'Why We Write' Series - #WhyWeWrite

#WhyWeWrite

Jenna Higgins

I write because I believe the expression of thought from all sources is important; no one person has a monopoly on good ideas. The best ideas are formed from collaboration and consultation. No one is too junior or too inexperienced to contribute to creating a new model of thought. Nor should one’s ability to articulate that idea or concept be a hurdle from the idea being championed. As someone who has never found writing with artistic flair to come naturally, the concept of communicating or expressing ideas is still a daunting prospect. What I do know however, is if I do not practise regularly, then the notion of writing becomes more and more overwhelming. If I can push past the uneasiness, and put ideas down on paper, I have always found a supportive group of colleagues to share my ideas with, and seek suggestions from. It is this feedback that enables my writing to develop into something I can be proud of. Feedback and constructive criticism only come from being vulnerable in the first place.

Perhaps even harder than allowing your ideas to be criticised, is the very notion of coming up with an idea to write about. Often, when I suggest to friends that they write, the first reply is always – But what do I write about? Or; I don’t have anything worthwhile saying that hasn’t been said before. To this, I refer back to my opening statement – no one person has a monopoly on good or valid ideas. Importantly, I very rarely come up with ideas alone. Ideas are born from conversations and debate. Conversations with friends, conversations that occur between others, or even public lectures where I listen to people much smarter than me conversing about important and interesting topics. What these conversations help me realise is I am not the only one struggling to come to terms with important subjects. Through debate and conversation, it becomes clear that there is no one answer or way to approach a solution. Some issues are so complex that multiple explanations from multiple perspectives are essential to fully understand the magnitude of the issue. I would further suggest that Australian society, on the whole, does not openly discuss matters concerning national security; especially in a style that enables everyone in society to be a part of that conversation. It is left to a select, vocal, few to raise awareness. As educated, informed individuals, we should encourage this conversation, and add to it in a disarming and inclusive manner.

Another hurdle I face, like many others, is finding time to read or write about issues that I am interested in. To sit and read a hardcopy book feels like a luxurious decadence. It is something I reserve for holidays or long weekends by the coast. To overcome this, I listen to podcasts. A lot of podcasts. My favourites being The Diplomat, Modern War Institute, Conversations (ABC), Crossing Continents (BBC Radio), The Dead Prussian or Bombshell. This combination of podcasts satisfies my desire to understand my favourite topics surrounding national security policy and strategy. And there are many more out there if you are more inclined to learn about military technology, artificial intelligence, or joint warfare.

Finding the time to write is yet another barrier to the expression of ideas. Over the years, there have been a number of reasons why I haven’t found time to write; lack of stable WIFI connection while traveling, performing a mentally draining role at work, and poor time management are just a few of my personal reasons. Regardless of these various personal reasons, there is one trick that usually convinces me to find time. Accountability. This trick is proven, and no more evident than when completing tertiary study or formal PME. You have no choice but to get the job done; you just write. The solution is an imposed deadline. Someone is reliant on you to complete a task. When writing for personal pleasure or for interests’ sake, accountability and deadlines largely cease to exist. To overcome this, I find ways to write for a purpose. For example, I will commit to write when a call for papers is published, or to enter an essay competition. If this method fails, or I want to write about a very specific topic, I tell other people about my writing endeavours so that they can continue to hold me to account. I make personal deadlines and request colleagues and friends question me about them.

The single most important piece of advice I would give to new and aspiring writers is to join or create a network of like-minded individuals. Find a group of people who you feel comfortable bouncing ideas off, and who enjoy debating a wide array of topics. I would not have pursued my interest in writing without a group of supportive friends and colleagues who were willing to take the time to help develop my ideas and offer their insights which had gained during their own journey. This is at the heart of why I love working for The Central Blue. It is a pre-made network of air minded individuals who are willing to work with and mentor any aspiring writer. The prerequisites for submission are an enthusiasm for learning something new, and a positive, resilient attitude.

In closing, I would also offer that writing takes time and practise. Don’t be disheartened by enthusiastic editing, suggestions, critiques or by comparing your work to others. Aspiring new writing should set attainable goals – not everyone is a born academic, nor do we all need to be. The first goal should not be to write a book, a chapter or long academic article. Aim to publish work on a peer reviewed blog site. There is a very wide PME network these days; The Forge, Grounded Curiosity or Wavell Room just to name a few. Each site has their own niche and slightly different focus. Through exploring these sites, you may discover topics that interest you the most. If its technology, focus on that. If its policy, focus on that. Keep copies of your favourite articles and note down what about that article you liked. Maybe it was the style, or how the author explained a complex topic. Use these notes as a guide to how you write your own article.

Finally, just keep at it. Write, review, edit, re-write, Repeat.

Jenna Higgins is Air Force Officer, Co-Editor of The Central Blue, Defence policy and military strategy enthusiast.

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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.

Those operating at this level will understand both internal Joint Force command relationships and international engagement with coalition partners. Their employment of operational art will consider instruments of national power and campaign design, while the relationship challenges between strategic, operational and tactical levels of war will be clearly understood. Continual professional development will keep Level 3 practitioners abreast of emerging trends and future warfare techniques. Expertise will be apparent in the planning requirements for force generation and the factors that shape the execution of joint operations. National and military strategic planning considerations for Volatile, Uncertain, Complex, Ambiguous and Novel (VUCAN) environments will mature. Personnel will be increasingly aware of the influence technology has on current and future warfare as well as whole-of-government response options.

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.

This level is noted for its integration of civil-military functions and instruments of national power. This includes strategy and public policy development as well as contemporary operating environments and implications for military and security forces. Awareness of both Joint and multinational logistics will complement resource management systems of the Joint Force.

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.

Those operating at this level will be considered Generalists who possess a wide range of skills and expertise in multiple Joint Stream areas. With the exception of a select few specialists, these personnel will have actively sought out opportunities to broaden their versatility beyond their specialisation. Typical areas will include: strategic planning, civil-military relationships, campaign planning, strategic governance, business and financial acumen, One Defence Capability System leadership, strategic direction setting of emerging capabilities, policy leadership for future capability needs, and industry engagement for sustainment and growth.

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.