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Resea r c h Outrjeach^ en g a g em en t Summer 2010 Volume XXIV, No. 2

Leading and Managing through Influence Challenges and Responses Dr. Raymond A. Shulstad, Brigadier General, USAF, Retired with Lt Col Richard D. Mael, USAF, Retired

The Role of Airpower in Active Missile Defense Col Mike Corbett, USAF, Retired Paul Zarchan

New Horizons Coalition Space Operations Lt Col Thomas G. Single, USAF

Beddown Options for C-27J Aircraft Supporting Domestic Response Col John Conway, USAF, Retired

Building an Offensive and Decisive PLAAF A Critical Review of Lt Gen Liu Yazhou’s The Centenary of the Air Force Guocheng Jiang

To Fly. F ight , and Win ... In Air . S pace, and Cyber space Chief of Staff, US Air Force Gen Norton A. Schwartz

Commander, Air Education and Training Command Gen Stephen R. Lorenz http://www.af.mil Commander, Air University Lt Gen Allen G. Peck

Director, Air Force Research Institute Gen John A. Shaud, USAF. Retired

Chief, Professional Journals Lt Col Paul D. Berg

Deputy Chief, Professional Journals Maj Darren K. Stanford http://www.aetc.randolph.af.mil Editor Capt Lori Katowich

Professional Staff Marvin W. Bassett, Contributing Editor Tammi K. Long, Editorial Assistant Daniel M. Armstrong, Illustrator L. Susan Fair, Illustrator Ann Bailey, Prepress Production Manager

The Air and Space Power Journal (ISSN 1554-2505), Air Force Recurring Publication 10-1, published quarterly, http://www.au.af.mil is the professional journal of the Air Force. It is designed to serve as an open forum for the presentation and stimulation of innovative thinking on military doctrine, strategy, force structure, readiness, Air and Space Power Journal and other matters o f national defense. The views and 155 N. Twining Street opinions expressed or implied in the Journal are those Maxwell AFB AL 36112-6026 of the authors and should not be construed as carrying the official sanction of the Department of Defense, e-mail: [email protected] Air Force, Air Education and Training Command, Air Visit Air and Space Power Journal onlin University, or other agencies or departments of the US at http://www.airpower.au.af.mil. government.

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■ VOLUME XXIV. NO. 2 A Fill’ 10-1

Senior Leader Perspective

Leading and Managing through Influence I G Challenges and Responses Dr. Raymond A. Shulstad, Brigadier General, USAF, Retired with Lt Col Richard D. Mael, USAF, Retired

From the Editor

The A rt of Persuasion 8 18 Capt Lori Katowich, USAF, Editor

Features

The Role of Airpower in Active Missile Defense I 57 Col Mike Corbett, USAF, Retired Paul Zarchan The authors examine what airpower, as opposed to surface and space forces, brings to defense against the changing and growing threat of theater ballistic missiles. They consider whether combat air forces should have a primary role in this mission and whether the A ir Force can afford a new mission area . without jeopardizing its traditional core capabilities.

New Horizons I 72 Coalition Space Operations Lt Col Thomas G. Single, USAF The author analyzes inefficiencies in the NATO-led International Security Assistance Force in Afghani- stan. arguing for the inclusion of robust coalition space operations Noting that coalition operations require the leveraging of all available resources, including critical enablers such as space capabilities, he promotes coalition space support teams as the most effective means of mitigating current challenges. Departments

20 Ricochets and Replies

23 Views & Analyses Should the United States Maintain the Nuclear T ria d ? ...... 23 Dr. A d a m B. Lowther Updating a Cold War Relic: Ensuring That the New Air Force Doctrine Document 3 Reflects Current Air Force Roles and Missions...... 30 Lt Col David K. Moeller, USAF Beddown Options for Air National Guard C-27J Aircraft: Supporting Domestic Response...... 35 Col John Conway, USAF, Retired Finishing Strong in Iraq: Why the Air Force Must Be the Last to Leave Operation Iraqi Freedom ...... 45 Lt Col William Jay Martin, USAF Colombia Can Teach Afghanistan (and the United States] How to Win ...... 52 Robert Haddick

85 Review Essay Building an Offensive and Decisive PLAAF: A Critical Review of Lt Gen Liu Yazhou's The Centenary of the Air F o r c e ...... 85 Guocheng Jiang

95 Book Reviews Wired for War: The Robotics Revolution and Conflict in the 21 st C e ntury...... g5 P. W. Singer Reviewer: Wing Cdr John M. Shackell, RAF, Retired The International Politics of Space ...... 96 Michael Sheehan Reviewer: Lt Col Kevin M. Rhoades, USAF Killing Pablo: The Hunt for the World's Greatest O utla w ...... 97 Mark Bowden Reviewer: Lt Col Paul D. Berg, USAF The War: An Intimate History, 19 41 -19 45 ...... 98 Geoffrey C. Ward and Ken Burns Reviewer: Lt Col Daniel J. Simonsen, USAF The Worlds of Herman Kahn: The Intuitive Science of Thermonuclear W a r ...... 99 Sharon Ghamari-Thbrizi Reviewer: Col Joe McCue, USAF, Retired The Development of Propulsion Technology for U.S. Space-Launch Vehicles, 1926-1991 ...... 100 J. D. Hunl ey Reviewer: Capt Brent D. Ziarnick, USAFR Governing the American Lake: The US Defense and Administration of the Pacific, 1 9 45 -19 47 ...... 101 Hal M. Friedman Reviewer: Dr. John H. Barnhill In the Shadow of the Moon: A Challenging Journey to Tranquility, 19 6 5 -1 9 6 9 ...... 102 Francis French and Reviewer: Dr. Rick W. Sturdevant The Road to Safwan: The 1st Squadron, 4th Cavalry in the 1991 Persian Gulf W a r ...... 103 Stephen A. Bourque and John W. Burdan III Reviewer: Maj Paul Niesen, USAF, Retired Breaking the Mold: Tanks in the C ities...... 104 Kendall D. Gott Reviewer: Capt Michael D. Kennedy, USAF Unknown Soldiers: Reliving World W ar II in E u ro p e ...... 105 Joseph E. Garland Reviewer: Dr. Donald A. MacCuish NATO's Gamble: Combining Diplomacy and Airpower in the Kosovo Crisis, 1 9 9 8 -1 9 9 9 ...... 106 Dag Henriksen Reviewer: Maj Lisa Nemeth, USAF Reflections of an Air W a rrio r...... 107 Group Capt Arjun Subramaniam Reviewer: Dr. David R. Mets Hans-Joachim Marseille: An Illustrated Tribute to the Luftwaffe's "Star of Africa” ...... 107 Robert Tate Reviewer: Dr. Richard R. Muller Wan Race for Missile Defense Nigel Hey Reviewer: Maj Eric J. Kolb, USAF Preparing the Army for Stability Operations: Doctrinal and Interagency Issue s...... Thomas S. Szayna, Derek Eaton, and Amy Richardson Reviewer: CSM James Clifford, USA, Retired Educing Information: Interrogation: Science and Art: Foundations for the Future ...... Intelligence Science Board Reviewer: Lt Col Christopher D. Harness, USAF

111 Mission Debrief Editorial Advisory Board

Gen John A. Shaud, PhD, USAF, Retired, A ir Force Research Institute Lt Gen Bradley C. Hosmer, USAF, Retired Dr. J. Douglas Beason (Senior Executive Service and Colonel, USAF, Retired), Air Force Space Command Dr. Alexander S. Cochran, Office o f the Chief of Staff. VS Army Prof. Thomas B. Grassey, US Naval Academy Lt Col Dave Mets, PhD, USAF, Retired, School of Advanced Air and Space Studies (professor emeritus)

Board of Reviewers

Lt Col Eric Braganca. USAF Dr. Tbm Keaney Naval Air Station. Patuxent River Mary land Johns Hopkins University Dr. Kendall K. Broun Col Merrick E. Krause, USAF, Retired NANA Marshall Space Flight Center Department of Homeland Security Col Steven D. Carey. USAF, Retired Col Chris J. krisinger, USAF, Retired Daphne. Alabama Burke. Virginia Dr. Clay ton K. S. Chun Dr. Benjam in S. Lambeth US Army War College RAND Dr. Mark Clodfelter Mr. Douglas E. Lee National War College Air Force Space Command Dr. Conrad Crane Dr. Richard I. Lester Director. US Army Military History Institute taker Center for Professional Development Col Michael D. Davis, USAF Mr. Brent Marley Defense Attache Redstone Arsenal Mabama Col Dennis VI. Drew. ISAF. Retired Mr. Remy M. Mauduit USAF School of .Advanced Air and Spate Studies Air Force Research Institute ( professor emeritus) Col Phillip S. Meilingcr, USAF, Retired Vlaj t e n Charles J. Dunlap Jr.. USAF West Chicago, Illinois The Pentagon Dr. Daniel Moru-nsen Dr. Stephen Fought Air Force Research Institute USAF Air War College (professor emeritus) Dr. Richard R. Muller Col Richard L Fullerton. USAF USAF School of Advanced Air and Space Studies USAF Academy Dr. Bruce T. Murphy Lt Col Derrill T. Coldi/en. PhD. USAF, Retired Air University Westport Point, Massachusetts Col Robert Owen, USAF, Retired Col Mike C.uillut. t SAF, Retired r.mbrv-Riddle Aeronautical University Editor, Vruirgu Studies Quarterly Lt Col Brian S. Pinkston, USAF, MC, SI'S Air Tone Research Institute Tile Pentagon Dr. Juhn F. Cuilmurtin Jr. ( ol Bob Potter, I SAF, Retired Ohio Scale University Air Force Research Institute Dr. Am it Cupta Dr. Sun- Knthstrin USAF Air War College Colorado Spring* Science Center Project

