'Why We Write' Series - Why I Should Write More

‘Share your ideas. Share your thoughts. Tell your story! All of us who have served have ideas. We all have a story to tell. It might be technical, it might be tactical, it might be right, it might even be wrong. But get it out there and let’s debate it.’

Admiral Jim Stavridis, USN (ret)

Like many contributing to this blog theme, I don’t consider myself a writer. Rather, I’ve been forced to write as an integral part of career evolution. I was inspired by Admiral Stavridis to dip a toe into the realm of public writing. The quote above comes from a piece he contributed to the Australian Defence Force Journal in 2010. It was titled ‘Let us Dare’ and in it he implored us all to read, write, learn and publish.

I read in spades. I read voraciously as a child and, despite some sporadic hiatus during my seagoing career, I read with a similar appetite today. I enjoy a good novel, fantasy in particular, although non-fiction is a definite focus: strategy, maritime strategy and leadership. There is a stack of unread books on my bedside table. When I return from another trip, with another book, from another airport bookstore, my wife gives me the look that speaks all itself [“why?”]. My pile of books is like the seemingly never ending glass of wine at a mess dinner. But I should write more.

I’m an adherent to the notion of learning organisations and an advocate for lifelong learning. Like many, I’ve had the privilege of completing staff course, professional development, a couple of Masters degrees, and seek opportunities to learn wherever I can and time – that most precious of resources – permits. But I should write more.

Not long after Admiral Stavridis’ piece was published, I returned from my first sea command and had managed to arrange a secondment to the Lowy Institute for International Policy. Whatever skills in writing I thought I possessed were no match for the crisp, sophisticated style used in Lowy writing. I was very daunted. Forced to adapt, it was gratifying to be credited for a minor part in a major publication Crisis and Confidence: Major Powers and Maritime Security in Indo-Pacific Asia. Minor part is the key phrase here. The real terror for me lay in ‘sticking my head above the parapet’ by blogging. Having gained some confidence in the art of blogging I recall apologising to then Director of Studies at the Lowy Institute, Andrew Shearer. I was concerned that my posts were either esoteric or uninspiring, perhaps both. True to the spirit of the words written by Admiral Stavridis above, Andrew assured me that my blogging was gold; it provided a different perspective – from a practitioner. Within a year I found myself heading up the RAN’s ‘think tank,’ the Sea Power Centre – Australia. I had close to three years in a wonderful environment for writing. I continued with sporadic blogging and edited my first [and only] book. In a fit of enthusiasm, I took on a PhD in maritime strategy. But I should write more.

I should write more because to write is to learn. Writing brings clarity to thoughts or idle scribbles on a whiteboard. There’s immense satisfaction in articulating an argument in words. Writing is also our personal brand. Whether we write for internal or external consumption, that’s our name out there. It shouldn’t deter from writing, even if it does tend to focus the mind. As my colleague Pete Leavy has written, for most papers submitted, promulgated or published, there is another two thirds discarded in the pursuit of the art and with the knowledge that we’re ‘putting ourselves out there.’ Those words might be used later in a different form, or confined to the lessons learned file.

I should write more for the reason evidenced by this very blog series. Australian naval personnel don’t write and publish enough. My shelves are replete with books by Cosgrove, Molan, Cantwell, Donaldson, and a myriad of ex US Army and Marine Corps Generals. The writings from fellow RAN people, serving or retired, is pretty thin on the ground. Our stalwarts Vice Admiral Peter Jones, RAN (ret) and Rear Admiral James Goldrick, RAN (ret) have dominated a small market. Hat tip also to our former Chief of Navy Vice Admiral Tim Barret, RAN (ret), who published a book while in office! There’s certainly plenty of naval and maritime reading out there, just not a great deal in the public square emanating from RAN people. Our culture of the ‘silent service’ risks defeating us if we don’t write and explain.

I should write more to convey the sense of the sea, for the sea is ‘a hard master, and woe befall those who challenge its authority, or fail to give it the due of unremitting watchfulness and total respect. The sea can lull its users into a sense of false security, and it can strike suddenly.’ That’s prose from the former RAN gunnery officer and novelist JE McConnell in The Unforgiving Sea. One of my favourite strategists, Rear Admiral JC Wylie, USN (ret), wrote a whole paper on ‘Why a Sailor Thinks Like a Sailor.’ In it he explained that:

‘the sailor sees their tasks as falling into two major fields … that in practice are so closely interwoven that it is hard to tell where one stops and the other starts. One half is the establishment of control of the sea. The other half is the exploitation of that control of the sea toward extension of control from the sea onto the land.’

