Military Advice Quotes

I don’t care how much money you get,” my dad used to tell me. “It’s not worth it if you’re not happy.” That’s the most valuable piece of advice he ever gave me: Do what you want in life. To this day I’ve tried to follow that philosophy.

What is patriotism? Let us begin with what patriotism is not. It is not patriotic to dodge the draft and to mock war heroes and their families. It is not patriotic to discriminate against active-duty members of the armed forces in one’s companies, or to campaign to keep disabled veterans away from one’s property. It is not patriotic to compare one’s search for sexual partners in New York with the military service in Vietnam that one has dodged. It is not patriotic to avoid paying taxes, especially when American working families do pay. It is not patriotic to ask those working, taxpaying American families to finance one’s own presidential campaign, and then to spend their contributions in one’s own companies. It is not patriotic to admire foreign dictators. It is not patriotic to cultivate a relationship with Muammar Gaddafi; or to say that Bashar al-Assad and Vladimir Putin are superior leaders. It is not patriotic to call upon Russia to intervene in an American presidential election. It is not patriotic to cite Russian propaganda at rallies. It is not patriotic to share an adviser with Russian oligarchs. It is not patriotic to solicit foreign policy advice from someone who owns shares in a Russian energy company. It is not patriotic to read a foreign policy speech written by someone on the payroll of a Russian energy company. It is not patriotic to appoint a national security adviser who has taken money from a Russian propaganda organ. It is not patriotic to appoint as secretary of state an oilman with Russian financial interests who is the director of a Russian-American energy company and has received the “Order of Friendship” from Putin. The point is not that Russia and America must be enemies. The point is that patriotism involves serving your own country. The

1. Bangladesh.... In 1971 ... Kissinger overrode all advice in order to support the Pakistani generals in both their civilian massacre policy in East Bengal and their armed attack on India from West Pakistan.... This led to a moral and political catastrophe the effects of which are still sorely felt. Kissinger’s undisclosed reason for the ‘tilt’ was the supposed but never materialised ‘brokerage’ offered by the dictator Yahya Khan in the course of secret diplomacy between Nixon and China.... Of the new state of Bangladesh, Kissinger remarked coldly that it was ‘a basket case’ before turning his unsolicited expertise elsewhere. 2. Chile.... Kissinger had direct personal knowledge of the CIA’s plan to kidnap and murder General René Schneider, the head of the Chilean Armed Forces ... who refused to countenance military intervention in politics. In his hatred for the Allende Government, Kissinger even outdid Richard Helms ... who warned him that a coup in such a stable democracy would be hard to procure. The murder of Schneider nonetheless went ahead, at Kissinger’s urging and with American financing, just between Allende’s election and his confirmation.... This was one of the relatively few times that Mr Kissinger (his success in getting people to call him ‘Doctor’ is greater than that of most PhDs) involved himself in the assassination of a single named individual rather than the slaughter of anonymous thousands. His jocular remark on this occasion—‘I don’t see why we have to let a country go Marxist just because its people are irresponsible’—suggests he may have been having the best of times.... 3. Cyprus.... Kissinger approved of the preparations by Greek Cypriot fascists for the murder of President Makarios, and sanctioned the coup which tried to extend the rule of the Athens junta (a favoured client of his) to the island. When despite great waste of life this coup failed in its objective, which was also Kissinger’s, of enforced partition, Kissinger promiscuously switched sides to support an even bloodier intervention by Turkey. Thomas Boyatt ... went to Kissinger in advance of the anti-Makarios putsch and warned him that it could lead to a civil war. ‘Spare me the civics lecture,’ replied Kissinger, who as you can readily see had an aphorism for all occasions. 4. Kurdistan. Having endorsed the covert policy of supporting a Kurdish revolt in northern Iraq between 1974 and 1975, with ‘deniable’ assistance also provided by Israel and the Shah of Iran, Kissinger made it plain to his subordinates that the Kurds were not to be allowed to win, but were to be employed for their nuisance value alone. They were not to be told that this was the case, but soon found out when the Shah and Saddam Hussein composed their differences, and American aid to Kurdistan was cut off. Hardened CIA hands went to Kissinger ... for an aid programme for the many thousands of Kurdish refugees who were thus abruptly created.... The apercu of the day was: ‘foreign policy should not he confused with missionary work.’ Saddam Hussein heartily concurred. 5. East Timor. The day after Kissinger left Djakarta in 1975, the Armed Forces of Indonesia employed American weapons to invade and subjugate the independent former Portuguese colony of East Timor. Isaacson gives a figure of 100,000 deaths resulting from the occupation, or one-seventh of the population, and there are good judges who put this estimate on the low side. Kissinger was furious when news of his own collusion was leaked, because as well as breaking international law the Indonesians were also violating an agreement with the United States.... Monroe Leigh ... pointed out this awkward latter fact. Kissinger snapped: ‘The Israelis when they go into Lebanon—when was the last time we protested that?’ A good question, even if it did not and does not lie especially well in his mouth. It goes on and on and on until one cannot eat enough to vomit enough.

In March 1861 alone—Lincoln’s first month in office—the U.S. Senate would receive for its advice and consent some sixty pages of names submitted for civilian and military appointments ranging from secretary of state to surveyor-general of Minnesota.

Grandma, everyone out here is bleaching their anuses. What do I do?" Her advice? "Baby, go outside in the sun and squirt a little lemon juice on it.

[I]f the public wants the military to perform better, give more prudent advice to its civilian leadership, and spend taxpayer money more wisely, it must elect a Congress that will dial down a few notches its habitual and childish 'we support the troops!' mantra and start asking skeptical questions - and not accepting bland evasions or appeals to patriotism as a response.

