SMH 2018 and “Cross Functional” Officers

I’ve been distracted by the publication of Learning War and the warm welcome its received, so this follow-up post on the Society of Military History’s Annual Meeting (SMH 2018) is later than I intended. What strikes me as I review my notes from the meeting is how “cross-functional” U.S. naval officers of the early twentieth century were.

Cross-functionality is a common concept in software, but unusual in a military context. I’m using it here to refer to naval officers who developed experience and skill in many different specialties—surface ships, submarines, aviation, and politics—that together created an integrated fleet. Just as many development teams today encourage broad expertise across a variety of domains and technologies, the U.S. Navy of the early twentieth century encouraged officers to develop familiarity with different aspects of naval warfare.

This theme appeared in several papers. Scott Mobley used textual analysis of two different version of William Leahy’s diary (one recently discovered at the U.S. Naval Academy) to assess Leahy’s view of the American intervention in Nicaragua in 1912. Leahy was a Lieutenant Commander in the Pacific Fleet and served as chief of staff to the intervention’s commander, Rear Adm. William Southerland. Leahy also served as the military governor of Corinto, requiring him to employ both strategic acumen and political skill. Leahy was not the only U.S. officer with a political role in the early twentieth century. A talent for foreign relations—which I think of, with apologies to Clausewitz, as “war by other means”—was desirable. Even junior officers were encouraged to develop their political skill. It was essential when communication mechanisms were slow and small ships—like those in the Philippine archipelago—were the most visible local representation of the U.S. government. I believe it made officers better equipped to deal with the inherently political challenges of high command, which include not only collaboration with other nations, but the competing incentives of different services. “Jointness” is inherently political.

Ryan Wadle gave a valuable paper on “generalists vs. specialists” in the interwar (1919-1939) U.S. Navy, a fascinating topic with important ramifications for today. Wadle used Henry Yarnell as a vehicle for his analysis, charting the major developments of his career. He started as a surface warfare officer, became head of the Newport torpedo station, and then a staff officer. Later in his career, Yarnell was head of the Bureau of Engineering, commander of the battle force’s aircraft carriers, and commander of the Asiatic Fleet. Yarnell was a “triple threat” officer, with a rich experience commanding surface ships, submarines, and aircraft carriers. He and Ernest King—who went on to become the Navy’s commander-in-chief during World War II—are the most famous examples of this cross-functional skillset, but they are not the only ones. Our discussion afterwards focused on how culture was broadly cohesive across the Navy during this time and not divided into the factions (submarines, surface, and aviators) that we see today. We left wondering what specific mechanisms the Navy used to incentivize this broad familiarity and what it might take to create parallel incentives today. The current paradigm “channels” officers into specific specialties and inhibits them from developing experience in other arms of the service.

This is obviously undesirable, because without a broad understanding of how the various elements of the fleet can be used effectively together, it is difficult for teams of officers to self-organize to solve complex problems. Specialization—in military forces and in software teams—encourages the development of top-down control mechanisms that reduce the speed of decision-making and discourage individual initiative. This is true within a specific service, but also across them during “joint” operations. A century ago the Navy avoided this by encouraging officers to develop a richer set of skills. My time at SMH 2018 has me wondering how the Navy might address this challenge today as it attempts to encourage what the current Chief of Naval Operations, Adm. John Richardson, calls “high velocity learning.”

On the Scrum Master Toolbox Podcast

I’m excited to be on a recent episode of Vasco Duarte’s Scrum Master Toolbox Podcast along with Karl Scotland and Henrik Mårtesson. The three of us discussed strategy, doctrine, and decision-making in Agile and business contexts.

Karl has some wonderful tools and approaches for what he calls Strategy Deployment (conceptualizing and promulgating a plan throughout an organization). The X-Matrix is a way to visualize desired outcomes, strategic approaches, specific tactics, and processes. The format of the matrix allows them all to be related together. Along with his Backbriefing and Experimenting A3s, the X-Matrix forms a three-level hierarchy for synergistic planning. Karl waked me through this approach during a workshop at Lean Agile Scotland last year. He emphasized that while the tools are useful, the real value comes from the conversations they trigger.

I would agree with that assessment, which is why I stress the importance of the Naval War College’s “conference method” when I bring up the U.S. Navy’s historical tool for strategic decision-making, the Estimate of the Situation. The Estimate of the Situation was a well-defined process that—like Karl’s X-Matrix—walked participants through exploring options and formulating strategies. Unlike Karl’s three-level hierarchy, it was fractal, so any level of the organizational structure could use the Estimate. What made it really powerful was the conversations it triggered (hence the importance of conferences).

I’d never met Henrik before, but it was a pleasure to talk with him. He describes himself as a systems thinker who focuses on making companies more resilient and more fun. That really came though in our conversation and I was pleased to learn more about his perspective.

Check out the podcast to hear more about our discussion and the different themes we explored like John Boyd’s OODA Loop, Nassim Nicholas Taleb’s Skin in the Game, and Steven Bungay’s The Art of Action.

Learning War is Coming!

I haven’t written here in some time, but I have been doing plenty of writing. My book on organizational learning in the U.S. Navy of the early twentieth century is being published by the U.S. Naval Institute this June and I’m very excited about it.

What’s it About?

Learning War: The Evolution of Fighting Doctrine in the U.S. Navy, 1898-1945 is an analysis of the development of the U.S. Navy’s approach to surface warfare—how it planned to fight a fleet action with battleships and supporting vessels—between the Spanish-American War and the end of World War II. In my analysis, I treat the U.S. Navy as a complex adaptive system and use concepts from that discipline, like enabling constraints and emergence, to illustrate why it was so effective at rapidly learning and consistently innovating. The first half of the twentieth century was a period of rapid technological change; it saw the introduction of new platforms—like destroyers, dreadnought battleships, and airplanes—and new technologies—like mechanical fire control computers, radio, radar, and turbine propulsion. The U.S. Navy was particularly effective at integrating all of these into its force structure and tactics.

How Does it Relate to Today?

Although today’s contexts and technologies are different, I believe the basic concepts that underpinned the U.S. Navy’s approach to learning and innovation are still relevant. I’ve used many of them effectively in my work with software teams; these include creating an environment of psychological safety, leveraging variability to rapidly explore new techniques and methods, and fostering decentralized decision-making to seize fleeting opportunities. In the book, I explain how these approaches developed and evolved in the U.S. Navy’s context. A core theme is the importance of continually revising approaches to ensure they remain relevant, something that the Agile community is wrestling with right now.

It will be great to see Learning War in print. I think my work is done. I’ve finalized the draft; I’ve been through page proofs and made corrections; I’ve edited the index; and I’ve gotten some very positive early feedback from historians I deeply respect. It’s been an amazing journey. If you’re interested, you can find the book on the U.S. Naval Institute’s Website, Amazon, or other booksellers.
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