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Chie o Staf, US Air ForceGen Norton A. Schwartz

Commander, Air Education

and Training CommandGen Stephen R. Lorenz

Commander, Air UniversityLt Gen Allen G. Peck http://www.af.mil

Director, Air Force Research InstituteGen John A. Shaud, USAF, Retired

Chie, Proessional JournalsMaj Darren K. Stanord

Deputy Chie, Proessional JournalsCapt Lori Katowich

Proessional StafMarvin W. Bassett, Contributing EditorDarlene H. Barnes, Editorial AssistantSteven C. Garst, Director o Art and ProductionDaniel M. Armstrong, IllustratorL. Susan Fair, IllustratorAnn Bailey, Prepress Production Manager

The Air and Space Power Journal (ISSN 1554-2505), AirForce Recurring Publication 10-1, published quarterly,is the proessional journal o the United States Air

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Summer 2009 Volume XXIII, No. 2 AFRP 10-1

Senior Leader Perspectives

Assimilating Unmanned Aircrat Systems 5Air Vice-Marshal R A Mason, Royal Air Force, RetiredCol Jeffery Barnett, USAF, RetiredCol Richard Szafranski, USAF, RetiredCol Sung-pyo Hong, Republic of Korea Air Force

Perspectives on Leadership and Management 11Dr Raymond A Shulstad, Brigadier General, USAF, Retired

Understanding the Enemy as a Complex System: A MultidisciplinaryAnalytic Problem Requiring a Multidisciplinary Team Approach 19D Lee Fuell Jr, Defense Intelligence Senior Leader, USAF

Focus AreaUnmanned Aircrat Systems 25Maj D K Stanford, USAF, Chief, Professional Journals

Features

Operators o Air Force Unmanned Aircrat Systems: Breaking Paradigms 67Lt Col Houston R Cantwell, USAF

Tactical Generals: Leaders, Technology, and the Perils o Battlefeld Micromanagement 78Dr P W Singer

The Armys Organic Unmanned Aircrat Systems: An Unhealthy Choiceor the Joint Operational Environment 88Maj Travis A Burdine, USAF

Airpower Trends 2010: The Future Is Closer Than You Think 101Col John D Jogerst, USAF, Retired

Departments

Prelaunch Notes

Publishing inAir and Space Power Journal 26

Ricochets and Replies 27

The MergeManaging the Human Weapon System: A Vision or an Air ForceHuman-Perormance Doctrine 34Lt Col Anthony P Tvaryanas, USAF, MC, SFSCol Lex Brown, USAF, MC, SFSNita L Miller, PhD

The Air Force Commander: The Power o Interaction and Vision 42Col William Mott, USAF

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Americas Two Air Forces Lt Col Robert Spalding, USAF

51

PIREP

Optimizing the Eectiveness o Directed Energy Weapons with SpecializedWeather Support Maj De Leon C Narcisse, USAFLt Col Steven T Fiorino, USAFCol Richard J Bartell, USAFR

57

Quick-Look

Air Domain Development in Arica: A Reasonable Proposition Maj Jean-Philippe N Peltier, USAFMaj Thomas Meer, USAF

111

Book Reviews

ARVN: Lie and Death in the South Vietnamese Army

Robert K BrighamReviewer: Dr Michael E Weaver

114

New Heavens: My Lie as a Fighter Pilot and a Founder o the IsraelAir Force Boris SeniorReviewer: CSM James H Clifford, USA, Retired

115

Go or Launch! An Illustrated History o Cape CanaveralJoel W Powell with Art LeBrunReviewer: Dr Roger D Launius

116

Enduring the Freedom: A Rogue Historian in AghanistanSean M MaloneyReviewer: Lt Col James J McNally, USAF, Retired

117

LeMay Barrett TillmanReviewer: Lt Col Rick Hughes, USAF

118

Rattler One-Seven: A Vietnam Helicopter Pilots War Story Chuck GrossReviewer: Lt Col John F Guilmartin Jr, USAF, Retired

119

Globemaster III: Acquiring the C-17 Betty R KennedyReviewer: Kenneth P Katz

120

1776 David McCullough

Reviewer: Dr Jack D Kem, Colonel, USA, Retired

121

Space as a Strategic Asset Joan Johnson-FreeseReviewer: Col Joseph J McCue, USAF, Retired

121

Frontline Pakistan: The Struggle with Militant Islam Zahid HussainReviewer: Dr David R Mets

122

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War Bird Ace: The Great War Exploits o Capt. Field E. KindleyJack Stokes BallardReviewer: Lt Col Raymond F Hain III, USAFR, Retired

123

American Generalship: Character Is Everything: The Art o Command

Edgar F Puryear JrReviewer: Col James M Pfaff, Ohio ANG

123

Mission Debrief 125

EDITORIAL ADVISORY BOARD

Gen John A. Shaud, USAF, Retired,Air Force Research InstituteLt Gen Bradley C. Hosmer, USAF, Retired

Dr. J. Douglas Beason, Colonel, USAF, Retired, Los Alamos National Laboratory

Dr. Alexander S. Cochran, Ofce o the Chie o Sta, US Army

Prof. Thomas B. Grassey, US Naval Academy

Lt Col Dave Mets, USAF, Retired, School o Advanced Air and Space Studies (proessor emeritus)

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Air and Space Power JournalBoard of Reviewers

Col Ronald K. Bartley, USAFRAir University

Lt Col Eric Braganca, USAFNaval Air StationPatuxent River, Maryland

Dr. Kendall K . BrownNASA Marshall Space Flight Center

Col Steven D. Carey, USAF, RetiredDaphne, Alabama

Dr. Clayton K. S. ChunUS Army War College

Dr. Mark ClodfelterNational War College

Dr. Conrad CraneDirector, US Army Military History Institute

Col Michael D. Davis, USAFDeense Attach

Col Dennis M. Drew, USAF, RetiredUSAF School o Advanced Air and Space Studies

Maj Gen Charles J. Dunlap Jr., USAFThe Pentagon

Dr. Stephen FoughtUSAF Air War College (proessor emeritus)

Col Richard L. Fullerton, USAFUSAF Academy

Lt Col Derrill T. Goldizen, PhD, USAF, RetiredWestport Point, Massachusetts

Col W. Michael Guillot, USAF, RetiredMontgomery, Alabama

Dr. John F. Guilmartin Jr.Ohio State University

Dr. Amit GuptaUSAF Air War College

Dr. Grant T. HammondDean, NATO Deence College

Dr. Dale L. HaydenAir Force Research Institute

Dr. Thomas HughesUSAF School o Advanced Air and Space Studies

Lt Col Jeffrey Hukill, USAF, RetiredAir Force Research Institute

Lt Col J. P. Hunerwadel, USAF, RetiredLeMay Center or Doctrine Development and Education

Col Mark P. Jelonek, USAFThe Pentagon

Col John Jogerst, USAF, RetiredNavarre, Florida

Mr. Charles Tustin KampsUSAF Air Command and Sta College

Dr. Tom KeaneyJohns Hopkins University

Col Merrick E. Krause, USAF, RetiredDepartment o Homeland Security

Col Chris J. Krisinger, USAF, RetiredBurke, Virginia

Dr. Benjamin S. LambethRAND

Mr. Douglas E. LeeAir Force Space Command

Dr. Richard I. LesterEaker College or Proessional Development

Mr. Brent MarleyRedstone Arsenal, Alabama

Mr. Rmy M. MauduitAir Force Research Institute

Col Phillip S. Meilinger, USAF, RetiredWest Chicago, Illinois

Dr. Daniel MortensenAir Force Research Institute

Dr. Richard R. MullerUSAF School o Advanced Air and Space Studies

Dr. Bruce T. MurphyAir University

Col Robert Owen, USAF, Retired

Embry-Riddle Aeronautical UniversityLt Col Brian S. Pinkston, USAF, MC, SFSThe Pentagon

Col Bob Potter, USAF, RetiredAir Force Research Institute

Dr. Steve RothsteinColorado Springs Science Center Project

Lt Col Reagan E. Schaupp, USAFAir University

Col Richard Szafranski, USAF, RetiredTofer Associates

Lt Col Edward B. Tomme, PhD, USAF, RetiredSci-Ops Consulting

Dr. Christopher H. TonerUSAF Air Command and Sta College

Lt Col David A. Umphress, PhD, USAFR, RetiredAuburn University

Dr. Harold R. WintonUSAF School o Advanced Air and Space Studies

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Assimilating Unmanned AircraftSystems

Air Vice-MArshAl r. A. MAson, royAl Air Force, retired

col JeFFery BArnett, UsAF, retired

col richArd szAFrAnski, UsAF, retired

col sUng-pyo hong, repUBlic oF koreA Air Force

Envisioning future unmanned aircraft systems (UAS) as standalone weapons is not productive. As these air-craft evolve, legacy systems will advance, and enemies will simultaneously adapt. The resulting mix of futureUASs and modernized legacy systemsas well as adaptive enemiesrequires uniquely designed organiza-tions, career paths, and strategies. In the following discussion, four airpower theorists and analysts considerhistorical lessons and current trends that might help airmen build the right combination of leaders, concepts,and institutions to realize the full potential of unmanned aircraft.

Air Vice-Marshal Tony Mason: The assimi-lation o UASs into national air orces is mov-ing briskly, but in an astonishing array o di-rections. I there is a clear path to the utureor these systems, no one has captured it to mysatisaction. Dick Szaranski and Jeery Barnett,both o Toer Associates, you are publisheduturists on airpower. Sungpyo Hong, your airorce is on a continuous war ooting, so youcan keep these two uturists grounded in cur-rent realities. My questions to the three o youare, How should airmen assimilate UASs, andwhat is the best path to the uture o these air-crat? Jeery, lead us o.

Jeffery Barnett: As a frst principle, I thinkwe have to remember that weapons are addi-

tive. When new weapons emerge, they addto arsenals; they seldom subtract. For ex-

ample, todays soldiers don wearablecomputersbut they still train to kill

with knives and rie butts. Naval shipstrack and destroy satellites in orbitbut

they still carry cannons on their decks. Thenew F22 Raptor has supercruise engines, ad-vanced avionics, and stealthy coatingsbut it

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is still armed with a machine gun. It is a mis-take to suppose that new weapons retire theirpredecessors. New weapons and methods ex-

pandthe scale o war; they dont replace it.

Warriors retain the weapons o the past be-cause previous means o war making endure.The small number o weapons that ade awayover time, such as sailing ships and horsecavalry, is ar too ew to reute the additivenature o weaponry.

Dick Szafranski: Types o war are also ac-cretive. Conventional war did not make insur-gencies obsolete. Nuclear war did not makeinsurgencies and conventional wars obsolete.Cyberwar will not make nuclear, conventional,and insurgent wars obsolete. Just as the ThirdWave inormation age changed, but did notreplace, thewaysocieties manuactureandarm,so will new waves in warare change, but notreplace, humankinds previous ways o violence.Tribes will still war over land, using First Wave(agrarian age) tools; nations will still war overuels or actories, using Second Wave (indus-trial age) tools; and uture societies will warover cyberspace, using Third Wave (inorma-tion age) tools. These three types o warandall the other types developed by humans overmillenniawill inevitably remain.1 So whenwe envision uture UAS operations, we have tosee them in the context o all types o war.