[The wives of powerful noblemen] must be highly knowledgeable about government, and wise – in fact, far wiser than most other such women in power. The knowledge of a baroness must be so comprehensive that she can understand everything. Of her a philosopher might have said: "No one is wise who does not know some part of everything." Moreover, she must have the courage of a man. This means that she should not be brought up overmuch among women nor should she be indulged in extensive and feminine pampering. Why do I say that? If barons wish to be honoured as they deserve, they spend very little time in their manors and on their own lands. Going to war, attending their prince's court, and traveling are the three primary duties of such a lord. So the lady, his companion, must represent him at home during his absences. Although her husband is served by bailiffs, provosts, rent collectors, and land governors, she must govern them all. To do this according to her right she must conduct herself with such wisdom that she will be both feared and loved. As we have said before, the best possible fear comes from love. When wronged, her men must be able to turn to her for refuge. She must be so skilled and flexible that in each case she can respond suitably. Therefore, she must be knowledgeable in the mores of her locality and instructed in its usages, rights, and customs. She must be a good speaker, proud when pride is needed; circumspect with the scornful, surly, or rebellious; and charitably gentle and humble toward her good, obedient subjects. With the counsellors of her lord and with the advice of elder wise men, she ought to work directly with her people. No one should ever be able to say of her that she acts merely to have her own way. Again, she should have a man's heart. She must know the laws of arms and all things pertaining to warfare, ever prepared to command her men if there is need of it. She has to know both assault and defence tactics to insure that her fortresses are well defended, if she has any expectation of attack or believes she must initiate military action. Testing her men, she will discover their qualities of courage and determination before overly trusting them. She must know the number and strength of her men to gauge accurately her resources, so that she never will have to trust vain or feeble promises. Calculating what force she is capable of providing before her lord arrives with reinforcements, she also must know the financial resources she could call upon to sustain military action. She should avoid oppressing her men, since this is the surest way to incur their hatred. She can best cultivate their loyalty by speaking boldly and consistently to them, according to her council, not giving one reason today and another tomorrow. Speaking words of good courage to her men-at-arms as well as to her other retainers, she will urge them to loyalty and their best efforts.

As a West Point graduate, Grant had enjoyed an insider’s knowledge of military personnel during the war, but as a Washington outsider, he needed the valuable advice of seasoned professionals about appointments.

Now be it known, That I John Adams, President of the United States of America, having seen and considered the said Treaty do, by and with the advice and consent of the Senate, accept, ratify, and confirm the same, and every clause and article thereof. And to the End that the said Treaty may be observed, and performed with good Faith on the part of the United States, I have ordered the premises to be made public; And I do hereby enjoin and require all persons bearing office civil or military within the United States, and all other citizens or inhabitants thereof, faithfully to observe and fulfill the said Treaty and every clause and article thereof.

Kennedy was not impressed by military objections. The Bay of Pigs had taught the President to distrust the Joint Chiefs of Staff. “The first advice I’m going to give my successor,” he once said to his journalist friend Ben Bradlee, “is to watch the generals and to avoid feeling that because they were military men their opinions on military matters were worth a damn.”4 During the missile crisis Kennedy courteously and consistently rejected the Joint Chiefs’ bellicose recommendations. “These brass hats have one great advantage in their favor,” he said. “If we…do what they want us to do, none of us will be alive later to tell them that they were wrong.”5

This free-market doctrine is today the most common and influential variant of the capitalist creed. The most enthusiastic advocates of the free market criticize military adventures abroad with as much zeal as welfare programs at home. They offer governments the same advice that Zen masters offer initiates: just do nothing.

in modern times most of the mischief ascribed to the military has been wrought with the advice and consent of civil authority. As

This idea sounds ridiculous, so, unsurprisingly, the US military studied it during the Cold War.

Never depend on a single income. Make Investments to create a second source.” - Warren Buffet

We passed a very pleasant evening, though I made the slight mistake of taking Poirot to a crook play. There is one piece of advice I offer to all my readers. Never take a soldier to a military play, a sailor to a naval play, a Scotsman to a Scottish play, a detective to a thriller -- and an actor to any play whatsoever! The shower of destructive criticism in each case is somewhat devastating.

It is essential to the idea of a law, that it be attended with a sanction; or, in other words, a penalty or punishment for disobedience. If there be no penalty annexed to disobedience, the resolutions or commands which pretend to be laws will, in fact, amount to nothing more than advice or recommendation. This penalty, whatever it may be, can only be inflicted in two ways: by the agency of the Courts and Ministers of Justice, or by military force; by the coercion of the magistracy, or by the coercion of arms. The first kind can evidently apply only to men: the last kind must, of necessity, be employed against bodies politic, or communities, or States.

The key to healthy civil-military relations is trust on both the civilian and military sides of the negotiation: the civilians must trust the military to provide its best and most objective advice but then carry out any policy that the civilian decision makers ultimately choose. The military must trust the civilians to give a fair hearing to military advice and not reject it out of hand, especially for transparently political reasons. Civilians must also understand that dissent is not the same as disobedience.

When I learned my mom was going to die of cancer at the age of forty-five, I felt the same way. I didn’t even believe in God, but I still felt that he owed me something. I had the gall to think How dare he? I couldn’t help myself. I’m a selfish brute. I wanted what I wanted and I expected it to be given to me by a God in whom I had no faith. Because mercy had always more or less been granted me, I assumed it always would be. But it wasn’t. It wasn’t granted to my friend whose eighteen-year-old daughter was killed by a drunk driver either. Nor was it granted to my other friend who learned her baby is going to die of a genetic disorder in the not-distant future. Nor was it granted to my former student whose mother was murdered by her father before he killed himself. It was not granted to all those people who were in the wrong place at the wrong time when they came up against the wrong virus or military operation or famine or carcinogenic or genetic mutation or natural disaster or maniac. Countless people have been devastated for reasons that cannot be explained or justified in spiritual terms. To do as you are doing in asking If there were a God, why would he let my little girl have to have possibly life-threatening surgery?— understandable as that question is—creates a false hierarchy of the blessed and the damned. To use our individual good or bad luck as a litmus test to determine whether or not God exists constructs an illogical dichotomy that reduces our capacity for true compassion. It implies a pious quid pro quo that defies history, reality, ethics, and reason. It fails to acknowledge that the other half of rising—the very half that makes rising necessary— is having first been nailed to the cross. That

