Speaker:
Jaimie Orr
Breakout Session I
How Roosevelt is Used to Teach Grand Strategy
NWC Mission
Educate future leaders of the Armed Forces, Department of State, and other civilian agencies for high-level policy, command and staff responsibilities by conducting a senior-level course of
study in national security strategy.
The National War College
School of Practice… Teaching College…
Middle States Commission on Higher Education – Master’s Degree
Chairman, Joint Chiefs of StaffProcess for Accreditation of Joint Education (PAJE)
– JPME II
NWC Accreditation
“The National War College is concerned with grand strategy and the utilization of resources necessary to implement that strategy. Its graduates will exercise a great influence on the formulation of national and foreign policy in both peace and war.”
Lieutenant General Leonard T. Gerow, USAReport Recommending Creation of NWC, 1945
In The Beginning
“Every aspect of the program is not only conducive to freedom of thought and uninhibited expression, but has also been intentionally planned to furnish a forum for the dissemination and evaluation of new ideas.”
Vice Admiral Harry W. Hill“Opening address to first class”
National War College, 3 Sep 1946
Around Half of the Chairman of the Joint Chiefs of StaffArthur Radford
1953-1957
Hugh Shelton 1997-2001
Omar Bradley 1949-1953
Nathan Twining 1957-
1960
Lyman Lemnitzer1960-1962
Maxwell D. Taylor 1962-1964
Earle Wheeler 1964-1970
Thomas H. Moorer 1970-
1974
George S. Brown 1974-1978
David C. Jones 1978-1982
John William Vessey Jr. 1982-1985
William J. Crowe 1985-1989
Colin Powell 1989-1993
David E. Jeremiah 1993-1993
John Shalikashvili 1993-1997
Richard Myers 2001-2005
Peter Pace 2005-2007
Michael Mullen 2007-2011
Martin Dempsey 2011-2015
Joseph Dunford 2015-Present
How Has NWC Contributed to National Strategy
1947 – NWC Vice-Commandant George Kennan develops the Containment Doctrine
1953 – President Eisenhower conducts Project SOLARIUM at NWC
1989 – NWC grad Colin Powell coins Powell Doctrine
1990 – NWC grad Brent Scowcroft coins New World Order vision as National Security Advisor
2001 – Former NWC professor Paul Wolfowitz is a key contributor to the Bush-43 Doctrine
2017 – NWC grad James Mattis lays out “Great Power Competition” National Defense Strategy
NWC Educational Approach
• Small group seminar – 13 students/1 faculty• Joint/Interagency/International
• 2 Army; 2 Air Force; 2 Navy; 1 Marine/Coast Guard/1 State Department; 3 Other Civilian Agency; 2 International Fellows
• Active Learning• Socratic discussion• Analysis of classical theory and emerging concepts• Development of analytical frameworks• Critique of selected historical cases• Assessment of selected strategic environments• Application of “scenario planning” methodology to envision
alternate futures• Individual and group problem-solving exercises• Written/oral communication of analyses/problem solutions• “In the field” strategic analysis/assessment
• “Contact hours” (i.e., in-classroom time) limited to 13/week• Rigorous assessment against well-defined performance outcomes
NWC Class of 2020
Army 43
Air Force
43
Navy
13
Coast Guard
2
Marines
16
Int’l
Fellows
33
DOD
Civilian
21
Non-DOD Civilian
35
Total = 206
Common Curriculum Required of all NWC Students
6000: Strategic Leader Foundation6210: Statecraft I: Historical Perspective6310: Statecraft II: Modern Era6500: Global Context6400: Domestic Context
Additional American Student Requirements
Additional International Student Requirements
6600: National Security Strategy Practicum (all US Students)Electives (US Students required to take 3)
6920: Applications in Strategy (all International Fellows)6921: Individual Strategy Research Project (all International Fellows)6047: American Studies I6048: American Studies II
What is Strategic Logic?
• A method for thinking through complex strategic problems
• 3D: Non-Linear & Non-Sequential• All elements influenced by assumptions
Strategic leadership converts a strategy into success
Strategic Logic – The Sources
Analyze the Strategic Situation
Define the Ends Analyze the Strategic Situation
Define the Ends
Determine the Means
Formulate the Ways
Assess the Risks/Costs
• Linkage of National Interests & Ends• Political Aim• Specific Objectives
Answers the question: “What is the condition we want to create?”
Determine the Means Analyze the Strategic Situation
Define the Ends
Determine the Means
Formulate the Ways
Assess the Risks/Costs
• Elements of Power• Institutions and Actors• Instruments of power• Interrelationship of Means• Employing/Developing Means
Answers the question: “What are the resources needed or available?”
