Destination Unknown and Other Changes to the Character and Context of War

By Nathan Fleischaker

I applaud Destination Unknown’s editors and many contributors for the creativity and skill they demonstrated in the volume’s contributions. In their work they demonstrated artistic skill and creativity in this imaginative approach to envisioning future war.  In doing so they provide a fruitful starting point from which we can reason backwards to discuss how we should prepare in the present. The result is a collection that is both entertaining and thought provoking (not to mention free and easy to access).  I hope that this means it will reach a larger audience than similar topics covered in more mundane journal and blog articles.

After reading the stories however, one of my concerns is that that the creativity and imagination are largely clustered around common themes that are already quite familiar – coup d’oeil and the irreducibly unquantifiable and human aspects of war, the need for greater lethality in conducting missions that look eerily familiar to those we execute today (small units and special operations raids, some kind of conventional force on force assault, combat air patrols), the tension between individual initiative and guidance/direction from higher headquarters.  If warfare over time is a study in continuity and change, then Destination Unknown’s implicit theme is clearly continuity: artificial intelligence (AI), space and other future technology will not solve our problems, it will only perpetuate or potentially aggravate them. In the best tradition of science fiction, these graphic novels take existing problems and provide us a fresh look by imagining them in an unfamiliar setting – in these cases we see them dressed in the new garb of AI, space and other future technology.

Yet in so stressing continuity, I fear that we miss potential changes – sets of novel problems that are not merely a newly clothed form of a pre-existing problem. These too demand our attention.  Certainly, the nature of war is unchanging and some problems will remain intractable, but we should expect other aspects of the character and context of warfare to change dramatically. The reach of artificial intelligence and other future technology seems to promise more than a variation on existing forms of combat – it promises to change the make-up of the societies that it touches.  I briefly outline a few such possible problems in the hope they might inspire topics for a potential sequel to Destination Unknown and discussion elsewhere in our professional dialogue. 

The Context of War: Why are We Fighting Again?

My first set of concerns is that the stories provide little to no context for any of the military operations.  But I’m left to wonder – what is it we are fighting about again? In only one story – “The Last Fighter Pilots” is there any attempt to provide more than passing explanation for what kind of issues sparked the war.  (And here the brief description of multiple businesses creating the reasons for conflict is certainly intriguing).  But if we don’t know why we’re fighting, then we have no basis for thinking about how our military activity might solve such problems. The result:  all the tactical brilliance and technological superiority will be for naught. Two of the stories focus on small or special units conducting what appear to be direct action raids – apparently the kill capture HVI hunting “strategy” of the last decade hasn’t been refined in our upcoming half-century. In the other stories we have the backdrop of US- Sino conventional conflict. But the purpose of the military operations is never described.

The problem of this omission is that it exhibits the same pathology that led the Marine Corps into the MEB 2.0 dogma and the current situation that our Commandant is working to fix. See the 2019 Planning Guidance. In both situations, we envision and develop military capabilities apart from any strategic purpose or plausible employment scenario. This is unacceptable given the Deterrence by Denial strategy that serves as the intellectual backbone to the National Defense Strategy and the animating force behind the Commandant’s Planning Guidance.  Instead of a developing capabilities in a vacuum, Deterrence by Denial is based on focusing our attention on denying adversaries the objectives they seek. But to do this first requires an acute awareness of our adversary objectives; if we don’t know what we’re trying to deny to the adversary, then our capabilities will be unrelated to the operational and strategic realities and we end up irrelevant. 

A related concern to the lack of strategic context is the uninterest in conventional to nuclear escalation.  Yet surely a limited “conventional” war with China must include the possibility of such inadvertent escalation and operational plans needs to be conscious of this major risk! In at least one of the stories, we’ve had an on-again-off-again set of wars with China that fortunately have not gone nuclear.  By assuming that conventional war with China will look like a WWII repeat or some version of the kill-capture counter-terrorism man-hunting seems to completely miss one of the most important discontinuities between recent military operations and present/future great power competition: our great power adversaries retain the ability to employ nuclear weapons. Given this, thinking about future war needs to be sensitive to the dynamics of how we might keep a war with China limited and escape a nuclear escalation spiral. 

This omission is certainly not unique to these the author’s, it is also a major blind spot in our PME and concept development, and it is a topic that we’re understandably not familiar with since the the non-state actors we’ve spent most of the last two decades fighting simply don’t have nuclear weapons.  But as we shift to great-power competition, inadvertent conventional to nuclear escalation desperately needs to be thought through whenever we envision the role of conventional military forces and hostilities between great (nuclear armed) powers.  

Indirect and Direct Approaches and New Spaces for Conflict

My second set of concerns turns on the idea that AI is primarily being thought of as a tool to make us better at things we already do: small unit rais are more lethal because ofAI enhanced information, communication and fire support; our operational plans are analyzed and optimized by computers.  These stories all fall into the category of using technology to basically help me do what I’m already doing, just better.  But this assumes that the things we are doing now are the same kind of things should be doing in the future. Perhaps instead of directly improving lethality, technology creates maneuver space for alternative forms of competition.  As a rough analogy – we might think that cyberspace operations’ best use is to enhance existing military concepts by degrading adversary C2 (“cyber jamming”) and aid in the find/fix portion of a targeting cycle. But this ignores powerful ways in which Cyberspace operations have been in an indirect manner for deception, misinformation, and domestic meddling.  The competition between opposing wills is still constant, but technology also creates new spaces for that competition to occur. 