Many organizations and militaries use VUCA as an acronym to describe the disruptive state of the world, given its Volatility, Uncertainty, Complexity, and Ambiguity. UN-VICE is an updated way of capturing the state and velocity of the world, with our acronym for UNknown, Volatile, Intersecting, Complex, and Exponential: - UNknown: Recognizing that you can’t know anything perfectly, and that many of our decisions are based on assumptions. Increased uncertainty lowers the value of ad-vice and requires increased self-reliance. - Volatile: Our world, and change itself, is evolving faster than ever before. Volatility is not inherently good or bad; it is simply impactful. In volatility we see shifting speed, texture, and magnitude of the changing environment. - Intersecting: The broader our filters, the more we realize that what we observe overlaps with other things. Boundaries are disappearing, connecting new areas through combinations. - Complex: These more-than-complicated systems have unreliable input-output relationships and cannot be summarized or modeled without losing their essence. Unpredictable situations with unknown unknowns. - Exponential: A nonlinear type of change that increases in its growth rate. To an observer, this change may happen gradually, then suddenly. Rapid acceleration of seemingly-small shifts.

After sitting for two games, Kaepernick met with a military veteran. The man asked Kaepernick to kneel instead of sitting for the anthem, as a way to protest injustice against Black people in America while still showing respect for US military vets. Kaepernick took the veteran’s advice and began kneeling in protest instead of sitting.34

Eloquence, with flattery, disposeth men to confide in them that have it; because the former is seeming wisdom, the latter seeming kindness. Add to them military reputation and it disposeth men to adhere and subject themselves to those men that have them. The two former, having given them caution against danger from him, the latter gives them caution against danger from others. Want of science, that is, ignorance of causes, disposeth or rather constraineth a man to rely on the advice and authority of others. For all men whom the truth concerns, if they rely not on their own, must rely on the opinion of some other whom they think wiser than themselves, and see not why he should deceive them.

The number of persons or institutions by whom the existence of gay people—never mind the existence of more gay people—is treated as a precious desideratum, a needed condition of life, is small, even compared to those who may wish for the dignified treatment of any gay people who happen already to exist. Advice on how to make sure your kids turn out gay, not to mention your students, your parishioners, your therapy clients, or your military subordinates, is less ubiquitous than you might think.

my advice is; Let’s join the caravan of humanity, and ally ourselves with a conscious progress, let’s join the secular non-sectarian societies, lets distant ourselves from military tradition, and join the human race in benefiting humanity as a whole, let’s heal our environment, and adapt social justices, that will empower the poor and the oppressed to gain his or her fundamental human rights, let’s find mercy and compassion in our souls without reference to any religious fanaticism or national extremism…if we could do that, only then we can begin the return journey back to civilization….

As to the general situation, he (Pericles) repeated his previous advice; they must prepare for war and bring their property from the country into the city; they must defend their walls but not go out to battle; they should also equip for service the fleet in which lay their strength.Their allies should be kept well in hand, for their power depended on the revenues which they derived from them; military successes were generally gained by a wise policy and command of money.The state of their finances was encouraging; they had on an average six hundred talents of tribute coming in annually from their allies, to say nothing of their other revenue; and there were still remaining in the Acropolis six thousand talents of coined silver.(The whole amount had once been as much as nine thousand seven hundred talents, but from this had to be deducted a sum of three thousand seven hundred expended on various buildings, such as the Propylaea of the Acropolis, and also on the siege of Potidaea.) Moreover there was uncoined gold and silver in the form of private and public offerings, sacred vessels used in processions and games, the Persian spoil and other things of the like nature, worth at least five hundred talents more. (Book 2 Chapter 13.2-4)

Government implies the power of making laws. It is essential to the idea of a law, that it be attended with a sanction; or, in other words, a penalty or punishment for disobedience. If there be no penalty annexed to disobedience, the resolutions or commands which pretend to be laws will, in fact, amount to nothing more than advice or recommendation. This penalty, whatever it may be, can only be inflicted in two ways: by the agency of the courts and ministers of justice, or by military force; by the coercion of the magistracy, or by the coercion of arms. The first kind can evidently apply only to men; the last kind must of necessity, be employed against bodies politic, or communities, or States.

Surely you know the Thirty-Six Stratagems.” I shook my head. “The ancient Chinese art of deception.” “Oh, right. Sun Tzu. Jay Stoddard’s favorite.” “Forget Sun Tzu’s Art of War. That’s so commonplace.” He held up a gnarled, age-spotted finger. “Far more interesting than Sun Tzu is Chu-ko Liang. Perhaps the most brilliant military strategist ever. One of his stratagems was to defeat your enemy from within. Infiltrate the enemy’s camp in the guise of cooperation or surrender. Then, once you’ve discovered the source of his weakness, you strike.” Somehow the setting—the visitors’ room of the Altamont Correctional Facility—made my father’s advice a little less authoritative. As I walked out of the visitors’ room, I savored a feeling of relief. Because at that moment I knew that my brother was alive.

