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Learn to Lead Civil Air Patrol Cadet Programs VOLUME FOUR STRATEGIC PERSPECTIVES LEARN TO LEAD CIVIL AIR PATROL CADET PROGRAMS CHARACTER AIR FORCE TRADITIONS LEADERSHIP THEORY A COMMUNICATIONS a CRITICAL THINKING o L V V V V T CIVIL AIR PATROL USAF AUXILIARY “Be the change that you want to see in the world.” GANDHI VOLUME FOUR STRATEGIC PERSPECTIVES LEARN TO LEAD CIVIL AIR PATROL CADET PROGRAMS CIVIL AIR PATROL USAF AUXILIARY VOLUME FOUR STRATEGIC PERSPECTIVES LEARN TO LEAD CIVIL AIR PATROL CADET PROGRAMS CIVIL AIR PATROL USAF AUXILIARY “We better be prepared to dominate the skies above the surface of the earth, or be prepared to buried beneath it.” TOOEY SPAATZ “To educate a person in mind and not in morals is to educate a menace to society.” THEODORE ROOSEVELT “The vocation of every man and woman is to serve other people.” LEO TOLSTOY “I’m just trying to matter, and live a good life, and make work that means something to somebody.” REESE WITHERSPOON “Two roads diverged in a wood, and I— I took the one less traveled by, And that has made all the difference.” ROBERT FROST LEARN TO LEAD Published by Civil Air Patrol Maxwell Air Force Base, Ala. CURT LAFOND Series Editor with Associate Editors NEIL PROBST & BECCI SUNDHAGEN SOME RIGHTS RESERVED GENERAL MICHAEL E. RYAN, USAF (RET.) Copyright 2011 by Civil Air Patrol. This work is licensed under the Creative Commons Attribution 16TH CHIEF OF STAFF OF THE UNITED STATES AIR FORCE & - Noncommercial - No Derivative Works 3.0 FORMER CAP CADET United States License. For details, see creativecommons.org. VOLUME FOUR STRATEGIC PERSPECTIVES LEARN TO LEAD CIVIL AIR PATROL CADET PROGRAMS CONTENTS CHAPTER 12 Introduction to Strategic Leadership 8 12.1 Strategic Leadership: Defining the Challenge HCol W. Michael Guillot USAF 10 12.2 National Security Strategy HAdministration of President Barack Obama 16 12.3 Leadership and Systems Thinking HCOL George E. Reed USA 23 12.4 Strategic Thinking: Key to Corporate Survival HBenjamin B. Tregoe & John W. Zimmerman 27 12.5 Crowdsourcing Systems on the Web HAnhai Doan, Raghu Ramarkrishnan, & Alon Y. Halevy 33 CHAPTER 13 Leading Public & Volunteer Organizations 42 13.1 Leadership for Volunteers: The Way It Is & The Way It Could Be HRichard Cummins 44 13.2 Take Root: Volunteer Management Guidebook HCorp. for National & Community Service 46 13.3 The Hierarchy of Ethical Values in Nonprofits... HRuth Ann Strickland & Shannon K. Vaughan 55 13.4 The New Look of Transparency HKristin Clarke 66 13.5 Public & Private Management: ...Alike in All Unimportant Respects? HGraham T. Allison Jr. 70 CHAPTER 14 Airpower as Strategic Laboratory 80 14.1 Strategic Airpower: Fulfillment of a Concept HGen Carl A. Spaatz, USAF 82 14.2 Warden & The Air Corps Tactical School: What Goes Around... HMaj Howard Belote, USAF 88 14.3 Cyberspace: The New Air & Space? HLt Col David A. Umphress USAF 93 14.4 Air Force Basic Doctrine HU.S. Air Force 98 14.5 Should the US Maintain the Nuclear Triad? HDr. Adam B. Lowther 106 CHAPTER 15 Organizational Culture, Change, & Innovation 112 15.1 Organizational Culture HDorian LaGuardia 114 15.2 Managing Change — Not the Chaos Caused by Change HBeverly Goldberg 117 15.3 Keeping Change on Track HRichard Bevan 121 15.4 Developing an Innovative Culture HErika Agin & Tracy Gibson 126 15.5 The Twenty-First Century Leader HFahri Karakas 129 CHAPTER 16 Strategic Communications & Negotiation 134 16.1 Principles of Strategic Communication HDepartment of Defense 136 16.2 The Art of Negotiation HBrenda Goodman 138 16.3 Negotiating Effectively Across Cultures HJohn W. Miller 140 16.4 Preventive Diplomacy HCarl Hobert 149 16.5 The Not-So-Black Art of Public Diplomacy HHumphrey Taylor 153 5 6 NOTE TO CADETS This volume is a collection of readings. Unlike the other three volumes of Learn to Lead, it is not a textbook that defines key terms, nor does it explain how its teachings are relevant to you in the real world. Many of the articles here are classics. Their main ideas stand the test of time, though some secondary details might appear a bit dated. You’ll find this volume more challenging than the others. Read each article carefully and apply your own brainpower to iden- tify the author’s main ideas, and discern how those principles might be relevant to you in your development as a leader. 