By Jim Garamone
DoD News, Defense Media Activity
WASHINGTON, March 18, 2015 – In a speech to the Brookings
Institution’s defense fellows here yesterday, the director of the Joint Staff
shed light on the process military officials use to provide their best advice
to the nation’s civilian leaders.
Air Force Lt. Gen. David L. Goldfein said the concept of
advising civilian leaders is never far from the minds of the members of the
Joint Chiefs of Staff, a group composed of the chairman, the vice chairman, the
Army chief of staff, the chief of naval operations, the Air Force chief of
staff, the commandant of the Marine Corps and the chief of the National Guard
Bureau.
These four-star officers meet in a secure room in the
Pentagon called “the tank,” Goldfein said. “The chairman is the convening
authority,” he added, “and he calls the group together to talk about the issues
relative to using the military instrument of power.”
Painting Provides Reminder of Challenges
The general showed the defense fellows a picture of the only
painting that hangs in the tank. Called “The Peacemakers,” the 1868 painting by
George P.A. Healy shows President Abraham Lincoln meeting with Army Lt. Gen.
Ulysses S. Grant, Army Maj. Gen. William T. Sherman and Navy Rear Adm. David
Dixon Porter aboard the steamer River Queen in the waning days of the Civil
War.
“They were talking about what we now call Phase 4 operations
-- post-conflict operations,” Goldfein said. “Where I sit in the tank, I stare
at this painting, and it’s a constant reminder of the gravity and enormity of
the challenges we face and the importance of the military advice.”
While it is no longer Grant, Sherman and Porter speaking to
Lincoln, the process is the same today, the Joint Staff director said, as Army
Gen. Martin E. Dempsey, the chairman of the Joint Chiefs of Staff, gives advice
to President Barack Obama, Defense Secretary Ash Carter and the other members
of the National Security Council.
Goldfein talked about the difference between real and
perceived influence and what that means to military advice. Real influence, he
said, is established quietly, often behind the scenes, and one relationship at
a time. Establishing trust and confidence is essential to being able to have
real influence, he explained.
“Perceived influence … is something that often happens on
talk shows. It tends to be very loud,” he said. “As a military officer, you
have to think about what you are trying to achieve: Is it real influence or is
it perceived influence, and where do you want to align yourself?”
Bay of Pigs Proved That Words Matter
Goldfein used the Bay of Pigs fiasco in 1961 to illustrate
the point “that words matter.” Although it was a CIA operation to depose Cuba’s
Fidel Castro, he said, the plan had a military aspect, and the Joint Chiefs of
Staff examined it and concluded that it had a 30 percent chance of success.
Somehow, the general said, that got communicated to the newly inaugurated
President John F. Kennedy that there was “a fair chance of success.”
The operation failed, and Kennedy believed the Joint Chiefs
did not give him the candid military advice a president expects and deserves.
Goldfein showed a picture of the Joint Chiefs meeting with Kennedy in the White
House Cabinet Room a month after the operation.
In giving best military advice, leaders must be aware there
are two ways of looking at the world today, Goldfein said. “I call it the
‘fear’ and ‘fear not’ perspectives,” he told the defense fellows.
On one side is the fear perspective, he said, fueled by
issues that crop up around the world that have a military aspect, such as the
rise of the Islamic State of Iraq and the Levant and Russia taking Crimea and
threatening Eastern Ukraine. He also cited problems with Boko Haram in Africa
and terror groups in Libya, Syria, Afghanistan, Pakistan, Somalia and Yemen. In
addition, the general noted the Ebola epidemic in West Africa.
Last year was the most complex year since 1968, the general
said.
Another way of looking at it, he said, is to say that there
is no existential threat to the United States. Last year continued an overall
drop in violence around the world, he noted, and more people in more places are
prosperous. This is the “fear not” version of the world, he said, and a case
can be made that both perspectives are right.
Different Perspectives Affect the Process
The different perspectives that military leaders and
civilian leaders have also play a role in the process of military leaders providing
advice, Goldfein said. As a military leader, he added, he wants civilian
leaders to tell him the strategic objective of what they are trying to
accomplish.
But civilian leaders want options, he said. “So we want
objectives, they want options,” he told the defense fellows. “They ask us for
options, and we ask them ‘What’s your objective?’”
Having those two ways of coming at the same problem works,
he said, but both sides need to understand the differences.
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