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Jan. 1, 2016

Building Joint Capacity Within the Reserve Component

We should expect increased dependency on the Reserve Component (RC) due to post-sequestration, post–Operation Enduring Freedom force reductions within the Active Component (AC), and simultaneous plans to increase regional alignment throughout the RC.1 RC contribution to all echelons of combatant command planning and execution will expand to allow “military department apportionment of larger Reserve Component formations . . . to Combatant Commander OPLANs [operation plans].”2 Joint force presentation, planning, and administration will, by necessity, be a Total Force endeavor. This prompts inquiry into the current state and future sufficiency of joint competencies within the RC.3 After reviewing the constellation of laws, policies, and practices designed to produce joint qualified officers (JQOs), I believe the current system is serving the AC well but has unintentionally limited the joint potential resident in the RC officer corps to the detriment of the Department of Defense (DOD). In this article, I argue that “joint,” as defined by law and implemented within DOD, has become largely an AC competency and that national security would be better served by developing a new vision for joint competencies as component-neutral.

Jan. 1, 2016

The Fourth Level of War

Civilization began because the beginning of civilization is a military advantage.”1 This observation by Walter Bagehot is not far off the mark. Warfare certainly matured along with civilization as a violent expression of political will and intent. We currently view the art of warfare in three levels—tactical, operational, and strategic—but it was not always so. In the beginning, there were strategy and tactics. Strategy outlined how and to what purpose war might be used to achieve political objectives. Tactics directed how the violence was actually applied on the battlefield. For most of military history, tactical art was able to achieve strategic objectives as tribes, forces, and armies marshaled on the battlefield to destroy the enemy’s ability to resist their master’s political will. Although much debated, operational art was born at the end of the 19th century when the size of armies, made possible by the development of the nation-state, rendered tactics unable to bring about political results. Civilization has moved on. From a doctrinal, theoretical, and practical point of view, it is now time to consider a fourth level of war—the theater-strategic level of war.

Jan. 1, 2016

Global Health Engagement: A Military Medicine Core Competency

In his February 2014 testimony to the House Armed Services Committee, Assistant Secretary of Defense for Health Affairs Jonathan Woodson articulated six strategic lines of effort supporting then–Secretary of Defense Chuck Hagel’s “six strategic priorities for reshaping our forces and institutions for a different future.” Dr. Woodson’s sixth line of effort was to “expand our global health engagement strategy.” This article is an overview of U.S. global health engagement, including such topics as current guidelines, health as a strategic enabler, health in disaster management, and future directions for global health engagement.

Jan. 1, 2016

Separate and Equal: Building Better Relationships with the International Humanitarian Community

In today’s complex global landscape, understanding and taking the opportunities to build peace to prevent war are increasingly paramount if a stable and sustainable world is to be realized. As such, we need to sharpen the focus of the roles the military and the humanitarian assistance community have in this important call to action and, at the least, determine what each side needs to know about the other. This is especially true if we are to find those intersections and circumstances where the military and the humanitarian assistance community are able to work together and to recognize those where they cannot. Toward this goal, this article reviews the identity, principles, and culture of the humanitarian community, what it expects from military forces, and what it wants the military to consider when it is planning health engagement. Additionally, approaches and methods for constructive interaction between the military and community forces are proposed.

Jan. 1, 2016

The Future of Department of Defense Global Health Engagement

The term global health has come into common usage in recent years and encompasses various matters relevant to health, including diseases that cross international borders, factors that affect public health globally, and the interconnectedness of health matters around the globe. Diseases that have been unevenly distributed across the world have been of concern to militaries for centuries, perhaps throughout history. Historians record that the decimation of Napoleon’s army during his invasion of Russia was the result of starvation, severe weather, and disease, the most important of which was typhus, which killed over 80,000 troops.1 His retreating army then spread typhus throughout Europe. Likewise, typhoid fever was a serious problem in World War I and the American Civil War.2 Spanish troops were severely affected by yellow fever during the Spanish-American War, and Spanish influenza had disproportionate and decisive effects during World War I.3 Colonization of Africa, Asia, and Latin America by Western powers led to increased awareness of diseases that were generally exotic to the imposing country, motivating interest in developing means of prevention and control of diseases. Examples of efforts emanating from such interest include the work of Walter Reed and William C. Gorgas in defining the transmission and prevention of yellow fever, research regarding cholera and diarrhea in Bangladesh, and the establishment of research laboratories (for example, the Pasteur Institute and Medical Research Council laboratories in Africa). Conversely, the invasion and colonization of foreign lands has also long been known to result in the introduction of exotic disease into the occupied lands, with the importation of smallpox and syphilis into North America by colonists as outstanding examples.

