I mentioned that Learning War has been getting some good press in my last post. Since then, it has appeared in the New York Times Book Review. I was humbled to be honored along with a series of other new military history books on 11 November, the 100-year anniversary of the end of World War I.
Tom Ricks wrote the review, and he noted that the “real hero” of my book is “not an individual but a large, complex organization, the American Navy, that quickly grew from second-rate status to become the world’s premier maritime force.” Exactly! Learning War charts the rise of the U.S. Navy over the course of the early twentieth century and attributes much of its success to the fact that it became a learning organization.
Ricks also included Learning War in his “5 New Military History Books Worth Reading” on Task & Purpose. Later in the week, he published an excerpt about mission command in his section, “The Long March.” The excerpt is from my chapter on the Navy’s “Interwar Learning System” and describes a heuristic that emerged between the two world wars. The Navy emphasized decentralized command and control and deliberately encouraged the individual initiative of subordinate officers so that it could make the most of momentary opportunities that might arise in battle. This not only led to better tactics, it also accelerated learning.
Ricks thinks it is useful advice for today’s U.S. Army. I’m inclined to agree. I even recommend it to civilian organizations; pushing decisions to the lowest levels allows them to be made faster and with less friction. The key is creating an environment where superiors can have confidence in their subordinates and trust their decisions. There’s no easy formula for that.