Jeff: Your comments remind me o an in-terchange during the Air Force chie o stasconfrmation hearing. Senator Daniel Akakaasked Gen Norton A. Schwartz i he believedthat the Air Force should continue buildingits counterinsurgency capabilities or i hethought that doing so would adversely aectpreparations or building the uture Air Force.General Schwartz replied, Fundamentally, Ido not believe it is an either/or condition. . . .The United States Air Force, like the other

services, needs to be a ullspectrum capabil-ity. . . . The bottom line, Senator, is that we asan Air Force can provide both the kind o con-centrated eort required by the joint team inCentral Command today and posture our-selves or uture potential adversaries at thesame time. 2

When it comes to unmannedsystems, I thinkthat the guidance rom the chie o sta is

clearand reasonable. The US Air Force willdevelop UASs that integrate with the rest o theorce to fght across the spectrum o conict.

Col Sung-pyo Hong: I think that all o these

points are right. Legacy weapons and types owar dont go away. They just absorb new sys-tems to create new military eects. In act,shouldnt we expect UASs to combine withlegacy systemsto produce eects greaterthan the sum o their parts?

Jeff: I couldnt agree more. Just as warriorso the past integrated industrial and agrarianage weapons to fght over resources and land,so will uture warriors integrate industrial,agrarian, and inormationage weapons tofght over resources, land, and cyberspace. In-surgents, or example, will use inormationage cell phones with industrialage artilleryshells to war over tribal homelands that ormedin the agrarian age. They will use multiplemeans o war to produce eects that exceedthe power o any single weapon or type o war.

It is the product o this usion that modernwarriors must seek to understand. With thisknowledge, they can build operational conceptsto master the wars o their generation, and theycan develop the talents needed to commandmodern war as well as the tools to prosecute it.Because we need tools and talent to produceand execute new operational conceptsandbecause those new concepts demand particu-lar types and numbers o tools and talenttheentire process is iterative. Militaries that seekto posture or the next war must use weap-ons, concepts, and talent in parallel.

Dick: Thats the point. Todays generationo military proessionals must incorporateUASs into their calculus o uture war. Theseplatorms oer revolutionary capabilities on apar with radar, jet engines, suracetoair mis-siles, precision weapons, and stealth. Like

these previous revolutionary capabilities, UASswill realize their ull potential only when usedwith legacy systems, novel concepts o opera-tion, and innovative organizational structures.

Jeff: This usion is easier said than done.Humans tend to use a new capability as simplyan improved version o a previous capability.For example, ofce workers initially used per-sonal computers as word processors. To an ex-

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ASSIMILATING UNMANNED AIRCRAFT SYSTEMS

tent this was validdesktop computers madean existing task (typing) easier and aster.However, desktop computers eventually in-serted new unctions and ways o operating

into our ofces. Lots o people ought thistransormation or years, holding on to secre-taries, reusing to allow telecommuting, andinsisting that all sta work arrive in boundorm. Those people slowly lost out in the com-petitive workplace. The lesson learned romthe growth o personal computers is that al-though the initial change may be linear (andcompatible with existing structures), the even-tual eects may undermine those same struc-tures.

Hong: In other words, understanding newtechnologies simply as improved versions otheir predecessors has a short hallie. Canyou apply this theory directly to the UASs otoday?

Dick: As we use unmanned aircrat withlegacy systems to produce new operational ca-pabilities, we need to think o UASs as armore than just uninhabited versions omanned aircrat. Though true, this linear per-spective is less and less relevant. UASs aremore than just airplanes without pilots, just ascell phones are more than just phones with-out wires. Our challenge is to oresee whereUASs will evolve in unique waysand thenbuild uture concepts o operation and orga-nizations accordingly.

Tony: Let me expand on your point. A needexists or more usion than that simply be-tween current and uture weapons, concepts,and talent. At present, the structure o UASoperations is the legacy o an earlier era. It isdetermined by location rather than by unc-tion. Horizontally, it corresponds to theboundaries o theatres and commands. Verti-cally, the structure distinguishes among outer

space, inner space, and atmosphere. The unc-tions and capabilities o UASs already tran-scend earthly eatures. Satellites are un-manned systems. The new structure mustreect unctionnot location or propulsion.It must present a seamless usion o nettedUASs, responsive to one central executive butexible enough to remain accessible and avail-able at any operational level. That will require

rethinking existing bureaucratic and hierar-chical ormations, which might prove moredifcult than deploying the aircrat them-selves.

Hong: This is exactly what Mr. Andrew Mar-shall o the Ofce o Net Assessment articulatedin his theories on the revolution in militaryaairs. He said that radically new technologiesrequired new concepts o operation and neworganizational structures to realize their ullpotential. He also said that the frst step inbuilding concepts and organizations or theuture involved projecting the realistic poten-tial o new technologies.3

Dick: We cant predict the uture or knowwhats ahead with precision, but we can projectthat enabling UAS technologies will continuetheir rapid advance. Moores Law endures:bandwidth and computerprocessing speedscontinue to double every 18 months. Knowl-edge is now digitized, permitting the rapidsharing o crossdiscipline data by billions opeople. New types o sensors are spewing romthe medical and security spheres. Globalspending on inormation and communica-tions will soon pass $4 trillion a year.4 Individu-ally, these trends show no signs o slowing.Viewed collectively, they promise logarithmicadvances or years to come in multiple tech-nologies enabling UASs.

Hong: I your projections prove true, theUAS o the uture will have a ull range o ca-pabilities. In Korea we are beginning the de-bate on employing these systems in airtoairor airtoground combat. Most airmen agreethat UASs will eventually take part in uturecombat missions. Our question is, When willthis happen? The current consensus is thatUAS combat capabilities will lag behind thoseo manned aircrat or some time.

My personal guess is that our air orce will

continue to invest in manned fghters, such asthe A0 or a more capable uture KFX. Wewill gradually increase the roles o unmannedaircrat. They will get more attention, but ourUAS ocus, at least or the midterm, will remainon constant surveillance and reconnaissance.

Jeff: The prospect that UASs will produceconstant surveillance is proound. We havenever lived in a world where potential aggres-

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sors operated under such surveillance. Con-sider, or a moment, Heisenbergs uncertaintyprinciple, which theorized that the very act oobservation aects the object observed.

Though envisioned or physical behavior,this theory would seem to apply to organic be-havior as well. I eets o UASs can persistentlyobserve potential aggressors and i the veryact o observation can aect actions, then itollows that skillully applied observation canhave a dynamic eect on adversary nations. Inessence, persistent surveillance rom UASsmay allow militaries to inuence enemiesthrough skilled observation.

Anyone who has shined a ashlight on bugsin the basement understands this principle.As soon as the light shines on them, the bugsstart scurrying about. Illuminating the bugschanges their behavior.

Dick: Viewed in this light (sorry or thepun), its clear that UASs will soon oer de-grees o persistence unavailable to previousgenerations o military leaders. They will loi-ter in massive numbers over practically anypoint on the earth or days (even months) at atime. Fleets o unmanned aircrat will oerpersistent intelligence, surveillance, and re-connaissance; persistent strike; and persistentlogistics. These UASs will take ull advantageo persistent development. The absence o ahuman in the cockpit allows ar more aggres-sive and riskintensive approaches to experi-mentation, production, and adaptation. Anentirely new industrial base should emerge toleverage persistent development.

Jeff: This kind o persistence has strategicimplications. The persistent eects made avail-able through UASs, in concert with other jointmilitary capabilities, open new possibilities orpersistent deterrence. Nations can persistentlyengage with other nationsand with insur-

gentsor extended periods without overtask-ing manned systems. To meet the emerginglong war against global terrorism (a type opersistent conict), nations can engage persis-tently with UASs. They enable persistent eectsagainst a persistent enemyat operationaltempos that militaries can sustain indefnitely.

Tony: The Heisenberg principle is wellounded, and the constant observation prom-

ised by UASs may indeed allow manipulationo an opponents behavior. An intelligent op-ponent who is aware o the threat rom UASs,however, may respond with behavior that be-

comes more difcult to detect, identiy, andanticipate. An opponent not constrained bytime, unscrupulous in the exploitation o in-nocents, and impervious to casualties will seeknew methods o concealment, deception, andduplicity to counter the observation technolo-gies orbiting above.

Jeff: Enemies will certainly react, but theiroptions will be limited by the scope o poten-tial observation. Lets talk in terms o aviationhistory. Currently deployed UASs will soonseem as quaint as a Wright Flyer. Ater all, ittook just 1 years or manned aviation to prog-ress rom Kitty Hawk to Billy Mitchells 1918St. Mihiel oensive with 1,00 Allied fghtersand bombers. Within another decade, aircratwere exceeding 300 miles per hour, CharlesLindbergh had own the Atlantic, and RobertGoddard was launching liquidueled rockets.Ten years ater that (1938), radar was invented,the DC3 (with autopilot) was ying coastto-coast, and jet engines were on the test stands(the frst jetpowered aircrat ew in 1939).Historys lesson is that aviation technologiesadvance rapidly.

Hong: Putting these two thoughts together,we clearly see great potential. Aviations inher-ent reedom and exibility, combined withthe global inormation revolution, leave noroom or conservative projections o uturecapabilities. The UAS o 10 to 1 years romnow will perorm ar dierently than the onein development today. Given the speed o theinormation age and its enabling technolo-gies, we should prepare or remarkable UASadvancements in the near uture.

Jeff: All o us must avoid old think. Con-

sider the act o institutional transormations.Almost 90 years ago, the United States Navybegan an equally audacious transormation.The slowmoving eet o history adopted theairplane. Although sailors accepted it at varyingrates, naval leadership in 1921seta frm course,probably with ull awareness o the possibleend game, by creating a single institutionwithin the Navyto develop naval aviation.

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The Bureau o Aeronautics combined de-centralized Navy aviation organizations into asingle team. It developed technologies, con-cepts, and personnel or naval aviation as an

integrated whole. The bureau built naval avia-tion while simultaneously integrating its visionwith parallel developments across the eet.

Even more important than creating the bu-reau was selecting its initial leadership. TheNavy chose its bestRear Adm William A.Moett, Medal o Honor recipient and battle-ship commanderas frst chie o the bureau.He led it not only with aggressiveness but alsoor a remarkably long time12 years (until hedied during the crash o the airship Akron in1933). Moett had the credibility and lon-gevity to implement his acquisition and per-sonnel plans. His successor, Rear Adm ErnestKing, had similar stature, eventually rising tofvestar rank as chie o naval operations inWorld War II.

By picking leaders o this standing, theNavy proved its commitment to naval aviation.Leadership o such caliber and longevity gaveofcers the confdence to bet their careers onnaval aviation. This leadership also signaled tothe entire Navy to get on boarda crucialstep to overcome bureaucratic resistance totransormation o this scale.

Dick: I seem to recall that the Navy repli-cated this model when it integrated nuclearpropulsion. Adm Hyman G. Rickover, thehead o Naval Reactors or over three decades(194982), personally vetted every ofcer ap-plying or nuclearengineering duty. UnderRickover, Naval Reactors executed compre-hensive responsibility or the development,design, test, and operation o the Navys nu-clearpropulsion program. As with aviation,the Navy combined all elements o a revolu-tionary technology into one department and

entrusted one individual with authority andlongevity. This combination attracted andnurtured top talent while overcoming institu-tional resistance to new technologies.

Jeff: Recall also that the Air Force took asimilar approach with Strategic Air Command(SAC). Within about a decade, SAC had de-ployed revolutionary weapons (such as jetbombers and tankers, plus intercontinental

ballistic missiles), developed an organizationdedicated to nuclear warare, and contributedto the Single Integrated Operational Plan anddeterrence theory.

This transormation trinity o technology,organization, and doctrine came about underGen Curtis LeMay and Gen Thomas Power.LeMay commanded SAC or nine years (1948) and then oversaw its continued develop-ment as vicechie o sta and chie o sta othe Air Force or another eight years. Powerserved as LeMays deputy at SAC or six years(19484) and then commanded SAC himselor seven years (194). Both generals hadimmense credibility as combat leaders duringWorld War II, shared the same institutional vi-sion, and used their longevity in command totransorm SACand the entire Air Force.