Dr. (Irani T. Hammond 11 ( 111 Reagan L. Scliaupp, USAF t>ean. NATO l»rfeni:e Collegr Naval War Collegr Dr Dale I.. Hayden llr. Bam Sihneider Air Force Research Institute D im mi USA! Counterpml deration Center Dr. Thomas Hughes Prolessot, I SAF Air War College I SAF Sr hoot of Advanced Air and Spai r Studies ( ill Rii haul S/atranski, USAF, Retired Lt Col Jeffrey Hukill. I SAF, Retired Toffler Avsoi i.tlr» Atr Force Research Institute l.t tall Edward B. lumme, PhD. USAF, Retired Lt tail J. P. Ilu n rru ali l, I SAF. Retired Cy brrSpaec Operations Consulting LeMay Center for D im trine Development and Lduialton llr. Christopher II. loner (o i Mark V. Jeionrk, ISAF t nlversily ol Si Thomas The Pentagon Lt fail David A. Umphress, PhD. I'SAUR, Retired Col lohn iogrrst. USAF. Retired Auburn University Navarre. Florida Dr. Harold R. M inton Mr. C harles Tustin lu m p s I 'sAI School of Advanced Air and Space Studies USAF Air Command and Staff College

Summer 2010 | 5 Leading and Managing through Influence

Challenges and Responses

Dr. Raymond A. Shulstad, Brigadier General, USAF, Retired" with Lt Col Richard D. Mael, USAF, Retired

The key to successful leadership today is influence, not authority. —K e n Bl a nc ha r d

any experts, including Ken port the project. Similarly, in a joint envi- Blanchard, argue legitimately that ronment, the services have to rely on each M managing and leading are all about other, but their component commanders all influencing people to accomplish tasks and report to a joint force commander in charge objectives. Managing and leading through of the campaign. influence in the context used in this article When the project requires the support present some unique challenges due to the not only of inside functional organizations absence of direct, hierarchical authority but also of outside organizations with com- (i.e., not all of the people who need to be pletely different reporting chains, the chal- influenced work directly for the manager or leader). This type of challenge occurs natu- lenges become especially daunting. That is rally in a matrix organization, in which the environment I address in this article by project managers are supported by func- examining a case study o f the B-1B bomber tional-specialty experts (e.g., engineers, lo- nuclear-certification program that I led in gisticians, financiers, etc.) who may or may the early 1980s. Managing and leading in not be collocated with the project team. this complex environment require the same The challenge of managing and leading basic skills as successfully managing and through influence in this type of situation is leading in an environment where direct somewhat mitigated because the head of hierarchical authority exists.1 Attaining suc- the organization has directed that the proj- cess without direct, hierarchical authority ect be carried out, has placed the project demands much more time and attention on manager in charge to lead the effort, and enlisting commitment and support from has directed the functional leaders to sup-* both inside and outside the organization.

* I especially want to thank Lt Col Richard D. Mael. USAF. retired, my longtime professional colleague and close personal friend, for his extensive help in writing this article. Kick Mael, who served 21 years in the US Air Force, was a missile combat crew member and held program-management posi- tions in both the Air Force and Office of the Secretary o f Defense. He also participated in the Air Force Education with Industry Program with the Northrop Corporation and served on the staff of the Air Force Program Executive Office for Strategic Systems. Currently. Mr. Mael is a program manager with Booz Allen Hamilton.

6 I Air & Space Power Journal V Sen io r leader per spect ive

Skills in persuasion and negotiation also be- and schedule were defined in great detail in come much more important. a $20.5 billion program baseline that would First I briefly offer some background on deliver 100 B-lBs to the Air Force.'* Ulti- the B-l B and nuclear certification before mately the secretary of defense, president, describing the situation I taced when I ar- and Congress approved this baseline before rived at the B-l B System Program Office Rockwell, Boeing, General Electric, and AIL (SPO) in the summer of 1982. Then, I move Eaton received contracts in early 1982. on to a discussion of challenges faced and Several unique aspects of the B-l B are actions taken to address them. The result important to this case study. First, the pro- was one of die proudest achievements of gram’s baseline remained under tight con- my Air Force career—nuclear certification trol at the secretary of defense level —that of the B-l B 30 days before its initial opera- is, he approved all changes to requirements, tional capability (IOC) in September 1986, cost, and schedule. This stability, coupled exactly as required and as 1 had planned with leveraging the many years of work on four years earlier. Next, I summarize what l the B-l, resulted in a program of moderate consider the “golden nuggets" or best prac- risk that the government and contractors tices, along with keys to success in manag- could manage.s This, in turn, enabled an ing and leading through influence across aggressive schedule that included an IOC of organization lines and in the absence of September 1986 and delivery of all 100 hierarchical authority. Finally, I conclude bombers by May 1988. Th e schedule included with a few remarks that 1 hope will prove significant concurrency between develop- valuable to today’s leaders facing the chal- ment and production. The well-defined base- lenges of managing and leading in these line and moderate, manageable risk were kinds of complex environments.-' keys to obtaining congressional approval of a multiyear procurement that saved a sig- nificant amount of money bv securing gov- ernment commitment to buy most of the The B-1B Program Restarting the B-l program in 1981 was a cornerstone of President Reagan's campaign to rebuild America's national defense and to close the vulnerability gap (real or per- ceived) between the United States' and Soviet Union's military capabilities. The B-1B program enjoyed the highest national priority and un- precedented stability. It added modern offensive avi- onics by Boeing and defensive avionics by AIL Eaton to Rockwell's B-l airframe and General Elec- tric’s B-l engines, which had been devel- oped and flight-tested in the 1970s.’ Dur- i ng 1981 t h e pr o gr am' s r e q u i r e m e n t s , cost, 100 aircraft at the beginning of the program sus just providing engineering support to instead o f incrementally each year. project management. Second, the program's management ap- Extraordinarily successful, the B-1B pro- proach underwent extraordinary stream- gram reached its IOC and most other major lining to save time and cost and to reduce milestones on time and within budget. Rick oversight. From a program-management Mael attributed this success to detailed, up- standpoint, the B-l B system program direc- font cost estimating; firm baselining; multi- tor (SPD) reported directly to the secretary year procurement; and the SPO’s role as of the Air Force and secretary of defense, integrator. The B-lB’s programmatic suc- bypassing the normal oversight levels cess and rapid deployment provided time within Air Force Systems Command, Head- for the development and production of the quarters US Air Force, and staff offices B-2 stealth bomber without further widen- within the Office of the Secretary of De- ing the vulnerability gap. Finally, as a key fense. Because of reduced oversight, the Air element in the United States' strategic Force agreed to staff the B-1B program at force-modernization program, it played an about 200 people, about half the normal important role in bringing about the col- number for a program of this size and com- lapse of the Soviet Union and ending the plexity. In 1982 the management model for Cold War. In order to attain IOC, the B-1B sizable programs like the B-l B was a large needed nuclear certification. project-management organization that Before a weapon system can be loaded would manage different elements of the with nuclear weapons, stand alert, and program, supported by functional organiza- conduct nuclear missions, the secretary of tions in engineering, budget and program defense must authorize it to do so by sign- control, logistics, flight testing, safety, and ing the nuclear-safety rules recommended so forth. In contrast the B-1B project office by the secretary of the military service that was very small, and the functional organiza- would operate the weapon system. Prior to tions were expected not only to support signing, the secretary of defense also re- views a report certifying the safety and projects managed there, but also to provide compatibility of the weapon system from management of key elements of the pro- the secretary of energy, whose department gram. Nuclear certification was one of the designs, develops, and produces nuclear few aspects managed out of the project of- warheads. The secretary of defense's ap- fice because it required support from al- proval of the nuclear-safetv rules repre- most all SPO functional organizations and a sents the culmination of many years of number of outside agencies. analysis and testing to certify that the sys- Third, to save cost and streamline con- tem is mechanically and electrically com- tract management, the B-1B SPO assumed patible with the weapons and can operate responsibility for integrating the work of with and deliver nuclear weapons safely the four associate contractors, as it had on and accurately.8 the original B-l program. For the most part, Within the Department of Defense, the the B-1B SPO’s engineering organization SPD is responsible for all aspects of system managed this effort, using design reviews design, development, and production, in- and a detailed set of interface-control docu- cluding nuclear certification. Within the ments as well as associate contractor agree- program office, the SPD designates a nu- ments. Essentially, the government as- clear-certification program manager, di- sumed the role usually played by the prime rects SPO functional offices (engineering, contractor." The engineering organization's safety, test, logistics, etc.) to provide sup- leadership role offers a good example of port, and incorporates contractor support what I mean by functional organizations for the program in the appropriate con- assuming management responsibility ver- tracts. The SPO's nuclear-certification pro-

