1. See, Hew Strachan, “The Lost Meaning of Strategy,” Survival, Vol. 47, No. 3, Autumn 2005, pp. 33-54.
2. Carl von Clausewitz, On War, Michael Howard and Peter Paret, eds./trans., Princeton, NJ: Princeton University Press, 1976, p. 177.
3. Antoine Henri Baron de Jomini, The Art of War, G. H. Mendell and W. P. Craighill, trans., 1862, reprint, The West
40
4. Henry Lee Scott, Military Dictionary: Comprising Technical Definitions; Information on Raising and Keeping Troops;
Actual Service, including Makeshifts and Improved Materiel; and Law, Government, Regulation, and Administration Relating to Land Forces, 1861, reprint, The West Point Military Library series, Thomas E. Griess and Jay Luvass, eds., Westport, Connecticut: Greenwood Press, 1968, p. 574.
5. Basil H. Liddell Hart, Strategy, 2nd Edition, 1954, reprint, New York: Frederick A. Praeger, 1967, pp. 335-6.
6. Colin S. Gray, Modern Strategy, New York: Oxford University Press, 1999, p. 17.
7. United States Department of Defense, The Joint Staff, Joint Publication 1-02, DOD Dictionary of Military and As-sociated Terms, hereafter Joint Pub 1-02, available from www.dtic.mil/doctrine/jel/new_pubs/jp1_02.pdf, 507, 357; United States Department of Defense, The Joint Staff, Joint Doctrine Encyclopedia, pp. 731, 542, available from www.dtic.mil/
doctrine/joint_military_encyclopedia/htm.
8. Robert H. Dorff, “A Primer in Strategy Development” in U.S. Army War College Guide Strategy, Joseph R. Cerami and James F. Holcomb, Jr., eds., Carlisle Barracks, PA: Strategic Studies Institute, 2001, p. 11; Richard A. Chilcoat,
“Strategic Art: The New Discipline for 21st Century Strategists” in U.S. Army War College Guide to Strategy, Joseph R.
Cerami and James F. Holcomb, Jr., eds., Carlisle Barracks, PA: Strategic Studies Institute, 2001, p. 205.
9. Gray, p. 28.
10. J. C. (Joseph Callwell) Wylie, Military Strategy: A General Theory of Power Control, New Brunswick, NJ: Rutgers University Press, 1967, reprint, Annapolis, MD: Naval Institute Press, 1989, pp. 22-27.
11. Russell F. Weigley, “Response to Brian McAllister Linn by Russell F. Weigley,” The Journal of Military History, Vol. 66, No. 2, April 2002, p. 531.
12. Michael Howard, “Lessons of the Cold War,” Survival, Vol. 36, No. 4, Winter 1994-5, p. 165.
13. Dorff, p. 12.
14. Clausewitz, pp. 88-9.
15. Sun Tzu, The Art of War, Samuel B. Griffith, trans., 1963, reprint, New York: Oxford University Press, 1973, pp.
73, 63; Liddell Hart, p. 366.
16. Sun Tzu, pp. 77, 98, 85, 96.
17. Clausewitz, p. 267.
18. Ibid., pp. 595-6.
19. Ibid., p. 528.
20. Jomini, pp. 61-3.
21. Liddell Hart, p. 337.
22. Ibid., p. 339.
23. Ibid., pp. 339-41; Clausewitz, p. 137.
24. André Beaufre, An Introduction to Strategy, with Particular Reference to Problems of Defense, Politics, Economics, and Diplomacy in the Nuclear Age, New York: Praeger, 1965; André Beaufre, Deterrence and Strategy, New York: F.A. Praeger, 1966; André Beaufre, Strategy of Action, London: Farber and Farber, 1967.
25. Beaufre, An Introduction to Strategy, pp. 30-1.
26. Ibid., pp. 26-29.
27. Ibid., pp. 34-5.
28. Ibid., p. 36.
29. Ibid., p. 129.
30. Beaufre, Strategy of Action, p. 28.
31. Ibid., p. 132.
32. Luttwak, pp. 92-3.
33. Ibid., p. 94.
34. Ibid., pp. 94-5.
35. Ibid., pp. 4, 87-91.
36. Ibid., p. 7.
37. Ibid., 8.
38. Ibid., 9-10.
39. Ibid., p. 10.
40. Ibid., pp. 10-15, 17.
41. Martin van Creveld, The Transformation of War, New York: The Free Press, 1991, p. ix.
42. Ibid., pp. 57, ix.
43. Ibid., p. 125-156.
44. Ibid., pp. 63-94, 119, 120-220.
45. Martin van Creveld, “The Transformation of War Revisited,” in Robert J. Bunker, ed., Non-State Threats and Future Wars, London: Frank Cass, 2003, pp. 5, 7-14.
