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Ethics & The Military Profession – A Conversation with Nate Finney and Ty Mayfield

By Christopher Nelson

This past fall, I had the chance to talk with editors Nate Finney and Ty Mayfield about their book, Redefining the Modern Military: The Intersection of Profession and Ethics.Image result for Redefining modern military

From the publisher’s description: Redefining the Modern Military expands upon and refines the ideas on the role of ethics and the profession in the 21st Century. The authors delve into whether Samuel Huntington and Morris Janowitz still ring true in the 21st century; whether training and continuing education play a role in defining a profession; and if there is a universal code of ethics required for the military as a profession.”

We talk about their book, social media and the profession, and later we dive into a conversation about Colonel “Ned Stark” (who recently was revealed to be Col. Jason Lamb) and why they think it’s bad for the military profession to write under a pseudonym.

Nelson: Thanks for joining me guys. How did the book idea come about and why this book now?

Mayfield: The book started as a conversation on social media with Dr. Pauline Shanks-Kaurin who was prepping for an ethics class when she was teaching at Pacific Lutheran University. She was just asking questions on Twitter about the profession, what it means, and who might be in the military profession.

That went around on Twitter. I was engaged in that initial conversation. Nate and I talked and the idea for something more came up so we talked with the rest of the editorial team and decided to run a series at The Strategy Bridge, trying to answer those questions. What is the profession? What is our profession and ethics, and the role of both of those things in our institutions?

We published almost 20 articles on the topic and they were all really well-received. Then, we circled back from that and began to have a conversation about if there was enough for a book and whether or not we could take this to the next step. We contacted about a dozen of the authors, ended up with 10 of them, and then picked up two more to write on very focused topics just to round out the book. They went back and expended those initial journal articles to chapter-length pieces.

Then we pitched the book and got picked up by U.S. Naval Institute Press. Here we are three years later looking at the publication of the book. This has been really interesting to see something go from a conversation on social media, to a web-based professional journal, to a hardcopy book. I think that’s the story that is really interesting about this book.

Nelson: That’s great.

Finney: I think it shows a very deliberate attempt by The Strategy Bridge to go through different mediums. We pulled a lot of our articles from social media, conversations we have on Twitter and Facebook, and people that are talking about something that’s interesting. Whether it’s us as individuals or editors at The Strategy Bridge, we’ll hit them up and say, “Hey, that would make a great article. Send it along.” That stuff happens all of the time.

The example of turning it into a series instead of a single article, and then deciding to turn it into a book, is a model that the Strategy Bridge may do from time to time as topics that are of interest to the profession continue to bubble up in conversation.

Nelson: Alright, well let’s get right into it then. An Air Force officer and an Army officer edited a book. What is your take on each of your respective services and what concerns do you have about the profession? What’s good, what’s bad? Particularly, for Ty, I know the Air Force Officer, Colonel “Ned Stark,” writing some pieces for War on the Rocks, grabbed attention with his concerns about the USAF.

Mayfield: I think the Air Force is a unique service as compared to the others. I think a big part of the profession is cultural identity, who you are as an institution. The Air Force, being the newest of those departments, I think we struggle with culture and identity a lot. There are times that you want to be very much different than the other services and focus on our specific domains, but then there is a pullback to a core professional identity that unites all of the services. I think there’s a real cultural identity conflict for the Air Force. How to be different enough to maintain your own identity, yet keep a finger on that touchstone as military professionals.

I’d like to talk about Ned Stark, later on. I think it’s a separate question altogether.

I’ll let Nate speak to the Army. The Army has done a lot of work in developing their own ethic and their professional identity, but what they have done in that process is develop an Army ethic and an Army profession. That, in some ways, I think walls them off from the other services, and it misses the larger professional identity that I think all the services should try and sort out.

The Air Force has followed that lead and it has established its own Profession of Arms Center of Excellence, which is now taking roadshow trips out to different bases and talking about the profession. It’s not theoretical, it’s more applied leadership; which is good and important, but it’s different than what the Army has done with its Center for the Army Profession and Leadership program up to this point. I think that’s a good segue back to Nate.