This accretion of power did not mean that Churchill had become a dictator, as his detractors then and subsequently tried to make out. He needed to secure the agreement of the Chiefs of Staff and vice versa, and crucially he never once rejected their unanimous professional advice on an operational matter in the entire course of the war. ‘I cannot say that we never differed among ourselves,’ he said in a truly glorious understatement in his memoirs, ‘but a kind of understanding grew up between me and the British Chiefs of Staff that we should convince and persuade rather than try to overrule each other. This was of course helped by the fact that we spoke the same technical language, and possessed a large common body of military doctrine and war experience . . . There was no division, as in the previous war, between politicians and soldiers, between the “Frocks” and the “Brass Hats” – odious terms which darkened counsel.’49

Just as famous, if not more so, is the ancient Asian sage Sun Tsu, author of The Art of War. Sun Tsu is a much easier and quicker read than Clausewitz, full of short pieces of advice, from the tactical to the strategic, that have been quoted and applied far beyond the military, often in the world of business. The adage most frequently attributed to Sun Tsu—“know your enemy if you wish to win”—is actually a misquotation. It is indeed good to know your enemy if you wish to win, but Sun Tsu’s recipe for ultimate victory begins with knowing yourself—why you are going to war, what you are fighting for. You may have studied the culture and ways of your foe for years and be intimately familiar with his thinking, but first you must be able to answer the questions, What do I represent? What am I prepared to risk blood and treasure for, and why exactly am I going to war? If you cannot answer these questions, then you should not be going to war at all.

I can hardly believe that our nation’s policy is to seek peace by going to war. It seems that President Donald J. Trump has done everything in his power to divert our attention away from the fact that the FBI is investigating his association with Russia during his campaign for office. For several weeks now he has been sabre rattling and taking an extremely controversial stance, first with Syria and Afghanistan and now with North Korea. The rhetoric has been the same, accusing others for our failed policy and threatening to take autonomous military action to attain peace in our time. This gunboat diplomacy is wrong. There is no doubt that Secretaries Kelly, Mattis, and other retired military personnel in the Trump Administration are personally tough. However, most people who have served in the military are not eager to send our young men and women to fight, if it is not necessary. Despite what may have been said to the contrary, our military leaders, active or retired, are most often the ones most respectful of international law. Although the military is the tip of the spear for our country, and the forces of civilization, it should not be the first tool to be used. Bloodshed should only be considered as a last resort and definitely never used as the first option. As the leader of the free world, we should stand our ground but be prepared to seek peace through restraint. This is not the time to exercise false pride! Unfortunately the Trump administration informed four top State Department management officials that their services were no longer needed as part of an effort to "clean house." Patrick Kennedy, served for nine years as the “Undersecretary for Management,” “Assistant Secretaries for Administration and Consular Affairs” Joyce Anne Barr and Michele Bond, as well as “Ambassador” Gentry Smith, director of the Office for Foreign Missions. Most of the United States Ambassadors to foreign countries have also been dismissed, including the ones to South Korea and Japan. This leaves the United States without the means of exercising diplomacy rapidly, when needed. These positions are political appointments, and require the President’s nomination and the Senate’s confirmation. This has not happened! Moreover, diplomatically our country is severely handicapped at a time when tensions are as hot as any time since the Cold War. Without following expert advice or consent and the necessary input from the Unites States Congress, the decisions are all being made by a man who claims to know more than the generals do, yet he has only the military experience of a cadet at “New York Military Academy.” A private school he attended as a high school student, from 1959 to 1964. At that time, he received educational and medical deferments from the Vietnam War draft. Trump said that the school provided him with “more training than a lot of the guys that go into the military.” His counterpart the unhinged Kim Jong-un has played with what he considers his country’s military toys, since April 11th of 2012. To think that these are the two world leaders, protecting the planet from a nuclear holocaust….

Near Fort Jackson, South Carolina, the first "GI coffeehouse" was set up, a place where soldiers could get coffee and doughnuts, find antiwar literature, and talk freely with others. It was called the UFO, and lasted for several years before it was declared a "public nuisance" and closed by court action. But other GI coffeehouses sprang up in half a dozen other places across the country. An antiwar "bookstore" was opened near Fort Devens, Massachusetts, and another one at the Newport, Rhode Island, naval base. Underground newspapers sprang up at military bases across the country; by 1970 more than fifty were circulating. Among them: About Face in Los Angeles; Fed Up! in Tacoma, Washington; Short Times at Fort Jackson; Vietnam GI in Chicago; Grafiti in Heidelberg, Germany; Bragg Briefs in North Carolina; Last Harass at Fort Gordon, Georgia; Helping Hand at Mountain Home Air Base, Idaho. These newspapers printed antiwar articles, gave news about the harassment of GIs and practical advice on the legal rights of servicemen, told how to resist military domination.

As people turned away, Kestrel saw a clear path to Irex, tall and black-clad in the center of the space marked for the duel. He smiled at her, and Kestrel was so thrown out of herself that she didn’t know her father had arrived until she felt his hand on her shoulder. He was dusty and smelled of horse. “Father,” she said, and would have tucked herself into his arms. He checked her. “This isn’t the time.” She flushed. “General Trajan,” Ronan said cheerfully. “So glad you could come. Benix, do I see the Raul twins over there, in the front, closest to the dueling ground? No, you blind bat. There, right next to Lady Faris. Why don’t we watch the match with them? You, too, Jess. We need your feminine presence so we can pretend that we’re only interested in the twins because you’d like to chat about feathered hats.” Jess squeezed Kestrel’s hand, and the three of them would have left immediately had the general not stopped them. “Thank you,” he said. Kestrel’s friends dropped their merry act, which Jess wasn’t performing well anyway. The general focused on Ronan, sizing him up like he would a new recruit. Then he did something rare. He gave a nod of approval. The corner of Ronan’s mouth lifted in a small, worried smile as he led the others away. Kestrel’s father faced her squarely. When she bit her lip, he said, “Now is not the time to show any weakness.” “I know.” He checked the straps on her forearms, at her hips, and against her calves, tugging the leather that secured six small knives to her body. “Keep your distance from Irex,” he said, his voice low, though the people nearest to them had withdrawn to give some privacy--a deference to the general. “Your best bet is to keep this to a contest of thrown knives. You can dodge his, throw your own, and might even get first blood. Make him empty his sheaths. If you both lose all six Needles, the duel is a draw.” He straightened her jacket. “Don’t let this turn into hand-to-hand combat.” The general had sat next to her at the spring tournament. He had seen Irex fight and directly afterward had tried to enlist him in the military. “I want you to be at the front of the crowd,” Kestrel said. “I wouldn’t be anywhere else.” A small crease appeared between her father’s brows. “Don’t let him get close.” Kestrel nodded, though she had no intention of taking his advice. She walked through the throngs of people to meet Irex.