A related idea is to challenge the assumption that AI will be unable to pick up on personality and other intangibles. This is clearly the main theme in both “A Second chance with ARIA” and “A Matter of Instinct” in which the basic premise is that AI is unable to identify the key qualities, but fortunately humans pick up on what the AI is blind to and safe the day. This framing resonates with our aversion to “body count” metrics of Vietnam or our distinction between the art and science of war.  But it also seems at least somewhat at odds with another preset reality – we are already concerned about relatively benign machine algorithms ability to exploit human cognitive biases to buy more or believe conspiracy theories and disinformation.  The current reality seems not to be that machines are ignorant of human personality traits, but that machines might “understand” human nature too well. Social media (and video game and marketing) companies apply cutting edge research in social psychology and employ small armies of researchers to tune their algorithms. Their goal:  applications optimized to capture our attention, distract us from other things, create addictive habits and influence our behavior. Given this, it seems reasonable that AI in the future could “understand” and exploit other cognitive biases.  We generally think that big tech firms are motivated by the relatively benign goal of increased market share – they are not intentionally manipulating people for nefarious ends. Yet the negative second-order effect of this relatively benign end appears to be political polarization and social fragmentation.  But what if other algorithms are intentionally tuned for ends more nefarious than market share, and then used by one state to gain advantage over another? This kind of AI – and the competition to control it – is frightening.  It is also a discontinuity from conceiving of AI as simply something that provides quantitative increases to my existing capabilities.

Don’t we Think Social Changes will Affect Anything?

Finally, it would be useful to think about how war might differ as the underlying society on which it is based adjusts. The paradigm here might be the Napoleonic wars set within the social change of the French Revolution – the technology that Napoleon had access to was not radically different from that of its recent history, yet the social changes of the French Revolution unleashed mass national armies on continental Europe, drastically changing the character of these “more total” wars.  We might expect AI and other technology to have substantial disruptive effects on society, and perhaps it is these changes to society – more than the direct effect of technology – that really create the most substantial variations to future conflict. 

Clausewitz tells us that war is the extension of politics by other means. We should expect that technology will affect all aspects of this relationship – the character of war itself, the ways in which war and politics intersect, and the development of “other” other means by which politics can be extended and with which war will have to interact. I applaud all who were involved in Destination Unknown and encourage others to read this as it helps start conversations about how the character of future war may reflect the past, albeit with some twists. I urge us to take this seriously, while also employing our creative minds to think about the other ways in which technology will affect the character and context of war.

Call to Action: When the Tempest Gathers

WHEN THE TEMPEST GATHERS: From Mogadishu to the Fight Against Isis, A Marine Special Operations Commander at War. By Andrew Milburn. South Yorkshire, England and Havertown PA: Pen and Sword Books Limited, 2020. ISBN: 978 1 52675 055 6, 336 pp.

reviewed by Col Christopher Woodbridge in the March 2020 MCG

The enduring character of war, characterized by violence, danger, and chance, has always produced opportunities for remarkable men with unique skills and character to serve with distinction and to amass “collections” of truly exceptional experiences. In the fields that today we know as special operations, unconventional warfare, anti-terrorism, and counterinsurgency, individuals throughout history have developed near-legendary standing. The 19th century produced Sir Richard Francis Burton and Frederick Townsend Ward. The first half of the 20th century gave us T. E. Lawrence and Marines like Edson, Carlson, and Pierre “Pete” Ortiz. The “shadow warriors” of Vietnam, the Cold War, and the creation of U.S. Special Operations Command following the failure of Operation EAGLE CLAW to rescue U. S. hostages from Iran in 1979, have all contributed to the culture of quiet professionalism that marks today’s special operators. Without hyperbole, the combat memoir of Col Andrew Milburn, When the Tempest Gathers, establishes this Marine leader’s name among this storied group.

Andy Milburn has never been the “ordinary Marine.” Born in Hong Kong, educated in the United Kingdom up through law school, and widely travelled in the Middle East to include Iran, Andy’s opportunities for life experience were atypical even before enlisting in the Marine Corps. Selected for a commission, he first became an infantry officer and later a special operations officer. Commanding Marines in combat at all ranks from Somalia to Iraq, he has also been among the Corps “intellectual capital” of graduates from the School of Advanced Warfighting:  critical thinkers and leading operational planners. 

While in command of the Marine Corps’ Special Operations Regiment, today the Raider Regiment, he was the first Marine to command a Combined Special Operations Task Force. This multi-national force of U.S. and allied special operators and Iraqi special forces were central to the fight against the Islamic State in Iraq and Syria (also known as ISIL and Da’esh). This tour forms the focal point of the book and best demonstrates Col Milburn’s synthesis of his tactical cunning born from combat experiences as a junior officer with depth of knowledge and creative problem solving of a scholar of the professional of arms. His leadership and the courage and perseverance of all his troops were critical to the eventual destruction of the ISIS Caliphate.