Nelson: Before we jump to Nate, really quick, what would you recommend to your service chief or other seniors in the Air Force? What needs to change or what would you suggest, as far the identity of your particular service? What would you do to improve the identity of the Air Force?

Mayfield: I think part of the recommendation here would actually be to model the approach off of what the Army has done, which is not, obviously, going to be something that’s particularly well-received; but I think the Army did it well. I think Dr. Don Snider’s book, The Future of the Army Profession, was the groundwork for the Army ethic and for this Army professional identity. It was the theoretical piece. It’s a big book, it’s really dense, it’s hard to approach; but the scholarship is there that laid the groundwork for the Army’s successful development and, for lack of a better word, the doctrinization of their ethic. I think that’s important and that’s probably what needs to be done in the Air Force, at some level.

Nelson: Nate, over to you. Army good and bad?

Finney: First, I’ll say I think the Army’s furthest along when it comes to developing their perspective on the profession and trying to figure out where they fit. The previous works that we use a foundation for Redefining the Modern Military are Janowitz and Huntington, in particular. They were, essentially, writing about soldiers coming out of the Korean War and World War II, but particularly the Korean War. Of course, they’re applicable to all the services, but really it was a focus on the soldiers in the Army coming out of those wars, and what it meant for land power, and its citizen soldiers.

As Ty was mentioning, Don Snider’s work of the 2000s was chartered by General Martin Dempsey (who also was kind enough to write the forward of our book) when he was the Training and Doctrine (TRADOC) commander, and then the Chief of Staff of the Army, and then the Chairman of the Joint Chiefs–all in pretty quick succession. As Ty mentioned, his focus was on the Army and he used Don Snider’s work and others to really push the profession, but also the Army ethic. He tried to convert that into a joint profession campaign on the profession and ethic when he became the Chairman. I don’t know how much it took hold. I think General Dempsey’s white paper on the profession, when he was the Chairman, is a good model for trying to have that conversation from a joint force perspective.

When it comes to the Army as a service – and what we can do better – I don’t honestly have a good answer. I think we largely get it right; we’ll never get it perfect. General Caslen, who retired out of West Point as the superintendent, really focused on character as a part of the profession and what types of characteristics our soldiers need to have to be professionals to embody that ethic.

I think from induction in West Point, then PME throughout a career, the Army does it pretty well, if a bit dry. I think General Milley and others have focused on “re-greening” the Army on what it’s like to fight large formations in a conventional conflict. Yes, there’s a tactical/technical piece to that, but I also think there’s a professional piece. Whether it’s trying to balance what we learned in Iraq and Afghanistan with where we need to go in the future and what that means for soldiers as professionals. It’s not perfect, nothing’s perfect, but I think the Army does it pretty well.

Nelson: I didn’t read Huntington until, I don’t know, maybe around the fourteen-year mark in the Navy.  Do you think expectations are too high on the first ten years of your life in the service? You’re just trying to get the basics down and you don’t even know what the profession is or what it means, so do you think our expectations are too high for younger officers to have them really truly understand? They’re maybe not even committed to the profession. They haven’t even decided to say, “I’m in this for the profession.” What are your thoughts on this?

Mayfield: I think that’s a great question and that’s exactly why we wrote this book. When you pick up Huntington at your 14-year mark, that shouldn’t be the first time you’ve thought about the profession. I was at the Army War College last year, and I’m presented with Don Snider’s book, The Future of the Army Profession at the 19th year of my career, and I’m thinking “it’s too late to start this conversation; it’s too late to start thinking about this.” But at the same time, to your point, lieutenants, company grade officers, I don’t think they have enough exposure to the profession yet, and the development to really touch those documents; Don Snider’s work, or Huntington, or Janowitz, or any of that with any meaning or connection.

