Upgrading the Mindset: Modernizing Sea Service Culture for Trust in Artificial Intelligence

By Scott A. Humr

Winning on the future battlefield will undoubtedly require an organizational culture that promotes human trust in artificial intelligent systems. Research within and outside of the US military has already shown that organizational culture has an impact on technology acceptance, let alone, trust. However, Dawn Meyerriecks, Deputy Director for CIA technology development, remarked in a November 2020 report by the Congressional Research Service that senior leaders may be unwilling, “to accept AI-generated analysis.” The Deputy Director goes on to state that, “the defense establishment’s risk-averse culture may pose greater challenges to future competitiveness than the pace of adversary technology development.” More emphatically, Dr. Adam Grant, a Wharton professor and well-known author, called the Department of Defense’s culture, “a threat to national security.” In light of those remarks, the Commandant of the Marine Corps, General David H. Berger, stated at a gathering of the National Defense Industrial Association that, “The same way a squad leader trusts his or her Marine, they have to trust his or her machine.” The points of view in the aforementioned quotes raise an important question: Do Service cultures influence how its military personnel trust AI systems?

While much has been written about the need for explainable AI (XAI) and need for increasing trust between the operator and AI tools, the research literature is sparse on how military organizational culture influences the trust personnel place in AI imbued technologies. If culture holds sway over how service personnel may employ AI within a military context, culture then becomes an antecedent for developing trust and subsequent use of AI technologies. As the Marine Corps’s latest publication on competing states, “culture will have an impact on many aspects of competition, including decision making and how information is perceived.” If true, military personnel will view information provided by AI agents through the lens of their Service cultures as well.

Our naval culture must appropriately adapt to the changing realities of the new Cognitive Age. The Sea Services must therefore evolve their Service cultures to promote the types of behaviors and attitudes that fully leverage the benefits of these advanced applications. To compete effectively with AI technologies over the next decade, the Sea Services must first understand their organizational cultures, implement necessary cultural changes, and promote double-loop learning to support beneficial cultural adaptations.

Technology and Culture Nexus

Understanding the latest AI applications and naval culture requires an environment where experienced personnel and technologies are brought together through experimentation to better understand trust in AI systems. Fortunately, the Sea Service’s preeminent education and research institution, the Naval Postgraduate School (NPS), provides the perfect link between experienced educators and students who come together to advance future naval concepts. The large population of experienced mid-grade naval service officers at NPS provides an ideal place to help understand Sea Service culture while exploring the benefits and limitations of AI systems.

Not surprisingly, NPS student research has investigated trust in AI, technology acceptance, and culture. Previous NPS research has explored trust through interactive Machine Learning (iML) in virtual environments for understanding Navy cultural and individual barriers to technology adoption. These and other studies have brought important insights on the intersection of people and technologies.

One important aspect of this intersection is culture and how it is measured. For instance, the Competing Values Framework (CVF) has helped researchers understand organizational culture. Paired with additional survey instruments such as E-Trust or the Technology Acceptance Models (TAM), researchers can better understand if particular cultures trust technologies more than other types. CVF is measured across six different organizational dimensions that are summarized by structure and focus. The structure axis ranges from control to flexibility, while focus axis ranges from people to organization, see figure 1.

Figure 1 – The Competing Values Framework – culture, leadership, value from Cameron, Kim S., Robert E. Quinn, Jeff DeGraff, and Anjan V. Thakor. Competing Values Leadership, Edward Elgar Publishing, 2014.

Most organizational cultures contain some measure of each of the four characteristics of the CVF. The adhocracy quadrant of the CVF, for instance, is characterized by innovation, flexibility, and increased speed of solutions. To this point, an NPS student researcher found that Marine Corps organizational culture was characterized as mostly hierarchical. The same researcher found that this particular group of Marine officers also preferred the Marine Corps move from a hierarchical culture towards an adhocracy culture. While the population in the study was by no means representative of the entire Marine Corps, it does generate useful insights for forming initial hypotheses and the need for additional research which explores whether hierarchical cultures impede trust in AI technologies. While closing this gap is important for assessing how a culture may need to adapt, actually changing deeply rooted cultures requires significant introspection and the willingness to change.

The ABCs: Adaptations for a Beneficial Culture

“Culture eats strategy for breakfast,” quipped the revered management guru, Peter Drucker—and for good reason. Strategies that seek to adopt new technologies which may replace or augment human capabilities, must also address culture. Cultural adaptations that require significant changes to behaviors and other deeply entrenched processes will not come easy. Modifications to culture require significant leadership and participation at all levels. Fortunately, organizational theorists have provided ways for understanding culture. One well-known organizational theorist, Edgar Schein, provides a framework for assessing organizational culture. Specifically, culture can be viewed at three different levels which consist of artifacts, espoused values, and underlying assumptions.

The Schein Model provides another important level of analysis for investigating the military organizational culture. In the Schein model, artifacts within militaries would include elements such as dress, formations, doctrine, and other visible attributes. Espoused values are the vision statements, slogans, and codified core values of an organization. Underlying assumptions are the unconscious and unspoken beliefs and thoughts that undergird the culture. Implementing cultural change without addressing underlying assumptions is the equivalent to rearranging the deck chairs on the Titanic. Therefore, what underlying cultural assumptions could prevent the Sea Services from effectively trusting AI applications?

One of the oldest and most ubiquitous underlying assumptions of how militaries function is the hierarchy. While hierarchy does have beneficial functions for militaries, it may overly inhibit how personnel embrace new technologies and decisions recommended by AI systems. Information, intelligence, and orders within the militaries largely flow along well-defined lines of communication and nodes through the hierarchy. In one meta-analytic review on culture and innovation, researchers found that hierarchical cultures, as defined by CVF, tightly control information distribution. Organizational researchers Christopher McDermott and Gregory Stock stated, “An organization whose culture is characterized by flexibility and spontaneity will most likely be able to deal with uncertainty better than one characterized by control and stability.” While hierarchical structures can help reduce ambiguity and promote stability, they can also be detrimental to innovation. NPS student researchers in 2018, not surprisingly, found that the hierarchical culture in one Navy command had a restraining effect on innovation and technology adoption.