In these three cases, service leaders under-stood that revolutionary technologies requiretransormation across the entire institutionand that this transormation requires ocusedleadership. The lesson or the Air ForcesUASs is obvious.

Dick: Were in violent agreement. As anemerging and potentially revolutionary capa-bility, UASs are on a par with the early stageso the development o manned aircrat, jets,missiles, and nuclear power. Their rapid prog-ress will depend upon similar direction andprotection. As a frst step, UASs will need longterm, credible leadership to implement mul-tiple, interrelated changes across the orce.These alterations will range rom personnelpromotions and assignments, to acquisition andbudgets, to organization and doctrine. Identi-ying, implementing, and ollowing throughon these broad changes is an immense task.Historically, the institution stands the bestchance o carrying it out by uniying develop-ment, placing the best ofcer in charge, and

leaving that person in power or over a de-cade. The act that such longevity runs con-trary to current Air Force policy reects theneed or transormational approaches.

Hong: We need to remember that UASs willprogress outside the military sphere. The civilsector fnds them particularly useul or dulland dirty missions such as monitoring climatechange, tracking the pace and direction o ty-

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phoons, and keeping an eye on pipelines andnuclear acilities. This is why major UAS cus-tomers include police departments, which usethese aircrat or a range o lawenorcement

monitoring activities aswellas searchandrescuemissions. Farmers also want to use them oragricultural spraying and pest control.

Tony: The importance o a persistent UASnetwork cannot be overstated. It can redress acritical asymmetric weakness by promising torecover or the United States and its allies theirreplaceable advantage o time. It can enablethem to sustain protracted, low intensity con-icts with acceptable political, economic, andcasualty risks, or it can provide realtime re-sponse to eeting circumstances. PersistentUASs can deny opportunities or shorttermsurprise and match the longterm commit-ment enjoyed by insurgents and other uncon-ventional war fghters. More than that, a net-work o persistent UASs will enable politicalleaders and commanders to determine thetime scale o appropriate action in anticipa-tion, preemption, or response: a swit, realtime link between inormation and action inseconds, or a measured reaction over days,months, or even years.

There is also a need or caution amidst thevision and enthusiasm. Military history records

the ebb and ow o technology: the swing othe oensivedeensive pendulum when aweapon or system stimulates a counter. Thetechnology o the UAS will be no exception.

Notes

1. See Alvin Toer, The Third Wave(New York: Mor-row, 1980).

2. John A. Tirpak, Donley and Schwartz Step Up;F22 Gets Some Love; Why Not Do Both? Air Force Maga-zine91, no. 9 (September 2008): 1, http://www.airorcemagazine.com/MagazineArchive/Documents/2008/September%202008/0908watch.pd.

3. Andrew Marshall, Ofce o Net Assessment, con-versation with the coauthor, 2 March 2004.

4. Digital Planet 2008: Executive Summary(Vienna, VA:World Inormation Technology and Service Alliance, May

The lead enjoyed by the United States is likelyto reduce as the burgeoning economies o na-tions such as India and China enhance theindigenous skills and advanced technology o

other countries. A military advantage as greatas that conerred by UASs is unlikely to remainunchallenged by any state determined to pre-serve its own reedom o action, especially iits own airspace is invaded or threatened.

Enthusiasts have always been quick to iden-tiy airpowers potential. Although UASs doencourage us towards new horizons, our vi-sion must include the questions Then what?and What i? We must ensure that the visionnot only lies within our reach but also remainswithin our grasp, despite all eorts o oppo-nents to counter it.

This conversation oers a good startbutonly a start. Years will pass beore the worldsairmen build new concepts o operation, neworganizations, and new career paths to realizethe ull potential o UASs.

I am also troubled by the onesidedness othis conversation. Our adversaries will havetheir say. It is too bad that we cant includethem in our discussion. They may open oureyes to possible impediments we are overlook-ing. They may also expose new vulnerabilitiesthat UASs could exploit.

All this said, I enjoyed this dialogue. Thethree o you have recast my conceptions o u-ture unmanned aircrat. For that you have myproound appreciation.

2008), 1, http://www.witsa.org/KL08/DigitalPlanet2008ExecSummary_cover.pd.

. According to the Heisenberg uncertainty principle,it is impossible to observe an electron without changingit. The mechanics o observation inevitably aect the tar-get o observation.

. Another example: Gen Bernard Schriever, the ar-chitect o the Air Forces ballistic missile and militaryspace program, led this eort or a dozen years (194). General Bernard Adolph Schriever, Air Force Link,http://www.a.mil/bios/bio.asp?bioID=09.
http://www.airforce/http://www.witsa.org/KL08/DigitalPlanet2008http://www.af.mil/bios/bio.asp?bioID=%180%189http://www.af.mil/bios/bio.asp?bioID=%180%189http://www.witsa.org/KL08/DigitalPlanet2008http://www.airforce/

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Perspectives on Leadership andManagement

Dr. raymonD a. ShulStaD, BrigaDier general, uSaF, retireD

I

t was 21 april 2006, my reiremen dyrom he MItRE Corporion nd rommy 40yer proeionl creer.1 a I in n udiorium on MItRE Bedord,

Mchue, cmpundliened omy boend oher prie nd hnk me or my conri-buion, I hough bck over h creer, hichincluded 28 yer ih he air Force, ve ihindury, nd he l even ih MItRE. I re-feced on he mny dieren job I hd hd,he chllenge I hd ced, he leder hohd menored me, nd he ccomplihmenh I proud o. I ruck by he ch eiher he people ho orked or me or

my orgnizionno Ihould ke credior lmo ll o hoe ccomplihmen. theyreuled rom he lederhip nd mnge-men I hd provided o people nd orgniz-ion nd, o coure, oher hrd ork, inii-ive, nd innovion.

For mny yer, I recognized h leder-

hip nd mngemen, coupled ih he per-ormnce o lened, hrdorking peoplend emork, ere he eenil ingredienor n orgnizion ucce nd miion e-ecivene. For h reon, I plced highprioriy on improving my lederhip nd mn-gemen kill nd on developing hoe o myubordine. alhough I proud o heconribuion I hd mde over he yer, I here liening o my boe prie my led-erhip nd mngemen, I couldn help k-ing myel i I hd done enough o p on my

perpecive nd knoledge in hi criicl re.a I eled ino reiremen nd refeced

on hi queion, I cme o believe h Ihould hve done le one hing h Ihdnormlly documen my perpecivend knoledge in riing. Hoever, over hep 20 yer, I hd developed nd coninu-ouly expnded inorml, unpolihed noeeniled Perpecive on Lederhip ndMngemen, hich I ued in ohour pre-enion vriou orml nd inorml led-erhip nd mngemen rining progrm. I

lo gve hi preenion (or derivive) omy ubordine ihin monh o kingchrge in every orgnizion h I led. al-hough I hd been ked or copie o mynoe mny ime over he yer, I never c-commoded hoe reque becue, lhoughgood enough or me o lk rom, hey ereoo rough o p ou o my udience. aermy reiremen, I received uppor rom MItRE

11

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o polih he noe ino repor deigned oconribue o he compny developmen pro-grm in lederhip nd mngemen. Bedon h repor, hi ricle refec my emp

o cpure nd p on my perpecive on ndknoledge o lederhip nd mngemen.I need o menion couple o cve up

ron. Fir, hen i come o lederhip ndmngemen, no univerl model exi, nd Irongly believe h lederhip nd mnge-men pproche mu be dped o he iu-ion. second, hi ricle i no ll incluive;h i, I hve no emped o include every-hing needed or eecive lederhip nd mn-gemen. Nonehele, he principle, philoo-phie, perpecive, nd pproche preened

here hve erved me nd mny oher ex-remely ell in brod pecrum o orgniz-ionl environmen. third, he ricle i bedon he peronl knoledge nd experienceh I cquired over my 40yer proeionlcreer. some o h knoledge come romproeionl reding nd rom he mny or-ml lederhip nd mngemen progrm Iended. Bu n eqully imporn ource ihe experience I cquired in brod pecrumo demnding lederhip nd mngemen

job. Finlly, he ounding nd compeen

leder I orked or hroughou my creerhve rongly infuenced my knoledge ndperpecive. Ech o hoe leder, like ll ou, hd hi or her on yle, rengh, nd

eknee. I lerned omehing rom everyingle one o hem.

Underlying Philosophical Beliefs

Beore omeone cn dop lederhip ormngemen yle, he or he h o coniderperonl philoophicl belie. For me, i begin

ih deep ene o condence in people. Ibelieve h hey relly n o do good jobnd iy heir boe. thereore, lederhiph he undmenl reponibiliy o mkingexpecion cler nd creing n environmen

here people cn ucceed. second, I believein he poer o poiive iude. In hi book

Escape from the Box, Ed Hubbrd er nd de-end he noion h people cn do lmo

nyhing i hey believe hey cn nd re illingo pu orh he eor.2 My experience overhe p 40 yer rongly uppor Hubbrdphiloophy. third, eing gol i imporn,

bu once people hve he gol, hey need pln nd mu meure progre gin hepln. Fourh, cuomer icion nd mi-ion ccomplihmen ly come beore or-gnizionl inere. Mo o he ime, i ipoible o hrmonize cion nd deciiono uppor boh, bu hen confic rie,he cuomer nd miion mu come r. Fi-nlly, i leder ihe o ke n orgnizionorrd nd eec chnge, he or he mu in-ill boh pride in p ccomplihmen ndexciemen bou uure chllenge nd op-

poruniie. Leder hve he undmenlreponibiliy o convincing people h nomer ho ell hey hve done in he p,heir be i ye o come.

Leadership versus Management

I i no ueul o pend lo o ime ryingo diinguih beeen lederhip nd mnge-men, bu ince hi iue come up o oen, I

ill commen on ho I hink bou i. Fir, onehould look he uncion h re clerly

inerdependen ndoverlpping. Mngemenuncion include eblihing objecive, pln-ning, orgnizing, direcing, nd conrollingexecuion. Lederhip uncion include e-ing he viion, gol, regie, nd prioriiend hen moiving people o ulll hem.Lederhip involve geing people o execuemngemen pln. In hi brieng on led-erhip, Colin Poell e he lederhip breven higher hen he y, Lederhip i her o ccomplihing more hn he cience omngemen y i poible.3

Oher hve pproched he diincion lile dierenly. For exmple, ome y h emnge hing (e.g., procee, co, chedule,perormnce, ec.) nd led people. O coure,mo job require boh. Oher, like wrrenBenni, riing in Leaders: The Strategies for Tak-ing Charge, y h mnger do hing righ

hile leder do he righ hing.4agin, erelly need boh: leder ho re good mn-

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PERSPECTIVES ON LEADERSHIP AND MANAGEMENT 13

ger nd mnger ho re good leder.Fced ih mking choice, hough, ehould hink bou Benni obervion hiling orgnizion re uully overmnged

nd underled.5

Thoughts on Leadership

Beore geing ino dicuion o h Ibelieve re he eenil elemen o goodlederhip, Id like o oer ome generl com-men on lederhip.

General

Mny orgnizion hve developed lederhipcompeency model o erve he corneroneo heir lederhipdevelopmen progrm. themodel highligh quliie or compeencie im-porn o lederhip, including inegriy, viion,echnicl compeence, mngemen kill, com-municion kill, nd cuomer/miion o-cu. O hee, he mo imporn quliy i in-egriy, he bedrock o chrcer becuechrcer nd inegriy re eenil o giningpeople repec nd inpiring heir condence.Ulimely, hee quliie deermine heherpeople ill ollo omeone nd heher hperon lederhip ill be eecive.

