C203bAS

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C203b Advance Sheet 1 May 2021 (AY 21-22) 1. What is strategy?  The comprehensive direction of power to control situations and areas in order to attain objectives (Eccles).  The practical adaptation of the means placed at a general’s disposal to the attainment of the object in view (von Moltke).  The use that is made of force and the threat of force for the ends of policy (Gray).  The skillful formulation, coordination, and application of ends, ways, and means to promote and defend the national interests (Chilcoat).  A coherent blueprint to bridge the gap between the realities of today and a desired future (Yarger). Strategy According to Chilcoat  The Chilcoat definition is the most useful for our purpose in that it encompasses all the instruments of power.  His rendering of the “ends-ways-means” construct is clear and very applicable to our study of strategy and understanding of its impact in the current operational environment. Strategy According to Yarger  Note the nice simplicity of Yarger’s definition, perhaps more universally applicable.  An essential consideration in strategy formulation is risk. Although not an explicit element of the strategy definitions, risk assessment and management can make or break a strategy.  As Yarger points out in his article, to the extent ends, ways, and means are not in balance, there is risk. Doctrinal Definitions of Strategy Strategy  A prudent idea or set of ideas for employing the instruments of national power in a synchronized and integrated fashion to achieve theater, national, and/or multinational objectives (JP 3-0). Theater Strategy  An overarching construct outlining a combatant commander’s vision for integrating and synchronizing military activities and operations with the other instruments of national power to achieve national strategic objectives (JP 3-0). Military Strategy  The National Military Strategy (NMS) defines the national military objectives (i.e., ends), how to accomplish these objectives (i.e., ways), and addresses the military capabilities required to execute the strategy (i.e., means) (JP 5-0). Key Points for Strategy  Use of the instruments of national power (sources of power cannot be wielded)  Application of the instruments of national power (ways and means) to achieve objectives (ends)  Concepts of “synchronized and integrated fashion” and “coordinating” the instruments of power that distinguish “strategy” from mere “response” 2. What are the elements of National Power? DIME ( Diplomatic, Information, Military and Economic

C203b Advance Sheet 2 May 2021 (AY 21-22) They are the factors that together can be employed to produce tools that are used by states to exercise power. All elements of power are interrelated, and depend on the context of the state, but they provide a conceptual foundation for understanding the differences in power found in the international system. Sources of Power and Change Technology, economics and social organization strongly affect which countries become powerful in certain eras. Countries favored by natural resources generally have an advantage over those not so favored. For example, France was a major power in the 17th century because of its relative large size and population, and relatively efficient military organization. Although Russia had a large population and territory in the 19th century, it was not as powerful as France and the United Kingdom because its economy was still backward. The sources of power depend on the era, and to a certain extent on the technology of warfare. – prof. Joseph Nye Jr. JP 1, Doctrine for the Armed Forces of the United States , states that “The ability of the US to advance its national interests is dependent on the effectiveness of the US Government in employing instruments of national power to achieve strategic objectives. The appropriate government officials, often with NSC direction, normally coordinate the employment of instruments of national power.” Diplomatic  Recognition and non-recognition of states  UN veto power  Demarches  Treaties  Participation in regional organizations and forums Informational  Radio and TV broadcasts  Leaflets  Speeches  Essays  Academic, professional, and athletic exchanges  Web pages For the United States, the Voice of America serves as a major vehicle. Military  Peacekeeping operations  Counterinsurgency  Show of force  Security assistance  Strikes  Raids  Blockades  Humanitarian assistance  Noncombatant evacuation  Mobile training teams  Multinational training exercises  Large-scale operations Economic  Trade laws

