this operation.
I’ve uploaded Major Tremblay’s recently completed master’s thesis (517 KB PDF). It’s a brilliant piece of work. Quoting Chuck, again:
P.J. Tremblay’s thesis aims to clarify what is perhaps the single most misunderstood aspect of Boyd’s theory of interacting OODA loops: the confusion of absolute speed with relative quickness, particularly as it applies to agility in Orientation and Re-Orientation. Tremblay’s aim is to improve the Marine Corps training curriculum by clarifying Boyd’s ideas and laying out a way to better incorporate them in progressively more comprehensive ways at each level in the Marine Corps’ educational system, from the lowest to the highest level.
PJ’s thesis is a case study in the kind of intellectual development and stimulation that John Boyd was trying to achieve by leaving the Marine Corps Research Center with the complete archive of his briefings and note. Boyd, an honorary Marine, would say, “Semper Fi, PJ.”
Chuck has posted the complete introduction to Maj. Tremblay’s thesis on his blog.
If your conception of ISIS imagines illiterate fanatics making suicidal charges in pickup trucks and are confused about how a glorified motorcycle gang could conquer half of Iraq and Syria, wiping out a $25 BN US investment in the Iraqi army in the process, you might want to learn more about the roots of the movement and how it is trained and led today. Such an understanding may come in handy in the future.
For background, try William R. Polk’s article, Understanding Islamic Fundamentalism, on consortiumnews.com. As he explains:
Some of [Sayyid Qutub’s] writings bear comparison to the Islamic legal classics. As a group, they have attracted a mass readership — believed to be in the tens of millions — throughout the Islamic world and have apparently influenced men as opposed to one another as the leaders of the Taliban, the Saudi Royal Establishment, al-Qaida, the Iranian and Iraqi clerics [Arabic: ulema] and now the various and competing groups of Syrian militants. Sayyid Qutub is the philosopher of the Islamic revolution.
Implicit in his writings was the idea that Islam is under attack and therefore must defend itself because failure to do so would be to contravene the intention of God. Continue reading