CVF defined adhocracy cultures on the other hand are characterized by innovation and higher tolerances for risk taking. For instance, AI applications could also upend well-defined Military Decision Making Processes (MDMP). MDMP is a classical manifestation of codified processes that supports underlying cultural assumptions on how major decisions are planned and executed. The Sea Services should therefore reevaluate and update its underlying assumptions on decision making processes to better incorporate insights from AI.

In fact, exploring and promoting other forms of organizational design could help empower its personnel to innovate and leverage AI systems more effectively. The late, famous systems thinking researcher, Donella Meadows, aptly stated, “The original purpose of a hierarchy is always to help its originating subsystems do their jobs better.” Therefore, recognizing the benefits, and more importantly the limits of hierarchy, will help leaders properly shape Sea Service culture to appropriately develop trustworthy AI systems. Ensuring change goes beyond a temporary fix, however, requires continually updating the organization’s underlying assumptions. This takes double-loop learning.

Double-loop Learning

Double-loop learning is by no means a new concept. First conceptualized by Chris Argyris and Donald Schön in 1974, double-loop learning is the process of updating one’s underlying assumptions. While many organizations can often survive through regular use of single-loop learning, they will not thrive. Unquestioned organizational wisdom can perpetuate poor solutions. Such cookie-cutter solutions often fail to adequately address new problems and are discovered to no longer work. Rather than question the supporting underlying assumptions, organizations will instead double-down on tried-and-true methods only to fail again, thus neglecting deeper introspection.

Such failures should instead provide pause to allow uninhibited, candid feedback to surface from the deck-plate all the way up the chain of command. This feedback, however, is often rare and typically muted, thus becoming ineffectual to the people who need to hear it the most. Such problems are further exacerbated by endemic personnel rotation policies combined with feedback delays that rarely hold the original decision makers accountable for their actions (or inactions).

Implementation and trust of AI systems will take double-loop learning to change the underlying cultural assumptions which inhibit progress. Yet, this can be accomplished in several ways which go against the normative behaviors of entrenched cultures. Generals, Admirals, and Senior Executive Service (SES) leaders should create their own focus groups of diverse junior officers, enlisted personnel, and civilians to solicit unfiltered feedback on programs, technologies, and most importantly, organizational culture inhibitors which hold back AI adoption and trust. Membership and units could be anonymized in order to shield junior personnel from reprisals while promoting the unfiltered candor senior leadership needs to hear in order to change the underlying cultural assumptions. Moreover, direct feedback from the operators using AI technologies would also avoid the layers of bureaucracy which can slow the speed of criticisms back to leadership.

Why is this time different?

Arguably, the naval services have past records of adapting to shifts in technology and pursuing innovations needed to help win future wars. Innovators of their day such as Admiral William Sims developing advanced naval gunnery techniques and the Marine Corps developing and improving amphibious landing capabilities in the long shadow of the Gallipoli campaign reinforce current Service cultural histories. However, many technologies of the last century were evolutionary improvements to what was already accepted technologies and tactics. AI is fundamentally different and is akin to how electricity changed many aspects of society and could fundamentally disrupt how we approach war.

In the early 20th century, the change from steam to electricity did not immediately change manufacturing processes, nor significantly improve productivity. Inefficient processes and machines driven by steam or systems of belts were never reconfigured once they were individually equipped with electric motors. Thus, many benefits of electricity were not realized for some time. Similarly, Sea Service culture will need to make a step change to fully take advantage of AI technologies. If not, the Services will likely experience a “productivity paradox” where large investments in AI do not fully deliver the efficiencies promised. 

Today’s militaries are sociotechnical systems and underlying assumptions are its cultural operating system. Attempting to plug AI application into a culture that is not adapted to use it, nor trusts it, is the equivalent of trying to install an Android application on a Windows operating system. In other words, it will not work, or at best, not work as intended. We must, therefore, investigate how naval service cultures may need to appropriately adapt if we want to fully embrace the many advantages these technologies may provide.

Conclusion

In a 2017 report from Chatham House titled, “Artificial Intelligence and the Future of Warfare,” Professor Missy Cummings stated, “There are many reasons for the lack of success in bringing these technologies to maturity, including cost and unforeseen technical issues, but equally problematic are organizational and cultural barriers.” Echoing this point, the former Director of the Joint Artificial Intelligence Center (JAIC), Marine Lieutenant General Michael Groen, stated “culture” is the obstacle, not the technology, for developing the Joint All-Domain, Command and Control (JADC2) system, which is supported by AI. Yet, AI/ML technologies have the potential to provide a cognitive-edge that can potentially increase the speed, quality, and effectiveness of decision-making. Trusting the outputs of AI will undoubtedly require significant changes to certain aspects of our collective naval cultures. The Sea Services must take stock of their organizational cultures and apply the necessary cultural adaptations, while fostering double-loop learning in order to promote trust in AI systems.

Today, the Naval Services have a rare opportunity to reap the benefits of a double-loop learning. Through the COVID-19 pandemic, the Sea Services have shown that they can adapt responsively and effectively to dynamic circumstances while fulfilling their assigned missions. The Services have developed more efficient means to leverage technology to allow greater flexibility across the force through remote work and education. If, however, the Services return to the status quo after the pandemic, they will have failed to update many of its outdated underlying assumptions by changing the Service culture.

If we cannot change the culture in light of the last three years, it portends poor prospects for promoting trust in AI for the future. Therefore, we cannot squander these moments. Let it not be said of this generation of Sailors and Marines that we misused this valuable opportunity to make a step-change in our culture for a better approach to future warfighting.