46. Small numbers of copies are generally available from online book dealers, but a PDF copy is now available from wolfpangloss.files.wordpress.com/2008/02/malik-quranic-concept-of-war.pdf.
47. S. K. Malik, The Quranic Concept of War, Delhi, India: Adam Publishers & Distrirbutors, 1992, p. 1.
48. Ibid., p. 20.
49. Ibid.
50. Ibid., p. 23.
51. Ibid., p. 35.
42 52. Ibid., p. 44.
53. Ibid., pp. 44-5.
54. Ibid., p. 47.
55. Ibid., p. 48.
56. Ibid., p. 58.
57. Ibid.
58. Ibid., pp. 58-9.
59. Ibid., p. 59.
60. Patrick Poole and Mark Hanna, “Publisher’s Preface,” in The Quranic Concept of War, p. 1.
61. Archer Jones, Elements of Military Strategy: An Historical Approach, Westport, CT: Praeger, 1996, p. xiii.
62. Ibid., p. xiv.
63. Archer Jones, Civil War Command and Strategy: The Process of Victory and Defeat, New York: The Free Press, 1992, p. 35; Jones, Elements of Military Strategy, pp. 201-4.
64. Boyd never published his OODA loop theory. It is available in John R. Boyd, “A Discourse on Winning and Losing,” unpublished paper, Air University document number MU43947, August 1987. The best summary is David S.
Fadok, “John Boyd and John Warden: Airpower’s Quest for Strategic Paralysis,” in The Paths of Heaven: The Evolution of Airpower Theory, Maxwell AFB, Alabama: Air University Press, 1997, pp. 141-3.
65. John A. Warden III, “The Enemy as a System,” Airpower Journal, Spring 1995, pp. 41-55.
66. T. E. (Thomas Edward) Lawrence, Seven Pillars of Wisdom: A Triumph, New York: George Doran Publishing Co., 1926, reprint, New York: Anchor Books, 1991.
67. Ibid., pp. 104-5, 143-5; Robert B. Aspery, War in the Shadows: The Guerrilla in History, 2 Vols., New York: Double-day & Co., Inc., 1975, p. 1:262-4.
68. T. E. (Thomas Edward) Lawrence, “Guerrilla Warfare” in Encyclopedia Britannica, 1957, Vol. 10, as quoted in Aspery, War in the Shadows, p. 1:269; Aspery, War in the Shadows, p. 1:263.
69. Peter Paret, ed., Makers of Modern Strategy: from Machiavelli to the Nuclear Age, Princeton, NJ: Princeton Univer-sity Press, 1986, p. 831.
70. Mao Tse-Tung, On Protracted War, Peking, China: Foreign Language Press, 1960; Mao Tse-Tung: An Anthology of His Writings, Anne Fremantle, ed., New York: New American Library, 1972.
71. Ernesto “Che” Guevara de la Serna, Che Guevara on Guerrilla Warfare, “Introduction,” by Maj. Harris-Clichy Peterson, USMCR, New York: Frederick A. Praeger, 1961, p. 10; Ernesto “Che” Guevara de la Serna, Guerrilla Warfare, New York: Monthly Review Press, 1961, p. 15.
72. Charles C. Callwell, Small Wars—Their Principles and Practices, 3rd Ed., London: His Majesty’s Stationary Office, 1898, 1906; reprint, East Ardsley, England: EP Publishing Ltd. 1976, pp. 23, 25-33, 85-90, 125-148; Asprey, War in the Shadows, pp. 1:204-6.
73. Roger Trinquier, Modern Warfare: A French View of Counterinsurgency, Daniel Lee, trans., 1964, reprint, West-port, CT: Praeger International, 2006, pp. 5-6.
74. Ibid., p. 54.
75. Ibid., p. 37-8.
76. Ibid., p. 72-3.
77. Ibid., pp. 83-88.
78. David Galula, Counterinsurgency Warfare: Theory and Practice, New York: Frederick A. Praeger: 1964, pp. 6-10.
79. Ibid., pp. 17-26.
80. Ibid., pp. 74-79, 87-93, 96-106.
81. Frank Kitson, Low Intensity Operations: Subversion, Insurgency, and Peacekeeping, Harrisburg, PA: Stackpole Books, 1971, pp. 67-143.