8 I Air <£ Space Power Journal gram manager gets interagency support for Situation and Status in the the program by forming a Project Officers’ Group (POG), which he chairs and which Summer of 1982 has representatives from the SPO func- 1 reported to the B-1B SPO in July 1982, tional offices, the program contractors, the about seven months after contract awards Department of Energy’s laboratories, the restarted the program. After meeting Maj major command that will operate the Gen William E. Thurman, the B-1B SPD, I weapon system, the service's flight-test or- checked in with Col Nick Fritz, the B-1B ganization, the service’s organization for director of projects and my new boss. He safety, and the service’s introduced me to Capt Rick Mael, who, inspector general (IG) organization for nu- until I got there, was a one-man show, try- clear surety. The B-1B POG had o v e r 60 ing to work all aspects of the B-l B arma- members from a total of 14 organizations, ment system, including weapon launch- five of which were SPO functional organi- ers, weapon-loading support equipment, zations. The other nine included outside and nuclear certification. In short, he was agencies: two contractors (Rockwell and absolutely swamped and extremely glad Boeing), Strategic Air Command (SAC), Air to have a boss on board. 1 noticed the Force Weapons Laboratory', Air Force Flight small size of the office that he and I were Test Center, the Air Force IG's Directorate to share with another officer, so 1 asked of Nuclear Surety (DNS), and three Depart- him about the location o f the rest of my ment of Energy laboratories.9 team. He explained to me the SPO man- During the development of weapon sys- agement concept, which involved support tems, POG members work together to com- from functional-specialty experts in engi- plete required analyses and tests. Extensive neering, safety, logistics, and flight test- environmental and mechanical testing as- ing, who were in the SPO but not collo- sures that the nuclear weapon’s design cri- teria are never exceeded from the time it cated with us. leaves the weapons storage area until it Over the first couple of weeks, 1 walked reaches a target. Electrical testing certifies around the SPO, meeting all of the functional- that the weapon system's avionics can com- support members of the team. They all municate with the weapon’s arming system, seemed to have a general grasp o f the re- and dropping dummy weapons during quirements of nuclear certification and flight testing confirms that the weapon sys- their role in the process. In all cases, they tem can safely and effectively deliver the had functional bosses inside the SPO and weapon to target. In parallel with these ac- home-office bosses outside the SPO. None tivities, a nuclear-system safety study ana- of them had been designated to support lyzes all potential hazards and formulates nuclear certification full time. For example, safety rules for the nuclear weapon system. the four armament engineers were re- Among other things, this study must prove sponsible for overseeing development and beyond a shadow of doubt that the aircraft’s integration of the armament system and avionics cannot inadvertently arm and drop offensive avionics into the B-1B. Nuclear the weapon. Ultimately, the results of these certification was just a small, but important, studies, analyses, and tests flow up separate aspect of their total job. Although everyone and independent chains leading to the ser- seemed to understand the importance of vice secretary and secretary of energy, who nuclear certification and what they needed both must certify that nuclear weapons can to do, there was no plan with assigned ac- be safely and effectively included in the op- tions and accountability. erational capability before the secretary of With the help of engineering, Rick had defense signs the nuclear weapon system’s organized a POG and held a couple of safety rules. meetings, but not much more had hap-

Summer 2010 | 9 pened. I touched base with all of the non- that 1 would sort out the contractual dis- SPO members from outside agencies, in- connects. I pledged to get back to him in a cluding the contractors, and found much month or so with the cost and needed the same situation (i.e., awareness of re- contractual changes. quirements but little or no action). Our A few weeks later, I held my first POG Rockwell and Boeing contractor members meeting, in which 1 introduced myself, told me that nuclear certification was not presented the same briefing I had given under contract. That troubled me because General Thurman, and challenged the certification was absolutely essential, so I members to move beyond talking about found it hard to believe it could have been what they needed to do and actually do left out of the B-lB’s $20.5 billion baseline something. 1 told them that business as contracts. I would spend a great deal of usual would not be good enough to time over the next few months sorting out nuclear-certify the B-l B in time to support exactly what the contracts did and did not the IOC of September 1986; therefore, we include and fixing the disconnects. would operate in a different mode. Fi- About a month after I arrived, 1 briefed General Thurman on nuclear certifica- nally, 1 told them that we needed to de- tion, my requirements for obtaining it, velop a plan with all actions identified and my approach and strategy. 1 took Rick and assigned to someone, as well as a with me to the general's office for the schedule with which to monitor and man- briefing and found that his staff had in- age progress. We had three POG sub- vited some of the SPO's chief functional groups in place for safety, aircraft compat- experts. I told General Thurman that to ibility, and logistics. Moreover, a SPO succeed, I needed to have his support and functional expert served as chairman of commitment, sort out the contractual dis- the subgroups, but the groups had not yet connects, get our contractors on board, met. I broke the POG into the subgroups, develop a plan, and use the contractors directed them to spend the rest of the day and rest of the POG to execute the plan. I organizing, and told them to plan a meet- told him that the process normally takes ing within the next few weeks, after six to 10 years, but I could complete it in which they would lay out all of the ac- four years to support the B-l B’s IOC of tions in their area that needed to happen September 1986 by leveraging work done (and when) over the next four years in on the original B-l program, accelerating order to win nuclear certification not later some activities, and executing some ef- than August 1986, 30 days before the IOC forts in parallel rather than serially. date. I scheduled the next POG meeting When I finished. I got a big thumbs-up for about a month later, telling them that from General Thurman and his direction we would put together a comprehensive, to the functional experts to support me. It integrated plan at that meeting. could not have gone better until the very end when the chief of program control (the program's financial manager) told the Challenges and Responses general that nuclear certification had been scrubbed from the $20.5 billion base- I faced seven challenges critical to suc- line because its $50 million price tag was cess. In one form or another, leaders in too expensive. 1 told General Thurman “manage-and-lead-through-influence" situa- that the contractors had told me the same tions will face similar problems. For each thing but had not mentioned the cost. I one, I describe my response in terms of the then reiterated my briefing points that actions I took to meet it. Although these nuclear certification was not optional, challenges and my responses were not nec- that contractor support was essential, and essarily caused by the lack o f hierarchical

10 I Air & Space Power Journal Sy Sen io r leader Per spect ive

authority, the need to exert influence with- Challenge No. 2: hiking Charge out direct authority certainly shaped both. The need for a leader to step forward and take charge becomes even more important Challenge No. 1: Securing Commitment in the absence of hierarchical authority. From the beginning, I knew I had to ob- Without leadership to drive the team, there tain commitment to the goal of a nuclear- will be no teamwork or coordinated, cohe- certified B-1B weapon system from all 14 sive effort by individuals leading to real organizations comprising the POG, as well progress toward the goal. as its 60 members. Securing that commit- Although 1 lacked hierarchical author- ment was the key to attaining the coop- ity, General Thurman gave me all the au- eration needed to complete the work and thority l needed within the SPO by desig- reach the goal. Without that commitment, nating me the project leader and by I knew we would fail, so I put a great deal directing the functional offices to support of focus and priority into getting and me and the project. Similarly, the B-1B maintaining it. contractors viewed me as a key customer I had a great deal in my favor because and followed my direction and tasking. the B-1B program enjoyed the highest na- Outside the SPO and its two contractors, tional priority. People inside the SPO the remaining seven organizations had re- were excited to be working on it, as were sponsibilities in their regulations that dic- the people from outside organizations. 1 tated their roles and responsibilities in built on that excitement with a campaign support of nuclear certification. Conse- to educate POG members on nuclear cer- quently, both inside and outside the SPO, I tification as well as their leadership inside had all the authority I needed to exert in- and outside the SPO. However, 1 intended fluence. Although indirect and derived, the that my campaign go well beyond educa- authority was still more than sufficient. tion by designing it to persuade everyone Nevertheless, as I engaged the members of involved that, for the B-1B to reach IOC, the POG individually before my first POG nuclear certification was not an option meeting, I left no doubt in their that but an imperative. I began that campaign I was taking charge and assuming respon- with General Thurman and the leadership sibility for the project and expected their in the B-1B SPO, carried it to the POG, support. Not surprisingly, not only did I and then engaged the management chains meet no resistance but also the team in the nine outside agencies. Thus, I suc- seemed relieved that someone was assum- cessfully sold the requirement and ob- ing control because they knew that with- tained the needed commitment. But I did out leadership, they would fail. not simply declare success and go on to At the first POG meeting, 1 went well be- something else. Instead, I worked contin- yond just chairing the meeting by reinforc- ually to maintain the commitment. For ing the fact that I had authority. For example, example, about a year after we started, I I told the POG that we had four years to get persuaded General Thurman to chair a the job done and that business as usual one-day review bv senior leadership of would not get us there. I emphasized that the plan, status, issues, and key ongoing when we encountered problems, I was in- actions. Leaders from the SPO and all terested only in what we needed to do to nine outside agencies participated, ap- solve them —not in how tough it would be proved the POG's agenda, and recommit- to do so. Finally, I told them it was time to ted their agencies' support to the program stop talking about what we needed to do and plan. and to start doing those things.