Scott Humr is an active-duty Lieutenant Colonel in the United States Marine Corps. He is currently a PhD candidate at the Naval Postgraduate School as part of the Commandant’s PhD-Technical Program. His research interests include trust in AI, sociotechnical systems, and decision-making in human-machine teams. 

Featured Image: An F-35C Lightning aircraft, assigned to Strike Fighter Squadron (VFA) 125, prepares to launch from the flight deck of the aircraft carrier USS George H. W. Bush (CVN 77) during flight operations. (U.S. Navy photo by Mass Communication Specialist 3rd Class Brandon Roberson)

Sea Control 428 – Could AI-Fueled Amateur Radio Rebuild Loran-C? with John Konrad

By Anna McNiel

John Konrad, the CEO and founder of gCaptain, discusses rebuilding Loran-C and argues that GPS’ vulnerabilities necessitate a redundant system. Konrad also advocates for the introduction of AI into the Loran system to allow for greater accuracy and improved overall performance.

Download Sea Control 428 – “Could AI-fueled Amateur Radio Rebuild Loran-C?” with John Konrad


Links

1. “Enhanced Loran,” Sherman Lo and Benjamin Peterson, Stanford University, August 3, 2016.
2. “Could AI-Fueled Amateur Radio Rebuild Loran-C?,” John Konrad, K5HIP (gCaptain,) February 18, 2023.
3. Ham Radio Crash Course Website.
4. “Cyber Threats Prompt Return of Radio for Ship Navigation,” Jonathan Saul, K5HIP (gCaptain,) August 7, 2017.
5. “eLORAN: a terrestrial alternative to GPS,” Jeff Sherpard, Microcontroller Tips, October 26, 2020.
6. “Let the Coast Guard Operate eLORAN” David W. Zenkel, U.S. Naval Institute Proceedings, June 2021.
7. “LORAN-C Infrastructure & E-LORAN,” Gps.gov, November 15, 2019.

Anna McNeil is Co-Host of the Sea Control podcast, and edited and produced this episode. Contact the podcast team at Seacontrol@cimsec.org.

Naval Escalation in an Unmanned Context

By Jonathan Panter

On March 14, two Russian fighter jets intercepted a U.S. Air Force MQ-9 Reaper in international airspace, breaking one of the drone’s propellers and forcing it to crash into the Black Sea. The Russians probably understood that U.S. military retaliation – or, more importantly, escalation – was unlikely; wrecking a drone is not like killing people. Indeed, the incident contrasts sharply with the recent revelation of another aerial face-off. In late 2022, Russian aircraft nearly shot down a manned British RC-135 Rivet Joint surveillance aircraft. With respect to escalation, senior defense officials later indicated, the latter incident could have been severe.1

There is an emerging view among scholars and policymakers that unmanned aerial vehicles can reduce the risk of escalation, by providing an off-ramp during crisis incidents that, were human beings involved, might otherwise spark public calls for retaliation. Other recent events, such as the Iranian shoot-down of a U.S. RQ-4 Global Hawk in the Persian Gulf in 2019 – which likewise did not spur U.S. military kinetic retaliation – lend credence to this view. But in another theater, the Indo-Pacific, the outlook for unmanned escalation dynamics is uncertain, and potentially much worse. There, unmanned (and soon, autonomous) military competition will occur not just between aircraft, but between vessels on and below the ocean.

Over the past two decades, China has substantially enlarged its navy and irregular maritime forces. It has deployed these forces to patrol its excessive maritime claims and to threaten Taiwan, expanded its nuclear arsenal, and built a conventional anti-access, area-denial capacity whose overlap with its nuclear deterrence architecture remains unclear. Unmanned and autonomous maritime systems add a great unknown variable to this mix. Unmanned ships and submarines may strengthen capabilities in ways not currently anticipated; introduce unexpected vulnerabilities across entire warfare areas; lower the threshold for escalatory acts; or complicate each side’s ability to make credible threats and assurances.

Forecasting Escalation Dynamics

Escalation is a transition from peace to war, or an increase in the severity of an ongoing conflict. Many naval officers assume that unmanned ships are inherently de-escalatory assets due to their lack of personnel onboard. Recent high-profile incidents – such as the MQ-9 Reaper and RQ-4 Global Hawk incidents mentioned previously – seem, at first glance, to confirm this assumption. The logic is simple: if one side destroys the other’s unmanned asset, the victim will feel less compelled to respond, since no lives were lost.

While enticing, this assumption is also illusory. First, the example is of limited applicability: most unmanned ships and submarines under development will not be deployed independently. They will work in tandem with each other and with manned assets, such that the compromise of one vessel – potentially by cyber means – often affects others, changing a force’s overall readiness. The most serious escalation risk thus lies at a systemic, or fleetwide, level – not at the level of individual shoot-downs.

Second, lessons about escalation from two decades of operational employment of unmanned aircraft cannot be imported, wholesale, to the surface and subsurface domains – where there is little to no operational record of unmanned vessel employment. The technology, operating environments, expected threats, tactics, and other factors differ substantially.

Our understanding of one variant of escalation, that in the nuclear realm, is famously theoretical – the result of deductive logic, modeling, or gaming – rather than empirical, since nuclear weapons have only been used once in conflict, and never between two nuclear powers. Right now, the story is similar for unmanned surface and subsurface vessels. Neither side has deployed unmanned vessels at in sufficient numbers or duration, and across a great enough variety of contexts, for researchers to draw evidence-based conclusions. Everything remains a projection.

Fortunately, three existing areas of academic scholarship – crisis bargaining, inadvertent nuclear escalation, and escalation in cyberspace – provide some clues about what naval escalation in an unmanned context might look like.

