Delegation to the point of discomfort

It’s not a topic that is spoken about enough in the national security community: Nuclear Command and Control (NC2), and Communications (NC3) is a world apart from C2 for conventional forces: it underpins strategic stability between nuclear armed states. With the emergence of a ‘3-body problem’ in Great Power Competition, there is a risk that Western leaders (political and military) simply try and transpose Cold War theories onto the problems of today, and add some AI/ML to make it look pretty. Professor Andrew Reddie from the Berkeley Goldman School at the University of California, explains why this would be foolhardy in a remarkably accessible way. That’s not easy given the emotion, biases, and vitriol that surround any discussion on NC2/NC3.

Fast reflections of the annual NATO C2 Centre of Excellence (C2COE) conference in the Hague with the centre’s commanding officer, Meitta Groeneveld. The challenging issues of MDO and Synchronisation, and the implications of that doctrine on command and control, were the conference’s planned themes. We ended up in a conversation about the Cross Domain Command Concept, data and the human, the need to share, the lessons from Ukraine on C2 about adaptation of C2, the community of interest (the “we”), the political (and societal) will to change, the journey towards and beyond C2 in MDO, and the Babylonian Confusion over doctrinal terms.   Both Mietta and I hope we haven’t done a disservice to attendees or speakers. It was challenging to digest and precis two and a half days of detailed, illuminating and engaging discussion into a short podcast episode. We tried!

The military sometimes promote and appoint leaders who are truly terrible. Sometimes this isn’t their fault, they are not always narcissistic or toxic: sometimes they are just not up to the job. But the issue for staffs is how to handle poor leaders. Professor William Scott Jackson from Oxford University is perhaps the foremost researcher in this field, and he brings with him a wealth of experience and lessons from the private and commercial world – much of it translates into the military world without much imagination. In this episode he talks about succession management, micro solutions for bad leaders, decision-making, the importance of thinking time, differentiated capability theory, and Blue Ocean Strategy. You decide how much of this translates to the Profession of Arms directly.

If there is some unresolved tension in the ideas of mission command and synchronisation – particularly within the MDO concept – then it could be more useful to think about the USMC idea of Coupling: the idea of providing linkage between warfare activities that are needed for to meet the task and/or mission. Instead of simply connecting everything because it’s possible, the Corps advocates for an approach that provides the means on a case-by-case basis. Interestingly, it is explained best in MCDP5 (USMC Planning) penned back in 1997, and signed off by the legend who is General Charles C. Krulac. Talking about C2 (reality and theory) is best done with a marine and Peter was joined for this discussion by Sean Welch, a marine with the intellectual and operational credentials to offer some important perspectives founded on the reality of combat.

Imagine sitting on a battlefield and trying to figure out what is happening with only your ears to guide you; your guidance is based on orders written weeks or months ago, and the last time you got an update of where your own forces where was a day old (at best). That, in essence, is submarine warfare. There is no constant information flow for situational awareness and communication (of any kind) endangers your existence; so submarine commanders are required to make decisions based on a series of assumptions about a myriad of variables and use their experience, judgement, advice from their team, and a deep understanding of their adversary. Building people who can do this – so different to most other warfare experiences – requires a special process: The Perisher. Peter talks to Phil Titterton about command and control of submarines, his experiences in the Royal Navy’s submarine service, and about waterspace management (submarine control measures). Now you can open your eyes.

Former NATO Sec Gen Jaap de Hoop Scheffer talks about what it takes to make effective command relationships work at the highest level of Pol/Mil C2: the tensions between domestic agendas and international obligations, decision-making in NATO, and how to achieve coherence and agreement in matters of war. The conclusion, perhaps unsurprisingly, is that the level of co-operation between politicians and their military counterparts is not something that can be scripted or forced: it depends more on personalities, behaviours, and shared interests than on orders and formal hierarchies. Reflecting on successes and failures, Jaap makes for compelling listening.

In providing commanders with the ability to command and control, computerised systems have been in use for more than 50 years. Their evolution from siloed systems inside individual units, moving across task forces, then to covering theatres has helped operators and HQ staffs orchestrate military means with increasing efficiency and lethality. The change in the last decade – according to Andrew Graham – has been in moving from enabling these domain-to-domain C2 structures to talk to each other, to one that has to integrate the data from each platform system to be seem by everyone else. Now that idea - based on an assumption of ubiquitous and constant connectivity - has evolved again. How can you operate a C2 system when to transmit data might spell certain death?

The captain of a warship has, sometimes, godlike omnipotence. Does this mean that naval command and control has some unique characteristics that need to be better understood in order to be integrated into the ‘modern’ rubric? Vice Admiral Martin Connell, Second Sea Lord in the British Royal Navy, talks to Peter about what’s unique about naval C2, and whether the education and development of leaders in the Royal Navy is good enough.

What makes a good and a great military leader? The myth of a divine, born leader is very popular but today we actually know better than this fiction. Science has given us the evidence to understand what traits and characteristics imbue a person with the skills and experience become a great leader. And we actually know how to select them based on the very different requirements in wartime and peacetime. It is also popular to talk about leadership and followership as two distinct functions; the term servant leader has become fashionable amongst military professionals as an attempt to delineate the boundaries between these two groups, yet still keep the hierarchy. Expert analysis is harder to find; for that we need to turn to science and a human psychologist. Sarah Chapman-Trim talks about making the least-worst decision (as opposed to the best one), the fallacy of the divine general, how we can train better leaders, and the dual-agency model of leadership. Sarah’s research paper (perhaps better understood with the title ‘Social identity as Alchemy’) is at https://www.army.mod.uk/media/24170/leadership-insight-no45-social-identity-as-a-leadership-tool.pdf

Many medium powers have been struggling to keep pace with the US military as it reimagines how it will undertake command and control over the coming decade. For those in Canada the challenge is extremely pertinent: shared coastlines, integrated C2 at NORAD, conjoined airspace and territorial seas, a long and unfenced land border, and the block between the US homeland and Russian forces in the Arctic. Canada also faces pressing concerns in trying to balance resources between the challenges being faced to their West as well as to their East and North. Deputy Commander of the Canadian Joint Operations Command, Major General Darcy Molstad talks to Peter about the various challenges, tensions and frictions, and how Canada has been adapting. Underneath all of the strategic discussion lies an enduring truth about what commanders face in the future, and what will be required of them: delegation to the point of discomfort.