Summer 2010 | 11 Challenge No. 3: Obtaining Cooperation because they tasked organizations to do and "teamwork their jobs or to coordinate with others in Securing commitment is essential but not doing their jobs. I made it very explicit that sufficient for a project such as nuclear certi- 1 didn't need action items to have fication, which demands cooperation and them do their jobs and coordinate—1 ex- pected them to do that! At each subse- teamwork across so many organizational quent meeting, I focused action items on boundaries. No simple formula exists for issues that needed resolution in order to getting the necessary degree of cooperation keep the project on schedule. and teamwork, but I believe that the follow- ing are key steps. First, the leader must define what Challenge No. 4: Opening the Lines of needs to be done, as well what the roles Communication and responsibilities are, in sufficient de- After securing commitment to reaching tail that it becomes clear that the support the goal and working together to do so, of multiple organizations is critical to car- the leader faces yet another challenge: rying out each task. I insisted that both opening lines of communication among the POG and its subgroup charters have all organizations at all levels. My ap- this level of detail. Once we had the plan, proach to this issue involved providing every task had not only a designated of- every POG member the telephone num- fice of primary responsibility but also of- ber and mailing address of all the other fices of collateral responsibility. When members. If we had had e-mail back in teams recognize that cooperation and the early 1980s, I would have provided teamwork are imperative, the members that also. The standard operating mode will respond by working together. for nuclear-certification POGs at that time Second, smaller groups tend to be more called for all communication to go effective than larger ones in fostering co- through the SPO or POG leadership, espe- operation and teamwork toward a com- cially if the communication involved in- mon goal, so I delegated most of the work teracting with or asking a program con- to the three subgroups, empowering tractor for something. I knew that I had them, as teams, to do the job. At every neither the staff nor the time to manage POG meeting, I had each POG subgroup communications, so I authorized and en- chairman report on his organization's ac- couraged every POG member to commu- tions, results, progress, and issues. After nicate directly with each other, including only one or two meetings, the subgroups our contractors. This rather revolutionary knew that I could tell the difference be- approach carried a degree of risk because tween activity and action, and that I ex- it could have led to substantive, unauthor- pected both results and progress. Because ized contract changes resulting in un- people want to do a good job and satisfy planned costs; nevertheless, 1 accepted their leaders, after I made my expecta- that risk because 1 viewed open commu- tions clear and told them I would inspect nications as essential and trusted our con- their progress regularly, I got what I tractors—another somewhat unprece- needed —teamwork, cooperation, and, dented approach. However, before 1 most important, results and progress! implemented this initiative, I engaged our At that first POG meeting I attended, I contractors, who operated on fixed-price did something that, in a very direct and contracts. I asked them never to say no to powerful way, reinforced this message. As a request for anything without consulting we went through the action items from me. If the request fell outside the scope of the first couple o f POG meetings held be- the contract, I told them that I would fore my arrival, I closed 20 of the 30 items have the request or contract modified. In-

12 I Air & Space Power Journal Sy Sen io r leader per spect ive

terestinglv, I never received an “out-of- their people's performance reports, I pro- contract-scope" claim from them after I vided written and verbal input to those fixed the contract disconnects. reports. 1 built up additional trust and re- Looking back to the early 1980s, we see spect by writing a number of award nomi- that communication itself presented a chal- nations for their people. lenge because there were no computers, Two illustrations reflect my efforts to Internet, or e-mail, as well as no videocon- build trust and respect in outside agen- ferencing or teleconferencing capabilities. cies. Traditionally, the operational user .All communication took place either face- (SAC in this case) and the acquisition or- to-face or by phone. So we spent consider- ganization have a strained relationship. able time managing by walking around, Users get frustrated because they feel that talking on the phone, and traveling to meet- their requirements are not being fully ings. Although those modes are somewhat met or because cost overruns and sched- inefficient, they benefited communication ule delays occur. Acquisition agencies get clarity and management effectiveness. frustrated because of requirement changes that affect design, cost, and schedule. Because the B-1B had a very de- Challenge .Vo. 5: Building Thist and Respect tailed and rigorous requirements baseline, Nothing is more important to effective many of these traditional problems were teamwork than building trust and respect. mitigated up front. General Thurman also For that reason, I focused a great deal of at- made SAC a voting member on the pro-

Nothing is more important to effective teamwork than building trust and respect.

tention on this area, as illustrated by the gram's configuration and baseline-control following examples. board. I emulated that arrangement in the First, within the SPO, I worked out a POG by making SAC a full member. If the couple of staffing rules with the func- command wanted something in the weap- tional offices. I insisted that they appoint ons-capability area, I never used the pro- to my project a chief functional-area ex- gram baseline as an excuse to say no. In- pert who would accept responsibility for stead, I had our contractors evaluate the providing functional support and respond request. If they could accommodate it to my tasking. I made clear that, beyond without affecting either the cost or sched- supplying a chief functional expert, staff- ing my project and other projects was ule, we incorporated the change. If the their responsibility and that I cared only request did affect either the cost or sched- about completing the job. I asked them to ule, we gave SAC the option of offering an consult me whenever a conflict arose over offset or elevating the proposed change to meeting their multiple staffing responsi- the program configuration and baseline- bilities, assuring them that we would ne- control board. In this way, we built trust gotiate a solution. Although I didn't sign and respect, accommodated many no-

Summer 2010 | 13 impact changes, and, to my knowledge, wrote a two-page trip report that went up never elevated a proposed change. the Air Force’s IG chain. Condensed into a The second example involved the Air short paragraph inserted in the IG’s weekly Force IG's DNS, who normally is not a activity report to the secretary of the Air member of the POG in order to preserve Force, the report quoted Lieutenant Colonel his independence. Traditionally, the DNS Shulstad as saying the B-1B would not reach received the minutes of POG meetings, at- its September 1986 IOC because it could not tended occasional meetings as an observer, attain nuclear certification in time. The and waited until near the end of the devel- condensed form did not mention my state- opment phase to begin an independent as- ment that we would not be doing business sessment of the nuclear-safety study and as usual. About a week later, General proposed safety rules. This approach sim- Thurman was blindsided by the secretary ply would not have worked with the B-1B o f the Air Force during a B-l B program because production had begun concur- review. Being responsible for blindsiding rently with development—an example of the boss is one of the quickest ways to what I meant when I said that business as end a career, but 1 survived when General usual would not suffice. I asked the DNS Thurman heard and validated the whole representative to become an involved ob- story; afterward, the Air Force IG apolo- server, requesting that he attend all POG gized to the secretary and General Thurman meetings and make his concerns and is- for the misinformation. He even let me

Every project encounters problems or barriers that must be resolved or overcome to move forward and achieve success.

sues known up front so that we could ad- retain the DNS as an involved observer in dress them and, hopefully, avoid costly de- the POG after I worked out some rules sign changes downstream. I even took the with the directorate that would prevent unprecedented step of inviting him to at- any recurrence of such miscommunica- tend some program engineering-design re- tion. As painful as this incident was at the views. I assured him that I understood and time, it contributed to building mutual respected his need for independence and trust and respect. that I knew we had no guarantees that DNS would not find a design flaw later dur- Challenge No. 6: Removing Harriers ing its independent assessment of the safety study. Every project encounters problems or barri- Opening up the POG for DNS participa- ers that must be resolved or overcome to tion and commenting that a husiness-as- move forward and achieve success. Identi- usual approach would not assure B-l B nu- fying these issues and working to resolve clear certification in time for the September them can prove especially difficult when 1986 IOC came back to haunt me. After my multiple agencies are involved and hierar- first POG meeting, the DNS representative chical authority is absent.

14 I Air & Space Power Journal V Sen io r leader Per spect ive

Almost immediately 1 realized that I organizations is critically important and es- had to fix the contractual disconnects to pecially challenging without hierarchical assure that we got the required level of authority. The key to meeting this problem support. Compounding this challenge was is implementing a participative planning the fact that many of the players who ne- approach that sets top-level milestones and gotiated the initial contracts on both the then delegates detailed planning to the government and contractor sides had level of execution. At that level, participants moved to other jobs. I did know, however, complete detailed planning by using a col- that both sides claimed that nuclear certi- laborative process involving all organiza- fication had been eliminated from the tions. At my first POG meeting, 1 set time baseline contracts because of its cost-an aside for the subgroups to begin the detailed estimated $50 million. planning process based on a few top-level Thanks to the planning effort discussed milestones. I asked that they meet prior to above, I had a good idea of what we my second meeting a month later, when we needed the contractors to do. Armed with examined and integrated all the required that knowledge, Rick Mael and I began a activities, assigned responsibilities, and de- painstakingly detailed fact-finding analy- termined the necessary time phasing. We sis of the baseline contract and contractor identified critical actions in both the lower- proposals for nuclear certification. With level subgroup plan and the top-level man- the help of the contractors and SPO func- agement schedule. Everyone left that sec- tional teammates, we found that most, but ond meeting with a clear understanding of not all, critical analyses and tests were what had to be done, by whom, with whose already in the baseline contract but not help, and by when. labeled nuclear certification per se. We 1 then shifted into a manage "perfor- also found that most of the government’s mance-to-the-plan" mode with monthly re- $50 million cost estimate was driven by views of subgroup progress and quarterly the assumed necessity of the dedicated reviews at the POG meetings. During these flight testing of weapons. We worked with reviews, we made adjustments as neces- the flight-test community to integrate sary, identified issues, and assigned action both captive-carry instrumented environ- items to resolve the issues and get back on mental testing of weapons and flight test- plan. Essentially, 1 used the plan to exercise ing of weapons delivery into the overall control and direct management functions, B-1B flight-test program. We did find that an important enabler when managing contractor support and participation in through influence! My replacement and the the POG and its subgroups had been elim- POG continued to use the plan in this way inated from the baseline contract and after I departed for a new assignment in needed to be covered. In the end, we ne- 1984; thus, the plan and my overall ap- gotiated contract changes with Rockwell proach survived a change of leadership and Boeing at a total cost of less than $5 about halfway through execution. million. After our briefing, General Thur- man directed that program-management reserve funds cover the $5 million. The B- Golden Nuggets 1 B baseline now explicitly incorporated nuclear certification. My responses to the seven challenges reflect both my strategy and leadership style that I used to direct the B-l B nuclear- Challenge lVo. 7: Building and Executing the Elan certification program. They also reflect an overarching commitment to mission accom- Building a comprehensive plan for a pro- plishment and ability to adapt leadership gram requiring support from a number of and management style to meet the practical

