Naval War College Review Volume 69 Article 7 Number 1 Winter 2016 Systems of Denial: Strategic Resistance to Military Innovation Andrew Hill Stephen Gerras Follow this and additional works at: https://digital-commons.usnwc.edu/nwc-review Recommended Citation Hill, Andrew and Gerras, Stephen (2016) "Systems of Denial: Strategic Resistance to Military Innovation," Naval War College Review: Vol. 69 : No. 1 , Article 7. Available at: https://digital-commons.usnwc.edu/nwc-review/vol69/iss1/7 This Article is brought to you for free and open access by the Journals at U.S. Naval War College Digital Commons. It has been accepted for inclusion in Naval War College Review by an authorized editor of U.S. Naval War College Digital Commons. For more information, please contact
[email protected]. Hill and Gerras: Systems of Denial: Strategic Resistance to Military Innovation SYSTEMS OF DENIAL Strategic Resistance to Military Innovation Andrew Hill and Stephen Gerras uccessful organizations can be extraordinarily persistent and creative in denying the obvious, ignoring signals that suggest a need to challenge key Sstrategic assumptions� The U�S� military has been the world’s unrivaled force for twenty-five years, even lacking a peer competitor in some domains—naval op- erations, for example—since 1943� A danger of such sustained success is that the military might come to view these strategic assumptions not as ideas requiring continual reassessment but as enduring laws� The current and future strategic environments demand that the military innovate and question its strategic as- sumptions, not because we know that they are wrong, but because every theory of competition eventually succumbs to new facts�1 The military should be extremely sensitive to the risks of believing things that are Andrew Hill is the Professor of Organization Stud- no longer (or may never have been) true; yet it is ies in the Department of Command, Leadership, particularly vulnerable to persistent denial, and and Management at the U.S.