Crisis Bargaining

During international crises, a state may try to convince its opponent that it is willing to fight over an issue – and that, if war were to break out, it would prevail. The goal is to get what you want without actually fighting. To intimidate an opponent, a state might inflate its capabilities or hide its weaknesses. To convince others of its willingness to fight, a state might take actions that create a risk of war, such as mobilizing troops (so-called “costly signals”). Ascertaining capability and intent in international crises is therefore quite difficult, and misjudging either may lead to war.2

Between nuclear-armed states, these phenomena are more severe. Neither side wants nuclear war, nor believes that the other is willing to risk it. To make threats credible, therefore, states may initiate an unstable situation (“rock the boat”) but then “tie their own hands” so that catastrophe can be averted only if the opponent backs down. States do this by, for example, automating decision-making, or stationing troops in harm’s way.3

The proliferation of unmanned and autonomous vessels promises to impact all of these crisis bargaining strategies. First – as noted previously – unmanned vessels may be perceived as “less escalatory,” since deploying them does not risk sailors’ lives. But this perception could have the opposite effect, if states – believing the escalation risk to be lower – deploy their unmanned vessels closer to an adversary’s territory or defensive systems. The adversary might, in turn, believe that his opponent is preparing the battlespace, or even that an attack is imminent. Economists call this paradox “moral hazard.” The classic example is an insured person’s willingness to take on more risk.

Second, a truly autonomous platform – one lacking a means of being recalled or otherwise controlled after its deployment – would be ideal for “tying hands” strategies. A state could send such vessels to run a blockade, for instance, daring the other side to fire first. Conversely, an unmanned (but not autonomous) vessel might have remote human operators, giving a state some leeway to back down after “rocking the boat.” In a crisis, it may be difficult for an adversary to distinguish between the two types of vessels.

A further complication arises if a state misrepresents a recallable vessel as non-recallable, perhaps to gain the negotiating leverage of “tying hands,” while maintaining a secret exit option. And even if an autonomous vessel is positively identified as such, attributing “intent” to it is a gray area. The more autonomously a vessel operates, the easier it is to attribute its behaviors to its programming, but the harder it is to determine whether its actions in a specific scenario are intended by humans (versus being default actions or error).

Unmanned Aerial Vehicles?

Scholars have begun to address such questions by studying unmanned aerial systems.4 To give two recent examples, one finding suggests that unmanned aircraft may be de-escalatory assets, since the absence of a pilot means domestic publics would be less likely to demand blood-for-blood if a drone gets shot down.5 Another scholar finds that because drones combine persistent surveillance with precision strike, they can “increase the certainty of punishment” – making threats more credible.6

Caution should be taken in applying such lessons to the maritime realm. First, unmanned ships and submarines are decades behind unmanned aerial vehicles in sophistication. Accordingly, current plans point to a (potentially decades-long) roll-out period during which unmanned vessels will be partially or optionally manned.7 Such vessels could appear unmanned to an adversary, when in fact crews are simply not visible. This complicates rules of engagement, and warps expectations for retaliation if a state targets an apparently-unmanned vessel that in fact has a skeleton crew.

Second, ships and submarines have much longer endurance times than aircraft. Hence, mechanical and software problems will receive less frequent local troubleshooting and digital forensic examination. An aerial drone that suffers an attempted hack will return to base within a few hours; not so with unmanned ships and submarines because their transit and on-station times are much longer, especially those dispersed across a wide geographic area for distributed maritime operations. This complicates efforts to attribute failures to “benign” causes or adversarial compromise. The question may not be whether an attempted attack merits a response due to loss of life, but rather whether it represents the opening salvo in a conflict.

Finally, with regard to the combination of persistent surveillance and precision strike, most unmanned maritime systems in advanced stages of development for the U.S. Navy do not combine sensing and shooting. Small- and medium-sized surface craft, for instance, are much closer to deployment than the U.S. Navy’s “Large Unmanned Surface Vessel,” which is envisioned as an adjunct missile magazine. The small- and medium-sized craft are expected to be scouts, minesweepers, and distributed sensors. Accordingly, they do little for communicating credible threats, but do present attractive targets for a first mover in a conflict, whose opening goal would be to blind the adversary.

Inadvertent Nuclear Escalation

During conventional war, even if adversaries carefully avoid targeting the other side’s nuclear weapons, other parts of a military’s nuclear deterrent may be dual-use systems. An attack on an enemy’s command-and-control, early warning systems, attack submarines, or the like – even one conducted purely for conventional objectives – could make the target state fear that its nuclear deterrent is in danger of being rendered vulnerable.8 This fear could encourage a state to launch its nuclear weapons before it is too late. Incremental improvements to targeting and sensing in the past two decades – especially in the underwater realm – have exacerbated the problem by making retaliatory assets easier to find and destroy.9

In the naval context, the risk is that one side may perceive a “use it or lose it” scenario if it feels that its ballistic missile submarines have all been (or are close to being) located. In particular, the ever-wider deployment of assets that render the underwater battlespace more transparent – such as small, long-duration underwater vehicles equipped with sonar – could undermine an adversary’s second-strike capability. Today, the US Navy’s primary anti-submarine platforms aggregate organic sensing and offensive capabilities (surface combatants, attack submarines, and maritime patrol aircraft). The shift to distributed maritime operations using unmanned platforms, however, portends a future of disaggregated capabilities. Small platforms without onboard weapons systems will still provide remote sensing capability to the joint force. If these sensing platforms are considered non-escalatory because they lack offensive capabilities and sailors onboard, the US Navy might deploy them more widely.10

Escalation in Cyberspace

The US government’s shift to persistent engagement in cyberspace, a strategy called “Defend Forward,”11 has underscored two debates on cyber escalation. The first concerns whether operations in the cyber domain expose previously secure adversarial capabilities to disruption, shifting incentives for preemption on either side.12 The second concerns whether effects generated by cyberattacks (i.e., cyber effects or physical effects) can trigger a “cross-domain” response.13

These debates remain unresolved. Narrowing the focus to cyberattacks on unmanned or autonomous vessels presents an additional challenge for analysis, because these technologies are nascent and efforts to ensure their cyber resilience remain classified. Platforms without crews may present an attractive cyber target, perhaps because interfering with the operation of an unmanned vessel is perceived as less escalatory since human life is not directly at risk.