I should write more to describe my own experiences of the sea and sea power, of naval and maritime perspectives in the profession of arms. Those writings should be a basis for debate, to be pulled apart and cross examined, to be a rich vein of lessons for future generations of commanders and leaders.

I really should write more.

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Within this area, Defence’s newest members will be exposed to the conflict spectrum and theories associated with its employment. While additional emphasis will be afforded to one’s own Service, consideration will be given to joint operations and planning processes. The topic will also include an exploration of current ADF operations and emerging technological impacts on future preparedness.

The ADF’s contribution to Australian National Power through shape, deter and respond activities will be understood in general terms. Tied with this awareness will be ADO roles and responsibilities, including civil-military relations. The importance of Defence’s contribution in this regard will be linked to a general sense of Australia’s strategic environment. Resource management fundamentals will help underpin responsible expenditure of Commonwealth funds.

All members of Defence will also need to be competent in military administration, ADF roles and structures, and undertake all initial mandatory training. This foundation will continue to develop in subsequent JPME levels and increasingly expand opportunites for Joint Stream (out-of-category) postings and roles. APS does not require core military skills.

Following on from their respective recruit or commissioning course, ADF personnel will commence their Initial Employment Training (IET). This period can include workplace experience and periods of on-the-job training.

Graduation from IET marks the formal transition from Level 1 to Level 2. It is at this point when they are considered effective in the workplace.

Defence members at this level will have a sound understanding of their own Service or domain warfare systems and capability. As they progress through Level 2, they will display a stronger understanding about the ADF’s holistic contribution to Joint Force warfighting domains. This will extend to the nature and theory of war, which has developed through an academic study of historical case studies and contemporary military issues. Importantly, such awareness will help inform their understanding of the impact of technology on current and future warfare. Awareness of gender perspectives on operations will contribute to their well-rounded application of the Profession of Arms.

By recognising the difference between complicated and complex problems, personnel at this level will ensure their problem-solving strategies and decision making are optimised. In the earlier stages, personnel will employ more transactional, linear thinking, decision support tools (such as the Joint Military Appreciation Process or variations) but they will increasingly apply alternate thinking strategies to seek more sophisticated options. Greater availability of human-machine teaming systems will progressively reduce our reliance on lower order cognitive activity and thus facilitate more nuanced considerations to complex problems.

Australia’s approach to the formulation of military strategy and its strategic environment (including international and geopolitical) will strengthen as members advance in this Level. Through both courses and experience, they will also acquire a stronger understanding of interagency strategies, policies and decision making processes.

As they progress through Level 2, Defence personnel will progressively develop awareness and then expertise beyond their initial employment category.

These broader systems and processes will expand to include one or more of the five key Joint Streams: Military Support, Operations, Capability Development and Delivery, Strategy Policy and Engagement, and Intelligence.

Within JPME Level 2, Defence personnel will become increasingly proficient in their initial employment category. Through both their formal courses (initial employment training and subsequent intermediate courses) and workplace experience, they will display competency in their contribution to military power. As they develop greater technical expertise, senior personnel at this level will become suitable for growing the next generation, by seeking instructional roles.

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Those operating at this level will be increasingly comfortable with systems thinking to perceive and influence complex adaptive systems. Various alternative thinking strategies, such as Design Thinking and Multi-Criteria Decision Making, will allow them to thrive in the challenging multi-domain environment.

Importantly, they will be able to translate complex strategic issues into tangible ideas for their subordinates.

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Expertise in one or more of the Joint Streams specific processes will continue to develop with staff and/or leadership responsibilities aligning with roles held.

Examples of the advanced knowledge base likely to be demonstrated include: One Defence Capability System (or its successor) and FIC management, Joint Force staff roles, advanced Human Resources systems and processes, Whole of Government and international engagement approaches, as well as legislative requirements associated with the relevant Joint Stream.

Through more senior category appointments and opportunities, those at Level 3 will display expertise within their specialist category employment. Completion of charge courses, deployments, exercises and pre-command courses, personnel will increasingly expand their specialist expertise to support joint effects.

Increasing leadership expectations will develop within their category’s specialist vocation.