I first met Andy Milburn in the Al Qaim/Husaybah area of western Iraq during Operation IRAQI FREEDOM. During this time between 2004-2005, the Marine Corps had not yet established Marine Corps Special Operations Command (MARSOC). Andy was part of the Corps’ effort to understand and prepare Marines for special operations and coalition warfare beyond the certification of our special operations capable MEUs. The measured, deliberate, and thoughtful approach he applied to the assessment of combat operations on the ground, and his personal courage in accomplishing this mission, were quietly impressive.  This work proved invaluable when by 2006 MARSOC became the Marine Corps Service component of USSOCOM.

Ultimately, this book is not the chest-thumping, self-promoting war story that some veterans of our most recent wars have published.  Sincere humility and—at times painful—honesty are the hall marks of this genuine tale of the triumphs and the challenges of leadership in today’s wars. From the loneliness that comes with the responsibility of making life-and-death decisions, to the fierce friendships formed among those together in the fire, and to the heavy tax that long separations from family and home levy on us, this is most importantly a compelling and completely authentic story.

Maritime Chokepoints and Littorals

Maritime Chokepoints and Littorals

“Force is never more operative than when it is known to exist but is not brandished.”

                                                                     -Alfred Thayer Mahan

USS Petrel in action, 1898

In recent weeks, the TECOM Warfighting Society has, on several occasions, discussed the implications of Littoral Operations in a Contested Environment (LOCE) and Expeditionary Advanced Basing Operations (EABO) with several officers of our Pacific allies’ military organizations.  In touching on concerns about freedom of navigation in the South China Sea, one officer emphasized the necessity of persistent US/Partner presence in the region’s littorals and maritime chokepoints.  The question the officer posed to TWS was one for the Naval Forces writ large:  Do you want to be moving toward a flashpoint once the fight begins or do you want to be there to prevent it from touching off?  For the United States, freedom of navigation has been a key policy component in our national strategic documents since the early days of our Republic; a seminal question in the French Naval War, War of the Barbary Pirates and War of 1812.  Later, Mahan defined this as one of the reasons for the existence of naval power.  For the United States’ Pacific Allies and partners, freedom of navigation is a matter of economic survival.

In his 2019 publication Sailing True North:  Ten Admirals and the Voyage of Character, Admiral James Stavridis touches on Mahan and his influence upon Naval History.  Mahan’s admonition to “…establish a global network of bases (the coaling stations of the time) which allow the fleet to operate with impunity anywhere in the world; maintain a technologically advanced fleet (making the shift from sail to coal and eventually from coal to oil as rapidly as possible); and-above all-possess the ability to control the sea at will…”[1] still influences navies in our era’s return to great power competition.  Admiral Stavridis points out that the People Liberation Army Navy “…has been diligently translating and reading [Mahan’s] works in recent years.” [2]

We are once again having these conversation about key maritime terrain, but instead of merely providing, as Mahan wrote, “…resting places for [fleets], where they can coal and repair…” [3] the US, its allies, and partners must look at key maritime terrain-predominantly in the littorals, that must be retained in order to effect sea control-or at the very least, deny an adversary the ability to operate with impunity.  The sea floor beneath the littorals of the world are strewn with the hulks of wooden, iron, and steel vessels; The English Channel, the Virginia Capes, Trafalgar, Malta, Jutland, Midway, Savo Island, Leyte Gulf. 

How do we define key maritime terrain in the littorals of the 21st century?  What is the importance of maritime chokepoints?  What does the proliferation of spaced-based ISR mean for deception in these areas? What must that terrain-the ability to hold and operate from it-provide for a fleet in a broader maritime campaign?  How do we determine at what phase in a conflict terrain must be occupied and with what force to provide what capability?  Must a naval force control chokepoints and the littorals physically with ground forces or multi-dimensionally? What other questions should we be asking about chokepoints and key terrain?  What about the Bering Straits, the Bab-el-Mendeb, the Straits of Hormuz, the Icelandic and Norwegian Seas, the Davis Straight?

[1]  Stavridis, James. Sailing True North:  Ten Admirals and the Voyage of Character, Penguin, NewYork, 2019. p. 103.

[2] ibid. 109.

[3] ibid. 104.

AI and Attrition Warfare

by 2ndLt Kirkland Alexander

Reliance on artificial intelligence to make decisions could result in the Marine Corps’ institutionalization of attrition warfare. A case for this is shown in Destination Unknown’s “A Matter of Instinct,” written by Major Timothy Riemann. While the concept of AI is often one of an independent, ever-learning computer mind, it often looks more akin to a tool that still requires some level of input by the user. Riemann’s AI is no exception.

