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