Occionlly, leder ill mke mike, bumo o he ime, hey cn recover nd remineecive excep hen he error involve n in-egriy iue. a ime, doing he righ hing cnbe dicul, bu no one ever goe rong by l-

y doing he righ hing! In hi lecure, GenNormn schrzkop h ddreed hi iueeven more emphiclly hen on occion heh id, Lederhip i poen combiniono regy nd chrcer, bu i you mu be

ihou one, be ihou regy.Clerly, leder re mde nd no born. a

in my on ce, lederhip i developedhrough orml inrucion, lerning romoher leder, nd, mo impornly, hroughexperience. Leder mu improve heirknoledge coninuouly nd hen pply i ohe job. there i ju no ubiue or per-on lerning by doing nd hen prcicing

h he or he h lerned. People ho cny hey re beer leder ody hn hey

ere ve yer go re no orking hrdenough i!

Elements of Effective Leadership

Good, eecive leder mu (1) cre boupeople; (2) e he orgnizion direcion inerm o viion, gol, prioriie, nd regie;(3) communice eecively; (4) embrce ndinill poiive iude; (5) y procive; nd(6) menor nd develop ubordine:

Care about People. the c h miionccomplihmen lrgely depend upon eoro he leder people, no hi or her on,compel peopleoriened ocu. Leder muempoer, inpire, enble, encourge, nduppor ubordine. their elre i o gre

impor, nd leder mu ho hem ihord nd cion h hey relly cre bouhem. telling olloer h hey need o dond deleging he ho o hem enblehem o ccomplih much more hn nyleder ever hough poible. Delegion cre-e greer ene o reponibiliy in peopleh ynergiiclly enhnce heir rong, in-ne deire o ucceed nd iy he leder,

ho hould no orge o prie nd rerdhem hen hey do good job. Eqully impor-n, hey hould receive immedie eedbck

i hey ll hor nd dippoin. Finlly, iheir behvior i inpproprie or heir per-ormnce ubndrd, he leder mu coun-el or reprimnd hem nd ke cion, in-cluding ring in ome ce. the morle,order, nd eecivene o he orgnizion

ell lederhip eecivene depend oncorrecing he iuion promply.

a ough job, heher mnging projecor running n orgnizion, demnd elec-ion o he righ people or he lederhipem. In hi book Good to Great, Jim Collin d-

vie leder o pu he righ people on hebu beore even guring ou here he buough o go.6 Colin Poell lecure a Leder-hip Primer cie 18 leon in lederhiplerned over hi creer. In leon numbereigh, Poell er h orgnizion doenrelly ccomplih nyhing. Pln don c-complih nyhing eiher. theorie o mn-gemen don mer much. Endevor uc-

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ceed or il becue o he people involved.7

Furher emphizing he impornce o people,he e orh hi rule or picking people leon number 13: inelligence nd judgmen,

nd, mo criiclly, cpciy o nicipe, . . .loyly, inegriy, high energy drive, bl-nced ego nd he drive o ge hing done.8

I gree compleely ih hi rule nd oulddd only one hough regrding ho I e-leced people. I voided lling key poiion

ih ereoype o myel, looking ined oropporuniie o pick people ho hd renghnd peronliie h ould complemenmine. the poer o diveriy cnno be over-ed, bu leder mu ke hoe dierenceino ccoun hen hey inerc nd commu-nice ih people!

Set the Organizations Direction. Orgniz-ionl eecivene, dvncemen, nd lign-men require he leder o collborively end communice he viion, upporing gol,prioriie, nd oplevel regy. to opimizeconribuion o he orgnizion, people needo undernd h i pire o be nd ochieve, ell ho i i rying o move inh direcion. the orgnizion bene grely

hen i people vie heir job no ju eo k hey ge pid o do, bu ork hconribue o he orgnizion ucce.

Communicate Effectively. I cnno over-emphize he impornce o eecively com-municing orgnizionl gol nd expec-ion. Over my 40yer creer, he roo cueo mny o he problem I ilure ocommunice. I he leder people under-nd he orgnizion nd miion, underndheir role, nd kno h he or he expecrom hem, I gurnee h he leder illrrely be dippoined. Leder mu orkhrdnd hen hrder communicingup, don, nd cro he orgnizion. Here

re couple o exmple o hing I did omee hi chllenge.

wihin monh o king over n orgniz-ion, I ould gher he r couple o lyero enior leder nd lk o hem bou mylederhip nd mngemen yle, my peron-liy in erm o MyerBrigg behviorl pre-erence, my expecion o hem, nd hhey could expec rom me. to communice

hee mer o my ubordine, I hd oke he ime or elrefecion nd gurehee iue ou myel. I held hi eion ooner I ook over becue I kne h he

ooner hey underood h I expeced, heooner I ould ge i rom hem. I decribedvery peciclly h I liked nd didn like.For exmple, I old hem I liked being in-ormed nd did no like urprie; I likedemork nd did no like civiy ihou c-ion; I liked iniiive nd innovion nd didno like piviy nd gnion; I liked ndexpeced reponivene hen I ked hemo do omehing; nd I liked communicionnd cion beeen meeing nd did nolike inernecine bickering nd hining.

s meeing re boluely eenil o or-gnizionl communicion, bu hey re noucien. the mege h leder commu-nice he meeing ge lered nd rn-led mny ime hrough mny lyer o heorgnizion. Leder imply don kno hmege cully ge communiced o mnyo heir people, bu hey cn do everl hingo ddre hi problem. I he mege i e-pecilly imporn, hey cn pu i ino nemil or leer nd peronlly end i o llemployee. the leder cn lo hold periodicllemployee orum o dicu he orgniz-ion e o helh, celebre chievemen,nd highligh curren chllenge. anoher ech-nique enil viiing ech orgnizionl uninnully nd holding on meeing ih mll bu repreenive number o employee.

a hee meeing, ling n hour or o, Iould encourge heir leder o ell me bouccomplihmen, curren ork eor, ndny iue hey migh hve. I ould hen hre

ih hem my perpecive on key orgniz-ionl iniiive nd chllenge, king orheir uppor. the meeing ould conclude

ih queionndner period duringhich hey could k me nyhing.

Embrace and Instill a Positive Attitude.Leder mu embrce nd promoe poi-ive, ucceoriened, cndo/illdo iude.they mu inill uch n iude in heirpeople. No mer ho ough he chllenge,leder hould hve condence in hemelvend heir people. then everyone mu ork

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hrd necery o in he objecive. In himourefecion on heimpornceo iude,he renoned philoopher Chrle sindollconcluded h lie i 10% bou h hp-

pen o me nd 90% bou ho I rec o i.9

Reired colonel Ed Hubbrd, n air Forcecollegue nd hero o mine, pen ixnd-hl yer prioner o r in Vienm. Inhi bookEscape from the Box, Ed minin hhe nd ello prioner urvived heir ordelby doping n iude h clled or up-poring heir deerminion o urvive ihexrordinry eor o keep heir mind ndbodie helhy poible. thee eor

ere complemened by deep ih in heircounry nd he unvering belie h onedy hey ould be ree gin nd reunied

ih heir loved one. He uppor hi er-ion ih mny gurenching orie h il-lure he poer o iude. simply ed,Colonel Hubbrd philoophy, epoued inhi book, i h people cn do nyhing i heybelieve hey cn nd re illing o pu orhhe eor.10 I rmly believe h hi philoo-phy refec he kind o poiive iude re-quired o become ucceul leder. Embrc-ing nd inilling hi philoophy in peoplere he key o nd chllenge o good leder-hip. People ho don do hi cn be goodleder. thoe ho do, cn mi.

Stay Proactive. Leder mu be procivend erive, king he iniiive nd mkinghing hppen. they mu no be rid omking mike. when hey do mke one,hey lern rom i nd hen move on. they rebold nd creive, encourging heir peopleo be he me. they lo puh hem o be-come procive, riving o pend more imepreveningproblem ndle ime olvinghem.they ru heir ininc nd re illing omke deciion on imperec, incomplee in-

ormion. and hey ccep ccounbiliy orhoe deciion.

Mentor and Develop Subordinates. Lederhve no greer reponibiliy hn develop-ing he lederhip nd mngemen kill ohoe under hem. they e he exmple, evermindul h heir ubordine re obervinghem. they pend gre del o oneononeime ih heir olloer dicuing orgniz-

ionl chllenge, objecive, nd regie. Inpie o he demnd o crrying ou he cur-ren miion, no only do hey move heirpeople ino ne poiion in hich hey cn

coninue o gro, bu lo hey mke hemvilble or proeionldevelopmen pro-grm. they do o becue hey kno h in-

veing in heir proeionl developmen lorepreen n invemen in he uure ucceo he orgnizion.

Thoughts on Management

I vie mngemen hving o bic -pec. the r ocue on mnging projecor progrm, nd he econd on mnging he

orgnizion. I hve divided hi ecion o hericle ino hee o bic mngemen pec.

Program/Project Management

Mngemen o projec r ih ngibleobjecive h he orgnizion deire o pro-duce or in. a mnger hen pu ogeher pln nd em, direc he em, nd con-rol execuion o he pln. Direcion ndconrol re cilied by dening nd meur-ing progre gin he pln. Perormnceo-pln meric, hich involve meuring cul

vlue in erm o co, chedule, nd echniclperormnce nd compring hem o plnned

vlue during execuion o projec, re e-enil o eecive mngemen.

a I moved ino enior mngemen poi-ion, I ocued more on orgnizionl mn-gemen nd deleged projec mngemeno oher. Eecive delegion i chllenging,bu puing omeone in chrge nd holdinghim or her ccounble coniue he key oucce. Doing o cn be grely cilied byenior mngemen pproving he objecive

nd pln up ron nd hen moving ino mngebyexcepion mode. My ubordineunderood h beeen inproce revie, Iumed h he projec rcking o plnunle hey inormed me oherie. I lo con-ider uch revie undmenl o eecivemngemen nd believe h mnger muinpec o ge h hey expec. the queioni ho oen nd o h deph hey mu re-

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vie progre. Unorunely, he ner i noimple nd depend on he impornce o heobjecive nd he condence h mngerhve in he peron hey pu in chrge.

Eecive mngemen mu orien iel onreul nd demnd he meuring o progrend he king o procive cion o y onpln nd preven problem. when problemrie, he mnger mu ke promp cionnd ge bck on pln. I ly preerred o ue collegil, collborive pproch o problememen nd deciion mking, ih prici-pion by he em nd ouide exper. whenbuilding conenu proved oo hrd or didno yield he be oluion, hoever, I redy o mke he ough deciion.

time mngemen i probbly he mo im-porn dily problem h every projec mn-ger ce. spliing ime mong mnging heprojec, olving problem, nd reporing prog-re or problem o he mngemen chincn become overhelming ime. Mngerly hve oo much o do, nd hey illnever hve enough . I hve ound h pri-oriizion oer n ner o hi dilemm. Iopered o mu do eekly nd dily lio cion ell mid/longerm op10li h ly hd 10 iem on i becue

henever omehing removed, omehingele replced i.