In the absence of expert [senior military] advice, we have seen each successive administration fail in the business of strategy - yielding a United States twice as rich as the Soviet Union but much less strong. Only the manner of the failure has changed. In the 1960s, under Robert S. McNamara, we witnessed the wholesale substitution of civilian mathematical analysis for military expertise. The new breed of the "systems analysts" introduced new standards of intellectual discipline and greatly improved bookkeeping methods, but also a trained incapacity to understand the most important aspects of military power, which happens to be nonmeasurable. Because morale is nonmeasurable it was ignored, in large and small ways, with disastrous effects. We have seen how the pursuit of business-type efficiency in the placement of each soldier destroys the cohesion that makes fighting units effective; we may recall how the Pueblo was left virtually disarmed when it encountered the North Koreans (strong armament was judged as not "cost effective" for ships of that kind). Because tactics, the operational art of war, and strategy itself are not reducible to precise numbers, money was allocated to forces and single weapons according to "firepower" scores, computer simulations, and mathematical studies - all of which maximize efficiency - but often at the expense of combat effectiveness. An even greater defect of the McNamara approach to military decisions was its businesslike "linear" logic, which is right for commerce or engineering but almost always fails in the realm of strategy. Because its essence is the clash of antagonistic and outmaneuvering wills, strategy usually proceeds by paradox rather than conventional "linear" logic. That much is clear even from the most shopworn of Latin tags: si vis pacem, para bellum (if you want peace, prepare for war), whose business equivalent would be orders of "if you want sales, add to your purchasing staff," or some other, equally absurd advice. Where paradox rules, straightforward linear logic is self-defeating, sometimes quite literally. Let a general choose the best path for his advance, the shortest and best-roaded, and it then becomes the worst path of all paths, because the enemy will await him there in greatest strength... Linear logic is all very well in commerce and engineering, where there is lively opposition, to be sure, but no open-ended scope for maneuver; a competitor beaten in the marketplace will not bomb our factory instead, and the river duly bridged will not deliberately carve out a new course. But such reactions are merely normal in strategy. Military men are not trained in paradoxical thinking, but they do no have to be. Unlike the business-school expert, who searches for optimal solutions in the abstract and then presents them will all the authority of charts and computer printouts, even the most ordinary military mind can recall the existence of a maneuvering antagonists now and then, and will therefore seek robust solutions rather than "best" solutions - those, in other words, which are not optimal but can remain adequate even when the enemy reacts to outmaneuver the first approach.

Back home, Chris struggled to readjust, physically and mentally. He also faced another decision-reenlist, or leave the Navy and start a new life in the civilian world. This time, he seemed to be leaning toward getting out-he'd been discussing other jobs and had already talked to people about what he might do next. It was his decision, one way or another. But if I’d been resigned to his reenlistment last go-around, this time I was far more determined to let him know I thought he should get out. There were two important reasons for him to leave-our children. They really needed to have him around as they grew. And I made that a big part of my argument. But the most urgent reason was Chris himself. I saw what the war was doing to him physically. His body was breaking down with multiple injuries, big and small. There were rings under his eyes even when he had slept. His blood pressure was through the roof. He had to wall himself off more and more. I didn’t think he could survive another deployment. “I’ll support you whatever you decide,” I told him. “I want to be married to you. But the only way I can keep making sense of this is…I need to do the best for the kids and me. If you have to keep doing what is best for you and those you serve, at some point I owe it to myself and those I serve to do the same. For me, that is moving to Oregon.” For me, that meant moving from San Diego to Oregon, where we could live near my folks. That would give our son a grandfather to be close to and model himself after-very important things, in my mind, for a boy. I didn’t harp on the fact that the military was taking its toll. That argument would never persuade Chris. He lived for others, not himself. It didn’t feel like an ultimatum to me. In fact, when he described it that way later on, I was shocked. “It was an ultimatum,” he said. He felt my attitude toward him would change so dramatically that the marriage would be over. There would also be a physical separation that would make it hard to stay together. Even if he wasn’t overseas, he was still likely to be based somewhere other than Oregon. We’d end up having a marriage only in name. I guess looked at one way, it was an ultimatum-us or the Navy. But it didn’t feel like that to me at the time. I asked him if he could stay in and get an assignment overseas where we could all go, but Chris reminded me there was never a guarantee with the military-and noted he wasn’t in it to sit behind a desk. Some men have a heart condition they know will kill them, but they don’t want to go to the doctor; it’s only when their wives tell them to go that they go. It’s a poor metaphor, but I felt that getting out of the Navy was as important for Chris as it was for us. In the end, he opted to leave. Later, when Chris would give advice to guys thinking about leaving the military, he would tell them it would be a difficult decision. He wouldn’t push them one way or the other, but he would be open about his experiences. “There’ll be hard times at first,” he’d admit. “But if that is the thing you decide, those times will pass. And you’ll be able to enjoy things you never could in the service. And some of them will be a lot better. The joy you get from your family will be twice as great as the pleasure you had in the military.” Ultimatum or not, he’d come to realize retiring from the service was a good choice for all of us.