Formulate the Ways Analyze the Strategic Situation
Define the Ends
Determine the Means
Formulate the Ways
Assess the Risks/Costs
Fundamental
Strategic
Approaches
Observe
Accommodate
Shape
Persuade
Enable
Induce
Coerce
Subdue
Eradicate
WAYS
Direct Indirect
Sequential Cumulative
Actual Prospective
Proactive Reactive
Unilateral Multilateral
Overt Covert
Modes of Action (examples)
Strategic
Concept
Subordinate
Strategies
Orchestration
Prioritize
Sequence
Coordinate
Balance
Integrate
Instrument
&
Institution
Packages
Specific
Objectives
• Fundamental Strategic Approaches
• Modes of Action• Matching Institutions and
Actors• Orchestration
Answers the question: “How should resources be used?”
Strategic Logic—Assessments: Costs and Risks
Evaluating Strategy – “ilities” Test
• DESIRABLE: Interest of sufficient value; benefits worth the likely cost; success improves strategic position
• SUITABLE: Aim serves interests; lines of effort will have desired effects; orchestrated w/other strategies
• FEASIBLE: Sufficient means are available or attainable
• SUSTAINABLE: Means available for the duration required to achieve success
• ACCEPTABLE: Able to sustain public support; sufficiently consistent wi/international law and norms
• Risks to and from a strategy
• Costs of strategy
• Iterative (re)assessment and course corrections
• Red-Teaming
Answers the question: “Is this strategy viable?”
Rumelt’s Kernel Test
• Diagnosis
• Guiding Policy
• Coherent Actions
ENDS
WAYS
COSTSRISKS
MEANS
The Independent Strategy Research Project
Analyzing Case Studies Using the Elements of Strategic Logic
Roosevelt’s Grand Strategy
• Strategic Context:• International Context• Global Context• U.S. National Interests• Threats or Opportunities to Interests• Strategic problem
• Political Aim / Grand Strategic Objective• Supporting Objectives (ends)
• Subordinate Objectives and Instruments (ways/means)
Roosevelt’s Grand Strategy
• Strategic Context:• USA had been focused on internal stability and continental expansion• Protected during this time by Royal Navy and European Powers’
involvement on European Continent• Technology now allows European powers greater ability to act in
Western hemisphere• Continued prosperity of USA depends on further commercial expansion
and broader security from external threats• U.S. National Interests:
• Security from direct or indirect external attack• Prosperity of our nation and all its citizens• Protecting the American “way of life” and Values
• Perceived Threats to those interests:• Expansion of European powers into Western hemisphere• Unchecked Rise of Japan and Russia in the Pacific Rim
Roosevelt’s Grand Strategy
• Strategic Problem:• Expansion of European Powers into the Caribbean and South America
and the growth of Russia and Japan as military powers bordering the Pacific, present a continuing threat to American security, prosperity, and way of life.
• Political Aim / Grand Strategic Objective:• Establish the United States as a global power with an increased sphere
of influence and regional hegemony• Supporting Objectives:
• Build a Navy capable of projecting US influence and protecting US national interests on a par with other great powers.
• Establish a diplomatic leadership role for the United States among other great powers
• Ensure continued US economic expansion • Establish and align executive power in relation to government and the
private sector to ensure a just prosperity.
Other Subordinate Objectives
• Completion of canal linking Atlantic and Pacific Oceans• This subordinate objective advances supporting
objectives 1 & 3• Facilitate a mediated end to conflict between Russia and
Japan• This subordinate objective advances subordinate
objective 2• Key: To have the seminar identify and evaluate other
subordinate objectives that were undertaken in order to accomplish the political aim.
Criteria for Evaluating the Elements of Strategic Logic in the Case Study
• Was there a tight fit between the perceived threat and a national security interest? Was this articulated in a coherent and concise problem statement that guided the process in settling on a political aim?
• Did the formulation of the problem statement take into account the target's (or opponent's) interests, perceived threats to those interests, motivations, and capabilities?
• Did the political aim effectively address the threat to the national security interest?
Criteria for Evaluating the Elements of Strategic Logic in the Case Study
• Which instruments were used in the strategy?• Which institutions/actors wielded the instruments and why?
For each subordinate objective, identify the means/ways package employed.
• In this particular context, were the strengths and limitations of each instrument evident? What were they?
• Was the selection and employment taken as a whole (ways) effective for the achievement of the subordinate objectivesand, in turn, the political aim?
Did strategy effectively orchestrate instruments to achieve the political aim?
• Military Instrument:• Force enabling: Continued build-up of Navy begun under earlier
administrations (Obj. #1);• Threat of Force: Deployed fleet to Caribbean to support diplomatic
efforts connected with UK and German activities (Obj. #1 & 2);• Diplomatic Instrument:
• Issued invitation for Second International Peace Conference at The Hague (Obj #2);
• Facilitated arbitration between Russia and Japan (Obj #2)• Information Instrument:
• Use of Great White Fleet to demonstrate global reach of US Navy. (Obj. # 1 & 2)
• Reinternment of John Paul Jones (Obj. #1)
Did strategy effectively orchestrate instruments to achieve the political aim?