82. Niccolò Machiavelli, The Art of War, Ellis Farnsworth, trans., New York: Da Capo Press, 1965; Niccolò Machia-velli, The Discourses of Niccolò MachiaMachia-velli, Leslie J. Walker, trans., Boston, MA: Routedge and Paul, 1975; Niccolò Ma-chiavelli, The Prince, Luigi Ricci, trans., revised by E. R. P. Vincent, New York: New American Library, 1952; Frederick the Great, Instructions for his Generals, Thomas R. Phillips, trans., Harrisburg, PA: The Stackpole Company, 1960; The Military Maxims of Napoleon, George C. D. Aguilar, trans., with an “Introduction,” by David G. Chandler, 1831, re-print, New York: Da Capo Press, 1995, p. 14; Michèle A. Flournoy, ed., QDR 2001: Strategy-Driven Choices for America’s Security, Washington, DC: National Defense University Press, 2001.
83. See, for example, Bernard Brodie, Strategy in the Missile Age, 1959, reprint Princeton, NJ: Princeton University Press, 1971; Joint Pub 1-02, p. 156.
84. Albert Wohlstetter, The Delicate Balance of Terror, Santa Monica, CA: RAND, 1958; Brodie, Strategy in the Missile Age; Herman Kahn, On Thermonuclear War, Princeton, NJ: Princeton University Press, 1960; Thomas C. Schelling, The Strategy of Conflict, Cambridge, MA: Harvard University Press, 1960, and Arms and Influence, New Haven, CT: Yale University Press, 1966.
85. Alfred Thayer Mahan, The Influence of Sea Power Upon History 1660-1783, 1890, reprint Boston, MA: Little, Brown and Company, 1970, pp. 25, 26, 29-88.
86. Julian S. Corbett, Some Principles of Maritime Strategy, London: Longman, Green, 1911.
87. Theodore Ropp, War in the Modern World, 1959, reprint, New York: Collier Books, 1973, pp. 208-9.
88. Giulio Douhet, The Command of the Air, Sheila Fischer, trans., Rome, Italy: Rivista Aeronautica, 1958.
89. William Mitchell, Winged Defense: The Development and Possibilities of Modern Air Power—Economic and Military, New York: G. P. Putnam’s Sons, 1925.
90. John C. Slessor, Air Power and Armies, Oxford, England: Oxford University Press, 1925.
CHAPTER 3
TOWARD A THEORY OF STRATEGY: ART LYKKE AND THE U.S. ARMY WAR COLLEGE STRATEGY MODEL
H. Richard Yarger
Gregory D. Foster argued in a Washington Quarterly article that there is no official or accepted general theory of strategy in the United States. In fact, he notes that, as a people, Americans seem to regard theorizing in general as a futile intellectual exercise. If one were to construct such a theory, Foster continues, it should incorporate those elements found in any complete theory: es-sential terminology and definitions; an explanation of the assumptions and premises underlying the theory; substantive propositions translated into testable hypothesis; and methods that can be used to test the hypotheses and modify the theory as appropriate.1 Foster may have this theory thing right. There is little evidence that collectively as a nation there is any agreement on just what constitutes a theory of strategy. This is very unfortunate, because the pieces for a good theory of strategy have been laying around the U.S. Army War College for years--although sometimes hard to identify amongst all the intellectual clutter. Arthur F. Lykke, Jr.’s Army War College strategy model, with its ends, ways, and means, is the centerpiece of this theory.2 The theory is quite simple, but it often appears unduly complex as a result of confusion over terminology and definitions and the underlying assumptions and premises.
One sees the term “strategy” misapplied often. There is a tendency to use it as a general term for a plan, concept, course of action, or “idea” of a direction in which to proceed. Such use is inappro-priate. Strategy is the domain of the senior leader at the higher echelons of the state, the military, business corporations, or other institutions. Henry Eccles describes strategy as “…the comprehen-sive direction of power to control situations and areas in order to attain objectives.”3 His definition captures much of the essence of strategy. It is comprehensive, it provides direction, its purpose is control, and it is fundamentally concerned with the application of power.4 Strategy, as used in the Army War College curriculum, focuses on the nation-state and the use of the elements of power to serve state interests. In this context, strategy is the employment of the instruments (elements) of power (political/diplomatic, economic, military, and informational) to achieve the political objec-tives of the state in cooperation or in competition with other actors pursuing their own objecobjec-tives.5 The underlying assumption of strategy from a national perspective is that states and other competitive entities have interests that they will pursue to the best of their abilities. Interests are desired end states, such as survival, economic well-being, and enduring national values. The na-tional elements of power are the resources used to promote or advance nana-tional interests. Strategy is the pursuit, protection, or advancement of these interests through the application of the instru-ments of power. Strategy is fundamentally a choice; it reflects a preference for a future state or condition. In doing so, strategy confronts adversaries, and some things simply remain beyond control or unforeseen.6
Strategy is all about how (way or concept) leadership will use the power (means or resources) available to the state to exercise control over sets of circumstances and geographic locations to achieve objectives (ends) that support state interests. Strategy provides direction for the coercive or persuasive use of this power to achieve specified objectives. This direction is by nature proactive.