German voters never gave the Nazis a majority of the popular vote, as is still sometimes alleged. As we saw in the last chapter, the Nazis did indeed become the largest party in the German Reichstag in the parliamentary election of July 31, 1932, with 37.2 percent of the vote. They then slipped back to 33.1 percent in the parliamentary election of November 6, 1932. In the parliamentary election of March 6, 1933, with Hitler as chancellor and the Nazi Party in command of all the resources of the German state, its score was a more significant but still insufficient 43.9 percent. More than one German in two voted against Nazi candidates in that election, in the teeth of intimidation by Storm Troopers. The Italian Fascist Party won 35 out of 535 seats, in the one free parliamentary election in which it participated, on May 15, 1921. At the other extreme, neither Hitler nor Mussolini arrived in office by a coup d’état. Neither took the helm by force, even if both had used force before power in order to destabilize the existing regime, and both were to use force again, after power, in order to transform their governments into dictatorships (as we will see shortly). Even the most scrupulous authors refer to their “seizure of power,” but that phrase better describes what the two fascist leaders did after reaching office than how they got into office. Both Mussolini and Hitler were invited to take office as head of government by a head of state in the legitimate exercise of his official functions, on the advice of civilian and military counselors. Both thus became heads of government in what appeared, at least on the surface, to be legitimate exercises of constitutional authority by King Victor Emmanuel III and President Hindenburg. Both these appointments were made, it must be added at once, under conditions of extreme crisis, which the fascists had abetted. Indeed no insurrectionary coup against an established state has ever so far brought fascists to power. Authoritarian dictatorships have several times crushed such attempts.

Jones, along with the US military attaché in Indonesia, took Subandrio’s advice. He emphasized to Washington that the United States should support the Indonesian military as a more effective, long-term anticommunist strategy. The country of Indonesia couldn’t be simply broken into pieces to slow down the advance of global socialism, so this was a way that the US could work within existing conditions. This strategic shift would begin soon, and would prove very fruitful. But behind the scenes, the CIA boys dreamed up wild schemes. On the softer side, a CIA front called the Congress for Cultural Freedom, which funded literary magazines and fine arts around the world, published and distributed books in Indonesia, such as George Orwell’s Animal Farm and the famous anticommunist collection The God That Failed.33 And the CIA discussed simply murdering Sukarno. The Agency went so far as to identify the “asset” who would kill him, according to Richard M. Bissell, Wisner’s successor as deputy director for plans.34 Instead, the CIA hired pornographic actors, including a very rough Sukarno look-alike, and produced an adult film in a bizarre attempt to destroy his reputation. The Agency boys knew that Sukarno routinely engaged in extramarital affairs. But everyone in Indonesia also knew it. Indonesian elites didn’t shy away from Sukarno’s activities the way the Washington press corps protected philanderers like JFK. Some of Sukarno’s supporters viewed his promiscuity as a sign of his power and masculinity. Others, like Sumiyati and members of the Gerwani Women’s Movement, viewed it as an embarrassing defect. But the CIA thought this was their big chance to expose him. So they got a Hollywood film crew together.35 They wanted to spread the rumor that Sukarno had slept with a beautiful blond flight attendant who worked for the KGB, and was therefore both immoral and compromised. To play the president, the filmmakers (that is, Bing Crosby and his brother Larry) hired a “Hispanic-looking” actor, and put him in heavy makeup to make him look a little more Indonesian. They also wanted him bald, since exposing Sukarno—who always wore a hat—as such might further embarrass him. The idea was to destroy the genuine affection that young Sakono, and Francisca, and millions of other Indonesians, felt for the Founding Father of their country. The thing was never released—not because this was immoral or a bad idea, but because the team couldn’t put together a convincing enough film.36

I have worked with women religious for more than twenty-five years. Shortly after the publication of Leadership and the New Science, a colleague gave me great advice. He said that if I was interested in organizations that worked from a strong sense of values, then I should be working with the military and nuns.

This statement implied that the applicant’s German identity had to be observable by a third party. At which occasions this might have been the case—in national censuses, at the issuing of passports, when entering military service, and so on—was to be investigated by the examining court through the study of relevant historiography, by seeking expert advice, or from other suitable sources. Anyone who had stated any other nationality at these occasions could not be considered an ethnic German.

Secure Man VS Vulnerable Man A secure man is someone who can identify their own weaknesses and improve. He can accept his flaws and maintain his self esteem. He knows his journey is never over, so he always strives for more. He lends strength to others needing a helping hand. He prefers to take the hard right over the easy wrong. He can handle constructive criticism without bitterness. He can provide for himself and his family. He can set goals for himself knowing one day he can achieve them. He is a multitasker. He doesn't make decisions just for the moment; He makes decisions that he knows will benefit and effect his whole life. If this man makes a mistake he will hold himself responsible and correct his mistake. He has confidence in himself and holds no one else accountable for his happiness and/or peace of mind. A sincere understanding of empathy for others, a sense of humility, and humbleness are reinforcing characteristics of this man. A secure man has faith in the Lord. A vulnerable man is someone who depends on others. He can not accomplish routine tasks or deliver on his own. He is always asking for a helping hand and has little or no self esteem. He lives for the moment without a life plan. He doesn't set lifetime goals. A vulnerable man is either too arrogant and ignorant to notice when somebody is trying to help him, so he rebels against those closest to him. A vulnerable man gets angry when things doesn't go his way. He doesn't only complain, he also complains about what others aren't doing for him. He can't provide for himself or others. You can never go to him for advice or will he extend a hand of help to others without wanting something in return. A vulnerable man can not make a decision and lives a reactive life instead of a proactive one. He knows right from wrong...but still decides to go the wrong way because it's the easiest. A vulnerable man seeks an enabler one who will bail them out time and time again. Others notices his individual weaknesses...However he chooses a life of denial and deflection. This man believes it is always someone else's fault and feels entitled to others hard work and efforts. A vulnerable man has no faith in a higher power and thinks he'll never have to answer for the choices made in their life.-27 September 2012-