Subordinate Objective: Completion of Panama Canal (Supports Obj. 1, 2, & 3)• Diplomatic: Negotiations with French and Colombian Government,
followed by negotiations with and support of Panamanian Nationalists seeking independence from Colombia
• Economic: Provided funding for completion of canal, ensuring economic viability of new Panamanian Government
• Information: • Emphasis in speeches and press on economic and national security
necessity of Canal to US interests.• Characterization of Colombia as corrupt, of Panamanians as valiant
patriots seeking self-determination• Military: ?
What is Strategic Logic?
• A method for thinking through complex strategic problems
• 3D: Non-Linear & Non-Sequential• All elements influenced by assumptions
Strategic leadership converts a strategy into success
National War College
Theodore Roosevelt
and
Strategic LeadershipELECTIVE COURSE 6025
Course Learning Outcomes
• Students will be familiar with the concept and components of strategic leadership and how strategic leadership represents a unique challenge, different from other forms of leadership.
• Students will become familiar with the personal and professional history of Theodore Roosevelt.
• Students will be able to analyze the key personal and professional attributes of Theodore Roosevelt in different roles and apply those attributes to the challenges of national service in general and national security strategy specifically.
Course Texts
• Strategic Leadership Primer for Senior Leaders, (United States Army War College, 2019)
• James Strock. Theodore Roosevelt on Leadership: Executive Lessons from the Bully Pulpit (New York: Three Rivers Press, 2003)
• Christopher McKnight Nichols and Nancy C. Unger. 2017. A Companion to the Gilded Age and Progressive Era. (West Sussex: Wiley Blackwell, 2017).
• Serge Ricard, ed. A Companion to Theodore Roosevelt (Hoboken: Wiley & Sons, 2011• Theodore Roosevelt. Theodore Roosevelt: an Autobiography. (Newburyport: Open
Road Media, 2016).• Henry J. Hendrix. 2014. Theodore Roosevelt's Naval Diplomacy: the U.S. Navy and
the Birth of the American Century. Annapolis: Naval Institute Press.
In addition to these common readings, each student has selected one or two other books by or about Theodore Roosevelt to read simultaneously with other assignments, and brings the perspective from that other author into the discussion.(Books are available as e-books or provided on loan).
Strategic Leadership in National Security
Strength of Instruments of National Power
- Diplomacy
- Information
- Military
- Economy
Strategic
Leadership
NationalInfluence &
Security
Strategic Leadership in National Security
Orchestrated use of
Instruments of Power
- Diplomacy
- Information
- Military
- Economy
Strategic
Leadership
NationalInfluence &
Security
What is Strategic Leadership?
Strategic leadership is the process of aligning people, systems, and resources to achieve a vision for the enterprise while enabling an adaptive and innovative culture necessary to gain an advantage in the competitive environment.
Martinez and GalvinStrategic Leadership Primer for Senior Leaders,
(United States Army War College, 2019)
Strategic Leadership Requires Strategic Thinking
• Strategic thinking is intent-focused, future oriented, and involves an enterprise-wide, integrated perspective; it is ultimately about obtaining competitive advantage for the whole organization.
• The strategic leader must have (or develop) three essential competencies: • the ability to envision the future; • the sophisticated use of theory; and • the application of reflective judgment.
Douglas E. Waters, “Understanding Strategic Thinking and Developing Strategic Leaders,”
Joint Force Quarterly 63 (4th Quarter 2011): 115.
Roosevelt’s Leadership in Achieving the Objectives of the Grand Strategy
• Consider how TR needed to exercise the competencies of strategic leadership to accomplish the objectives necessary for achieving his grand strategy• Build a Navy capable of projecting US influence and protecting US
national interests on a par with other great powers.• Establish a diplomatic leadership role for the United States among
other great powers• Ensure continued US economic expansion • Establish and align executive power in relation to government
and the private sector to ensure a just prosperity.
Consider and Discuss Roosevelt’s Demonstration of Leadership in Other Contexts
• Roles:• As a junior state assemblyman• As Civil Service Commissioner and Police Commissioner• As President, advancing domestic policy agenda
• Personal leadership• Dealing with error, failure, and loss
Course Learning Outcomes:
• Students will be familiar with the concept and components of strategic leadership and how strategic leadership represents a unique challenge, different from other forms of leadership.
• Students will become familiar with the personal and professional history of Theodore Roosevelt.
• Students will be able to analyze the key personal and professional attributes of Theodore Roosevelt in different roles and apply those attributes to the challenges of national service in general and national security strategy specifically.
Student learning demonstrated through assessment of two writing assignments and contribution to seminar discussion
Thank You For Joining Us
For more information about the Theodore Roosevelt Institute,
visit liu.edu/roosevelt