Organizational Management

My pproch o orgnizionl mngemen(1) i gol driven; (2) inegre nererm c-ion o uppor longrnge viion nd gol;(3)cenrlize oplevel plnning nddelegedeiled plnning nd execuion o empo-ered, ccounble people; (4) ocue on me-urble reul; (5) cively promoe orgni-zionl chnge nd rnormion; nd (6)

rive o lign regy rom op o boom inhe orgnizion. I i ilored verion o heHrvrd Buine school Blnced scorecrdpproch, developed by Rober Kpln ndhi collegue, beginning in he mid1990.11

I hd been pplying erly verion o myon pproch, ring in he mid1980, Ibegn 20yer journey o underke erieo progreively higherlevel orgnizionl

mngemen job. From 1986 o 1988, I lednd mnged he lrge muliprogrm yemprogrm oce in air Force syem Commndby belining more hn 70 progrm co,

chedule, nd key perormnce prmeer. Iconduced qurerly revie o ech progrmo ure i remined on coure. Beeen re-

vie, I required progrm direcor o reporhe cue o beline deviion nd end ge ell pln o me. In 1989 I publihed her corpore pln or he Rome air Develop-men Cener, hen one o he air Force re-erch nd developmen lbororie. thepln lid ou viion nd longrnge gol oulll hrough number o pecic, nererminiiive nd regie oned by enior led-er in he cener.

Over he yer, I brough he pproch omuriy, bed on my experience nd Kplnmny pper nd book on Blnced score-crd. aI rrived in2001or mynlignmenin orgnizionl mngemen ih MItRE

air Force Cener, I ound h MItRE movingorduch mngemen rmeork.

wih he encourgemen o my uperior, c-ive pricipion o my execuive direcor,nd help rom ome exrordinrily mr ndlened engineer, I eized he opporuniynd pioneered he dopion o n dvnced,

webenbled orm o he pproch in he airForce Cener.

Unil my l couple o yer MItRE, Idid no openly dmi h I mnging heorgnizion uing Blnce scorecrd ypeo pproch. three primry concern drovemy relucnce o do o. Fir, lhough Hrvrdi idely regrded one o our premier mn-gemen chool, mny people conidered number o i concep oo cdemic nd

orkinenive o implemen. second, my re-vie o number o ucceul nd iled ce

udie involving he Blnced scorecrd gveme concern h implemenion ocued oorongly on regic lignmen no linked in meningul y o cicl operion nd exe-cuion. Finlly, nd reled o he econd con-cern, I hough h mny o he meric gen-ered in uppor o corpore regy mpoverly emphized eyocollec, bu no re-lly meningul, civiie ined o cion

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nd reul. My ilored pproch grely lle-vied hee concern. In pie o my migiving,I hve he highe regrd or Rober Kplnnd hi Hrvrd collegue, hoe concep

nd ork hve rongly infuenced me.the underlying opering model o my Bl-nced scorecrd pproch i he ormuliono lyered regy mp in hich viiondrive longrnge gol, hich drive numbero objecive or oucome, hich pn number o nererm regie nd iniiiveulimely oned by one or more o he led-er nd . thi rmeork h he gre d-

vnge o explicily recognizing nerermcion he y o chieve longerm viionnd gol. Longrnge plnning nd cicloperion plnning re linked nd inegred

ihin he rmeork.Over he yer I pen in boh governmen

nd indury, I ound h bou our or velongerm gol re ucien o drive n orgni-zion ord i viion. One gol hould ocuon curren miion perormnce nd improve-men, nd noher on groh or expnion ohe miion. a hird hould concenre onhe orgnizion vlue propoiion, reduc-ing i co or improving i compeiive poi-ion. a ourh hould ddre n engged ndproducive ork orceh i, people. a or

pro compny ould hve h gol, o-cued on i nncil ellbeing, meuredprinciplly by hree oucome objecive: (1)n incree in le or revenue, (2) good proor mrgin, nd (3) beincl hreholder

vlue or reurn on invemen.In my pproch, hoe our or ve long

erm gol o he corporion ere upporedby one or more brod, llencomping ou-come objecive, ech meured by e omeric ell by rcking progre on ini-iive h foed don ino he perormnce

gol o he . the mo imporn mericincluded cuomer icion, perormnceopln or projec delivery in erm o budgend yer, orkprogrm vlue nd im-pc, nd demogrphic d rcked overime o highligh rend.

we ined orgnizionl lignmen byfoing oucome nd iniiive don o every

lyer o he orgnizion nd ulimely inoindividul perormnce gol. From boomo op, he ork o he conribued ochieving he oucome objecive, hich d-

vnced he orgnizion ord i longrngegol nd viion. alhough hi boomup con-ribuion i good nd eenil, i i no u-cien o ure imely orgnizionl repon-ivene o dynmic regic environmen.For h reon, I dded complemenryopdon nd more regic conribuion ohe proce in he orm o n nnul regicenvironmen emen o he implicion ochnge in our inernl nd exernl environ-men. I ued he oucome o hi emeno ideniy ocu iniiive nd pu direcor

level em in chrge o plnning nd mkingprogre in hee criicl re.Beore leving he ubjec o orgnizionl

mngemen, I n o highligh h I loued boh he opdon nd boomup ele-men o my pproch o eec orgnizionlchnge nd rnormion. No mer hogood n orgnizion, i cn be beer; nd nomer ho olid i buine be, i cn beimproved. spencer Johnon book Who MovedMy Cheese? urge compnie o move proc-ively o nd beer cheee beore heir cur-

ren cheee goe bd or drie up.12

I believerongly in hi dvicei i r beer o beprocive nd innovive hn remin compl-cen nd rik obolecence.

Conclusion

Cerinly, none o he lederhip nd mn-gemen pproche nd be prcice pre-ened here i ne or unique. to he conrryhey re ime eed nd proven ucceul byme nd mny oher. I hve merely ried o

bring o ber my lie experience rel prc-iioner ho h oiled in he renche mnylevel, nd o oer uccinc, inegred over-

vie. By hring hi, I hope h oher ledercn pply hee poiive leon in heir job,gro proeionlly, nd beer prepre hem-elve or uure lederhip nd mngemenchllenge.

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Notes

1. a noorpro, ederlly unded reerch nd de-velopmen cener, MItRE provide yem engineeringor inormionechnology yem o he governmen.

2. Edrd L. Hubbrd,Escape from the Box: The Wonderof Human Potential, ed. ar Nicole (we Cheer, Pa:Prxi Inernionl, 1994), 58.

3. Colin Poell ih Joeph E. Perico, My AmericanJourney(Ne York: Bllnine Book, 2003), 255.

4. wrren Benni nd Bur Nnu, Leaders: The Strate-gies for Taking Charge(Ne York: HrperCollin, 2003), 20.

5. Ibid.6. Jim Collin, Good to Great: Why Some Companies Make

the Leapand Others Dont (Ne York: HrperBuine,2001), 13.

7. Oren Hrri, The Leadership Secrets of Colin Powell(Ne York: McGrHill, 2002), 258.

8. Ibid., 259.9. Chrle sindoll, Strengthening Your Grip(Nhville:

word, 1982), 207.

10. Hubbrd,Escape from the Box, 259.11. the Blnced scorecrd pproch o orgniz-ionl mngemen nd lignmen cll or developing regy mp o link viion o gol o objecive o inii-ive, ell dening nd uing meric o meureprogre.

12. thi concep i explined in spencer Johnonbook Who Moved My Cheese? An Amazing Way to Deal withChange in Your Work and in Your Life(Ne York: Punm,1998).

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Understanding the Enemyas a Complex System

A Multidisciplinary Analytic ProblemRequiring a Multidisciplinary Team Approach

D. Lee FueLL Jr., DeFense InteLLIgence senIor LeaDer, usaF

Our greatest challenge today is to iden-tify and understand the enemy we need

to affect. Lt Gn Davd A. DptulaDputy c sta intllgn, suvllan,and rnnaanhadquat Us A F

The Air Forces ntllgn, u-

vllan, and nnaan (isr)

tatgy qu t A F isrntp t undtand untand ptntal nm a a ytma mplxganm dpndnt n ladp, ppl,u, natutu, dn, t nv-nmnt n w t pat, and myadt at tat dtmn wagtng a-pablt and vulnablt.1 Undtandngt advay a a mplx ytm qumpnv knwldg wll bynd d battl and dptn ; mv,t undamntal t an tbad appat patn.2 T knwldg allw Ustatgt and patnal plann t pdtnmy bav and lt man attaktat av maxmum t wt maxmumny, wt t dd t t n-fun t dty.3 Wtut mpn-v knwldg t nmy, amd nftan dgnat nt an xtndd, bldy, andxpnv wa atttn.

Dvlpng u an undtandng -gn a and pa a mplx ytm t pnblty t Natnal A and spaintllgn cnt Glbal Tat Analy

Gup (NAsic/GTG), w mn t d-lv pdtv ntllgn n glbal ntgatdapablt a t a, pa, and nma-tn dman.4 GTG analyt a agd wtyntzng ntllgn data and t ntl-lgn amnt m a t badt Byd Tnty ppl t, da -nd, and tng td nt v and -nt amnt gn a and pa wa-

19

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gtng apablt and vulnablt, mtmw t a a a 20 ya n t utu.5

A t tnal dt glbal tat, ipvd n vgt and gudan t t

gup analy and pdutnanaly antlltually allngng a gaduatlvl -a and pdutn tat gnat a-mnt n pa wt mat t and, an-ally, PD dtatn, and mtm m .in m a, t badt and dpt qud,

In the GTG, we challenge our analystso air and space orce employment tothink like a oreign general ofcer.

mbnd wt t nd t dal wt atv d-nal and dptn by t nmy wm t ana-lyt k t undtand, upa any lvl aa-dm a n dulty and mplxty.6

Ang an advay a a mplx ytm a dauntng analyt tak, augt wt nu-mu ganzatnal and baval al-lng and qung xtnv xpt nmultpl dpln. T atl xamn tw

t allnganalyt xpt andtamwkand mmnd ang tatt A F isr lad an nd tvm tm.

To improve analysis, we need betteranalysts.

D. Tma FngaFm Dputy Dt Natnal intllgn Analy

Analy gn ntgatd a and pa wagtng apabltydvlpng tat un-dtandng t advay a a mplx y-tmqu a badt and dpt xp-t dult a ngl ndvdual t btan. Aunty ablty t mply a and pa atd by dv at nludng, butnt lmtd t, tatgy, dtn, tanng, na-tnal and ganzatnal ultu, mal, -

d battl, lgt, mantnan, ntll-gn, ggapy, and any numb ttangbl and ntangbl nfun. sm t tangbl at, lk wapnytm p-

man and d battl, lnd tmlvwll t bjtv analy bad n t nand ngnng. ot, lk uman mtva-tn and ntntn, a uzz and qudnt, lwlldnd kll t t a.in t GTG, w allng u analyt aand pa mplymnt t tnk lk agn gnal a npt dultt gap many jun and mdlvl ml-tay and vlan analyt w lak t xp-n and kll t a jnt a mp-nnt mmand.

T A F isr ntp, wll manndwt analyt klld n t n and ng-nng, a an xllnt tak d -nt and tnal ntllgn analy gnwapnytm (and ytm ytm)apablt and lmtatn (Byd tng).Fmal duatn pptunt n t nand ngnng abund, and t A Fmak gd u bt atv duty and vl-an ntt and ngn t d t knd analy. expt n t ad n aln,tug nay, nt unt t dvlp

t qud undtandng nmy a a mplx ytmw mut al und-tand t l bjtv, m umanntdat (Byd ppl and da). Un-tunatly, pptunt mal duatnn t at mplyng a and pa a nt a adly avalabl a t n t adn. Altug A Unvty A cm-mand and sta cllg (Acsc) awad anadtd mat dg n mltay pa-tnal at and n (nludng a u na and analy mtdlgy) t t

gaduat, mltay attnd Acsc amaj t mt pat.7 By t tm ntll-gn av bn mally duatd nt ty, pnpl, and pat m-plyng a and pa , a wll a taltnkng and analy, a dvlpmntdtat tat ty mv ut analy and ntladp ptn. Wtut a ang n uadvlpmnt mndt, t kll and

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UNDERSTANDING THE ENEMY AS A COMPLEX SYSTEM 21

knwldg tat dvlp at Acsc an-nt b dtly appld t ntllgn analy.

opptunt xt vlan analyt tattnd Acsc n dn and an a dg,

but t pptunt a nt unt tduat all t analyt qud by t m-n. Ftunatly, t A F a an nlgt-nd nllmnt ply nndnt dvl-pmntal duatn tat allw mdlvl vlananalyt t mplt Acsc va dtan lan-ng. Tug nt a bnal a t ndnpgam, nndnt Acsc at lat pvda tutud duatnn tty, pnpl,and pat t patnal at mply-ng a and pa .