“As per the Department of War (DOW)—previously Department of Defense, changed after the 2061 Japanese War—protocol, Major General Campbell’s staff of AI Marines have input all necessary data to conduct earnest calculations to secure Jingtong.” Destination Unknown, p. 29.
The AI (referred to as SAYTAIN) in did not effectively account for the moral or mental aspects of the enemy. The AI Marines input their best estimates of enemy strength and composition, and SAYTAIN returned with the probabilities of success and casualties for each course of action. However, General Campbell overrode the recommendation SAYTAIN provided because he had information about the mental and moral strength of the enemy that had not been considered in the calculations. His COA succeeded as SAYTAIN had predicted, but with far fewer casualties (as opposed to the recommended COA, which predicted a lower chance of success and less casualties than the first COA). It played the basic role of a ‘battle calculator,’ computing odds possibly based on numbers of troops and equipment, with adjustments and modifiers for terrain and weather. In other words, it was almost wholly focused on the physical aspect of warfare, with the goal of physically defeating the enemy. This is a defining characteristic of an attrition-based mindset.
Avoiding attrition warfare requires an AI that can account for an enemy force’s mental and moral strength. Many factors can contribute to this strength, and few could be easily quantified as the kind of ‘hard’ data typically used in computer programs. Such data will be more ‘soft,’ and as such is more difficult to communicate to a machine in a manner that will remain meaningful in varying situations. It could look like an analysis of a soldier’s training, upbringing, education, and how each plays a role in his or her mental and moral state of being. An enemy commander’s temperament would be just as important, as far as their aggressiveness or conservatism in a fight. Clearly there is no limit to what could be included, and those things already considered are very complex to begin with. It should also be considered how difficult it could be to obtain such data on each soldier. While much can be learned from mediums such as social media and published reports, Reimann’s story demonstrates the fallibility of using such data. The enemy general was publicly misrepresented to be a heroic warfighter, which almost resulted in the selection of a second-rate COA. History has demonstrated that some individuals punch far above their weight in contributing to the success their unit. Therefore, it is prudent to at least assess key personnel for mental and moral gaps and surfaces. A failure to wholly assess the strength and disposition of the enemy is a consideration for only the physical attributes.
AI driven tools could be useful for Marines. They can reduce workload and streamline routine issues, allowing attention to be focused on more important matters. However, care must be taken that Marines continue to think critically and formulate their own decisions, rather than simply accept solutions from the AI. The fight against complacency will be difficult but vital when it seems the AI is never wrong. Garbage input will result in garbage output, and an AI cannot currently process soft data effectively. Even when AI is unveiled on the battlefield, the enemy will still get a vote. Historically many battles have been decided by one force doing what the other least expects, and this seems unlikely to change if AI can be fooled by the data it receives. We must continue to synthesize both soft and hard data to develop COAs rooted in maneuver warfare. Continuation of the Destination Unknown series can assist in this effort, particularly in spreading knowledge and ideas otherwise contained in reports most Marines do not read. The short form of each story provides just enough hard data for the reader to combine with their own knowledge and soft data for reflective thought about where the Marine Corps is headed, and the challenges we may face.

Agenda and Minutes 10 January

Agenda and minutes:  TWS 10 Jan 2020  

Board of Officers:

                -Director:  LtCol Nathan Dmochowski

                -Secretary General:  Mr. Chris Woodbridge

                -Information Officer:  LtCol Roy Draa

                -Wargaming Officer:  Dr. Ben Jensen

Attendees:  LtCol Dmochowski, Col Woodbridge (ret), Col Dan Wittnam, Maj Scotty Black, LtCol Roy Draa, Maj Robichaux

Dialed in:  Mr. Gary Lehmann (MCWL), Maj Kaho Ng (CDD, Requirements/Assessments Branch), Maj Tyler Quinn (Okinawa), Maj Grimball (CLNC/CDET Chapter), Maj Vicki Crowder (I MEF), Capt Walker Mills, Capt Mulholland, Capt Hurst 

1.  TWC Business

      a.  Need a 2020 recruiting push!  Looking to travel to CLNC and CPEN to brief leadership and potential members.

      b.  TWS website (MCA&F) and online collaboration tool (Concept Board), getting finalized.  Once complete we will load all the content and send out the link.

      c.  Once TWS website is up and running will be soliciting for Blog posts to drive our agenda.  We have concentrated on EABO for some time and would like to cast a wider net for discussion/debate and professional development.

2.  Previous discussion:

10 Jan Minutes:

TWS Website:

-Quantico Chapter will build out the initial frame work/interface of the website:

                -Meeting schedule and agenda

                -File repository

                -Online collaborative tool (Concept Board)

                -Blog as an opportunity for our members/community to post topics and ideas for meetings.  Also an opportunity to get the TWS community to read and comment on your ideas

                -Pages for our chapters (CLNC, Hawaii, Okinawa, CPEN)

-Once built we will push out a “User’s Guide”

TWS Wargaming Plan:

-TWS will establish planning teams for our EABO wargame with a focus on command and control

                -Quantico team will include TWS members and potentially augment with EWS/CSC

                -CLNC/CDET team will be our red team, planning for PLA/PLAN/PLAN Militia

                -Hawaii/Okinawa/CPEN identify planning team OR articulate desired level of participation

Planning/Preparation:  Conduct a “Phase 0” workshop to prepare planning teams for the wargame           

                -Gather reading material and guest speakers

                -Subjects will include but are not limited to:  geography, PLAN maritime militia, cyber operations specific to INDOPACOM, PLA/PLAN/PLAN Militia capabilities

-Use ONE scenario for planning teams

-Krulak Center supports by running command simulations, TWS pushes out “turns” to planning teams for decisions/COAs