It seeks to control the environment as opposed to reacting to it. Strategy is not crisis management.
It is its antithesis. Crisis management occurs when there is no strategy or the strategy fails. Thus, the first premise of a theory of strategy is that strategy is proactive and anticipatory.7
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A second premise of a theory of strategy is that the strategist must know what is to be accom-plished—that is, he must know the end state that he is trying to achieve. Only by analyzing and understanding the desired end state in the context of the internal and external environment can the strategist develop appropriate objectives leading to the desired end state.
A third premise of a theory of strategy is that the strategy must identify an appropriate balance among the objectives sought, the methods to pursue the objectives, and the resources available.
In formulating a strategy, the ends, ways, and means are part of an inteegral whole, and if one is discussing a strategy at the national (grand) level with a national level end, the ways and means would similarly refer to national level concepts and resources. That is, ends, ways, and means must be consistent. Thus, a National Security Strategy end could be supported by concepts based on all the instruments of power and the associated resources. For the military element of power, the National Military Strategy would identify appropriate ends for the military to be accomplished through national military concepts with national military resources. In a similar manner a Theater or Regional Combatant Commander would have specific theater level objectives for which he would develop theater concepts and use resources allocated to his theater. In some cases these might include other than military instruments of power if those resources are available. The levels of strategy are distinct, but interrelated because of the hierarchical and comprehensive nature of strategy.
A fourth premise of strategy is that political purpose must dominate all strategy; hence, Clause-witz’s famous dictum, “War is merely the continuation of policy by other means.”8 Political pur-pose is stated in policy. Policy is the expression of the desired end state sought by the government.
In its finest form it is clear articulation of guidance for the employment of the instruments of power toward the attainment of one or more end states. In practice, policy tends to be much vaguer.
Nonetheless policy dominates strategy by its articulation of the end state and its guidance. The analysis of the end state and guidance yields objectives leading to the desired end state. Objectives provide purpose, focus, and justification for the actions embodied in a strategy.9 National strategy is concerned with a hierarchy of objectives that is determined by the political purpose of the state.
Policy insures that strategy pursues appropriate aims.
A fifth premise is that strategy is hierarchical. Foster argues that true strategy is the purview of the leader and is a “weltanschauung” (world view) that represents both national consensus and comprehensive direction. In the cosmic scheme of things Foster may well be right, but reality requires more than a “weltanschauung.” Political leadership ensures and maintains its control and influence through the hierarchical nature of state strategy. Strategy cascades from the national level down to the lower levels. Generally, strategy emerges at the top as a consequence of policy statements and a stated National Security Strategy (sometimes referred to as Grand Strategy). Na-tional Security Strategy lays out broad objectives and direction for the use of all the instruments of power. From this National Security Strategy the major activities and departments develop sub-ordinate strategies. For the military, this is the National Military Strategy. In turn, the National Military Strategy leads to lower strategies appropriate to the various levels of war.
The U.S. Army War College (in consonance with Joint Pub 1-02) defines the levels of strategy within the state as:
• National Security Strategy. (also referred to as Grand Strategy and National Strategy). The art and science of developing, applying and coordinating the instruments of national power (diplomatic, economic, military, and informational) to achieve objectives that contribute to national security (Joint Pub 1-02).
• National Military Strategy. The art and science of distributing and applying military power to attain national objectives in peace and war (Joint Pub 1-02).
• Theater Strategy. The art and science of developing integrated strategic concepts and courses of action directed toward securing the objectives of national and alliance or coalition security policy and strat-egy by the use of force, threatened use of force, or operations not involving the use of force within a theater (Joint Pub 1-02).
The hierarchical nature of strategy facilitates span of control. It represents a logical means of delegating responsibility and authority among senior leadership. It also suggests that if strategy consists of objectives, concepts, and resources, each should be appropriate to the level of strategy and consistent with one another. Thus, strategy at the national military level should articulate military objectives at the national level and express the concepts and resources in terms appropri-ate to the national level for the specified objective.
At some level planning and action fall below the strategic threshold. Under the National Mili-tary Strategy, the Combatant Commanders develop Theater Strategy and subsequent campaign plans. At this juncture the line between strategy and planning merges with campaign planning that may be either at the theater strategic level or in the realm of Operational Art. Graphically the relationship between strategy and the levels of war appear as:10
Figure 3-1. Strategic and Operational Art.