Pap m mptant tan mal du-

atn atual xpn at plannng andmplyng a and pa at t pa-tnal lvl wa. T xpn vnad t m by tan duatn, but a pagnmnt tatnal dtal n an a p-atn nt (Aoc) tatgy mbat plandvn wuld b a plu an analyt agd

wt ang an nmy ntgatd a andpa wagtng apablty. Untunatly, tam advlpmnt at td abvmplat t u xpnd plann antllgn analyt.

expt n a and pa patnal at,tug nay, nt unt. Pdtngnmy bav al qu xtnv knwl-dg ubjt a dv a ntnatnal a-a, gn ply, ultu, lgn, lgy,and a t t at.8 T knwldgqud t attmpt mplx ytm analy an nmy a xd wat w an an-ably xpt an ndvdual t mat, dvng ut t nd multdplnay analyt tam.

Atn t A F an tak t mpvt ndvdual xpt analyt takd wtdvlpng undtandng t nmy aand pa wagtng apablty a mplxytm nlud t llwng:

cangng t paadgm t advlpmnt ntllgn t

valu ptAcsc and/ ptAoc -v a an analyt, pvdng tat analyu n t patnal lvl wa.

inang t mpa n nndnt Acsc, mla dvlpmntal dua-tn tat mpaz patnal at, apat t ndvdual dvlpmnt plan

mdlvl vlan analyt, pvdngnad nduty tm and u td t u wk.

inang mpa n, and undng ,gaduatlvl tudy n t dplnqud t tabl ndpt knwldg adva a mplx ytm.

etablng pptunt tatnalagnmnt xtndd tmpay duty ntllgn analyt n an Aoc tatgyandmbatplandvn tpvdtm

at lat an xpu t t mplxt mplyng a and pa .

Atvly utng td wtpatnal wagtng xpn avlan analyt a and pa mplymnt, and mng vlan -ng pat and mpnatn t maku mplymnt m attatv.

Lvagng t xpn A Fn mnt t at wt dvlpnganalyt xpt n a and pa pa-tnal at.

Weve got a lot of smart people, but noneof them are smart enough by themselvesto adequately address the array of verycomplex, fastmoving issues that wereasked to analyze.

D. Tma FngaFm Dputy Dt Natnal intllgn Analy

Building knowledge requires a team.Lt Gn Davd A. Dptula

Dputy c sta intllgn, suvllan,and rnnaanhadquat Us A F

N matt w wll w dvlp ndvdualxpt n analyt agd wt dvlpngt undtandng u adva a m-

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plx ytm, t allng man t badand dp a ngl ndvdual t ampln wn.A t A F isr tatgytly nt, maty u mplx

pblm bm pbl nly tug tatn gpmng tam.9 cmp-nv analy nmy qu ntnly t bad, bg ptu pptv analyt ld and xpnd n pa-tnal at, but al t ndpt knwldg analyt m tgtly ud n t nttuntmpnnt vall wagtng apablty.it nt mply a matt agggatng pa-at amnt t nttunt mpnnt;t yngy btwn badt and dpt b-tand by t dynam ntatn analyt

w bng xpt knwldg m multpldpln wt dnt pptv wkng

The ability to unction as a teamplayer and to put team accomplishment

ahead o individual accomplishmentis an essential attribute o anintelligence analyst in todays

Air Force ISR enterprise.

twad a mmn gal pdu ngt ntbtanabl by ngl analyt wkng aln.

Al, a ndattat anngbygupwt dnt pl knwldg mdulatndvdual ba and pvnt n ndvdualanng,pdunggqualty judgmnttan mpl agggatn.10 All tng nd-d, t ablty t untn a a tam playand t put tam amplmnt aad n-dvdual amplmnt an ntal att-but an ntllgn analyt n tday AF isr ntp.

Untunatly, u pmanvaluatnp ( , nltd mmb, andvlan) tnd t b bad m n ndvdualat tan tam amplmnt. rat aquntly mndd t db atn andt t n appaal tat valu individualatn vb lk ld dvd m-plmntd m gly tan m am-

pu pa u a ky mmb . Wtaty u individuals: my n. 1 aptan 20 a gly dabl appaal bullt. ouawad and datn p al bad

twad ndvdual amplmnt; awad tam amplmnt a nt valud a glya t ndvdual. D any u blvtat any A F mmb wuld at avan outtandng Unt Awad tan a Mt-u sv Mdal? in t ultu, t nt u-png tat many analyt wuld at wkndvdually tan a tam mmb n bad,multdplnay analy vall ntgatd

wagtng apablty. Akng u analyt tmpaz tamwk wl valuatng and -

wadng tm ndvdual xlln nda mxd mag tat lad mut tv tvm. At wt, u a mag an ultn a l b v mndt n analytm mtvatd by pnal advanmnttan mn u. A F isr nd gpmng ndvdual n d t av gpmng tam, but isr lad nd t dm t nuag and wad patpatnn analyt tammal nmal, tpdwn dvn bttmup lynnzd, anytng n btwn.

intllgnanaly ganzatn lk NAsica tn untnally ganzd, wt ub-ganzatn gupd by analyt dpln(.g., gupng all gtaat analyt nta ngl fgt). hwv, t tak und-tandng t nmy a a lagal ytmd nt bn wll nt a undplnay ga-nzatnal lmnt. All ganzatn dvlpunqu dntt and ultu, and a und-plnay ubganzatn bm nula andnwadly ud, t undmn t ablty tlag ganzatn t m gpmngmultdplnay tam tat ganza-tnal bunda. A ntbutng at t t

nulaty t d dt wkdnanalyt and t lad may pvtat ty wll v l dt t wka mmb a multdplnay tam tan m nawly ud wk pmd

wtn t bx n t unt ganzatnat. A untnal ganzatnal tutua gat bnt tanng and quppngntllgn analyt t pm a p ana-

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UNDERSTANDING THE ENEMY AS A COMPLEX SYSTEM 23

lyt tak wtn a dpln, but tat dplnaln wll aly pv unt t undtandt nmy a a mplx ytm.

An wnp mntalty wt gad t a

ubganzatn mn an al mg aan unntndd nqun a untnalganzatnal tutu. su a mntalty anmant tl a lutan t a knwl-dg, tn twad patpatng n tam,ntmnt t analyt mntnngt ubjt n a pdut, any a num-b t anttamwk patlg. inalty, analy mn vlap and a nt-dpndnt; t nt pbl n dabl an analyt lad t lam l wn-p a tp. intad, analyt and ladmut mba t npt mn vlapand ntdpndny n d t mak gpman tam pbl. in at, m d-g vlap nay t pvd tmmn pptv and pup tat ana-lyt tam nd n d t wk bad, m-plx pblm uully; lad uld nt

vw t nay vlap a duplatn.11

Ultmatly, analyt and t lad uldtnk tmlv a stewards t mnand knwldg, nt wn. W uld allan t tnk untnal ganzatn aapablty pvd t multdplnay tam t aa xpt, mu a w avland t vw t ndvdual v a apa-blty pvd t t jnt mbatant m-mand. Analyt may b ADcoN (admn-tatv ntl) t untnal ganzatn,but oPcoN (patnal ntl) t untnal, multdplnay ntgatd analy- tam md t lv mplx, lagalntllgn pblm.

T A F isr tatgy 2008 ad-d t allng by mpazng ganzatnal nmatn ang and t

nd t t multdmnnal lad.12T isr tatgy all n u t av angt mu nmatn v ang t lttl,but ya t ntllgn mmunty amad t t dum nd t knw. Tan-tnng m a nd t knw t a pn-blty t a mndt pnt a majultual ang xpnd ntllgnpnal, wt all t attndant lad-

p allng. T isr tatgy al all nu t v u ladp ptn t w dmntat t ablty t ladtam t at knwldg and dnt u

mt valuabl ppl a t w u-ully lad dman, dpln tam

Ultimately, analysts and theirleaders should think o themselvesasstewards o their mission andknowledge, not owners.

t at atnabl knwldg.13 in addtnt nang t mpa n tam leadership,n d t ld gpman tam, wmut d t am tam membership. i wal t valu and wad patpatn n tama gly a ndvdual amplmnt, tamavmnt wll ntnu t b l valudtan ndvdual avmnt.

ralzng t vn t A F isrtatgy wll qu m gnant angt t way w valuat and wad u ppland t way w ganz and pm n-

tllgn analy. sm mmndatnnlud t llwng:

inang t mpa n llaba-tn and tam pman n tanngpgam all isr analyt.

rqung a tampman lmntn all pman plan vlan ana-lyt and mpazng tam ampl-mnt n pman appaal.

iung gudan t at t mpaztam ladp and tam ampl-

mnt n pman pt and nltd mmb.

iung gudan t pmtn bad tvalu tam ladp and tam p-man a gly a, nt m tan, n-dvdual amplmnt.

inang t numb and typ israwad tam amplmnt and

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pap dang t ndvdualamplmnt.

cnnng ulv l wt dt mn amplmnt and m wt

mn amplmnt tl.

Fmally dnng untnal ganza-tn a apablty pvd t untnal analy tam.

etablng ntgatd analy tam at nm, nt t xptn, AF isr analy and gvng t tamoPcoN analyt qud t pmt agnd tak().

Dominating capabilities . . . will notevolve from the skills, institutions and

platforms of the past. They demand auniquely trained, equipped, integrated,and empowered enterprise.

Lt Gn Davd A. DptulaDputy c sta intllgn, suvllan,and rnnaanhadquat Us A F

Notes1. Lt Gn Davd A. Dptula, Lead Turning the Future:

The 2008 Strategy for United States Air Force Intelligence, Sur-veillance and Reconnaissance(Wangtn, Dc: hadqua-t Us A F, 4 July 2008), 8, ttp://www.a.ml/ad/mda/dumnt/AFD081201007.pd.

2. A F Dtn Dumnt 2, Operations and Or-ganization, 3 Apl 2007, 19, ttp://www.a.g/p/ddd/ua/add2.pd.

3. Dptula, Lead Turning the Future, 89.4. Glbal Tat Analy Gup (NAsic) mn

tatmnt.5. F Byd Tnty, Gant T. hammnd, TheMind of War: John Boyd and American Security(Wangtn,Dc: smtnan inttutn P, 2001), 110.

6. Bnn Wlknn, 711 hPW/rhcs, WgtPattnAFB, oh, ntvw by t aut, 10 sptmb 2008.

T tat and allng tat t AF wll ntnu t a n t twntytntuy a dv and mplx; dtngand datng tm wll qu an unp-

dntd dpt and badt undtandng and apablty t pdt and nfun ad-va apablt, lmtatn, and ntn-tn. T A F isr tatgy pvdt vall gudan and plpy d-

vlpng tat undtandng; t atl adntd m t pnnl and nttu-tnal allng t mplmntng tat tatgyand mmnd atn tat isr lad antak t vm tm. clngng t t kll,p, and gd ganzatnal tutu t ndutal ag a p alu nt nmatn ag: w wll al t untlyundtand u nm and antpat tatn, allwng tm t gt u n theirtm,t ourdtmnt. W nd gat dpt andbadt xpt and m fxbl andadaptabl ganzatnal ntut, n-tatng undamntal ang n u gt p-tu w w d ntllgn analy and

wm w lt t d t.