But a distinction must be made between the compromise of a single vessel and its follow-on effects at a system, or fleetwide level. Based on current plans, unmanned vessels are most likely to be employed as part of an extended, networked hybrid fleet. If penetrating one unmanned vessel’s cyber defenses can allow an adversary to move laterally across a network, this “effect” may be severe, potentially affecting a whole mission or warfare area. The subsequent decline in offensive or defensive capacity at the operational level of war could shift incentives for preemption. Since unmanned vessels operating as part of a team (with other unmanned vessels or with manned ones) are dependent on beyond-line-of-sight communications, interruption of one of these pathways (e.g., disabling a geostationary satellite over the area of operations) could have a similar systemic effect.

The Role of Human Judgment

Modern naval operations already depend on automated combat systems, lists of “if-then” statements, and data links. For decades, people have increasingly assigned mundane and repetitive (or computationally laborious) shipboard tasks to computers, leaving officers and sailors in a supervisory role. This state of affairs is accelerating with the introduction of unmanned and autonomous vessels, especially when combined with artificial intelligence. These technologies are likely to make human judgment more, not less, important.14 Many future naval officers will be designers, regulators, or managers of automated systems. So too will civilian policymakers directing the use of unmanned and autonomous maritime systems to signal capability and intent in crisis. For both policymakers and officers, questions requiring substantial judgment will include:

The “moral hazard” problem. If unmanned vessels are perceived as less escalatory – because they lack crews, or because they carry only sensors and no offensive capabilities – are they more likely to be employed in ways that incur other risks (such as threatening adversary defensive or nuclear deterrent capabilities in peacetime)?

The autonomy/intent paradox. When will an autonomous vessel’s action be considered a signal of an adversary’s intent (since the adversary designed and coded the vessel to act a certain way), versus an action that the vessel “decided” to take on its own? If an adversary claims ignorance – that he did not intend an autonomous vessel to act a certain way – when will he be taken at his word?15

The attribution problem. Since unmanned vessels have no crews, local troubleshooting of equipment – along with digital forensics – will occur less frequently than it does on manned vessels. Remotely attributing a problem to routine component or software failure, versus to adversarial cyberattack, will often be harder than it would be with physical access. Will there have to be a higher “certainty threshold” for positive attribution of an attack on an unmanned vessel?

The “roll-out” uncertainty. How will the first few decades of hybrid fleet operations (utilizing partial and optional-manning constructs) complicate the decision to target or compromise unmanned vessels? If a vessel appears unmanned, but has an unseen skeleton crew – and then suffers an attack – how should the target state assess the attacker’s claim of ignorance about the presence of personnel onboard?

The cyber problem. Do unmanned systems’ attractiveness as a cyber target (due to their absence of personnel, often highly-networked employment) present a system-wide vulnerability to those warfare areas than lean more heavily on unmanned systems than others? Which warfare areas would have to be affected to change incentives for preemption?

Since unmanned vessels have not yet been broadly integrated into fleet operations, these questions have no definitive, evidence-based answers. But they can help frame the problem. The maritime domain in East Asia is already particularly susceptible to escalation. Interactions between potential foes should, ideally, never escalate without the consent and direction of policymakers. But in practice, interactions-at-sea can escalate due to hyper-local misperceptions, influenced by factors like command, control, and communications, situational awareness, or relative capabilities. All of these factors are changing with the advent of unmanned and autonomous platforms. Escalation in this context cannot be an afterthought.

Jonathan Panter is a Ph.D. candidate in Political Science at Columbia University. His research examines Congressional oversight over U.S. naval operations. Prior to attending Columbia, Mr. Panter served as a Surface Warfare Officer in the United States Navy. He holds an M.Phil. and M.A. in Political Science from Columbia, and a B.A. in Government from Cornell University.

The author thanks Johnathan Falcone, Anand Jantzen, Jenny Jun, Shuxian Luo, and Ian Sundstrom for comments on earlier drafts of this article.

References

1. Thomas Gibbons-Neff and Eric Schmitt, “Miscommunication Nearly Led to Russian Jet Shooting Down British Spy Plane, U.S. Officials Say,” New York Times, April 12, 2023, https://www.nytimes.com/2023/04/12/world/europe/russian-jet-british-spy-plane.html.

2. James D. Fearon, “Rationalist Explanations for War,” International Organization 49, no. 3 (Summer 1995): 379-414.

3. Thomas C. Schelling, Arms and Influence (New Haven: Yale University Press, [1966] 2008), 43-48, 99-107.

4. See, e.g., Michael C. Horowitz, Sarah E. Kreps, and Matthew Fuhrmann, “Separating Fact from Fiction in the Debate over Drone Proliferation,” International Security 41, no. 2 (Fall 2016): 7-42.

5. Erik Lin-Greenberg, “Wargame of Drones: Remotely Piloted Aircraft and Crisis Escalation,” Journal of Conflict Resolution (2022). See also Erik Lin-Greenberg, “Game of Drones: What Experimental Wargames Reveal About Drones and Escalation,” War on the Rocks, January 10, 2019, https://warontherocks.com/2019/01/game-of-drones-what-experimental-wargames-reveal-about-drones-and-escalation/.

6. Amy Zegart, “Cheap flights, credible threats: The future of armed drones and coercion,” Journal of Strategic Studies 43, no. 1 (2020): 6-46.

7. Sam Lagrone, “Navy: Large USV Will Require Small Crews for the Next Several Years,” USNI News, August 3, 2021, https://news.usni.org/2021/08/03/navy-large-usv-will-require-small-crews-for-the-next-several-years.