This level is recognised for its future Joint Force planning, development and sustainment challenges. Those operating in these positions will resolve military resource challenges and understand limitations of contracted support to operations. Operational artists will be adept at integrating strategic objectives to planning through the exploitation of emerging and non-traditional concepts for joint and multinational warfare. These skills will manifest in their ability to design and lead theatre strategies, campaigns and major operations. They will also be seeking opportunities to exploit technology’s influence on current and future warfare as well as its role in whole-of-government response options.

Cognitive performance will be enhanced through active seeking of diversity and a tolerance for ambiguity. Dealing with Defence-related wicked systems will be normal.

Problem-solving will increasingly accept increased risk to reflect the greater depth of wisdom and confidence in one’s judgments. This level is also noted for strategic thinking, visioning and championing a learning culture.

Level 4 leaders will be strong advocates of divergent thinking in their subordinates (when appropriate), to ensure Defence continues to improve systems and processes.

Those operating at this level have a very clear understanding of the impacts on national Defence policy and strategy. They will positively influence military capability development to enhance relevant instruments of national power. A strong awareness of contemporary global affairs and trends, combined with a deep understanding of international relations theories, will enhance their management of national military resources to support national security and foreign policy. Gender, peace and security impacts will continue to guide their strategic policy development.

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At the enlisted level, Tier B and C warrant officers provide a vital link across the ADF, not only championing 75% of the ADF at the strategic table but also helping translate the top-down messaging. To do this, they must excel in understanding both worlds. Strategic level warrant officers also play a pivotal role in the command team relationship not only as advisors to decision-makers, but also in the strategic leadership of organisational culture, ongoing professional development, and the ideological underpinnings of the Profession of Arms throughout the ADF’s workforce

For those still in key roles within their primary category, there will be strong leadership expectations to ensure the delivery of capability, strategic advice on capabilities, limitations and future needs, as well as shaping the professional development system to grow future generations within the field.

Senior officers and their equivalents will be comfortable in crisis leadership situations across all aspects of Defence. They will be highly effective when commanding Joint Task Forces or conducting influence operations. This performance will come from a deep understanding of Joint Force attributes, structures, capability requirements, emerging concepts and risks affecting military strategies and campaign development. Their strategic leadership abilities will extend to synthesising operational lessons learned across all Force elements including deployment, employment and sustainment. All of these areas will be enhanced by their astute awareness of political and resource implications in joint warfare strategy and planning.

Multi-agency, political and global wicked systems are an expected reality of Level 5 roles. Those operating at this level will have the cognitive agility to respond comfortably with these challenges by exploiting paradigm shifting approaches (such as nudge theory) to improve systems to a more advantageous state.

Senior leaders at this level will be expert in strategic communication and information impacts. They will comfortably implement grand strategy through future-focused policy formulation and employment of armed forces. Their expertise in national intelligence community and architecture will help them influence national security and foreign policy. The implications of contemporary challenges on national security strategies will be understood. This depth of understanding will be drawn from a strong awareness of national powers’ characteristics, capabilities and limitations combined with the civil-military relations necessary to deliver national power instruments.

Senior officers and SES band public servants at the highest echelons will be skilled in decision cycles and information/knowledge management systems. They will understand Government processes for capability acquisition and how to exploit technology enablers within enterprise systems.

As leaders of Force Element Groups (FEGs) or Joint Task Forces (JTFs), senior military officers will integrate emerging capabilities and technology to both maintain force-in-being deterrence and deliver operations to meet Government response options. In policy and advisory roles, they will exploit emerging capabilities and technologies when shaping military strategy, policy development and implementation. Industry engagement will enhance support of sovereign capability and Australia’s economic prosperity

A Service Warrant Officer is a unique appointment within each Service, one of influence and advice rather than Command. E10 Warrant Officers have strategic leadership responsibilities as Command advisors to Senior Leadership of their Service to provide critical insight to key decisions through an alternative lived experience and with support from Senior Enlisted Personnel to give a balanced, informed and analysed perspective from the workforce.

They also play a pivotal role in the organisation’s leadership, able to utilise their professional knowledge and experience to provide context and make the complex simple and the simple compelling. The unique appointment ensures the Service WO stays connected to contemporise issues for the workforce and represent those gaps and opportunities at the appropriate delegated level.

Service Warrant Officers deliberately steward, communicate and are genuinely dedicated to their Service; while always supporting strategic organisation culture and setting the conditions for long-term success.

Service Warrant Officers have a concurrent liability to foster relationships supporting Australia’s national power through networking and encouraging active engagement with counterparts to promote a commonality of purpose: – Friendship, Partnership and Leadership.