-For C2 questions we may need to design a tabletop wargame

       f.  Future Events

            1)  Conduct Phase 0 workshop, gather reading materials, conduct micro-learning briefs with guest speakers to create podcasts (post on TWS website)

           2)  Gather wargame products and distribute (road to war)

           3)  Review/publish EABO Concept of Logistics paper (Hawaii Chapter lead)

MCA&F 2020 Winter Board Meetings

3 – 6 February 2020

3 Feb 2020

TimeTopic/EventSpeaker/Action OwnerBoard Members AttendeesLocationDocuments
Board Member ArrivalAll Board MembersCape Rey Carlsbad, CA
1500 -1700
1500 -1700 Executive Committee – Pre-Board MeetingLtGen George Flynn, USMC (Ret), Chairman of the BoardExecutive Committee
1800-1900No Host ReceptionMCA&F Board Members & Staff

MCAF Board of Governors Meeting

4 Feb 2020

TimeTopic/EventSpeaker/Action OwnerLocationDocuments
0700- 0800Breakfast BuffetMs. Sherry Linhares, Board Secretary
0800- 0810 MCA&F Board Member Welcome LtGen George Flynn, USMC (Ret), Chairman of the Board
0810- 0815 Schedule OverviewCol Dan O’Brien, USMC (Ret), COO & Ms. Sherry Linhares, Board Secretary
0815 -0820 Adjourn to assigned committee meeting locations
0820 -1015 Finance Committee Col Todd Ford, USMC (Ret), Committee Chairman
0820 -1015 Governance Committee LtCol Wendy Garrity, USMC (Ret)
1030 -1200 Development Committee
Mr. Kurt Chapman, Committee Chairman
1030 -1200 Futures Committee Col Steve Zotti, USMC (Ret), Committee Chairman
1200 -1250 Lunch BuffetMs. Sherry Linhares, Board Secretary
1300-1305Board of Governors Roll CallMs. Sherry Linhares, Board Secretary
1305-1330Chairman’s Opening Remarks LtGen George Flynn, USMC (Ret), Chairman of the Board Chairman’s Assessment
1330- 1400CEO Report **LtGen William M. Faulkner, USMC (Ret), President & CEOMCA CEO Report
1400-14452020 – 2022 Strategic Plan DevelopmentCol Dan O’Brien, USMC (Ret), COOStrategy Update
1445- 1500BREAK
1500- 1530 CFO Report: 2019 Financial Performance Report & 2020 Budget Proposal ** Ms. Johnna Ebel, CFO MCA Financial Brief
1530-1600 Finance Committee Report Col Todd Ford, USMC (Ret), Committee Chairman
1600 – 1630Governance Committee ReportLtCol Wendy Garrity, USMC (Ret) Governance Committee Brief
1630-1700Futures Committee ReportCol Steven Zotti, USMC (Ret), Committee Chairman Futures Committee Brief
1700–1715Building Sub Committee Update **Mr. Michael Martz Facility Brief
1900-2100Board Dinner
(Board & Staff Attending)
Ms. Sherry Linhares, Board Secretary TBD

MCAF Board of Directors Meeting

5 Feb 2020

TimeTopic/EventSpeaker/Action OwnerLocationDocuments
0700- 0800Breakfast Buffet Ms. Sherry Linhares, Board Secretary
0800- 0805 Board of Directors Roll CallMs. Sherry Linhares, Board Secretary
0805- 0815 Chairman’s Opening Remarks LtGen George Flynn, USMC (Ret), Chairman of the Board Chairman’s Assessment
0815 -0845 President & CEO Report **LtGen William M. Faulkner, USMC (Ret), President & CEOMCAF CEO Report
0845 -1000 MCAF Financial Report (2019 / 2020 Budgets) ** / 2019 Program results / Upcoming Events & Initiatives Ms. Johnna Ebel, CFO / Col Tim Mundy, USMC (Ret), Director, Foundation Operations MCAF Financial Brief
1000-1015 BREAK
1015-1045Financial Committee ReportLtCol Todd Ford, USMC (Ret), Committee Chairman
1045-1100 Governance Committee Report LtCol Wendy Garrity, USMC (Ret) Governance Committee Brief
1100-1130 Development Committee
Report **
Mr. Kurt Chapman, Committee Chairman



Development Committee Brief/
1130-1145 Chairman’s Closing CommentsLtGen George Flynn, USMC (Ret), Chairman of the Board
Future Board Meeting Dates (Tentative) Future Board Meetings
1145 -1200 Executive Committee LtGen George Flynn, USMC (Ret) , Chairman of the Board
1200-1300 Lunch Buffet Ms. Sherry Linhares, Board Secretary
Aug 6Board Member Traveln/a

Call to Action: Destination Unknown

Recently, the Marine Corps University’s Brute Krulak Center for Innovation and Creativity published “Destination Unknown,” a graphic novel-style work of speculative military fiction.  This collection of short stories, written and illustrated by Marines, presents a variety of vignettes based potential future threats, technologies and operating concepts.  All are plausible.  Some may even be likely. 

Access the work at the link below.  You can post comments about any number of the stories.  Comment on the potential futures described in the vignettes and how well this style of work conveys those ideas to the broadest audience of Marines.