That’s what we tried to do with this book, with Redefining the Modern Military, is provide something to start with, a starting point that then preps you for that conversation to pick up Huntington, preps you to pick up Don Snider’s book. So that, when you get it in your 19th year, it’s not the first time you’ve thought about your role as a professional.

We used a multi-disciplinary approach in this book, so we have officers from all the branches of the service, we have academics, we have historians, we have people who are in civil service now, we have lawyers, we have former military officers who are now civilians.

I think there’s a focus on it being company-grade officers or senior company-grade officers or junior field-grade officers. I think that’s a really important niche because those are officers who are approaching this 14-year mark we’re talking about. They’re right at this transition and I think that’s where Don Snider would argue you become a professional.

You can be a member of the profession without being a professional. I think that’s the transition you’re trying to get to. This is the point that the question you’re asking, and Don Snider uses a term, “stewards of the profession” to define this. There’s a change in your approach to service and a change in your relationship with your institution.

I think for most of us, that probably happens at the command level. When you take command, be that in the Army, as the company-grade officer, as a captain company command; or in the Air Force, if your first command opportunity as an O-4 or an O-5, that’s a pivotal moment where you have to start looking back into your organization through a command lens that focuses your institution’s requirements and your institution’s desires and future.

The term, “company man,” it’s a bureaucratic term. It refers to a bureaucracy. These two things are in tension, and this is something that Dr. Snider talks a lot about. That tension between the bureaucracy and the profession. One is focused on effects, the other is focused on efficiencies. There’s a whole list of things that are in tension between these two institutions, and I think that’s why he uses the word, “steward”, and not “company man.” He uses the word, “steward” because stewards are people who do the care and feeding of the profession and that’s our role at this level as field grade officers. We have to become stewards of our professions to make sure that we teach our subordinates and those that come after us what’s important, because if we don’t teach them what’s important and why, it will evolve over time and people will lose focus.

It’s a long answer to your question, but I think that’s why we wrote this book; so that we have a stepping stone, so we’re not at the fourteen-year mark and just throwing Huntington at you and saying, “good luck.”

Also, to get to your question about when do you become a professional, it happens differently for all of us. I don’t think we always recognize it in the moment, but then, reflectively, we can see when our outlook changed. My second time in command here, I’m seeing that even more and I’m thinking more about that, about the future of my subordinates and their impact on the service. People want to leave their mark on the unit, but if you want to leave your mark on a service, on an institution, then it’s really through mentorship and development; you have to understand that your subordinates have much more longevity than you do.

Finney: Ty alluded to the fact that a profession is not an institution, it’s the people in the institution. As you get that transition into being a steward of the profession versus focused on the technical/tactical aspects as a junior-grade officer, you should probably not hand out Huntington and say, “hey guys, you need to learn this.” Instead, mid-grade and senior leaders should probably more embody the profession for their subordinates and embody those characteristics you want to see in professionals.

I look back, and sure I didn’t read Huntington as a lieutenant, but I could look back on my battalion commander, my battalion S3, the majors in my battalion, in the interactions they had with me and the way that they treated other people, were daily inculcating that profession in myself and my fellow junior officers.

While, intellectually, you’re not beating them over the head with the foundations of the profession, I think, at least in my experience, we certainly are focused on developing those professionals from the first moment they come in.

In my opinion, unfortunately, the way it’s built into PME, both leadership and the profession piece of it, it is almost like a lobotomy. It’s just, “here read these slides,” or “read the section, we’re not really going to talk about it,” so half the folks read it, half don’t. I think it’s less that we don’t do it, and instead that we do it poorly.

Nelson: I want to jump on social media because we started this conversation with the fact that your book was hatched on Twitter. And you’re both on social media quite frequently. How’s the profession doing on social media in the civ-mil sphere? Do either of you think we have an issue with service members being partisan when it’s clear that they identify themselves as military members in their profile?

