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Why Strategy is Simple

Aaron A. Bazin

In fact, the means and forms that the strategist employs are so very simple, so familiar
from constant repetition, that is seems ridiculous in the light of common sense when
critics discuss them as they do so often, with ponderous solemnity Everything in
strategy is very simple, but that does not mean that everything is easy.

-Clausewitz, On War, Book Three, Chapter One

We shall lay them (our arms) down when hostilities shall cease on the part of the
aggressors, and all danger of their being renewed shall be removed, and not before.

-The Causes and Necessity of Taking Up Arms, 1775

If strategy is difficult, it is only because those who ponder and execute strategy have
made it that way. In an attempt to kill enemies in unclear ways, the strategic use of force
has become muddled. Today, the lexicon of American strategic thought has become a
mix of technologically enabled micromanagement, restrictions that ensure a healthy dose
of gridlock, and constant political blame-storming. With a Nostradamus-like mix of art,
science, and conjecture, modern strategy is lukewarm at best. To the soldier, the use of
force is simple, kill, if you have to, so you can come back home alive in 15 months. Why
is the use of force so complicated to strategic thinkers?

Strategy must be translated through the levels of theater-strategic, operational, and
countless other bureaucratic filters to be understood by American Soldiers, Sailors,
Marines, and Airmen. Strategy must be one thing; simple. It must be so, not only to
communicate to the military what to do, but tell the American people what the military is
doing (that ever-important part of Clausewitzs secondary trinity) and finally, to make the
enemy understand that until they capitulate all they will experience is death, political
failure, and economic ruin. Strategy should be a situationally applied tool that uses
violence and the other elements of national power to adjust an international actors
behavior so that it falls into concert with international norms.

There are only so many emotions that human beings can experience. Despite how
decisions are made, out of these emotions only four possible reactions can occur: fight,
flee, posture, and submit. Based on the enemy actions and the strategic tools available
(diplomatic, informational, military, economic), a strategic leader doles out positive and
negative reinforcement until they have destroyed the enemy or the enemy complies with
the norms of international behavior. In the end, the strategic leader truly has three
options at any given time: annihilation, deterrence, or reassurance. The more a strategy
tries to use finesse to split the difference between these three the more likely that it will
fail by becoming stuck in the middle.

Why does strategy appear difficult?

In the mind of the enemy lay the biggest uncertainties of strategy. The mind is the
medium for Clausewitzs fog and friction, Boyds OODA loop, Luttwaks paradoxes, and
it is why Liddell Harts indirect approach has worked well. Despite the best predictive
analysis of red cells and war-gaming, the enemy always gets to vote in their own and
unique way. Even if the American military could break free of mirror imaging and
understand the enemys decision-making processes and intricate culture like a native,
American military will never be right all the time.

The enemys purpose is to disrupt the logical lines of operation, pick away at our means,
invalidate our ways, and change our ends. This is where experience, the study of history,
political science, international relations, or economics can help bring some clarity to
uncertainty. In the best case, the strategic thinker only makes semi-accurate predictions
of an uncertain future. With any educated guess comes an unknown amount of error.
When there exist only a set number of possible actions and reactions, why do strategists
expend so much mental energy trying to predict the future? Whatever is going on in the
enemys mind, ultimately his actions will telegraph his intent.

The Set Parameters of Strategic Decision Making: Human Emotion

There is a limit to the number of emotions that an individual or collective group can
experience (Figure 1). The closer any two emotions fall on the emotion continuum, the
easier they are confused with one another. Subconsciously, emotions drive people to
make decisions. At a physiological level, as the brain absorbs information it filters it all
through the thalamus, which evaluates the information for emotional arousal. If the
information arouses the brain to a high degree, the unconscious emotion becomes a
conscious one.


Figure 1 - The Emotional Continuum

Often the decision maker is often never aware how much emotion is playing in their
decision. There is also a direct observable connection between emotion and action.
When a human or an animal is happy it approaches; when angry, it attacks; when
frightened, it escapes; when sad, it disengages. Emotion plays a tremendous part in
decision-making, and strategic decision-making is no different.
1


Animals display four basic reactions: fight, flee, posture, or submit (Figure 2). When
confronted with the elements of national power an errant international actors strategic
actions will display its intent in a similar manner. If it fights, it is not only willing to kill
for survival but to die as well. If it flees, it may try to kill at some later point, but at the
time survival is its utmost concern.
2
If it postures, it is willing to give and take, rattle its


Figure 2 Emotion into Action

sabers to display its strength, and survive on terms as similar as possible to its previous
state. If it submits, it is willing to concede, perhaps not forever, but for the time being.
3

Instead of trying to predict what a determined enemy will do at some point in the future,
the strategist should focus on shaping behavior in the present into compliance through the
application of a strategy of annihilation, deterrence, or reassurance.