7. cl Tmlav ruby, AF/A2DD, t t aut, mal,27 otb 2007; and Wlm t t A cmmandand sta cllg, ttp://www.au.a.ml/au/a/abut

Acsc.ap.8. Wlknn, ntvw.9. Dptula, Lead Turning the Future, 10.10. Kvn Dunba, hw sntt rally ran: s-

nt ranng n ralWld Labat, n CreativeThought: An Investigation of Conceptual Structures and Pro-cesses, d. Tma B. Wad, stvn M. smt, and Jytna

Vad (Wangtn, Dc: Aman Pylgal Aa-tn, 1997), 46193.

11. Wlknn, ntvw.12. Dptula, Lead Turning the Future, 9.13. ibd., 9, 10.
http://www.af.mil/http://www.fas.org/irp/dodhttp://www.au.af.mil/au/acsc/abouthttp://www.au.af.mil/au/acsc/abouthttp://www.fas.org/irp/dodhttp://www.af.mil/

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ASPJ

Maj D. K. StanforD, USaf, Chief, ProfeSSionaljoUrnalS

Unmanned Aircraft Systems

This is one o those infection points, one o those times when the whole path o history shits. . . .Thats whats happening, and the question is whether the United States Air Force wants to be onthat wave or let behind.

G noo Sazc o Sa o A Fo19 Fbuay 2009

Anew chApter in ao s-oy s bg . Umad a-a sysms (UAS) av ov mlay o, bo o goud

ad a os. Udoubdly, UAS ologyll ou o volv ad bom a gaass; moov, a moa dba akgla g o ll dm o oly oo us s ool bu also o sould us .

Qusos gadg o ol oUASs jo g ma uasd.Oos dvg dly o s sys-ms qu ad los o gly sklldasas lsd sol. A-o ssu os a svsould buld s o UAS f ad, so, oa sv sould ga s aossysms jo bal. t ass os qusos ll sa uu o as

ll as ou o o ao.ts dba s aly ad ssayad

may ass assoa. t s o douba UASsll assummo al aggols, a ology ll adva, ad a

y ll bom mo ubquous. i Jauay2009, L G noma S, ommad otl A Fo, od ou a x ya, A Fo ll ou mo umadaa a mad aa. . . . So i ka maks a vy od sam abou ouommm o uu o [] UAS ad

a bgs o g mg -qums o ombaa ommads.1 t

ma ga s umadaably mas oovsal. wll a AFo ulu domad by mad fglga umad sysms o ds mssoss, o do y s a udamal s dlvy o ao, ulmaly la-g mad sysms as may laom?

Gal Saz ly obsvd a ll alays b a d o mad ava-o, bu ll b a lss ooo o f a s uly as.2 ts s,

av s sz, ll b ooud ad lldv ags do, o suu, adal ag. Aloug a aualydsb UAS ology as voluoay, o-s aabls a a voluoay. ts s-su o Air and Space Power Journal (ASPJ) -luds sgul als a sl allo s os. Aloug aly dbaov o ol o UASs ll suly o-u, o a s do o ASPJ, ossoal joual o A Fo, o-mos dalogu o s asag o.

Notes1. Mga Oo, A Fo rmas commd o

Umad Aa Sysms, Air Force Link, 14 Jauay2009, ://.a.ml/s/soy.as?d=123131324(assd 26 Ma 2009).

2. Mal Bggs, c o Sa Ss UAS rol exad-g, Air Force Link, 20 Fbuay 2009, ://.a.ml/s/soy.as?d=123136606 (assd 27 Ma 2009).

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http://www.af.mil/news/story.asp?id=123131324http://www.af.mil/http://www.af.mil/http://www.af.mil/news/story.asp?id=123131324

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Capt Lori KatowiCh, USaF, DepUty ChieF, proFeSSionaL JoUrnaLS

Publishing inAir and Space Power Journal

M

any people inquire bt css dtmg thbct tt tcssbmttd t Air and Space Power

Journal(ASPJ). Th wg s ght tht css. at w cv -tc, mmbs th dt bd mt tvw t d dscss ts mts. Sbmssssgct v 5,000wd mt -td t th th wtht scc ct.i th tc sms t b tst t d-s, hwv, w m sggst vss bgg th tc wth tht mt.

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ths shd vthss cd s wc v tht t ws t vkd.

it tks cmmtmt th t bthth ths d dts t sgct vs

sbmsss. acdmc s wtt v-s dct csss, whth mt c-v, m b tst t ASPJbt t dt mt ds tms th tcgth mttg. F tht s, w d-vs ths t vw au1, Air University Styleand Author Guide(vb t htt://ss...m/scs/st/st_gd.d hd c m a uv-st pss), t sbmttg. athgh bsd th Chicago Manual o Style, au1 dds tmsd xms c t th mt v-mt. Th dt bd w vd dvcgdg mttg ds, bt th -ssbt mtg ths mtsms wth th th.

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th th s tht h sh c ddss ccs sm wthdw th sbmss.

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RICOCHETS AND REPLIES 27

nt scc ssgd t ASPJ, th -s d S&p vws cmt th wk s vb bss, whch s xtcssg tm. Th, thgh w -

vd tst sbmss dts cmgsss, w hgh cg ths t sbmttcs s s ssb.

W h tht ths vvw hs csd dstdg ASPJs bct -cds. W ws wt ths t kgd t. F m dtd mt,

s s th Sbmsss g Wbst thtt://www.w...m.

We encourage you to email your comments to us [email protected]@aol.com. We reservethe right to edit your remarks.

MEDALS FOR MEDIOCRITY: HOW TORESTORE MEANING TO AIR FORCEDECORATIONS

lt C rmd M. pws tc Mds Mdct: Hw t rst Mg ta Fc Dcts (Sg 2009) hs t-

t mssd th t. nw tht th a Fchs v 100 wds d dcts tht cb w th m, t s tm t do awaywith many o these decorations. Wh i g aFc bss ths ds, i s g amwth m bbs th chsts th i hd 26 s svc, mst t st St-tgc a Cmmd cmbt cws d t Vtm. Wh i s cmgd a Fc cs d s cmms-sd cs (nCo) wth m bbs th ms th G lM hd

hs, i knowt s tm t bck m sm ths dctst ks dcs! i sb-mt tht mds wdd v cm-bt, cmg mds, d th ams Mdbg th a Fc m. emt th th wds d dcts c-t thzd. Bdgs s vd th a Fc m. o t, ccw, std cw, d jm wgs

shd b thzd. i d c th dswh vt , c nCo, w bbs, v th Css a [svc dss]m. Th xct ws ds, whch t ws mdt. Tht ws wh w swth Sv Sts, Dstgshd Fg Csss, a Mds, d th wds v tht

w. i kd th w tht Geshw d G Msh w w bbs th Css a ms.i sw ct Chs yg (wh h ws mj) ct ss Air and SpaceMagazinewg Css a b m, dth thgs hs bs w hs uSsg d hs s t wgs; thts css!

CMSgt Stanley E. Allen, USAF, RetiredIndianapolis, Indiana

Th tc tg w d stg

t mds s xct c wk ( mhmb ) d shd b xctd sc. i ct mb th tms wh i tdstmt tht th mst tstdgts hd t wt t th xt ssgmtt cv th mds d tht th sm-tms cvd th sm dt wd ssm wh dd t ccmsh v mcht . ltt C pws sght s
http://www.airpower.au.af.mil/mailto:[email protected]:///reader/full/[email protected]:///reader/full/[email protected]:[email protected]://www.airpower.au.af.mil/

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t w, bt h wds ths sch w tht tbcms mch m s. i s vst s v m w mds, bt i ghthd t gt thm th mst dsvg

ts, d i bv tht ltt Cpws thghts ths shd b vtdd vwd.

MSgt Gregg Williams, USAF, RetiredUniversal City, Texas

i jst wtd t tk mmt t t hwmch i jd ltt C pwstc th tst ss Air and Space Power

Journal. as a rsv tchc t Mcha rsv Bs, C, i c scdstd hs ccs wth th bdsmsts ssctd wth wdg s md. o tc tst s th dsttht ws t wh i ttdd th n-cmmssd oc acdm sdc 1998. o ds wh ttdc wsvc dss ms, i tcd tht c-tv dt ctts tc hd ck wtht st Mts Svc Md d -t tw v th Cmmdt Mds,whs Gd d rsv cttshd cks wth tt m th th tmtcbbs (.g., th a rsv Fcs Mt-s Svc Md). i bv tht th thsd t hs mt d h tht hstc gts dg md twd m-vg css tht, sd, hs bcm -stc b tsv.

MSgt Phillip C. Maffett, USAFRMarch ARB, Caliornia

lt m dc dt vw mdsd wd ct g. Th sd tb v tstg tt bk th a WCg b Fighting Power: German andUS Army Perormance, 19391945b Mt v

Cvdtht tchs t th ctccts mds th uS am d Gmam dg Wd W ii. i dd sm t (Sd oc Sch, css 83D),d sm th ccts dvcd thtbk hv stck wth m v th s.

o th tstg ts th bkws tht th uS am cs twds mdsss dvd th wds whs th

nz ch ct hcd th v.Th dstbg thg tht ccd t m wstht th uS am ch t mds dwds Wd W ii ws v sm t th

ct a Fc ch. i ctst, thGm ch ws tht md wds wt jst hgg sm dctv c th m. Gm mt mds wscc tdd t b m d mtvt hcmt th sctts sw s th cts. Md wds w sdscc t cgz d t tstht th mt gzt vdtsm t dsgt th d tc s-sgmt t. at st v Cvds -gmt, th Gm ch wkd.

i i mmb t cct, th Gmch, wg ds dg sjb mtt hw hzdsdd notmt wd whtsv. Wtht mtds s ttv, chgg rs-s tk wth hd gd d st wssm Gm tm dg wht wsd. Fthm, th w nowdswhtsv b th, d tht! Thgmt ws t vvd (d t ws btchgg t csd Dtch/Jwsh -th dmg th nz mt mch), btth gmts s std w cmg.

VCvdccddthtmds,wdd th ss d wth th ct, svd ss s b hc-g th ghtg wss mt gz-t. i ccts ths dg, t s m-t gzts bst tst t hcd cs th mg th mds thth t ch thm thgh xd ct- th wd. H th ccdd thtth s tt s t wds gtd s xctd mc, st th -t hc dmsttv ts d

t css d wd thm.i th dmsttv tdm wdg

mgss wds w t gh sd bk gzt, th thcmdg sss sg ths tkwd tkts s stttzd bwts dvcmt. Wh v sxctd t gt md ch t, hwc th t chvs b dstgshd m

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th b th, d tht msss? Hw dw dstgsh ths wh sm dd th dtm ths wh shwd ttv d tks sks t chv?

lk m s, i cvd m sh th st d cctd mds dbbs dg m 15 a Fc c. im s t s tht thm hv vmch s mg s thg mth txt m s cd.Th ct tht i hd chvmt mdct hs mg whtsv t thsth th h ws v. Td, s ws td th g tc, wds wtht m-g hv bcm v m bctccsst d t ssg th WdW ii. at th gzt v, th cs-st cssg mgss d twds hs v bcm mg -cc bjctv tckd dgt ct-c st vs, dvtg tm d tm th t msss ssgd. at th -s v, w hv dd xctg wdssm dg jbs. Bcs th m-hss, v th cdvcmt c, wd ccd wh w dt cv thtbb, w sd tm wdg hw mts a udd, d t wht k, dd wht md.