Finney: I think the social media tools certainly put us in a place where it could become dangerous if we don’t self-regulate, but the beauty of being apart of a profession are professionals, like you, reaching out to people you know saying, “Hey, Jack that’s not something you should be saying in public. You want to have that conversation one-on-one over coffee or beers, that’s fine, but don’t put it on social media.” I certainly have seen the same thing. Honestly, I saw it more when I was on Facebook than I did on Twitter, and that might be the transitory nature of Twitter.

I think what it comes down to, is that it has to be about self-regulation. It’s peers, or if required superiors, coming in and saying, “Okay, you’re not supposed to be talking like that. Here’s why.” Have a good conversation about the profession. The other piece is, and I’m seeing more and more of this on Twitter these days, are senior leaders using social media in a positive way in order to help bolster the profession and provide an example. 

Nelson: Are you worried if Twitter is trending in a bad way?

Finney: I don’t…at all. I personally think, in particular, I see a lot of great stuff coming from the Army. General Patrick Donahue, Ty knows and interacts with quite frequently, General Mick Ryan from Australia, senior leaders who are using it for more than just a PAO push where they’re just pushing their agenda. They are interacting with other human beings. They are shaping what people are reading or thinking about through what they’re posting, as well as interacting with people across the board from cadets all the way up. In order to have those professional discussions, even if it isn’t “here’s Huntington,” they’re getting to “let’s have a conversation as professionals.” That’s essentially what’s happening and what we need on social media.

Nelson: I guess what I’m alluding to is the retired admirals and generals. For example, retired admirals writing opinion pieces on political topics–like the McRaven op-ed that was published last year. There are two completely different thoughts on this. Some admirals and generals remain quiet, and urge others to do the same–some, obviously, do not. What are your thoughts?

Mayfield: Let me dip back into the social media question, and then I’ll circle and address the McRaven piece. I tend to agree with Nate on the social media piece. I think senior leaders in the military are late to the game on social media, and I think a lot of it is because they don’t understand it.

There’s always been an effort to manage the narrative of our senior leaders. That’s why they impose restrictions on their public affairs officers–who they also don’t understand or trust–and spokesmen, everything. They get talking points, everything is very scripted, and when you put a hand-held, you put a phone in a four star’s hand, and he’s got an hour to burn at the airport that makes a lot of people uncomfortable. I think it can be done well, but I think the access, immediacy, and unconstrained environment made our senior leaders uncomfortable to do it.

Social media is social, you can’t just push the thing you want, it won’t get picked up. That’s not how it works, it has to be interaction. Twitter, in particular, I think is a really good tool for those quick interactions that can fall into the realm of mentoring, and you can build relationships that last long term. I think that’s the thing General Mick Ryan out of Australia does really well, General Patrick Donahue does this really well too.

Those short interactions over time, and this falls into what Ray Kimball, one of the chapters in our book, talks about and that’s mentoring. That mentoring does not have to be done within your chain of command. Your rater may not be the right mentor for you. I think social media gives junior officers an opportunity to engage with an officer of their choice, who they want to be a mentor. It has to be a mutually agreed upon relationship.

I count General Ryan and I count General Donahue both as mentors at this point in time. I’ve had enough interactions with them. We haven’t always agreed and that’s okay. That’s the other thing we have to get to in social media, you have to figure out how to do that. How to disagree publicly with each other, with subordinates, with superiors. There’s that fine line in the profession.

To the point about the politics, I’ll just leave it at this, I think the profession must be self-policing. It’s got to be self-correcting, otherwise what you’re going to get is congressionally-mandated reporting requirements or congressionally-mandated direction on what you can and cannot do. Those limitations are an infringement on your autonomy as a professional. If you’re not self-policing, someone else will police you. That’s where we have a role to address our peers when we see this stuff. Some of them are not reconcilable, and I’m a little bit worried about that, frankly, as a professional.

We come into the service with our own ethics, and our own morals, and our own values, and we have to put all those aside. We have to assume the ethics and the morals and the values of our service, and one of those is we are an apolitical institution. There’s tension there. People have deeply-held political beliefs and we can all agree on that, but the service doesn’t. That’s the core the profession.