Situational Use of Annihilation, Deterrence, or Reassurance

The use of force, along with the other elements of national power, provide positive
rewards and negative sanctions to bring the dysfunctional actor closer to cooperation and
peace with situational strategy (Figure 3). A strategy of reassurance provides positive
incentives to include military-to-military contacts, economic support, humanitarian aid,
intelligence sharing, and diplomatic inclusion. This is the ideal state of relations between
any two groups. Deterrence seeks to prevent an international actor from doing something
or to encourage rational action. For deterrence to be effective, it has to be backed up with
the real threat of annihilation, and real promise of positive reward. Deterrence should
also focus on open communication with the errant actor to bring it back from the
precipice of the downward spiral of violence and prevent the escalation of the conflict.

Figure 3 Situational Use of Annihilation, Deterrence, or Reassurance

Once a terrorist group, state, or other actor makes the decision to kill and is willing to die
for their cause, there can be no turning back until they capitulate. Every flex of strategic
muscle must be focused on the complete annihilation of the persons, weapons, and
infrastructure that allowed such an irrational actor to emerge. Strategy must excise the
cancerous tumor as quickly as possible and place it in the laboratory jar. Annihilation
demands unconditional surrender, at which point the positive rewards may resume. All
the strategist must do is to decide what response the current actions and strategic
environment dictate.

Scholars of military history, international relations, psychology, and organizational
behavior have all made assertions that group behavior can be modified with the
situational application of positive and negative reinforcement. Military theorists Beaufr,
Brodie, and Howard provide the historical and theoretical basis for the strategies of
annihilation, deterrence, and reassurance.
4
The political scientist, Schwellers concept of
incentive driven international relations provides the basis for positive reinforcement.
5
In
addition, the widely accepted arguments of psychologists Douglas McGregors X and Y
theories of human behavior and Hershey and Blanchards situational leadership theory
reinforce the academic validity of the concept. Actors seek reward, avoid punishment,
and can be influenced with realistic threats.
6


Americas Current Strategic Situation

Today, Al-Qaeda seeks a fight; it must be annihilated wherever it exists. The violent
Islamist ideals of jihad have spread from Egypt to Saudi Arabia, Pakistan, Afghanistan,
Iraq, and now are active in parts of Africa. Americas strategy should seek to annihilate
it with overwhelming force that ceases only upon Al-Qaedas unconditional surrender. In
addition, our strategy should deter non-aligned countries like Iran, Venezuela, and North
Korea with the real threat of annihilating force, positive incentives for compliance, and
open communication that American intends what it says. America should pursue a
strategy of openness, mutual respect, and economic cooperation everywhere else.

There are only so many options a rouge actor has; fight, flight, flee, or submit to the
pressures of the international community. Our strategic decisions must be clear to all
stakeholders. The gift of American support and reassurance is only to be given to those
that deserve it. The ultimate goal is peace, cooperation, and communication with all, but
those who do not desire that must be made to see the error of their ways. The more a
strategy deviates from its simplest forms, annihilation, deterrence, and reassurance, the
less successful it will be at modifying an irrational actors behavior and reaching its
goals.

Major Aaron Bazin is a US Army Strategic Plans and Policy Officer and a member of the
United States Military Strategist Association.

1
Palombo, Emotion and Learning. Training & Development, November 2000, Vol. 54, Issue 11.
2
When considering ways in which one strategically flees, I found it interesting that Saddam
Hussein and Bin Laden both went into hiding, and Hitler committed suicide to avoid capture and
trial. To me this indicates that fleeing is a viable and realistic decision for a strategic decision
maker.
3
Dave Grossman, On Killing: The Psychological Cost of Learning to Kill in War and Society,
1995, Chapter 1.
4
J . Boone Bartholomees, ed., U.S. Army War College Guide to National Security Policy and
Strategy, 2
nd
Edition, 2006, pp. 79-105.
5
Ibid, 287.
6
Douglas McGregor, The Human Side of Enterprise, McGraw-Hill: New York, 1985; Kenneth
Blanchard and Paul Hershey, Great ideas revisited, Training & Development, J anuary 1996, Vol.
50, Issue 1.

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