Summer 201D | 15 challenges of the complex situation I faced. in this complex environment must practice 1 had no prior experience in leading and sound management and effective leadership. managing through influence, yet the issues They must apply the basic management were clear from the beginning, and the ba- functions of organizing, planning, directing, sic framework of the strategy came together and controlling, but skills in persuasion and soon thereafter. The lessons I learned dur- negotiation become more important in the ing planning and execution are reflected in absence of hierarchical authority. my responses. Others can use my lessons Similarly, my responses to the challenges learned and approaches in any managing- discussed here reflect almost all of what I and-leading-through-influence environment. consider the essential elements of effective In generalized form, the following golden leadership: caring about people, setting the nuggets represent these best practices: vision and direction, communicating effec- 1. Secure and maintain commitment tively, embracing and instilling a positive through education and persuasion o f all attitude, staying proactive, and mentoring management layers in all organizations. and developing subordinates—even those who don't work directly for the leader.10 2. Thke charge through indirect, derived However, the involvement of multiple agen- sources of authority and exert influence. cies requires a more collegial, participative leadership style. 3. Obtain cooperation and teamwork by defining roles and responsibilities and Although the golden nuggets, manage- making expectations clear regarding ment, and leadership are all important for the need for action and progress. success, in the end the hard work of dedi- cated, talented, and empowered people 4. Open the lines of communication by makes the critical difference. I was very for- enabling all teammates to communi- tunate to have such a team on the B-1B cate with each other. nuclear-certification program. * 5. Build trust and respect through open, frank engagement and actions. Summary 6. Remove barriers to success with deter- mined collaborative effort, hard work, Managing a program or campaign that and negotiation when necessary. includes multiple organizations without hi- erarchical authority demands a manage- 7. Build and execute a comprehensive ment-and-leadership-through-influence ap- plan and use it to exercise direction proach. By examining a case study, I have and control. identified the best practices that can enable success in this kind of challenging environ- ment. I hope that others will benefit from Keys to Success what I learned and can apply that knowl- edge to become more effective managers In addition to applying the golden nug- and leaders in these kinds of complex envi- gets, individuals who wish to be successful ronments. ©

*1 want to acknowledge the.key members of the B-l B nuclear-certification team, whose dedication and hard work were instru- mental to the success we enjoyed: Earl Kelley (m y successor in the B-l B SPO); Johnny Davis ( B-l B SPO Safety); Tbm Roth, Ken Nelms, Jon Lowe, and Danny Lykins (B-I B SPO Engineering); Joe Hoerter (B-l B SPO Tfest); Jim Rau (B-l B Logistics); Chuck Witmack and Lynn Gulick (Rockwell); Hal Groves (Boeing); Phil Gannon (Air Force Flight Test Center); Bill Skadow (A ir Force Inspector General/ Directorate of Nuclear Surety); and Don Gluvna (Sandia Labs)

16 I Air & Space Power Journal Sy Sen io r leader per spect ive

Notes

1. Dr. Raymond A. Shulstad. Brigadier General, 5. The major exception to moderate risk was the USAF, Retired, “Perspectives on Leadership and Man- defensive avionics suite, something very technically agement,' Air and Space Power Journal 23. no. 2 challenging from the beginning. This risk was (Summer 2009): 11-18, http://www.airpower.au.af somewhat mitigated bv incrementally enhancing .mil/airchronicles/apj/apj09/sum09/su m09.pdf. the defensive suite during aircraft production and 2. I asked Rick Mael to collaborate with me on by adding the ALCM, which provided a standoff ca- this article because of his unique perspective de- pability that would not require the B-1B to penetrate rived from being the only person in the B-1B SPO enemy defenses. who actually worked directly for me. Rick has re- 6. This model of having the government assume mained a professional colleague and close personal responsibility for integration was unprecedented in friend for the 28 years that have passed since I took aircraft acquisition programs; however, it had been charge of the B-1B nuclear-certification program. I successfully used for many years in intercontinental knew that I needed his help in getting the facts right ballistic missile programs, in w hich an engineering- after all this time and that his perspective as a support contractor—TRW —performed that role for trusted and respected subordinate would prove in- the government. valuable to balancing my views as a senior leader. 7. Maj Richard D. Mael, "B-1B: An Untold Success 3. Boeing's B-l B offensive avionics leveraged the Story,” research paper (Norfolk, VA: Armed Forces B-52 avionics-modernization program accomplished Staff College, 12 November 1986). as part of integrating air launched cruise missiles 8. Nuclear certification is governed by Depart- ( ALC.M) into the B-52. Similarlv AlL’s B-l B defensive ment o f Defense Directive 3150.2, DoD Nuclear avionics leveraged the significant flight testing of Weapon System Safety Program, 23 December 199f>, defensive systems on the B-l. sec. 4, "Policy,” http://ww w.dtic.mil/whs/directives/ 4. The initial baseline of $19.7 billion included both a conventional bomb capability and a nuclear eorres/pdf/315002p.pdf. weapon (bombs and short-range air-to-surface attack 9. W i t h i n the A i r Force, the I G ’s DNS , in o r d e r to missiles) capability. Soon after the awarding of ini- preserve its independence, participates in the POG tial contracts, S800 million was added to the base- as an observer rather than a member. line for integration of the ALCM, giving the B-1B a 10. Shulstad, “Perspectives on Leadership and standoff nuclear-delivery capability. Management," 13-15.

Dr. Raymond A. Shulstad, Brigadier General, USAF, Retired Dr. Shulstad (BS, University of Alabama; MS, PhD, Air Force Institute of Technology) is an independent consultant to industry and government for a broad range of topics, including organizational management and leadership, research and devel­ opment, and systems engineering and acquisition. In 2006 he retired as the senior vice president and general manager of MITRE's Center for Air Force Command and Control Systems. Prior to joining MITRE in 1999. he was the director of Strategic Planning for Surveillance and Battle Management Systems for Corporation. General Shulstad retired from the Air Force in 1994 after a distinguished 28-year career. His final assignments included vice-commander of the Aeronautical System Center at Wright-Patterson AFB, Ohio (1993-94). and vice-commander of the Electronic Systems Division, Hanscom AFB, Massachusetts (1991-93). His publications include Peace Is My Profession (National Defense University Press, 1986), a book that deals with the moral dimensions of US nuclear policy.

Summer 2010 | 17 The Art of Persuasion

Capt Lori Katowich, USAF, Editor

hroughout its history, Air and Space Consider alternate views and then focus Power journal (ASPj) has published your position. Simply put, do your research. a wide variety of articles—some Our most successful authors base their ar- relatively benign, others quite ticles on thorough research, taking into con- controversial.T All of our authors, however, sideration many sides of an argument. seek to persuade. Starting with an idea im- Without such consideration, any attempt to portant to them, they attempt to convey its persuade becomes only a rant. Viewing a significance to ASPf's readership, with vary- topic from many angles lends support to ing results. Many readers have already your position and enhances your under- made up their minds about a volatile sub- standing of interpretations that may starkly ject regardless of an article’s treatment of it, contrast with your own. You may even dis- but some may have no knowledge whatso- cover a better outcome than your initial as- ever of the topic at hand. As a prospective sumption. By addressing opposing posi- author, you may have thoughts to share on tions, you strengthen your credibility. a particular subject but don’t know where to Furthermore, careful consideration conveys start. Consider the following elements. to readers that you do not write instinc- Know your audience. Craft your writing tively or impulsively but that you proceed with the audience in mind. Not limited to from a firm foundation, arriving at your members of the US Air Force, ASPj’s diverse conclusion bv means of a logical progres- readership includes people in the Depart- sion based on fact. Not all readers will agree ment of Defense, other government agen- with you, and many may think that you cies, and academe, as well as their counter- simply lack a clear grasp of the situation. parts in foreign countries. All of them bring Exhaustive research will temper that view. their own biases and understanding to the Don’t antagonize the opposition. Rather journal There is no "right” presentation, yet than addressing philosophical allies, target the words you choose are important. readers who are neutral or even hostile to Use st mightfonvard language. For the sake your thesis. However, be aware that an of efficiency, homogeneous groups tend to overly aggressive approach will repulse the develop their own operating language, ones you want to win over. After all, people which, for example, may include abbrevia- under attack become defensive and fight tions and acronyms that have no meaning, back, ignoring 3'our reasoning—regardless or a completely different meaning, in other of its validity. Provoked readers, even contexts. By minimizing or simply explain- those who come to your subject without ing unique terms, you make your article strong opinions, may react by simply dis- more accessible. Straightforward language missing your remaining arguments. Pas- need not be boring or simplistic; neither is sionate writing is fine, but uncontrolled it necessarily condensed. The two accept- passion can be divisive. able, yet quite different, senses of the adjec- Use a logical approach to reach your con- tive biannual—twice a year or every two clusion. If you wish to win people to your years—illustrate the importance of using way of thinking, they must receive the mes- straightforward, precise language to reduce sage—specifically, by recognizing and ac- ambiguity and increase the chances that knowledging your thesis. Effective ASPj ar- readers will understand your message. ticles, which should address the operational