The McRaven piece, I didn’t read it. I just stay away from the op-ed stuff. I don’t find it of much utility and I say that getting ready to write an article, maybe an op-ed, so I recognize the tension in my own statement. To be fair, I’ve been getting ready to write this op-ed for six months because I just don’t want to do it. I’m trying to find a better way to approach the problem than meeting him on his own terms.

Nelson: What’s the op-ed on?

Mayfield: I want to talk about Ned Stark. I want to talk about why I think Ned Stark is wrong, frankly. He might have good ideas, but I think the idea is not correct. It’s not a good pitch.

I didn’t read the McRaven piece, so I’ll have to defer to Nate to answer on that, but I’m looking forward to talking about Ned Stark because I just wrote it on my white board before we sat down.

Nelson: Excellent, okay.

Finney: Let me re-attack the Admiral McRaven stuff, and then we’ll go straight to Ned Stark. I’ll let you have that one completely, Ty. Other than having read it and then you and I having some conversations over Twitter, I have no bone in that fight, so I’ll leave that to you. The McRaven retired general officer piece…

Nelson: This is not a new phenomenon, right?

Finney: No, absolutely not in any way, shape, or form. The “revolt of the admirals” and all that stuff, even earlier than that. Senior leaders who put out op-eds, for the most part, including, in my opinion, McRaven, very much weighed what they were going to say and whether they were going to say anything or whether it was going to be of a benefit to their profession and to the people that they were standing up for, versus the detriment of a retired officer playing into politics.

Whether you agree with it or not, he didn’t do it in order to harm the profession. He did it to enhance the profession and try and uphold a norm. I think that is generally the case; some obviously being more political than others. There is nothing against those in our profession, particularly those who have retired, standing up for things that they believe in the public press.

The issue is the knock-on effects to the profession and, in particular, the civ-mil relationships going forward from somebody standing up and doing something like that. I think the professionals weighing into these types of conversations weigh that very heavily, and have decided that it makes more sense for them to speak out than not; and that whatever detrimental effects will come from it, will be minor compared to whatever benefits they think that they receive.

Finney: Let’s talk about Ned Stark.

Nelson: So for background, “Ned Stark” is a pseudonym for a senior USAF Colonel (who was revealed to be Col. Jason Lamb). War on the Rocks granted him a (rare) pseudonym out of concern that his writing might endanger his professional career. He has written numerous pieces for War on the Rocks outlining issues with the Air Force. He got the attention of the Chief of the Air Force, who asked “Ned” to come work for him. So, Ty, what’s wrong with Ned Stark and his approach?

Mayfield: I read Stark’s initial piece in the Air Force Times, begrudgingly, after I see everybody talking about it. I read it, and I think what frustrates me with Ned Stark is that he doesn’t tell us anything we don’t already know as a profession.

It was the approach and the use of a pseudonym that really frustrates me because even if I agree with Ned Stark, I don’t know who he is and I don’t know how to help him change the service. His focus is on positional leadership, not relational leadership. There’s no way to have a relationship with Ned Stark. I can’t help him achieve what it is that he wants to get done, which, frankly, are things I want to get done, too.

There’s a level of hypocrisy in his use of a pseudonym that really touched a nerve with me. His own self-identification as one of these high performing officers who gets pushed along whether they’re ready or not because they have access to general officers and they have the right things in their records, and whether or not they’re ready for leadership or not, these guys are pulled through the system. He’s railing against this, stating “that’s not the way the Air Force should go,” but he’s one of them.

Frankly, I don’t understand what career risks a colonel in the United States Air Force faces. He’s a colonel, in the Air Force, it’s right at one percent of the total force, so what are we protecting Ned Stark from? What is Ned Stark protecting himself from? He’s asking the same process which built him, which he’s railing against, to continue to protect him, and I, frankly, I can’t get behind that. I was disappointed in him. Disappointed it got published, disappointed that it drew so much attention.