C203b Advance Sheet 3 May 2021 (AY 21-22)  Tariffs  Direct aid (material and financial)  Economic sanctions  Humanitarian assistance  Competitive contract rules  Funding for international organizations  Direct loans  Debt restructuring Soft Power: You can get outcomes you want without tangible threats or payoffs .  Getting others to want the outcomes that you want, co-opts people rather than coerces them.  Soft power rests on the ability to shape the preferences of others. 3. What are ends, ways, and means and how do states use these constructs to develop national strategies? 4. How do we assess risk? Risk Considerations  Risk is unavoidable, but should be minimized as much as possible.  All strategies have some degree of risk, and each has its own inherent logic, which can be assessed to determine validity (Yarger) and risk (Lykke).  Consider—sufficient resources (Means) to implement concepts (Ways) to achieve objectives (Ends) to create effect(s) (End State).  We check balance by assessing if there are sufficient means to implement the ways to achieve the ends. Both Yarger and Lykke provide useful ways to look at a strategy’s risk. You will look at this in greater detail in an upcoming lesson. Strategy’s Risk  Risk in strategy is not just about probability of success or failure.  Risk assessment is an integral part of the strategy formulation process (acceptance, modification, and rejection of strategy).  Risk assessment examines the logic of strategy (i.e., Ends, Ways, and Means) in the context of environment that determines effects created by implementation of strategy.  Seldom are there enough resources (Means) or clever enough concepts (Ways) to guarantee absolute success.  Consider sufficient resources (Means) to implement concepts (Ways) to achieve objectives (Ends) to create strategic effect(s) (End State).  Risk assessment includes what assumptions are made in developing strategy or other factors that may change and impact success/effects. Assessing Risk  Risk is difficult to assess.  Risk explains the gap between what is to be achieved, and the Ways and Means available to achieve the Ends.  When Risk is assessed to be so high as to be unacceptable (i.e. unbalanced stool), your basic options are the following:  Modify the Ends, or  Change the Ways, or  Increase the Means, or  Use some combination of the three. Note: At the tactical and operational levels, Ends may be adjusted by the military commander. At the strategic level

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C203b Advance Sheet 4 May 2021 (AY 21-22) (both the theater and national levels) military commanders may request that the Ends be adjusted, but it is the political leaders who are responsible for the decision to adjust the Ends. 5. What is the distinction between a strategy and planning? How is strategy linked to operational art? Strategy and Planning Differences  Strategy has distinct attributes and differs from planning in its scope, assumptions, and premises, but it provides the structure and parameters for more detailed long-range and short-term planning.  Both strategy and planning use ends, ways, and means, and are bounded by the criteria of suitability, feasibility, and acceptability.  Strategy has its own inherent logic that can be understood and applied.  Strategy is more conceptual while planning is more detail-oriented and uses operational art and design to achieve its ends. How is strategy linked to operational art?  Strategy provides the broad conceptual framework which is established in the ambiguous political environment. Strategy also informs and sets the conditions for operational art.  Operational art then translates the strategic conceptual framework into tactical-level actions. Operational art also provides more clarity and depth to the concepts provided in strategy by applying more detailed means and ways to accomplish the desired ends outlined in the strategy. 6. What is the difference between Ends and End states? How would you define “Ends”? the Ends (goals/critical objectives) are not the same as the end state (the set of conditions that defines the desired outcome). Ends The goal, overarching objective, or strategic aim.  Answers the “what” that is to be achieved.  Ends are expressed with verbs (e.g., deter war, promote regional stability, destroy Iraqi armed forces).  Referred to as “goals and purpose” at the national level.  At the operational and theater level, these are referred to as military objectives, and describe what the Armed Forces are expected to accomplish. 7. How would you define “Ways”? How would you define “Means”? This cloud illustrates Yarger’s construct on strategy. Ends, ways, and means are set