Read “Destination Unknown” here!

Ghost Fleet: A Grim Warning

By Capt Nelson Chace

Ghost Fleet is an imaginative, vivid, and influential prediction of 21st-century warfare, grounded in reality. It is well written, easily consumable, and genuinely enjoyable. Its efficacy is far-reaching in terms of both technologies and as a grim warning of what is to come. Initially reading the book, it seemed like an interesting take on the use of technology in a future war. After a deeper dive, a constant reminder persists of Washington’s focus on China as a Strategic Competitor, as highlighted in both the National Defense Strategy (NDS) and the Commandant’s Planning Guidance (CPG). China is the most dangerous revisionist power in the world today. The idea of a pre-emptive strike against the United States within the next 20 years is a terrifying possibility.

Thucydides’ Trap is a term that harkens back to the great historian of the Peloponnesian War. The idea is that any time a rising power overtakes a standing power, be it in economic or geopolitical terms, the result will end in war. The Harvard Belfer Center reminds us that since the 15th Century, this has been true 12 out of 16 times.

The road to war in Ghost Fleet includes a severe spike in oil prices, a natural gas reserve enabling Chinese energy dominance, and some critical discoveries of US weak points in space and cyberspace. The Chinese and Russians strike the US with powerful blows in each, as well as at sea and on the ground. In reality, there will likely be attacks below the threshold of war well before such conventional means (see US-Iran relations, January 2020).  So, in a competition environment, how does the Marine Corps support de-escalation? It must become an instrument of strategic deterrence. It can accomplish this through modernization and targeted peace-time operations.

Forty years ago, a ship full of US Marines off of the coast meant something to the world. Such a scenario lost its luster with the mass proliferation of Anti-Access Area Denial (A2AD) weapons. To make noise in adversary space today, nations have to place down weapons that can sink ships, destroy aircraft and space assets, or strike facilities with assured success at significant ranges. If the Marine Corps intends to regain its status as a strategic deterrent, it must arm itself to do so. It must balance this by avoiding the overreliance on technology that doomed America in this novel. With the latest guidance from the Commandant, it is well on its way.

When restructuring, though, it must not forget its peacetime mission. After all, a strategy based solely on preparation for conventional war is doomed to end in just that. In General Berger’s words, “While the Marine Corps must be prepared to operate across the entire spectrum of conflict, its first priority as a naval service ought to be deterrence, as the cost of competition will always be less than the cost — in both blood and treasure — of armed conflict.” The peacetime mission should focus mainly on two objectives: economic gain and prepositioning of the force.

The latter is much easier for Marines to find relevant missions. Engaging partners, validating Cooperative Security Locations, and setting the force in advantageous terrain are relatively easy tasks. The NDS and CPG call this contact-layer operations and stand-in forces. Marines already do it every day, across the globe.

Finding missions that support US economic dominance is much more difficult. According to CSIS and the UN, “80 percent of global trade by volume and 70 percent by value is transported by sea. Of that volume, 60 percent of maritime trade passes through Asia, with the South China Sea carrying an estimated one-third of global shipping.” Mix this with aggressive and illegal practices of the Chinese to gain economic advantage, and call it a Center of Gravity. Supporting Freedom of Navigation Operations is a perfect mission for our peacetime Marine Expeditionary Units, with far-reaching impacts in the economic sphere.

The best way for America to avoid Thucydides’ Trap with China is to remain pre-eminent. If the Marine Corps is going to be a part of that mission, it must build a strategic armament, and it must remain a key contributor in the contact layer. When reading Ghost Fleet, do not become so infatuated with the future tech as to forget why America ended up at war in the first place.

Integrating Naval Education and Training

Last week the Chief of Naval Operations (CNO) published FRAGO 1/2019: A Design for Maritime Superiority, laying out similar objectives as General Berger’s Planning Guidance and his recent publication in War on the Rocks: Notes on Designing the Marine Corps of the Future. “Notes” followed closely on the heels of Navy Chief Learning Officer John Kroger’s Charting the Future of Education and Training for the Navy-Marine Corps Team. When we view these documents and amplifying articles alongside, one thing is clear: Our naval leaders are all playing from the same sheet of music.


FRAGO 1/2019 presents the same clarity, unity of purpose, and description of how the Navy will be lead that we saw in the 38th Commandant’s Planning Guidance (CPG) earlier this summer. Like the CPG, FRAGO 1/2019 highlights force design, people, education and training as the lines of effort that will set conditions for victory in future fleet actions. Marines should be particularly intrigued by the following sections:

  • Master Fleet-Level Warfare: “We will learn from fleet battle problems and the Large Scale Exercise (LSE 2020), then restore LSEs as the means by which we operate, train, ad experiment with large force elements.”
  • Integrate and Align Naval Education Into Warfighting Development: “Under the Naval University System, we will prioritize and align academic efforts and resources for all naval education activities to achieve warfighting advantage. Student and faculty research in warfighting concepts and technology will contribute directly toward this end [emphasis added].”
  • Mature and Expand Live Virtual Constructive (LVC) Training: “LVC will allow us to optimize training time and enable operators to develop and master tactics, techniques and procedures in secure, controllable conditions.”
  • Integrate Decision Science into Leadership Development: “Decision science will be included in leader development in all levels of training and education to improve our understanding of human judgment and, through that understanding, improve decision-making and leadership.”