One of the most frustrating aspects of the Vietnam war from the Army's point of view is that as far as logistics and tactics were concerned we succeeded in everything we set out to do. At the height of the war the Army was able to move almost a million soldiers a year in and out of Vietnam, feed them, clothe them, house them, supply them with arms and ammunition, and generally sustain them better than any Army had ever been sustained in the field. To project an Army of that size halfway around the world was a logistics and management task of enormous magnitude, and we had been more that equal to the task. On the battlefield itself, the Army was unbeatable. In engagement after engagement the forces of the Viet Cong and that of the North Vietnamese Army were thrown back with terrible losses. Yet, in the end, it was North Vietnam, not the United States, that emerged victoriously. How could we have succeeded so well, yet failed so miserably? At least part of the answer appears to be that we saw Vietnam as unique rather than in strategic context. This misperception grew out of neglect of military strategy in the post-World War II nuclear era. Almost all professional literature on military strategy was written by civilian analysts - political scientists from the academic world and systems analysts from the Defense community. In his book War and Politics, political scientist Bernard Brodie devoted an entire chapter to the lack of professional military strategic thought. The same criticism was made by systems analysts Alain C. Enthoven and K. Wayne Smith who commented: "Military professionals are among the most infrequent contributors to the basic literature on military strategy and defense policy. Most such contributors are civilians..." Even the Army's so-called "new" strategy of flexible response grew out of civilian, not military, thinking. This is not to say that the civilian strategies were wrong. The political scientists provided a valuable service in tying war to its political ends. They provided a valuable service in tying war to its political ends. The provided answers to "why" the United States ought to wage war. In the manner the systems analyst provided answer on "what" means we would use. What was missing was the link that should have been provided by military strategists -"how" to take the systems analyst's means and use them to achieve the political scientist's ends. But instead of providing professional military advice on how to fight the war, the military more and more joined with the systems analysts in determining material means we were to use. Indeed, the conventional wisdom among many Army officers was that "the Army doesn't make strategy, " and "there is no such thing as Army strategy." There was a general feeling that strategy was budget-driven and was primarily a function of resource allocation. The task of the Army, in their view, was to design and procure material, arms and equipment and to organize, train, and equip soldiers for the Defense Establishment.

don’t care how much money you get,” my dad used to tell me. “It’s not worth it if you’re not happy.” That’s the most valuable piece of advice he ever gave me: Do what you want in life. To this day I’ve tried to follow that philosophy. In a lot of ways my father was my best friend growing up, but he was able at the same time to combine that with a good dose of fatherly discipline.

The best way to rein in the excesses of the complex—and make us safer—is for well-informed voters to elect the kind of enlightened leaders we need to bring about change. Eisenhower’s advice, delivered in 1961, still rings true today: “Only an alert and knowledgeable citizenry can compel the proper meshing of the huge industrial and military machinery of defense with our peaceful methods and goals, so that security and liberty may prosper together.

According to at least one general staff officer, no one ever actually ordered the invasion of Afghanistan. Instead, between December 10 and 30, various units were given some thirty various directives to prepare for action. Defense Minister Ustinov’s lack of combat experience helps explain the absence of centralized implementation. A career spent building the military-industrial complex gave him scant knowledge of how to command the invasion of a sovereign state. Since it was beneath the marshal to ask subordinates for advice, staff activity remained largely uncoordinated.

I also believe strongly in the powerful words: “I took the road less traveled, and that has made all the difference.” They are good ones to live by. The big, final motivator was that I really wasn’t enjoying my university studies. I loved the Brunel and our small group of buddies there, but the actual university experience was killing me. (Not the workload, I hasten to add, which was pleasantly chilled, but rather the whole deal of feeling like just another student.) Sure, I like the chilled lifestyle (like the daily swim I took naked in the ornamental lake in the car park), but it was more than that. I just didn’t like being so unmotivated. It didn’t feel good for the soul. This wasn’t what I had hoped for in my life. I felt impatient to get on and do something. (Oh, and I was learning to dislike the German language in a way that was definitely not healthy.) So I decided it was time to make a decision. Via the OTC, Trucker and I quietly went to see the ex-SAS officer to get his advice on our Special Forces Selection aspirations. I was nervous telling him. He knew we were troublemakers, and that we had never taken any of the OTC military routine at all seriously. But to my amazement he wasn’t the least bit surprised at what we told him. He just smiled, almost knowingly, and told us we would probably fit in well--that was if we passed. He said the SAS attracted misfits and characters--but only those who could first prove themselves worthy. He then told us something great, that I have always remembered. “Everyone who attempts Selection has the basic mark-one body: two arms, two legs, one head, and one pumping set of lungs. What makes the difference between those that make it and those that don’t, is what goes on in here,” he said, touching his chest. “Heart is what makes the big difference. Only you know if you have got what it takes. Good luck…oh, and if you pass I will treat you both to lunch, on me.” That was quite a promise from an officer--to part with money. So that was that. Trucker and I wrote to 21 SAS HQ, nervously requesting to be put forward for Selection. They would do their initial security clearances on us both, and then would hopefully write, offering us (or not) a place on pre-Selection--including dates, times, and joining instructions. All we could do was wait, start training hard, and pray. I tossed all my German study manuals unceremoniously into the bin and felt a million times better. And deep down I had the feeling that I might just be embarking on the adventure of a lifetime. On top of that, there was no Deborah Maldives saying I needed a degree to join the SAS. The only qualification I needed was inside that beating heart of mine.

The inventor of GDP cautioned against including in its calculation expenditure for the military, advertising, and the financial sector,33 but his advice fell on deaf ears. After World War II, Kuznets grew increasingly concerned about the monster he had created. “Distinctions must be kept in mind between quantity and quality of growth,” he wrote in 1962, “between costs and returns, and between the short and long run. Goals for more growth should specify more growth of what and for what.

If you find yourself in a fair fight, you didn’t plan your mission properly.” –Colonel David Hackworth Former United States Army colonel and prominent military journalist

Yet there are always choices, and the best advice for governments to emerge from the story of 1914 is to make them carefully: be clear about core interests, get the best possible information, explore opportunities for a peaceful settlement, and treat military plans with skepticism.