Nelson: What if it’s just, frankly, brilliant that his pseudonym generates this amazing amount of intrigue? In the cacophony of voices, of the many people writing about their concerns and issues with their military service, it’s this unknown colonel who breaks through to touch a nerve?

Mayfield: Here’s the question, and this was something that when I was having this conversation on Twitter, Rich Brennan actually brought up. This is his tweet, “The point isn’t the validity of the argument, but the strength of character. If the problem’s so severe, then, as a senior officer, you should be willing to stand up for what you believe in. Put something at risk to accomplish the change you want to see.”

I have a hard time buying the brilliant intrigue approach. Now, he’s got General Goldfein’s attention, so maybe your argument is that it worked. I read General Goldfein’s piece on War on the Rocks and it’s like, “Ned, I’d love to have you on my team,” and that makes me want to bang my head on a desk because Ned is already on the Chief of Staff of the Air Force’s team, he’s in the Air Force. How is he not already on the team? We can’t look Ned up in the global email address book, and start working his orders because Ned Stark is a fabrication and he’s not helping anyone.

There’s the whole piece about him essentially benefiting from the hypocrisy by being offered a job by the Chief. It doesn’t support guys, like you, who write under your own name, other Air Force officers who are focused on bettering the profession slowly but surely, versus moaning on War on the Rocks under a pseudonym. That’s not helping anyone. It’s not responsible, it’s not authentic, and it’s not professional.

Finney: It’s the incentives. You’re going to incentivize your soldiers in an adverse manner. It’s going to take away from their character, not build up their character in the profession.

Nelson: He apparently passed on the opportunity to work for the Chief of the Air Force. But do you think he would have even gotten that offer he hadn’t written the op-ed, or if he didn’t use a pseudonym?

Finney: I think it’s more on the hypocrisy of “senior leaders need to stand up and change their service for the better, but I’m going to use a pseudonym because I don’t want to stand up and do the same thing.”

Then, the arrogance of choosing Ned Stark, like “I’m sacrificing myself for the good of the service.” No, you’re not. You’re using a pseudonym.

Nelson: This is a good discussion. I think it’s a fascinating conversation.

Mayfield: I think there’s a lot of tension here. I don’t think that Ned’s Stark’s peers know who Ned Stark is. Ned Stark is setting himself apart from his peers in a way that’s going to be really hard to reconcile under his true name.

Perhaps I’m reading too much into this and I’ll acknowledge that I’m on one side of this issue. I went through the same thing when I started running my own blog. I asked this question, “Do I write under a pseudonym, or do I write in my true name?” and I went to my mentors and my professors, I talked to my peers, and I decided to do it in true name which put a lot of checks on me.

To Nate’s point about the use of pseudonyms. We don’t allow the use of pseudonyms on the Strategy Bridge anymore and that was an editorial decision. We also don’t write op-eds, we don’t publish op-eds, so we get those and we send them to other outlets. We don’t publish op-eds, that’s just our position, because what we want is a fact-based, cited, academically-approached argument that removes emotion and the personal positions.

Nelson: Where were you going to publish your rebuttal to the Ned Stark’s piece? I’m sure there’s some emotion behind it, you’re very passionate about your opinion on Ned Stark.

Mayfield:  What I want to do is address it through the lens of a conversation about our profession, and about the status of it, and about us being self-policing, and it being a goal of lifelong learning and mentorship and leadership; and it’s hard to do those things from behind a curtain. I’m not saying it can’t be done, I just think there’s a better approach to it.

We started this conversation by talking about the status of our profession. I don’t think Ned Stark is advancing our profession.

Nelson: Let’s transition to the personal a little bit. I know Nate’s a father. Ty, I don’t know if you have kids or not. But neither of you shut off when you go home – the profession comes home with you. What are things, Nate, as you’re a father, character things that you instill in your children that the profession’s shaped you; and vice versa? How does your profession affect your personal life? And how does your personal life affect the profession?