8. Barry D. Posen, Inadvertent Escalation (Ithaca: Cornell University Press, 1991); James Acton, “Escalation through Entanglement: How the Vulnerability of Command-and-Control Systems Raises the Risks of an Inadvertent Nuclear War,” International Security 43, no. 1 (Summer 2018): 56-99. For applications to contemporary Sino-US security competition, see: Caitlin Talmadge, “Would China Go Nuclear? Assessing the Risk of Chinese Nuclear Escalation in a Conventional War with the United States,” International Security 41, no. 4 (Spring 2017): 50-92; Fiona S. Cunningham and M. Taylor Fravel, “Dangerous Confidence? Chinese Views on Nuclear Escalation,” International Security 44, no. 2 (Fall 2019): 61-109; and Wu Riqiang, “Assessing China-U.S. Inadvertent Nuclear Escalation,” International Security 46, no. 3 (Winter 2021/2022): 128-162.

9. Keir A. Lieber and Daryl G. Press, “The New Era of Counterforce,” International Security 41, no. 4 (Spring 2017): 9-49; Rose Goettemoeller, “The Standstill Conundrum: The Advent of Second-Strike Vulnerability and Options to Address It,” Texas National Security Review 4, no. 4 (Fall 2021): 115-124.

10. Jonathan D. Caverley and Peter Dombrowski suggest that one component of crisis stability – the distinguishability of offensive and defensive weapons – is more difficult at sea because naval platforms are designed to perform multiple missions. From this perspective, disaggregating capabilities might improve offense-defense distinguishability and prove stabilizing, rather than escalatory. See: “Cruising for a Bruising: Maritime Competition in an Anti-Access Age.” Security Studies 29, no. 4 (2020): 680-681.

11. For an introduction to this strategy, see: Michael P. Fischerkeller and Robert J. Harknett, “Persistent Engagement, Agreed Competition, and Cyberspace Interaction Dynamics and Escalation,” Cyber Defense Review (2019), https://cyberdefensereview.army.mil/Portals/6/CDR-SE_S5-P3-Fischerkeller.pdf.

12. Erik Gartzke and John R. Lindsay, “Thermonuclear Cyberwar,” Journal of Cybersecurity 3, no. 1 (March 2017): 37-48; Erica D. Borghard and Shawn W. Lonergan, “Cyber Operations as Imperfect Tools of Escalation,” Strategic Studies Quarterly 13, no. 3 (Fall 2019): 122-145.

13. See, e.g., Sarah Kreps and Jacquelyn Schneider, “Escalation firebreaks in the cyber, conventional, and nuclear domains: moving beyond effects-based logics,” Journal of Cybersecurity 5, no. 1 (Fall 2019): 1-11; Jason Healey and Robert Jervis, “The Escalation Inversion and Other Oddities of Situational Cyber Stability,” Texas National Security Review 3, no. 4 (Fall 2020): 30-53.

14. Avi Goldfarb and John R. Lindsay, “Prediction and Judgment: Why Artificial Intelligence Increases the Importance of Humans in War,” International Security 46, no. 3 (Winter 2021/2022): 7-50.

15. The author thanks Tove Falk for this insight.

Featured Image: A medium displacement unmanned surface vessel and an MH-60R Sea Hawk helicopter from Helicopter Maritime Strike Squadron (HSM) 73 participate in U.S. Pacific Fleet’s Unmanned Systems Integrated Battle Problem (UxS IBP) April 21, 2021. (U.S. Navy photo by Chief Petty Officer Shannon Renf)

Gapped Billet Squall on the Horizon: The USCG Officer Corps Could be in Trouble

By Joseph O’Connell

The Coast Guard is facing a looming afloat officer shortage with no good options on the table. With roughly 3.5%* of all CG officer billets currently gapped, and a particular shortfall impacting mid-grade (O3/O4) officers the Coast Guard needs to explore creative solutions to address the pending crisis. At the conclusion of assignment year 2021 (AY 21) the Coast Guard reported being 213 officers short, with a whopping 166 of those being O3 or O4’s, a growing shortfall of experience that cannot be easily resolved.1 While this might seem a rounding error to larger armed services, this represents a significant percentage of the Coast Guard officer corps. To put in context, if the U.S. Navy were facing a similar shortage, they would have gapped approximately 1,960 officer billets, a dearth that would undoubtedly impact operational readiness. This shortage grows more acute when considering the critical billets O3 and O4 officers fill aboard Coast Guard cutters: Operations Officers, Engineer Officers, Executive Officers, and Commanding Officers, depending on the cutter class.

Figure 1: Total Gapped Billets by Assignment Year. (Author graphic)

Utilizing the last 18 years of officer assignment data, a picture of a rapidly declining officers corps forms, with current trends indicating that implemented officer retention tools are failing1. Figure 1 shows the rapid increase in missing officers over time, highlighting the unique nature and acuteness of this particular crisis.1,2 As shown in Figure 2, the officer shortage is extremely concerning for the afloat community and was correctly predicted in 2015’s The Demise of the Cutterman2. Of note, AY21 was the highest number of afloat billets gapped, verifying the more pessimistic predictions made by CDR Smicklas. As the Coast Guard continues to bring new hulls online while operating legacy assets the demand for afloat officers will far outstrip the limited and dwindling supply, with projections anticipating a 25% increase in cutter billets from current levels.3

Figure 2: Gapped Afloat Billets by Assignment Year. Author graphic.

Armed with this knowledge, there are several options left to decision-makers. The readily apparent options, from least to most intrusive are: letting the crisis play out, ameliorating critical shipboard habitability shortfalls, prioritizing afloat officers, and major force restructuring.