18 | Air & Space Power Journal Sy From the Editor

level of war, have followed a variety of doing so relegates the new information to structures: chronological, simple to com- filler and may damage your credibility. Of- plex, bottom to top, geographical, and so fer a substantive recommendation, not forth. In short, the organizational scheme something nebulous and essentially use- should fit the subject and the argument. less: "We should study this further." If Following a chaotic article is much like you’ve presented alternative outcomes, pick chasing squirrels: much effort rewarded by one and support your conclusion. Do the little sustenance. People are busy. If they facts call for implementation o f a new pro- have to work to follow your thinking, many gram? By whom? What would you do if you will put their time to better use. were "general for a day"? So what? You've laid out the facts, ana- Finally, give your article a title, but not lyzed them, and led your audience to a con- one of executive-summary length. Aim for clusion. Or have you? If you haven't an- 10 or fewer words. An eye-catching title can swered the question "so what?" do so now. persuade the audience to keep reading. In the conclusion, show your readers how We look forward to receiving your sub- the salient points coalesce. Do not make the missions. © mistake of introducing new material here;

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Summer 2010 I 19 We encourage you to e-mcul your comments to us at [email protected] We reserve the right to edit your remarks.

CHINA'S PERSPECTIVE ON HYBRID WARFARE AND NUCLEAR DETERRENCE IRREGULAR WARFARE With great interest, I read the article "Chi- I would like to commend the Honorable na’s Perspective on Nuclear Deterrence" by Robert Wilkie and Col John Jogerst, USAF, Sr Col Yao Yunzhu of the People's Libera- retired, for their excellent, thought-provok- tion Arm y (P L A ) o f China (W inter 2009, Air ing articles on hybrid warfare (“Hybrid War- and Space Power Joumal-Chinese; Spring fare: Something Old, Not Something New,” 2010, Air and Space Power Journal-English). Winter 2009) and irregular warfare (“Prepar- Researching Colonel Yao on the Internet, I ing for Irregular Warfare: The Future Ain’t learned that she was the first PLA service- What It Used to Be,” Winter 2009), respec- woman to earn a doctor's degree in military tively. In response to the shift from conven- science. When the published version of her tional warfare to hybrid warfare and irregu- doctoral dissertation “Post-World War II US lar warfare, both authors argue for the need Deterrence Theory and Policies” appeared, to improve the Air Force’s conventional ca- it reportedly represented the most compre- pabilities in support of counterinsurgency hensive analysis within China about US nu- (COIN). Although, as Jogerst observes, the clear strategy and deterrence theory. value of airpower in COIN is indisputable, I consider many of her statements in the Air Force continues to struggle in com- “China’s Perspective on Nuclear Deter- municating its role and contribution to the rence” quite important—for example, "Chi- joint tight in COIN. I agree with them and nese leaders mainly consider nuclear weap- recognize the Air Force’s communication ons a political instrument for employment struggle, but I am deeply concerned that at the level of grand strategy, not as a win- focusing on airpower's contribution to COIN will further divert national attention tool for military operations" (ASPJ- from strategies involving the use of air- English, p. 28) and “the basic logic o f Chi- power to achieve national objectives at na’s nuclear thinking conceives of nuclear much lower costs. weapons as a deterring, not a winning, in- Specifically, I have come to believe that strument against other such weapons" the national military strategy for the global (ASPJ-English, p. 29). war on terror is fundamentally flawed and As a reader concerned with China’s core should be challenged and revised. That interests, 1 highly appreciate ASPJ's publish- strategy today', as embodied in Iraq and Af- ing an article by an authentic Chinese strat- ghanistan, requires invading, occupying, egist who explains her military's strategy of stabilizing, and attempting to democratize nuclear deterrence. Reprinting this article nations that threaten our national interest in the other language editions of ASPJ would by supporting terrorism, seeking weapons help disseminate China's true nuclear per- of mass destruction, and so forth. This spective and policies, as well as its big- strategy requires the United States to de- power considerations regarding integrity ploy large numbers of ground forces to con- and responsibilities. Furthermore, doing so duct COIN operations until the host nation would help drive the discussion about the can carry the fight. As we have painfully so-called Chinese threat back onto the track learned, this takes many years—probably of rational and informed debate. decades. It also requires the United States to Hui Mai support corrupt governments viewed as US Jiangsu, China puppets that do not have the kind of public

20 | Air & Space Power Journal Sy RICOCHETS & REPLIES

support needed for long-term, democratic young Americans, and—worst of all —more self-governance. Of course, it has also fueled than likely fail. Changing course in no way hatred toward the United States in the Mus- implies that we have to lose the war on ter- lim world, resulting in an ever-increasing ror. For example, what if we invested a level of terrorism against us and our allies. 1 small fraction of the hundreds of billions of don't understand how we forgot the lessons dollars saved in improving our access to ac- of or of Russia in Afghanistan. tionable, targetable intelligence? Then, as Now that the United States has spent more we have started doing in Pakistan, what if than eight years of failing to attain its objec- we used US airpower to kill those targets tives with this strategy, 1 was hoping that, until the nations involved become proactive rather than just focusing on how many and aggressive in killing them? more troops on the ground are necessary 1 know that these are complex, challeng- for COIN to succeed in Afghanistan, the ing times for our military and that there president would concentrate on the strategy are no easy solutions. 1 also know that it is itself. However, I was disappointed. important for the Air Force to support the I am especially disappointed that we con- joint fight. But the Air Force has capabili- tinue to ignore strategy options that would ties that, from a national perspective, may exploit the decisiveness of airpower. For ex- be more important than simply supporting ample, almost immediately after the 1986 COIN. We need to consider those capabili- air strike against Libya, Mu'ammar Gadhati ties in developing options for our national stopped his open sponsorship of terrorism, military strategy. later renouncing it completely and giving Brig Gen Raymond A. Shu Is tad, USAF, Retired up his ambitions to obtain nuclear weapons. Land O' Lakes, Florida I believe that such a strategy could have been equally effective in Iraq. For example, CYBERSPACE LEADERSHIP if we had put two or three cruise missiles on each of Saddam Hussein's more than 20 Gen Giulio Douhet once eloquently noted palaces, couldn't we have realized our ob- that "victory smiles upon those who antici- jective of toppling him or persuading him to pate changes in the character of war, not prove that Iraq had destroyed all of its upon those who wait to adapt themselves weapons of mass destruction? Isn’t there a after the changes have occurred." In "Cyber- chance that this strategy could have worked space Leadership: Towards New Culture, in Iraq and saved us hundreds of billions of Conduct, and Capabilities" (Fall 2009), Gen dollars, eight years of wearing out our Kevin Chilton writes that "the global cyber- troops on the ground in fruitless COIN op- space domain is where information is erations, and—most importantly—the lives moved today" (p. 6). Surveying the annals of thousands of brave, patriotic young of history, he then discusses the culture, Americans? Under this option, we would conduct, and capabilities that formerly or not have to struggle to defend the value of currently exist in the US military, drawing airpower—it would be obvious, as it was in parallels between those and the future of Libya in 1986 and in Operation Desert cyberspace leadership. According to Gen- Storm a few years later. eral Chilton, A number of high-level defense reviews If, as the adage states, the past truly is pro- are being conducted in parallel, but 1 have logue, a look back at lessons learned in the heard nothing to suggest that we are under- early days of military aviation may provide a taking a fresh, objective look at US national compelling paradigm for developing cyber- military policy and strategy. I hope I am space capabilities needed to address the chal- wrong because staying the present course lenges of today and tomorrow. How did we will take decades, cost hundreds of billions develop the capabilities of airpower for na- of dollars, result in the deaths of many tional security needs? What did we do right?