Canada’s diplomacy is hugely different under Harper,” Heinbecker responds. “The neo-conservative idea of foreign policy is about flexing military muscle. It’s about free-trade deals. It is a reversal of our history. We used to be advocates of constructive internationalism, we used to work hard to make that work. That’s why our advice and our particular insight were so sought after by other countries. Now we are a country with baggage. Those invitations to counsel others and to take part in that international meeting of the minds don’t get issued.1 We have become outliers. We are seen as more American than the Americans, more Israeli than Likud.

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Back in Egypt, Nasser, like a petty village leader, promoted his cronies according to their personal loyalty rather than on their merits. Abdel Hakim Amer is the most infamous example. Made Egypt's chief of staff and subsequently Nasser's first vice president, Amer proved incompetent beyond measure. Nasser got rid of him only after his military advice, based on fanciful speculation and an eternal eagerness to please his old friend rather than risk offending him by bringing home ugly truths, led Egypt to defeat in 1967.

Joffre was adept at taking advice, and submitted more or less consciously to the reigning doctrinaires of the Operations Bureau. They formed what a French military critic called “a church outside which there was no salvation and which could never pardon those who revealed the falsity of its doctrine.

The outsiders, with their own objectives, provided rifles, ammunition, communications equipment, military vehicles and combat advice to young men who lacked the discipline and patience for a long-term, non-violent and democratic struggle.

When the British ploy to pressure the Shah into fast action on the dismissal of Mossadeq did not work, officials from Whitehall consulted Ann Lambton, by then a professor of Persian Studies in London and a sage on British foreign policy in Iran. Her advice was clear, categorical, and drastic: find a way to remove Mossadeq from power forcefully. He is a demagogue, she said, and the only way Britain would retain its influence in Iran would be through his removal. She also believed that the British government must ultimately handle this matter alone, as in her mind the United States had “neither the experience, nor the psychological” depth to understand Iran—a sentiment much shared in those days by British officials.44 She introduced government officials to Robin Zaehner, a professor-spy, who could help plan and implement her proposed coup against Mossadeq. If Zaehner was one of the British masters of conspiracy against Mossadeq, then the three Rashidian brothers were Zaehner’s chief instruments of mischief. No sooner had Mossadeq come to power than the brothers began to receive large funds from the British to “maintain their agents.” 45 In June 1951, when British efforts to convince the Shah to fire Mossadeq failed, they threatened to attack Iran and take over the oil region of the country: in the words of the Foreign Secretary, “to cow the insolent natives.” 46 The operation, aptly called “Buccaneer,” entailed sending a number of British warships to the waters off the coast of the oil-rich region of Khuzestan and authorized “the use of force, if necessary.” 47 Encouraged by the Truman administration’s strong opposition to the idea of a military solution, the Shah told the British Ambassador that “I will personally lead my soldiers into battle against you if you attack Iran.

Amid the American military “surge” in Iraq in 2006, the U.S. commander in chief, General David Petraeus, ordered his senior officers to read Twenty-Seven Articles so that they might gain clues on winning the hearts and minds of the Iraqi people. Presumably skipped over was Lawrence’s opening admonition that his advice applied strictly to Bedouin—about 2 percent of the Iraqi population—and that interacting with Arab townspeople “require[s] totally different treatment.

Your countries have benefitted from my money and my advice. I also cut the head off the United States, disabled its military, and disposed of citizens who would most certainly object to a one-world government. My representative and I have demonstrated a capacity for leadership and ruthlessness that should make it obvious that one man should lead the world into a bright, new future. Even though my compatriot and I don’t really need the United Nations, I’m sure most of you would prefer to be part of this new world order, instead of being left out.

When in doubt—reconnoitre. It doesn’t do the damnedest bit of good but it gives you time to think, and anyhow French words look and sound splendid in all military contexts.” There was possibly a fallacy in his theory because he was eventually killed by a booby-trap while reconnoitring a brothel in Rangoon—but I decided to follow his advice.

EO promoted itself as providing five key services to clients: strategic and tactical military advisory services; an array of sophisticated military training packages in land, sea, and air warfare; peacekeeping or “persuasion” services; advice to armed forces on weapons selection and acquisition; and paramilitary services.

Those who argue that healthy civil-military relations are characterized by comity and a low number of disagreements between civilian and military decision makers ignore or discount the possibility that this may be the result of promoting yes men who are politically safe and who will not really fulfill their obligation to provide their best military advice as forcefully as possible.

A decision came quickly from the very top and we launched what the bureaucracy in Washington thought would be a small war under false pretenses and in the face of the on-scene military commander’s advice to the contrary.

I couldn’t answer that one right off the cuff but I remembered an axiom of a C.O. Of mine during the war. “When in doubt—reconnoitre. It doesn’t do the damnedest bit of good but it gives you time to think, and anyhow French words look and sound splendid in all military contexts.” There was possibly a fallacy in his theory because he was eventually killed by a booby-trap while reconnoitring a brothel in Rangoon—but I decided to follow his advice.

it boils down to the following: after the event, ask yourself some questions and capture the answers. You could take inspiration from the military’s After Action Review. There are three question clusters. First, “What was supposed to happen... what did happen... and why the gap?” Then, “What worked... and what didn’t work?” And finally, “What would you do differently next time?” Or you could make it simpler than that, and write down the one thing to do more of next time. Anything, so long as you create that moment of reflection. Feedback, fast and slow. It’s hard to change your behaviour without it.

The RAND report was called “Combat in Hell: A Consideration of Constrained Urban Warfare.” It began with the prescient words: “Historical advice is consistent. Sun Tzu counseled that ‘the worst policy is to attack cities.’” Accordingly, avoid urban warfare.

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