Wait and See

The least intrusive option the Coast Guard could pursue is a “wait and see” strategy, wherein program managers would assess the impacts of current retention policies impacts on officer retention and the afloat billet gap. In its current form, this exclusively entails the recent afloat bonus program.5 It is possible that the afloat billet gap will shrink as more officers elect to return afloat in pursuit of bonus money or career path incentives (arguably not the right reasons to go afloat).

There is a historical argument in favor of waiting as well, traditionally during economic boom cycles the service has difficulty retaining officers, while during economic downturns the officer corps is closer to full strength, this can be seen in the years following the great financial crisis when the officer billet gap was greatly reduced, only to steadily rise as the economy rebounded in the mid-2010s.9 Just as a prudent mariner would not hazard their vessel based on scanty radar information, Coast Guard programmers and planners cannot place bets on the future of the service based on unknowable economic outlooks. This strategy runs the risk of inaction and a deepening crisis while maintaining current priorities in hopes that new assets will alleviate habitability issues and that afloat bonuses will deepen the afloat talent pool. 8 If an economic crisis fails to materialize, or the officer corps reacts differently than during a financial crisis there is a chance that this strategy fails catastrophically and the afloat gap grows, adversely impacting operations.

Prioritize “Sea Service Attractiveness”

Habitability

The next actionable item the Coast Guard can pursue to mitigate the exodus of afloat officers is prioritizing sea service attractiveness. By and large, this falls into two buckets: 1) addressing egregious shipboard habitability issues and 2) “nice to have” incentives such as Wi-Fi, preserving port calls, and reduced work days. On the latter measure, the Coast Guard has made significant investments in UW connectivity and bandwidth.

These creature comforts do not, unfortunately, extend to legacy Coast Guard assets, namely the Famous and Reliance class, medium endurance cutters, which suffer from debilitating habitability issues. These issues range from the whimsical– water intrusion flooding staterooms every time it rains to such an extent that it was re-christened “the waterfall suite,”—to the downright dangerous 2 ft. diameter holes hidden by appliances such as laundry machines or controllable pitch propeller systems that rely on emergency relief valves to regulate system pressures. Furthermore, it is not uncommon in the medium endurance cutter fleet to hear sea stories of tools falling into the bilge and puncturing the hull.

Compounded, these unappetizing work environments significantly diminish the already austere nature of serving aboard ship. These unfortunate conditions are the result of years of policy decisions de-emphasizing legacy asset sustainment in favor of other priorities, with newer hulls promising to resolve habitability issues once online. Building new cutters has taken longer than anticipated and legacy medium endurance cutters, the bulk of the Coast Guard Atlantic Area’s forward operating assets, are now expected to operate for another 5-15 years4. Given this timeline, one “down payment” the Coast Guard can make for the health of its future afloat officer corps, is addressing the dire habitability issues aboard its medium endurance cutters. Paired with the “nice to have” initiatives, such as shipboard Wi-Fi, money spent on increasing the attractiveness of sea duty could pay significant dividends in the years to come. 

The Coast Guard should increase habitability and work-life balance, through major investments throughout the fleet, particularly in the Medium Endurance Cutter (MEC) fleet. Some easy actions to take would be increasing cutter maintenance budgets to repair long overdue crew comfort issues, earmarking funds to upgrade or install rec/morale equipment that can be used underway, increasing maintenance periods to promote work-life balance, and decreasing the amount of homeport maintenance work completed by the crew. While none of these are ‘free’ and come with associated costs (funds being taken from other priorities, reduced operational time, more workload for shoreside maintenance units, etc.), they are worthwhile to explore in order to avert a major afloat staffing issue.

Incentives

If sea duty attractiveness is increased, then an organic shift in officer billet preferences may occur and naturally fill the afloat gap. Increasing sea duty attractiveness is complex and difficult, and a myriad of solutions are currently being explored by the Coast Guard, namely afloat department head and XO bonuses5. Given that these bonuses may not prove to be effective the Coast Guard should be investigating additional incentives, starting with the least desirable afloat units. While monetary incentives through bonuses are very cogent, additional incentives could also be explored, such as offering geographically stable follow-on tours, weighing sea time when considering candidates for post-graduate studies, or more drastically increasing promotability for afloat officers. While none of these is a panacea for increasing sea duty desirability, these among other proposals should be explored.

Select and Direct

The proverbial easy button is to simply fill all afloat billets at the expense of the other communities, forcing sector officers, aviators, and support officers to be chronically understaffed while mandating that all afloat billets be filled. While this solution is theoretically easy to implement from a policy perspective, it may backfire as other operational and support communities suffer more acutely under staffing shortages, degrading joint mission capabilities and depleting the CG ‘brand’. More concerning is forcing officers into billets they have no interest (or expertise) in, leading to dissatisfaction at work, poor performance, and incompetence, all of which can congeal into toxic workplace environments aboard cutters, exacerbating the cutterman shortage through a vicious cycle. However, if afloat billets are prioritized while taking concrete steps to promote afloat habitability and work-life balance, there could be a natural shift in billet preference among the officer corps.

Prioritizing afloat billets at the expense of other communities puts ‘butts in seats’, averting the critical crisis of a rapidly dwindling afloat officer corps, but is not a sustainable long-term solution. It is worth noting, a solution that quickly closes the afloat officer gap while incentivizing officers to return afloat still proves elusive, as the Coast Guard started utilizing monetary incentives over the past 2 assignment years without tangibly reducing either the pending staffing shortage or reducing the number of ‘afloat’ billets gapped.1

Major Overhaul

Finally, if the Coast Guard is unable or unwilling to fill billets and can still meet its statutory mission objectives, it could pursue more extreme options involving a major force restructure of officer billets. This restructuring could take multiple forms, including heavier reliance upon automation technology, reducing afloat officer billets, replacing officers with senior enlisted, reducing shoreside support billets, and mandating additional rotations into the cutter fleet. Each of these solutions harbors unique pitfalls.