C203b Advance Sheet 5 May 2021 (AY 21-22) against the construct of the strategic environment. The Ends are the goals, overarching objectives, or strategic aims. The Ways involve strategic courses of action, policies, and broad approaches to accomplishing the Ends. The Means are resources such as treasury, finances, military forces, and diplomatic activity. The strategy is then validated by asking if it is feasible, acceptable, and suitable. Ways Strategic courses of action, policies, and broad approaches to accomplishing ends.  Answers “how” the objectives are to be accomplished.  Normally expressed as verbs.  Ways link objectives (ends) to resources (means).  Referred to as “strategic approach” or “strategic concepts” at the national level, “courses of action” at the operational and theater level. Means Resources (e.g., treasury, finances, military forces, or diplomats).  Answers “with what” to accomplish the ends.  The resources or instruments by which some ends can be achieved.  Described as nouns. 8. How would you determine “Risk” in strategy formulation using the Ends-Ways-Means construct? How would you define “Suitability”? Assessing a Strategy’s Validity  Suitability (Adequacy): Will the strategy’s attainment accomplish the effect desired? or “Will the squeeze produce the juice I want?”  Feasibility: Can the action be accomplished by the means available? or “Can I squeeze this fruit with my hand?”  Acceptability: Are the effects, as well as the methods and resources used to achieve those effects, justified and acceptable to the body politic? or “Is the juice worth the squeeze?” 9. How would you define “Feasibility”? How would you define “Acceptability”? 10. How would you determine the “Validity” of a strategy? In other words, is the strategy sound? Will it work? Does its inherent logic fit within the operational environment? Does it achieve the desired end state? It examines the strategy in its entire logic—ends, ways, and means—in the context of the strategic environment, and seeks to determine what strategic effects, good or bad, are created by the implementation of the strategy.  Feasibility is a question of whether the resources available are sufficient to support execution of the strategy.  Acceptability refers to a cost vs. benefit analysis as well as the ethical/political dimension of a strategy.  Suitability is a question of whether the strategy, if followed, will achieve the desired ends. Strategy has an inherent logic of suitability, feasibility, and acceptability. According to Yarger, to test a strategy’s validity we must ask three questions. Is the strategy suitable? Is the strategy feasible? Is the strategy acceptable? If the answer to any of the three questions is “no,” the strategy is not valid. The questions of suitability, feasibility, and acceptability as just presented are really questions about the validity of the strategy, not assessing risk.

C203b Advance Sheet 6 May 2021 (AY 21-22) Risk is determined through assessment of the probable consequences of success and failure. There are three distinct levels of war: strategic, operational, and tactical. The strategic level is split between theater strategic and national level issues. Our command structures also have national strategic (Joint Staff), theater strategic (combatant commands), operational (combatant commands, sub- unified commands) and tactical headquarters. The desired effect of an operation determines what level of war a unit is operating at, not the size of the unit. For example, the Patriot missile batteries of the 11th Air Defense Artillery Brigade that deployed to Israel during DESERT STORM were operating at the national strategic level by preventing an escalation of that war to include Israel which would have fractured the Arab coalition against Iraq, while VII Corps and XVIII Airborne Corps were operating at the tactical level during the battle for Kuwait. Ends, Ways, and Means  Ends: The goal, overarching objective, or strategic aim.  Answers the “what” that is to be achieved.  Ends are expressed with verbs (e.g., deter war, promote regional stability, destroy Iraqi armed forces).

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C203b Advance Sheet 7 May 2021 (AY 21-22)  Referred to as “goals and purpose” at the national level.  At the operational and theater level, these are referred to as military objectives, and describe what the Armed Forces are expected to accomplish.  Ways: Strategic courses of action, policies, and broad approaches to accomplishing ends.  Answers “how” the objectives are to be accomplished.  Normally expressed as verbs.  Ways link objectives (ends) to resources (means).  Referred to as “strategic approach” or “strategic concepts” at the national level, “courses of action” at the operational and theater level.  Means: Resources (e.g., treasury, finances, military forces, or diplomats).  Answers “with what” to accomplish the ends.  The resources or instruments by which some ends can be achieved.  Described as nouns. In the 16th century, when mercenary armies could serve as useful instruments of power, the gold that Spain secured from its colonies was critical to support its policies. 17th Century As trade and mercantilism increased in the 17th century, the Netherlands gained in prominence. 18th Century An important aspect of French power in the 18th century was France’s ability to organize for war, which allowed it to exploit the considerable assets it already had. 19th Century The 19th century saw the dominance of England—it was the first to undergo the industrial revolution. Nye counts liberal norms as an important source of English power, which means effectively that England was leading by example. Liberalism was a major revolutionary force in 19th-century Europe. 20th Century The 20th century saw the rise of the United States, a much larger country than England, with more natural resources and an avowedly missionary impulse to spread democracy.

C203b Advance Sheet 8 May 2021 (AY 21-22) Military  Coercive diplomacy  War  Alliance Economic  Aid  Bribes  Sanctions Soft  Public diplomacy  Bilateral diplomacy  Multilateral diplomacy

C203bAS

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