Jan. 1, 2016

Global Health Concepts, and Engagements: Significant Enhancer for U.S. Security and International Diplomacy

The United States and its global allies face a multitude of challenges to peace and stability. Civil wars in Syria, Yemen, Ukraine, and parts of Africa compound sectarian disorder in the aftermath of U.S. operations and subsequent withdrawal from Iraq and Afghanistan. Moreover, decades-old Israeli-Palestinian conflict, political unrest in Egypt and Turkey, and Iran’s attempts to dominate the region—countered by pushback from Saudi Arabia and Gulf allies—contribute to geopolitical turmoil. Compounding matters are the emergence of Daesh (the Islamic State of Iraq and the Levant) and other extreme theocratic groups and the uprooting of more than 9 million human beings, causing a complex humanitarian catastrophe rarely witnessed in modern times. Against these overwhelming difficulties, Muslims, Arabs, and the rest of the world expect and anticipate U.S. forward engagement to help resolve many of these threats.

Jan. 1, 2016

Enhancing Security Cooperation Effectiveness: A Model for Capability Package Planning

Developing key capabilities of partner nation militaries is an important pillar of U.S. national defense strategy. In critical missions, such as military operations in Iraq and Afghanistan, building armed forces from the bottom up occupies a central role in overall campaign strategies. Elsewhere, the United States is seeking to develop the capabilities of select partner militaries to help them conduct or support distinct missions, such as counterterrorism or counterproliferation, to diminish risks to U.S. security. Enabling collective action through partner capacity-building plays as a leitmotif throughout President Barack Obama’s 2015 National Security Strategy, which asserts that “in addition to acting decisively to defeat direct threats, we will focus on building the capacity of others to prevent the causes and consequences of conflict to include countering extreme and dangerous ideologies.”1 The strategy expresses U.S. commitment to strengthening the capabilities of partners to fight terrorism, support peacekeeping missions, deter aggression, prevent conflict, and respond to regional crises.

Jan. 1, 2016

Advising the Afghan Air Force

Successful advising requires skill in a broad range of competencies that includes political-military relations, operations, and acquisitions. Advising the Afghan air force’s airlift mission seeks to strengthen the legitimacy of the Government of the Islamic Republic of Afghanistan as part of the counterinsurgency strategy of the International Security Assistance Force (ISAF). Training at the U.S. Air Force’s Air Advisor Academy supports the initial qualification of students as air advisors, while additional lessons are gleaned from studying the Soviet experience in Afghanistan in the 1980s. Finally, developing effective advising postures can be guided by a conceptual model that incorporates ideas outlined in Colonel John Boyd’s essay “Destruction and Creation”1 and by systems engineering techniques. This article breaks down the essential components of a successful air advising posture, applies it to the mission in Afghanistan, and concludes with a summary of key points and suggested areas for improvement.

Jan. 1, 2016

Eight Signs Our Afghan Efforts Are Working

As the defense attaché tasked with reopening the U.S. Defense Attaché Office in Kabul, Afghanistan, beginning in late 2014, I had the opportunity to watch “fighting season 2015” unfold from a proximate vantage point.1 I returned with the impression that Afghanistan is better than it might have been—and stable enough to warrant continued investment. In this article, I contend that the high level of American (and Western) pessimism regarding Afghanistan’s security status deserves reexamination. I offer some thoughts on why pessimism has come to dominate policy debates on Afghanistan, as well as observations on the realities of Afghanistan in 2014–2015 that merit balanced reassessment. I then conclude with eight observations that provide some basis for optimism for 2016 and beyond.

Jan. 1, 2016

Executive Summary

As we publish this 80th issue of Joint Force Quarterly, we mark the transition of two of our biggest supporters and best commentators, the 18th Chairman of the Joint Chiefs of Staff, General Martin E. Dempsey, and the Senior Enlisted Advisor to the Chairman of the Joint Chiefs of Staff, Sergeant Major Bryan B. Battaglia, USMC. Each provided us with important insights about the joint force and should take great credit for and pride in stewarding two important and popular NDU Press books, Lessons Encountered: Learning from the Long War (2015) and The Noncommissioned Officer and Petty Officer: Backbone of the Armed Forces (2013). We wish them well in their future lives as we welcome the 19th Chairman of the Joint Chiefs of Staff, General Joseph F. Dunford, Jr., and the Senior Enlisted Advisor to the Chairman, Sergeant Major John W. Troxell, USA, to the front of the joint force and JFQ team.