A forward-looking solution is to reduce officer manning on future platforms such as the OPC, while simultaneously reducing officer billets on existing high-technology platforms, such as the WMSLs and HEALY. Given that industry vessels operate with manning in the teens for similarly sized vessels, it is entirely feasible to sail Coast Guard cutters with a fraction of the existing billet structure. These vessels rely heavily upon automation technology such as machinery control software (MCS) and utilize a different maintenance philosophy that emphasizes heavy depot periods and limited organization (crew) level maintenance6. However, by doing this the Coast Guard would accept significantly increased operating risks (by reducing organic crew casualty response capabilities), reduced operational effectiveness (fewer personnel to staff operational missions, such as law enforcement teams, migrant watchstanders, or defense missions) a reduced talent pool, among other serious consequences. Over-reliance on technology to reduce manning has proven troublesome in the recent past (see LCS and original WMSL manning concepts), and current automatic control systems do not replace a trained technician. 7

Another major restructuring action would be to fill O3 and O4 billets with more junior (to the billet) officers or senior enlisted personnel. While pursuing either action would serve as a temporary salve, both options harbor risk, officers junior to the traditional grade may lack the appropriate experience to serve as an Operations Officer or Executive Officer for example. Meanwhile, filling junior officer billets with qualified warrant officers or senior enlisted personnel stymies the training pipeline for future commanding officers.

A final drastic option would be to reduce current staff, support, and other non-afloat billets for critical pay grades and enforce an afloat tour requirement at those grades. While a guaranteed way to fill vital afloat jobs, this could have cascading effects on the afloat community, and the officer corps writ large. Reducing the number of support billets could degrade the quality of cutter support and sea duty attractiveness may suffer. This move could lead to an exodus of officers who joined the Coast Guard for different reasons than pursuing a career afloat.

Similar to ‘prioritizing the cutterman’, this would reduce the afloat officer gap, but may end up damaging the officer corps more than it helps. On the surface, alternative solutions are capable of solving the afloat officer gap, but a quick analysis reveals that they would have significant costs that may outweigh their benefits.

Shoal Water on Port and Starboard

On paper there are a variety of straightforward solutions to reduce the U.S. Coast Guard’s afloat and overall officer shortage, including leaning into automation/optimization technology, replacing current afloat officer billets with senior enlisted or more junior officers, restructuring the support officer billets and forcing pay grades to go afloat. Unfortunately, all of these solutions have deleterious consequences that increase the risks of operational units, (while decreasing effectiveness), and potentially damage the long-term health of the Coast Guard officer corps.

To avoid the worst of these consequences, the “least bad” option for the Coast Guard is to prioritize cuttermen and fill afloat billets at the expense of other officer specialties, while simultaneously increasing sea duty attractiveness to mitigate the consequences of selecting and directing. These measures are contingent upon increasing cutter habitability and sea duty attractiveness. Here, the Coast Guard must look to the least habitable cutters —the medium endurance cutter fleet— and work to make these units more desirable by increasing crew comfort underway and maximizing homeport downtime.

Lieutenant Joseph O’Connell is a port engineer for the medium-endurance cutter product line, tasked with planning and managing depot maintenance on five Famous-class cutters. He previously served in USCGC Healy (WAGB-20) as a student engineer and USCGC Kimball (WSML-756) as the assistant engineer officer. He graduated from the U.S. Coast Guard Academy in 2015 with a degree in mechanical engineering and from MIT in 2021 with a double master’s of science in naval architecture and mechanical engineering.

These views are presented in a personal capacity and do not necessarily represent the official views of any U.S. government department or agency.

Note: due to the opaque nature of available billet vacancies, vacant afloat billets may not be true shipboard assignments, afloat training organization (ATO), select CG-7 jobs and others may be coded as “afloat,” obfuscating the true shortage.

*3.5% was calculated in the following manner: (Total # of officers-total gapped billets)/(total # of officers). This formula assumes there are no over-billeted positions, which is not entirely accurate, but serves as a decent proxy. 

 References

1. Assignment Year Data from Coast Guard Messages: ALCGOFF 142/04, 062/05, 048/06, 048/07, 082/08, 072/09, 064/10, 038/11, 030/12, 029/13, 025/14, 025/15, 043/16, 057/17, 032/18, 061/19, 068/20, 048/21, 023/22

2. Demise of the Cutterman, CDR Smicklas, https://www.usni.org/magazines/proceedings/2015/august/demise-cutterman

3. State of the CG 2021, https://www.mycg.uscg.mil/News/Article/2533882/sotcg-get-all-the-details-on-the-commandants-announcements/

4. Report to Congress on CG Procurement, April 2022, https://news.usni.org/2022/04/05/report-to-congress-on-coast-guard-cutter-procurement-15

5. All Coast Notice: 105/20 Officer Afloat Intervention

6. CFR 46 Part 15: https://www.govinfo.gov/content/pkg/CFR-2017-title46-vol1/xml/CFR-2017-title46-vol1-part15.xml

7. Unplanned costs of unmanned fleet, Jonathan Panter, Jonathan Falcone, https://warontherocks.com/2021/12/the-unplanned-costs-of-an-unmanned-fleet/

8. Federal Reserve, Financial and Macroeconomic Indicators of Recession Risk, June 2022;

9. https://www.federalreserve.gov/econres/notes/feds-notes/financial-and-macroeconomic-indicators-of-recession-risk-20220621.htm

10. https://www.npr.org/2011/07/29/138594702/a-weak-economy-is-good-for-military-recruiting

Featured Image: A member of Maritime Security Response Team West watches as a Sector San Diego MH-60 Jayhawk helicopter approaches the flight deck of the Coast Guard Cutter Waesche (WMSL 751) cutter off the coast of San Diego, March 29, 2023. (U.S. Coast Guard photo by Petty Officer 3rd Class Taylor Bacon)

Fostering the Discussion on Securing the Seas.