Summer 2010 | 21 What did we do wrong? And—the real ques- cause we have all of the information, so tion for today—how can we apply those les- let's stop trying to count, measure, and file sons learned in the field of airpower to our all of it. The hyperfocused, hyperlethal, ef- development of cyber power? (p. 6). fects-based cyberspace weapon of the future We certainly must learn the lessons of is the right piece of information at the right history (or be doomed to repeat them). time. This is the lesson we need to learn However, the Air Force’s cyber "speak” and the future we need to envision. seems more like a review or recitation of Maj Mark H. Jones Jr. history than innovative application of the Edwards AFB, California wisdom and judgment o f the air and space experts we claim to be. In a figurative sense, we are using rulers to measure the future of LEADERSHIP BY THE SOCRATIC METHOD the cyberspace domain and a chalkboard to draw a picture of what lies ahead. For ex- Maj Aaron Tucker’s article “Leadership by ample, General Chilton mentioned that it the Socratic Method" (Summer 2007) is very took him 45 days to determine the number well written and informative. As an Army of computers on our networks. Is this really aviator with 25 years of service, I found it the vital piece o f information that our stra- timely and very much on target. The So- tegic leadership requires to blaze a trail into cratic; method works well with adult learn- the wild blue cyberspace yonder? Similarly, ers. When considering the traits of an adult I recently heard a highly respected flight- learner (motivation, experience, degree of test professional—an engineering expert engagement, and application of the learned with countless }'ears of service—remark, skill), we can see that this method fits “Let so and so know that you are using a nicely with these characteristics by actively design of experiments [a type of statistical engaging the student in the learning pro- tool] in your planning, because we are cess. During flight instruction by either an tracking how often we use statistical tools.” actual instructor or aircraft commander, the Instead of using tools effectively to get the Socratic method has the learner asking job done, we are counting how many times questions in addition to displaying ability we use them. We are leveraging our tre- and skill. As Major Tucker mentions, "The mendous cyber capability to count things; student quickly learns that the instructor is does that much better than we can. there not to lecture (and unnecessarily in- We have failed to maximize the potential of crease the workload) but to serve as a cyberspace for global-information reach and sounding board for the student’s ideas and information-power projection; , You- actions” (p. 83). This process, combined Tube, and do that much better with traditional ground-school lectures, con- than we can. stitutes a well-rounded and effective We may not know what the cyberspace method of delivering information that en- future holds, but we should realize what it ables students to absorb instruction and is not. Cyberspace is not a high-definition learn by repetition, enforcement, and active picture of the battlespace on a big-screen participation. Please pass on my apprecia- television—we tend to lose sight of the for- tion to the author. est for the trees. Nor is it 200,000 hits on an CW4 Brian J. Martin, US Army Reserve Internet search engine. Information and Johns Hopkins University cyberspace supremacy will not occur be-

22 | Air <£ Space Power Journal V V ie w s & Analyses

Should the United States Maintain the Nuclear Triad?

Dr. Adam B. Low ther*

n the first week o f Pres. Barack Obama's mately lead to creation of a nuclear monad new administration, the White House before reaching total disarmament:' released his agenda, stating the policies I 1. Post-Cold War presidents have failed the president will pursue regarding the nu- to alter nuclear policy for the current clear arsenal. The agenda includes three security environment. foci: securing loose nuclear material from terrorists, strengthening the Nuclear Non- 2. Terrorism, not Russia, is the primary Proliferation Treaty, and moving toward a threat facing the United States. Nu- nuclear-free world.1 Pushing the president clear weapons do not deter terrorists. in the direction of a “world without nuclear weapons" are such paragons of past political 3. America’s advanced conventional ca- power as former senator Sam Nunn and for- pabilities can accomplish the same mer secretaries of state George Shultz and objectives as nuclear weapons. Henry Kissinger.- Adding a host of Washing- 4. As a signer of the Nuclear Non- ton's think-tank analysts to this list pro- Proliferation TVeatv, the United States duces a crescendo of voices calling for must move toward nuclear abolition. “global zero.” They challenge not only the current size of the arsenal but also the very 5. Only nuclear disarmament can over- need for a nuclear triad. Much of the recent come the threats of accidental detona- scholarship shows a clear preference for tion, miscalculation leading to nuclear moving to a monad composed solely of sub- war, and proliferation of nuclear marines armed with submarine-launched weapons and material. ballistic missiles (SLBM) until the United States ultimately disarms.1 6. The safest and most secure leg of the Some past and present members of the nuclear triad is the sea-based one. military leadership hold a view that supports Thus, it should become the sole deliv- the nuclear arsenal. Senior leaders have given ery platform for the nuclear arsenal.6 a number of public speeches and interviews Admittedly, each of these arguments has outlining what it will take to maintain and modernize the most advanced and secure some element of truth; they do not, how- nuclear arsenal in the world.-1 A key aspect ever, represent a complete understanding of of the general position held by supporters the strategic role played by nuclear weap- of the arsenal includes retaining the triad ons in ensuring the sovereignty of the and replacing aging platforms. United States or the specific contribution of In the ongoing debate over the appropri- each leg of the triad. Although each of the ate size and purpose of the nuclear arsenal, abolitionists’ arguments deserves a detailed abolitionists—clearly in the ascendency- refutation, a focus on the relevance of the make six basic arguments that would ulti- triad must suffice.

•The author is a military defense analyst with the Air Force Research Institute, Maxwell AFB, Alabama.

Summer 2010 | 23 Development of the Triad had declined to 347 total aircraft.” Today, nuclear-capable bombers account for about In 1947, the year the United States Air half of the Air Force's bomber fleet of 162 Force became an independent service, the aircraft.12 American military was attempting to de- A second leg became part of the nation’s velop sound tactical, operational, and strate- nuclear arsenal in 1959 with deployment of gic doctrine for the use o f nuclear weapons. the first six Atlas D ICBMs. Just three years Just two years earlier, a new and devastat- later, the first Minuteman I deployed. Not ing weapon had changed the face of war- until 1970 did America's ICBM force reach fare, but the full implications of the atom its peak with a mix of 1,054 Titan II and bomb were yet to be realized. In a flurry of Minuteman I, II, and III missiles—most of activity, the academic, military, and policy which carried three to 12 warheads. These communities undertook much writing and numbers remained constant until 1982.13 studying as the nation sought to understand Since then, the number of operationally de- nuclear weapons while also confronting the ployed ICBMs has steadily declined to its Soviet Union. As technology developed over current size of 450.M the following decades, the nation moved The addition of the Polaris SLBM in 1960 from depending on a fleet of long-range completed the triad. Like the other two bombers as the sole method of delivering legs, SLBMs waxed at the height of the Cold nuclear weapons (1945-59) to a nuclear War and waned as it ended. By 1967 the triad composed of bombers, intercontinental United States had deployed 656 SLBMs ballistic missiles (ICBM), and SLBMs.7 aboard 41 ballistic missile submarines During the 1950s, Pres. Dwight Eisenhower (SSBN). When the Soviet Union collapsed in believed that an American effort to main- December 1991, the sea leg of the triad re- tain conventional parity with the Soviet mained largely intact with 33 SSBNs carry- Union would destroy the US economy and ing 608 SLBMs.1* Today, however, only 14 bankrupt the federal treasury.” Thus, his Ohio-class submarines remain, each carry- administration turned to the nuclear arsenal ing 24 Trident II nuclear missiles. as a substitute for conventional parity. In Throughout the Cold War, the United the president’s view, the United States could States maintained a substantial inferiority effectively deter Soviet aggression by plac- in conventional military forces but enjoyed ing greater emphasis on nuclear weapons the protection of a sizable nuclear umbrella. in American national security policy. Com- As the Cold War progressed and American monly called the "New Look,” the presi- thinking about nuclear conflict developed, dent's emphasis on the growth of advanced "assured destruction" took precedence as nuclear weapons and delivery platforms led the approach of choice. Developed by to development of a large fleet of nuclear Thomas Schelling and others while he bombers and, by the end of the Eisenhower worked for the RAND Corporation in the administration, the nuclear triad." Com- 1960s, the concept o f assured destruction posed of three legs, the triad provides the purposefully left the United States vulner- United States with three distinct delivery able to a first strike, yet the nation main- platforms for nuclear weapons. tained a credible second-strike capability.u> The first and oldest leg includes the na- Although nuclear policy evolved through- tion’s long-range bombers and their payload out the Cold War, its essential nature re- of gravity bombs and air launched cruise mained much the same. Because o f the ex- missiles. At its apex in the early to mid- orbitant fiscal cost of building a large 1960s, Strategic A ir Command included underground industrial infrastructure, for more than 1,300 nuclear-capable bombers, example, the nation chose to accept the risk including 700 of the then-new B-52s.in By of an unprotected public—but only as long 1990 the nation’s long-range bomber fleet as it was defended by bombers standing at

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Summer 2010 | 25 The Current Debate Abolitionists are willing to accept a submarine-based monad because they con- In an era dominated by nonstate actors sider submarines the most secure leg of the (terrorists, international criminal gangs, triad. These vessels also obviate the need and insurgents), rogue regimes, and rising for operationally deployed nuclear weapons powers, some members of the Air Force are on US soil. Supposedly, the absence of these asking whether the triad is still relevant or weapons would reduce the likelihood of a whether nuclear abolitionists are correct in counterforce strike against the homeland. suggesting that the United States adopt a Because these arguments seem reason- monad as the nation moves toward zero. able and each contains an element of truth, The answers to these questions deserve they have wide appeal. But if the United considerable attention. In short, however, States were to adopt a monad, the nation’s the triad is as relevant today as it was at the ability to deter current and future adversar- height o f the Cold War. Nevertheless, before ies would decline precipitously for four key offering a justification for maintaining the reasons. triad, one should explain the position of nu- clear abolitionists. The Counterview