W shd bstw mds d mtwds t dt d bc cgz thmt xcc th dvds t whmth wddth shd t jst dthm.athgss chs thwdss w s hs chs d dvts th -gzt tht s thm.

phs th Whmcht hd th ght d.

Robert KeeterHanscom AFB, Massachusetts

i jd ltt C pws tc

Mds Mdct. as cv a Fcm, i ttdcmmdscs dhvt wdd bt hw gs th aFc s t hdg tmds. it ct wstk ths wh i ws th am th sxts.

i mmb m tt m c,ct dcsd t g 92, tk bt thtm hs dschg m Wd W ii. Thsm ght hs w css Fc, cdg

th Btt th Bg, cssd th rh trmg bdghd, d hd bt dth cm. H s m bck vt t m- j thdh sd hd

th bbs hs chst. Bt i s jam whv b svc tw, v ct cmbt, d th hv wh chst bbs!

i kw tht am wk hd, d th d-sv cgt, bt th bc ssctsbbs/mds wth wds bv svc ct cmbt thts, sch s mc d hs Wd W ii cmds. Hd-g thm t m dg s jbv t ws mtt d d xctwsms t ch th d. Wh cv-s s tht am wth th chst b-bs, th ssm tht th w wdd bv d , wh ct th m btstdg svc stg $1,400,000wth wt s. (i wk cv g-g sd, d ths hs t.)

i s mmb sc m csscesst mv; i thk t ws Ten Days ThatShook the World. Th tss m s dmzdd tt m th Gms, s thstt hdg t mds t st mshvg thm t b th bckt, th thb, th th cdbt ts sssgst.Th st sds s btdw b th c cs tht mb mds c st th cg. (oK, ts cmmst mv, bt th t ms.)

Andy HayesMalmstrom AFB, Montana

itstg tc. Hvg st sx mths aghst dbvvd jt wdscss th, i kw tht t s t jst aFc bm. Tskc cmmds mth 500 tsdthw cmbtst

s stgg t cv Bz St tth d t, wh j -std d j cs dwg gt thmtwth th sm wds bd dcmmdvgthm. aFc,nv,d M s th amhv Cm-bd Jt Tsk Fc (CJTF) 101 ,v thgh th g shdt-shd wth th am bth th

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ght. i CJTF 101s ds, th s h-dds jt wds ch wk s-vcs d vs gvmt gcs, wthtms dmt m w wks t

s. Th wds css th ittSct assstc Fc uS s sth st.

i csg jt mt, th csscd s sm zt css svcs;bvs, th mchsm tht wd bdct t mg d ts t mcmg ctm mt. i cmbt z, hw-v, th wghtg cmmds cd shv th svccmt cmmdscdt ths m th tst stdd-zt. (F xm, uS a Fcs Cts ct vvd th v , -cdg jt, wds a Fc sbt s wh cs t am stdds thwdg p Hts.) otsd th cm-bt z, th dcts mwks cdb gh gd wth ch th sc th hv cmb svc wds, d l-tt C pws ds cd b m-mtd s d smwht ctv t thw chs.

Lt Col Tony Haugrud, USAFEglin AFB, Florida

THE DILEMMAS OF PROVIDINGLANGUAGE INSTRUCTION FORTHE US AIR FORCE

i d lt C J Wwcks tc Th D-mms pvdg lgg istct th uS a Fc (Sg 2009) v t-stg. i dcdd t g ctv dt sm svs g t s m gg sks d hvb b t s thm t ssgmt.im Ssh sk wth bchs dmsts dgs Ssh. i tght Ssh

wh g m dgs tt vdh s. i dd gt t s m gg tw dt dmts t e S- vd d t Cmb. im t-gc c d m kg t g t gs sttgst/tcmt s stt-gst tg s, hs v th nv pst-gdt Sch a Fc isttt Tchg dg gm tt

ts. Th th mts tht Ssh s th sttgc ggs, t sssm s bt dtd tht -gg, h sh dst gt th . i v th

gg d stv t k t (i s k Bz ptgs, thgh ts t sgd s m Ssh), s i dt d mt mtvt m. yt th a Fc mssg scgt: gg, mt t,d, m cs, w wt t. iwd k sm bd gmmtcs mth a Fc v ths t h gsk m s m gg m ctv.

Capt Jeremy Cole, USAFBarksdale AFB, Louisiana

ASYMMETRIC AIR SUPPORT

Mj G Bgs tc asmmtc a S-t (Wt 2008) ds gd jb hgh-ghtg th chg tds st ots edg Fdm d iFdm bt s sht ddssgth bgg ss gttg a Fc thtc st g w (iW) dth gb. avt iW bgs t sm-mtc dvtg t th jt c. awvds tmctc d ctb t-gc tht t c b gthd m bds sctv. it s vds mbtd fxbt th wschgg btt-d. Fs s s th d hs t d t . i th scts ctsgc tgtg md dxshxtz, sh dst ws m ktc bt s ms c-t th sgt. F iW, tgc s -ts! ev th sst cs th gd tg sstv st xtt (SSe)t g tgc wh tgt. ThtSSe t ds t th xt tgt. Wh t

cms t tgc, svc, d c-ssc (iSr), i bv tht w th aFc hv sht ctg thds t vd ths cbt t mt thdmds iW. Wh mjt F16 tsk-gs s tdt iSr, wh d w st ct tdt? Wth mt, mtcbssts, w d th bt t st vt msss wth sgs css th sctm.

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Th tskg d/sc ct dcss hs t cfctd wth hw cssk d gt st, d, s th thstts, t dst mtch hw w ght. Hw s

iSr sst cb cs st (CaS)dt m CaS sst cb iSr? Wc g d t hv ft tht scmsd tsk msss. Th ftmst hv mt cbtstht s t.Th ct tht th mss s bg sdc ds t m tht mdct sstms (Mq1 Mq9) shd c-cmsh t. Thgh ths sstms cst -ctv t tms, th bts mdssts v md ths sm mssstshc th MC12 lbt Sh ttv.i g wth Mj Bgs ms tht w c-t ct t s ssts d c-t cstct. T t th iW Jt ot-g Cct, Wgg tctd gw dds bdg gb cbtd cct. aw w b dd t s-t tt hdds sm, dssdtms tg gb mssv, c-tstd, d dd s. W ct gct mt th (mj cmbtts iW). W d t s tht whv mx cbts t t css thsctm ts d cgz tht

th a Fc ct d t . W wd jt, ct, d tgc stt s tht w hv th ght c t thght c t th ght tm.

Lt Col Peter LeHew, USAFCreech AFB, Nevada

WHY WE SHOULD END THE AVIATORCONTINUATION PAY BONUS PROGRAM

i m wtg wth gd t Mj B Mstc Wh W Shd ed th avt C-

tt p Bs pgm (Wt 2008).athgh i m Cst Gd vt s-vc wtht vs vt ctt (aCp), i s m bts t th gmtht th tc dd t ddss. Th mst -tb gmt s th xc th v-ts tht th gm ts. aCp tgts thmdgd cs wh st t tht s wth th cmg gt

fs, mtg kwdg d wsdm sth g. a gm tht ks ths csd s bc t th a Fc d thutd Stts. Th th mtd hw m-

tt st s th s. a ss aCp wd mk t bb tht cs th c bt stg gg wd bm k t g d t g st b- th xt d ghs. i g thtmt vts bt sk sts mktb th cv wkc. Hwv, wtg tth d 20 c d sttg vg t th bttm st st s tgh t sww. aCp mks ths tt st chk dw. Ths jst w thghtsm vt wh w v s aCpbt twd b c.

LT Mike Woodrum, USCGCoast Guard Air Station Kodiak, Alaska

Mj Ms tc ws tstg, d ivd t sss t t tht w dwth mt d w cts. Jst s kwm bckgd, i m t d hv fw bt 15 m 18 s th mt. ivst th s tht tm t th ptg th a St, t ps d pgms chg dg dgdt fg t-g d th th t ots dTg th dvs tht mgs tdc c. aF/a3oaT hs cmmt ctcHdts uS a Fc a3 C-c (whch csd td c m-gmt)tht mt 45 nvmb 2008t adws aFB, Md. a bg ttdrtd Mg Sttgc assssmt d th bgs d (s htts://km.wb..m/aSps/Cp/oCp.s?Ft=aFop0008) w vd smcts gdgwh w t dg w wth aCp ght w.

i hv sd sv tms th st tht th

bs s tt t, t ttmt.Bt sc th cst d tm d t ct d vt t b stct stc hgh, th bttm th a Sts stg s tht w d t t vvt w c t ths tm, s dstcdc td mts.Thcmmt ctc s v mtvts thdt t tht wst vb wh Mj
https://afkm/https://afkm/

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M dd hs sch. Th bttm s thtth a Fc w k aCp c s g sth svc s g t mt ts mts.

Lt Col Edward R. Presley, USAF

Dyess AFB, Texas

Editors Note: The link to the community o practice inLieutenant Colonel Presleys letter has restricted accessand is not available to all readers; however, MajorMaues response addresses most o the pertinent points.

WHY WE SHOULD END THE AVIATORCONTINUATION PAY BONUS PRO-GRAM: THE AUTHOR RESPONDS

S, gv bckgd, b thmst d s wh hs d dt vw. B i sd t th sds mth cmmt ctc, i wd k t -cs sttmt i hv sd sv tms th st tht th bs s tt t,t ttmt. . . . Th bttm s thtth a Fc w k aCp c s g sth svc s g t mt ts mts.

Fst, i g tht, gv th md -ct sstms (uaS) d th hmmds, th a Fc cd dt s v

(d, dctv) vt tht t c t.Scd, m c vw th aCp bs

sd ths stdd: Ds th aCp bs causet tt? T bt, cst th cm tht ct a csd ct B d-ds th stdds:

1. Fct a ccd b ct B.

2. Chgs ct B ccd c-t wth chgs ct a.

3. n th ct smts csd

ct B.Wth th ctxt th aCp c, ths

th stdds mght b sttd s ws:

1. Th aCp bss bt t ct tstt dcs ccs b tdcds t m , st m,th a Fc. Ths cs stdd st dst.

2. Chgs tt ts cc c-t wth chgs aCp bsmts. Ths stdd cst snot mt. a cs vw tt

ts b d t th tst ttcks 11 Stmb 2001 (9/11) (sch sth s th cmmt ctcsds) shws tht tt ts dd notgd cmb s aCp bs mtss. istd, tt ts ctdwth cmtg cs xt, sbtd cst stdd . 3.

3. n th ct smts csdth csd t tt. Cdtth ds nothd wth gd t aCpscst. a stg cs c b md tht

th smts ct cv - tt dcg csd thcsd t tt. usg 9/11dt, ght t (wh s d phD) schd ths ss. (S Crchd Ft, a emc assss-mt uS a Fc pt attt,

Deense and Peace Economics Journal, 2003.)Hs gstc gss ss sggstdtht th bggst cts dctg t-t w th dcs btwth s d th uSaF, th stgth

th uS cm, d th dmd ts b th mj s.

Ths csdgtt tttbhv ctd t 9/11, wh cv tt dcd s ghs -csd, gs w ct, d -s vs dcd m dd bts t dd ctbt. Cmd tcv tts, th xct d bts th mt bcm v mttctv. pttsm mst hv d smt th hgh tt ts, bt sch -

ttsm ws t, b ts, stggh t ktt tshgh b9/11,wh csdts tm csd csd stss tth td c (.g., m st).

Ths, i g wth sttmts sch s thcst d tm d t ct dvt t b instructor sta ofcer hgh. at th sm tm,