Clearly the CNO and the Commandant are of like minds as to the state of naval integration, the future fight and the efforts that must be made to take the Navy and Marine Corps to a place where it is manned, trained and equipped to achieve the nation’s objectives. The road that gets us there is paved with Training and Education Command actions, activities, and investments. It is going to be easy to get this wrong, how do we get this right? How are you reaching out to your Navy / Marine counterparts to ensure that we-from the well deck to the bridge-are advancing together? There are a great many good things happening in the Marine Corps-last week all the Marine Expeditionary Units and Expeditionary Warfare Training Groups came together in Quantico. Thankfully, naval counterparts from the Expeditionary Strike Groups to OPNAVs were well represented. What are your thoughts on furthering Naval Integration in education and training?

Publishing Articles as a Young Professional—How and Why

By 1stLt Steven Arango

I had a friend recently ask me “how do you get published so often?”.

My response: “I pretend like I know what I’m talking about.” That’s only half the battle though. To be sure, I have been fortunate enough to publish in some leading publications at an early age (disclaimer: God’s blessing and great mentors, not my own doing). But I do think there are some applicable skills I’ve picked up along the way that have helped me publish my work consistently. Hopefully, they can help you do the same.

Before I provide that advice, I want to explain why you should publish your work. First, publishing well-written articles provides credibility to your critical thinking skills and knowledge about a specific subject. Secondly, any work you publish can help open professional doors. For example, I’ve had interviewers ask me about some of my articles several times, even if they were somewhat irrelevant to the interview.  The interviewer simply found them fascinating, and it provided a unique discussion instead of a standard conversation.

Lastly, when you list a publication on your resume, it also shows you are willing to take risks. It shows that you had the courage to take an idea, write about it, and let others discuss it. That mentality thrives in any profession.

How to find a publisher: Some people follow the traditional route and simply submit an article to a general email, like [email protected]. But this method relies on chance too much. Thousands of people use this method, and because editors are incredibly busy, these emails naturally get overlooked. If you directly contact an editor, you have a much greater chance of being considered.

Therefore, use your network to find a point of contact. LinkedIn has helped me find different outlets and editors that have published my works. Twitter is also a place where many journalists operate and provide their direct emails in their bios. It seems a bit pushy, but in reality, it’s not. It’s simply the publication game. Embrace it.

Side note: Save their contact info. It will be helpful in the future, and prevent you from having to find those same editors again.

Also use your network of well published mentors and friends. Fortunately, I have many mentors that are incredibly talented writers. They can attest that I bother them through email or text all the time asking, “hey, where do you think I should submit this article?”. If you try to go at this alone—especially as a young professional—it will be much harder.

Which outlets: Don’t have the attitude New York Times or bust. It’s okay to publish in a less well-known outlet. With the power of social media, you can share your articles far and wide even regardless of where they are published. As you build your credentials, other publishers will start to consider your work more and more. 

What to write about: Write about something you’re passionate about. Don’t just write about Artificial intelligence because it is the sexy topic of the day. When you’re passionate about a topic, it’ll be much easier to convey your ideas and slog through any required research. Forced articles are usually awkward and boring. Keep your eyes out, constantly read the news and topics that interest you, and you’ll think of something. For example, this article is the product of a text message I received.

Not an expert? That’s okay: Just because you’re not an expert doesn’t mean you can’t write on a subject. You know how you become an expert? Research, writing, and feedback from critics and supporters. The only way to advance your thinking is having others challenge your ideas in the public domain.

And don’t be afraid to reach out to the experts. For an article I recently wrote about the crisis in Venezuela, I spoke to many experts at Brookings Institute and AEI. All welcomed the conversation and were glad to talk through the issues with me. A secondary benefit was them suggesting publications that they had used in the past for their work and POCs at these outlets as well.

People look at publishing in two lights: daunting and impressive. Although I do agree it can be impressive (not my work, but other people’s for sure), it should not be viewed as daunting. If it is attainable for a 26-year-old nobody, it is certainly attainable for you. 

First Lieutenant Steven Arango is currently clerking for U.S. District Judge ­Fernando Rodriguez, Jr. After completion of his clerkship, he will return to active duty in the Marine Corps as a judge advocate. 

The views expressed in this article are those of the author and do not necessarily represent the views of Marine Corps Times, the U.S. Marine Corps, Department of the Navy, Department of Defense or the U.S. government.

Force Design: Future-Proof Yourself

By Major Scott Humr

The equivalent of a papal conclave is currently taking place within the Marine Corps.  With Force Design as the 38th Commandant’s (CMC) number one priority, Marines of all stripes are now looking for the analogous smoke signal to arise from the Pentagon as an indication to the future of their beloved occupational field.  The CMC is clear in his recent planning guidance (CPG): “If provided the opportunity to secure additional modernization dollars in exchange for force structure, I am prepared to do so.”  We as Marines will need to embrace our ethos of adapt and overcome by future-proofing ourselves if we desire to remain relevant to this force of the future.  Force design changes will take time to implement, no doubt.  Marines will, therefore, need to “skate to where the puck will be” in 2030 by actively pursuing additional educational opportunities, new skill sets, and reading broadly if they desire a sure future in the Marine Corps.