The Abolitionists’ Position First, deterrence, the capstone of American foreign policy since the end of World War II, According to the most recent reports and relies on effectively making an adversary studies published by advocates of nuclear believe that the risks involved in changing abolition, the United States should initiate the status quo outweigh any potential re- complete disarmament by taking the fol- wards. To achieve effective deterrence, the lowing actions.Ji First, abolitionists desire to United States must have the capability and, remove the 76 remaining B-52H and 19 B-2 most importantly, credibility to create the bombers from nuclear-capable service.'1 By desired psychological effect. Moving to a maintaining an arsenal of 500-1,000 war- nuclear deterrence strategy that effectively heads, as abolitionists suggest, the United depends on a half dozen deployed sub- States no longer needs the bomber leg of marines undermines both capability and the triad. Additionally, the nation’s long- credibility. Contrary to the admonitions of range bombers are slow to reach their tar- abolitionists, adopting a monad sends a gets, cannot penetrate advanced antiair de- clear signal to America’s adversaries that fenses (with the exception of the B-2), and the nation does not value nuclear weapons are expensive to procure and maintain. to the degree it once did and will be more Second, abolitionists seek to dismantle reluctant to use a diminished arsenal in the the nation’s 450 ICBMs, which need expen- future. This emboldens adversaries and de- sive upgrades or replacement and present creases the confidence that US allies have the nation’s adversaries a target on Ameri- in the nation’s extended deterrence. can soil. Successful deterrence depends completely Third, abolitionists are willing to accept, upon simply and effectively communicat- for the near term, a nuclear deterrence ing desire and intent to allies and adversar- strategy that relies solely on a dozen Ohio- ies. Dramatically reducing the size of the class SSBNs (after downsizing from the arsenal and killing two legs of the triad, present 14), each armed with 24 Trident II while claiming that the United States re- SLBMs.-5 According to their strategy, the mains serious about nuclear deterrence, United States will maintain half of its would send a mixed signal. The historical SSBNs at sea at any given time while the record does not offer analogous examples ol other half is in port at one o f two desig- arms reductions leading to the maintenance nated submarine bases. of credibility. On the contrary, the Washing-

26 | Air <£ Space Power Journal S / VIEWS & ANALYSES

ton Naval Tteaty (1922), which limited the prove too costly for many potential prolif- tonnage of major world navies, may have erators. On the other hand, they increase played a key role in leading the Japanese to risks for an adversary by driving him to a attack Pearl Harbor.26 Admittedly, such strategy (counterforce) requiring the elimi- counterfactual claims are difficult to prove. nation of American ICBMs in an effort to Second, since signaling intent is a vital prevent a US counterstrike. Forcing an ad- aspect of successful deterrence, eliminating versary to strike the United States in or- the bomber leg of the triad would be a mis- der to eliminate its nuclear arsenal serves take. Designed to remain hidden from the as a strong deterrent when the enemy view of an adversary, ICBMs and SSBNs of- considers a nuclear attack. Moreover, fer no effective way of conveying American these missiles are the only leg of the triad resolve or an escalation de-escalation in that can hit any spot on the earth within posture, should an adversary move toward half an hour. conflict. The bomber fleet, however, effec- Fourth, should the United States adopt tively demonstrates resolve. For example, if the plan advocated by abolitionists, the na- an adversary were to openly challenge the tion’s adversaries would know full well that status quo, the president could order the half the nuclear arsenal would be in port at nation's B-52s and B-2s on alert, put them in any given time, vulnerable to destruction the air, and/or deploy them to forward by a single nuclear missile targeting each of bases. All o f these actions are visible signals the two designated nuclear submarine

The United States may soon face a real scenario in which two nuclear missiles and a half dozen torpedoes can destroy the entire operationally deployed strategic nuclear arsenal—something no American should desire.

of American intent, designed to lead to a bases. Contrary to what Americans are led de-escalation of tensions. Without question, to believe, Russia and China maintain ad- bombers are the most effective tool for vanced submarine-detection capabilities overtly demonstrating resolve. that may enable either nation to detect, A related point arises. Nuclear-capable track, and sink the half of the nuclear arse- bombers are one of the best tools for assur- nal (six submarines) at sea.- Moving to a ing allies that the United States remains submarine-based monad will also encour- committed to providing a credible extended age adversaries of the United States to focus deterrent. Neither ICBMs nor submarines technological development on advanced can provide a visible show of resolve in the sonar and torpedo technology. Doing so will face of danger. Deploying nuclear bombers simplify the calculation for an adversary to an ally's air base not only assures Ameri- seeking to neutralize the American arsenal. ca’s friends but also deters the nation’s foes. The United States may soon face a real Third, ICBMs offer two distinct benefits scenario in which two nuclear missiles and that a submarine force cannot replicate. On a half dozen torpedoes can destroy the en- the one hand, they raise the cost of entry tire operationally deployed strategic nu- into the nuclear club as a peer of the United clear arsenal—something no American States. ICBMs require expensive and ad- should desire. Redundancy, which the triad vanced missile technology, which may provides, offers a level of protection that a

Summer 2010 | 27 submarine-based nuclear arsenal would faces. With the nuclear club expanding and greatly diminish. likely to gain new members hostile to the Increasing American vulnerability and United States, weakening the nuclear triad decreasing American capability do not rep- is unwise. Doing so not only will under- resent a strategy for successful deterrence. mine American credibility lout also will As history demonstrates, deterrence works cause allies to doubt America’s commit- when the United States effectively con- ment to extended deterrence. This could vinces its adversaries that an attack on lead allies to pursue their own nuclear arse- America will fail to carry out the desired nals as a hedge against American weakness objectives and will invoke massive retalia- and perceived threats yet to materialize. tion. Any other approach to deterrence is Even though we Americans are gener- doomed to failure. ous, well-intentioned people, others do not Relying on what abolitionists refer to as necessarily wish us well. We would be wise “minimum deterrence" is a recipe for plac- to remember that fact. As the great Roman ing the American people at greater risk, not strategist Vegetius once wrote, “Si vis pacem less.2* Even though the United States will para bellum" (If you desire peace, prepare likely suffer a terrorist attack, it is certainly for war). Q not the most dangerous threat the nation Maxwell AFB, Alabama

Notes

1. Barack Obama, “Remarks by President Barack abolitionist camp believe in nuclear abolition as a Obama,” Office of the Press Secretary, The White relevant and obtainable goal. See the Global Zero House, 5 April 2009, http://www.whitehouse.gov/ Web site, http://www.globalzero.org; and Barack the_press_office/Remarks-By-President-Barack-Obama Obama, "Remarks by the President at the United -In-Prague-As-Delivered. Nations Security Council Summit on Nuclear Non- 2. Ibid.; and George P. Shultz et al„ “Toward a Proliferation and Nuclear Disarmament,” Office of Nuclear-Free World," Wall Street Journal, 15 January the Press Secretary, The White House, 24 September 2008, http://online.wsj.com/public/article_print/ 2009, http://www.whitehouse.gov/the_press_office/ SB120036422673589947. h t m 1. Remarks-By-The-President-At-the-UN-Security-Council 3. Ivo Daalder and Ian Lodal, “The Logic of Zero," -Sum mit-On-Nuelear-Non-Proliferation-And-Nuclear Foreign Affairs 87, no. 6 (November 2008): 80-95. -Disarmament. 4. Gen Kevin P. Chilton (remarks to the Strategic 6. For a detailed discussion of the arguments Weapons in the 21st Century Conference, Ronald made by nuclear abolitionists, see Adam Lowther, Reagan International TYade Center, Washington, DC, Challenging Nuclear Abolition, Research Paper 2009-4 31 January 2008); and Office of the Under Secretary (Maxwell AFB, AL: Air Force Research Institute, Au- of Defense for Acquisition, Technology, and Logis- gust 2009), http://www.afa.org/EdOp' 2010 Logic tics, Report o f the Defense Science Hoard Task Force on _of_Nuclear_Arsenal.pdf. Nuclear Deterrence Skills (Washington, DC: Office of 7. Douglas P. Lackey, Moral Principles and Nu- the Lender Secretary of Defense for Acquisition, clear Weapons (New York: Rowman and Littlefield, Tfechnologv, and Logistics, September 2008). 1986), 43. 5. W ith in the g ro u p b r o a d l y defin ed as n uclear 8. D oug las Kin n a rd , President Eisenhower and abolitionists are a number of varying opinions. Strategy Management: A Study in Defense Politics Some—such as and Queen Noor of (New York: Pergamon-Brassev’s, 1989), 1-25. Jordan, who ascribe to global zero—support a uni- 9. Saki Dockrill, Eisenhower’s Ncw-Look National lateral move by all nuclear powers to abolish nu- Security Policy, 1953-61 (New York: St. Martin's clear weapons. Others, such as Henry Kissinger and Press, 1996), 48-62. George Shultz, believe that slow and steady reduc- 10. Rebecca Grant, Return o f the Bomber: The tions are the proper approach. All parties within the Future of Long-Range Strike, Air Force Association

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