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“Taking Responsibility in a Dangerous World”—the aptly titled feature by Federica Mogherini, the High Representative of the European Union for Foreign Affairs and Security Policy—sets the tone for our latest edition of PRISM.  A non-themed edition, PRISM Vol. 8, No. 2 explores the business of terrorism; lessons learned from 18 years of war; the emergence of hybrid warfare; the potential militarization of robotic automated systems and artificial intelligence; Russia’s resurgence, and Sweden’s strategy of Total Defense in response to Russia’s resurgent assertiveness; as well as the rapid growth of Iran’s Islamic Revolution Guard Corps, and a comparative analysis of international approaches to diplomatic security. The edition features the perspectives of warfighters, scholars, practitioners, and diplomats from Israel, Italy, Sweden, the United Kingdom, as well as the United States. Distinguished perspectives include those of a Defense Minister, Special Inspector General for Afghanistan Reconstruction, former Commander Joint Special Operations Command, and former UN Under Secretary General for Safety and Security. Irrespective of the rank or specialty, each of our newest authors are thought leaders. 

For the past 8 years, two U.S. administrations, the United Nations (UN), and numerous foreign governments have sought to end the catastrophic war in Syria and reach a negotiated political settlement to the conflict. Their efforts have repeatedly been complicated, even thwarted, by the highly contested and violent politics underlying the conflict, the sheer number of conflict actors inside and outside of Syria, and those actors’ diverse and often irreconcilable objectives.

What have you learned from the past? What future do you see? Why not write about it and share it with us?  Our Forum section in this issue opens with an interview of General Terrence J. O’Shaughnessy, USAF, commander of U.S. Northern Command and the North American Aerospace Defense Command. With arguably some of the most important responsibilities in the joint force, he discusses how his commands work to protect the homeland, defend the airspace above the United States and Canada, and how the joint force is working to achieve the Chairman’s Globally Integrated Operations challenge.

For over six decades, the Treaty of Mutual Cooperation and Security Between the United States and Japan and the U.S. forward-deployed military presence in Japan have served as the foundation of stability, prosperity, and security in the Asia-Pacific region and beyond. It is the basis of the U.S. Asia-Pacific strategy and is a central pillar of its global strategy. The ability to project power halfway around the world from Japan was critical to the allies’ success in the 1991 Persian Gulf War—the USS Independence was then homeported in Japan. The deployment of the Kitty Hawk from Japan to the Persian Gulf in support of Operations Southern Watch and Iraqi Freedom underscored the global significance of the U.S. presence in Japan and the U.S.-Japan alliance.

The notion of a “Thucydides Trap” that will ensnare China and the United States in a 21st century conflict—much as the rising power of Athens alarmed Sparta and made war “inevitable” between the Aegean superpowers of the 5th century BCE—has received global attention since entering the international relations lexicon 6 years ago. Scholars, journalists, bloggers, and politicians in many countries, notably China, have embraced this beguiling metaphor, coined by Harvard political science professor Graham Allison, as a framework for examining the likelihood of a Sino-American war.

Current national-level strategic documents exhort the need for creativity and innovation as a precondition of America’s continued competitive edge in the international arena. But what does that really mean in terms of personnel, processes, and culture? This paper argues that an overlooked aspect of talent management, that of cognitive diversity, must be considered when retooling military talent management systems. Going one step further, talent management models must incorporate diversity of both skill set and mindset into their calculus. Specifically, the Department of Defense (DOD) needs to recruit, retain, and utilize Servicemembers and civilians with higher than average levels of creativity and a propensity for innovative thinking. It needs “enders.”