Education

Recently speaking about education, the Acting Secretary of the Navy, Thomas Modly echoed, “I think that the one thing that’s predictable about the future is that it’s going to be unpredictable.”  Education helps prepare us for that unpredictable future particularly because it is not prescriptive.  Instead, it provides us the tools for how to think, not necessarily what to think.  This is an important, but often overlooked distinction that separates it from training.  Education also helps hone our critical thinking skills by allowing us to properly scrutinize new ideas.  It can also provide broad exposure to history, social sciences, scientific disciplines, and frameworks of thinking, which can help broaden our perspectives.  The education required for relevance in the future of the Marine Corps will likely require a more concentrated focus on STEM education given the trajectory of new technologies outlined in the CPG.  The force design of 2030 will likely be enabled and supported by a great deal of currently nascent technologies and others that may require the battalion commander of 2030 to be more similar to a chief technology officer with skill sets to integrate many different technologies to achieve the best effects.  

New Skill Acquisition

Fortunately, educational opportunities currently abound in the Marine Corps and Naval Service.  From undergraduate and graduate education to professional military education, there is no shortage of occasions to pursue the skills we will need for the future force.  Additional online courses offered by many universities can also supplement these efforts.  With the forthcoming introduction of the Naval University, pursuing education should become even more accessible.  As Marines, we cannot rest on our laurels of past successes or assume our undergraduate degree from ten years ago will be enough to sustain us an additional ten years into the future.  No, education must be continually pursued if you desire to have relevance in the future.  Ignoring the pursuit of additional education on a continual basis is tantamount to professional negligence and should be a clear indicator of one’s impending irrelevance to the Naval Service.

Force design could result in the divestment of particular platforms and increased demand for others.  Marines in these fields who have years of valuable experience could find continued relevance through the pursuit of new skills.  For instance, as the CH-46 was sunset almost a decade ago and many pilots easily transitioned to the new MV-22 platform.  However, the path ahead for force design is not yet clear and it cannot be assumed that Marines could as easily transition without developing the new skill sets the Marine Corps will need in the future.

Valuable skill sets will go hand-in-hand with the education of the future force and will go a long way towards future-proofing oneself.  From data science to artificial intelligence, the CPG is clear that these technologies will require strategic investments.  The CMC states clearly in the CPG, “All of our investments in data science, machine learning, and artificial intelligence are designed to unleash the incredible talent of the individual Marine.”  Marines who begin acquiring these skills through persistent self-study will likely find themselves well-prepared to be the future leaders in their fields.  The demand for these skills will likely permeate every level of command, creating no shortage of opportunities for those who are prepared.  

Reading

Force design will require competent, agile leaders who can embrace the CMC’s vision to implement it effectively.  Military professionals who are ignorant of the latest technological progress in warfare will be quickly relegated to the sidelines.  In Secretary Mattis’s recent book, “Call Sign Chaos: Learning to Lead,” he states, “If you haven’t read hundreds of books, you are functionally illiterate, and you will be incompetent, because your personal experiences alone aren’t broad enough to sustain you.”  Technological progress is happening at a break-neck pace and the military professional who is not keeping abreast of such progress will soon be labeled as ‘incompetent.’  For these reasons, reading is fundamental to our profession for not only understanding the arcs of military history, but what future war may entail.  Our profession demands we consistently contemplate how we may fight in the future, both near and short-term.  We must have the mindset that we are continuous students in the art of war.  And as students, we need to have a constant infusion of new ideas from a panoply of disciplines.  Reading helps provide the seeds for the well-educated soil of the mind to allow new ideas to grow.  We need leaders who can synthesize both military history and understand technological progress to develop new warfare concepts today, and in the future.  Again, Secretary Mattis: “Thanks to my reading, I have never been caught flat-footed by any situation, never at a loss for how any problem has been addressed (successfully or unsuccessfully) before.  It doesn’t give me all the answers, but it lights what is often a dark path ahead.”  Indeed, the path ahead for future warfare in 2030 is opaque at best.  For the leaders of today who are not grounded in military history, while also keeping pace with latest writings on future warfare, and the latest technologies, force design may reveal how ‘flat-footed’ they really are. 

Conclusion

The writing has been on the wall for quite some time now.  We do not have to wait for the bishops and cardinals of the Marine Corps to adjourn the Force Design conclave to begin preparations.  Developments in military technology continuously point to a future where the military will become more highly technical in almost every respect.  “Fortune favors the prepared mind.”  We cannot rest on the laurels of our previous accomplishments.  We can ensure our future relevance by embracing continuous education, new skill acquisition, and reading broadly.  Leaders will need to encourage these habits and behaviors while helping to create the necessary whitespace to allow their Marines to pursue such opportunities.  Strive to become a relevant player in supporting the CMC’s force design concepts.  Otherwise, heed the advice of US Army General (ret.) Eric Shinseki, “If you dislike change, you’re going to dislike irrelevance even more.”