7 12 CHAPTER 12 INTRODUCTION TO STRATEGIC LEADERSHIP In volume 1, you learned a definition of leadership that applied to individuals and small teams at the tactical level. Volume 2 expanded the concept of leadership to the role of the NCO, educator, creative thinker, motivator, and communicator, still focusing on the tactical and operational levels. This chapter introduces you to various perspectives of leadership at the strategic level. To lead strategically requires careful thought, awareness of systems, and a broad view of your mission. It requires a big picture view, one that focuses on out- comes more than methods, and goals more than tactics. The chapter starts with a general overview of Moving down to a smaller level, the third strategic leadership, provided by Col W. article covers the topic of applying systems Michael Guillot in “Strategic Leadership: thinking to problem solving, such as a military Defining the Challenge.” The author will provide force (which comprises one component of a you with components, characteristics, and vast national strategy) might use in designing challenges of decision-making at the strategic campaigns. In “Leadership and Systems Think- level, and also provide you with a list of compe- ing,” Col George E. Reed explains how leaders tencies that are essential for strategic leaders. can apply the art of systems thinking. Echoing After you have a clear understanding of the the teachings of Peter Senge, Reed urges readers definition of strategic leadership, you will read to examine the interrelationships and patterns an example of how grand strategy is imple- that present themselves in systems. The idea is mented at the national level in the White to move beyond simple cause-and-effect analysis House’s “National Security Strategy.” In chapter and find better solutions through more careful 14 you will trace the development of air power examination of system components, behaviors, theory over the past century. Look for broad and relationships. concepts on this topic in this reading. Note that The fourth article takes you down to a more fa- this reading is from the National Security Strat- miliar level, describing how corporations can egy (NSS) document that was current at the apply strategic leadership to their decision- time this textbook went to press. While updates making processes. In “Strategic Thinking: Key are issued by each administration, the over- to Corporate Survival,” the authors explore the arching strategic ideas in the NSS are relatively importance of truly understanding the nature stable. of strategy and strategic planning. They cau- 8 VOLUME FOUR STRATEGIC PERSPECTIVES CHAPTER OUTLINE This chapter’s readings are: Strategic Leadership: Defining the Challenge Col W. Michael Guillot, “Strategic Leadership: Defining the Challenge,” Air & Space Power Journal (Winter 2003): 67-75. National Security Strategy The White House, “National Security Strategy,” (May 2010). Leadership and Systems Thinking COL George E. Reed, “Leadership and Systems Thinking,” Defense AT&L 35, no. 3 (2006): 10-13. tion that companies that conduct long-range Strategic Thinking: planning incorrectly may actually hinder Key to Corporate Survival Benjamin B. Tregoe and John W. Zimmerman, rather than help their performance. “Strategic Thinking: Key to Corporate Survival,” For a specific example of applying innova- Management Review 68, no. 2 (1979): 8-14. tive concepts with strategic planning, the final article presents the topic of crowdsourcing. Crowdsourcing: This term refers to the relatively new trend of What it Means for Innovation Anhai Doan, Raghu Ramarkrishnan, & Alon Y. Halevy, assigning work to large group of people, who “Crowdsourcing: What it Means for Innovation,” may be highly-skilled amateurs, rather than Communications of the ACM 54, no. 4 (2011): 86-96. just a small handful of employees in an organi- zation. The authors of the final article, “Crowdsourcing: What it Means for Innova- tion,” summarize the current state of this CHAPTER GOALS concept. As you read the article, you may dis- 1. Comprehend the concept of cover new ways to harness the various talents strategic leadership at the national of a group of people to meet the needs of your and organizational level. project, team, or squadron. 2. Summarize the use of systems thinking for strategic planning. 3. Explain how the use of crowd- sourcing technologies can help accomplish team goals. 9 12.1 Strategic Leadership: Defining the Challenge By Col W. Michael Guillot, USAF OBJECTIVES: 1. Define the term “strategic leadership.” 2. Identify the four components of the strategic leadership environment, and list factors that belong to each component. 3. Describe four characteristics of consequential decisions. 4. List and define four challenges of strategic leadership. 5. Recall competencies that are essential for leaders who wish to develop strategic leadership skills. The only thing harder than being a strategic leader is range planning, the most complex and profound decisions, trying to define the entire scope of strategic leadership— and the most advantageous effects from a bombing cam- a broad, difficult concept. We cannot always define it or paign—as well as leaders with the highest conceptual describe it in every detail, but we recognize it in action. ability to make decisions. This type of leadership involves microscopic perceptions and macroscopic expectations. Volumes have been written As mentioned earlier, strategy is a plan whose aim is to on the subject, which may in fact contribute to the diffi- link ends, ways, and means. The difficult part involves the culty of grasping the concept.
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