Finney: That’s a good question, it’s interesting. I don’t know if the profession has affected my personal approach to life, the way that I live my life, and the way that I raise my kids, but I assume it has.

I think a better way to look at it, maybe, is by my children’s choices. My 15-year-old daughter chose to join the sea cadets program here in Hawaii. She’s always been a great kid, very smart, very respectful. She’s always wanted to be in the military; to be like her dad and be in the military. When she joined sea cadets, I could see that transformation as she started putting on the uniform, as she started understanding what being in sea cadets and being in the Navy was like. Her respect for others increased, her responsibility to get up and get things done and to focus on school work for sea cadets, and even outside of sea cadets, just getting her school work done, everything. All of that increased as she was a part of sea cadets. Part of that is her getting older, but I think part of that is being a part an organization, a team, a group of people who has certain standards, has certain expectations, and having to live up to those.

I think most of those things were there in our household. My dad was in the Navy. Got out right before I was born, but he carried that through his life. My kids have seen me go into work on Saturdays or late at night, and taking the approach that, “Hey, that’s what I do. That’s my job, that’s what I need to go do.” Deployments, same thing. This understanding of what the profession is, what living up to standards and expectations and being a part of a team is – I think all of those things come home from work. I certainly take aspects of my home life into work. Respect for others. All these things I would like to see in my daughters, I try and model those. Whether I’m good at it or not. Ty, you have any thoughts on that?

Mayfield: Yes, I think it’s an interesting question. I don’t have kids, so I have a different outlook on that; but I think what this question raises, for me, is the separation of personally-held values and beliefs from those of the institution.

We are the sum of our experiences. I grew up in a military family. I’m sure that influenced my own decisions, absolutely it did; but that’s the challenge that we face as military professionals is putting aside how we, Nate’s example, how he raises his kids. People that are under your supervision or under your leadership are not your children, they’re members of the same institution that you are.

We all agree that we want our kids to grow up and live long and full lives, but as members of the profession that’s not the outcome that we’re responsible to pursue. Sometimes, personal sacrifice is required to achieve mission accomplishment–and that’s not just us as professionals, but the potential requirement to sacrifice others who we lead as well. This is the concept of unlimited liability–it’s unique to our profession. In the end, effectiveness, mission accomplishment is what we’re charged with and that could very well come at the cost of people’s lives. It’s one of those unique aspects of our institution, and that’s a professional challenge. To acknowledge those things that you hold dear and believe, personally and to be willing to set them aside to advance the cause of your profession.

Think about Nate’s daughter’s change in behavior when putting on a uniform. The uniform is that exterior example. We act differently in civilian clothes than we do in our uniform. It changes how you walk across the parking lot. It changes how you interact with people. You can’t deny that it changes people. I’ve spent a good part of my professional career as a field-grade officer, actually, in civilian clothes, in a suit and tie; and it changes how people approach you, interact with you. Believe me, it changes things. That was a real shock for me.

I should have said our manifestation of our values and our ethic and how we approach people as professionals, so I think that’s a really important point to make. It’s a difficult transition, it’s a difficult thing to do; and the further along you go, the more you have to be very clear about what your personal desires are, what the requirements are because there are larger implications.

Nelson: Lastly, I’ll turn over to you guys for any last thoughts or words you want to say to close out our discussion.

Finney: Just to get back to the book, Ty mentioned we had many different perspectives from the team that wrote Redefining. Authors included lawyers, uniformed practitioners, folks from other countries like Sweden, Australia, the UK. The beauty of the book project was, at least for me, working with that diverse group of people and trying to weave all of those threads throughout the book. It just showed how some of the more important aspects of the profession are not just across the services, but it’s also across the national security realm.

While everybody views the profession differently, maybe it’s manifested differently in the different services in different militaries, those threads are all there. They were captured well by Huntington, Janowitz, and others, and I think as we move into the 21st Century and we’re trying to see if there’s a different character of war, and if the way we conduct conflict in the future is going to be different, does that mean our profession needs to change as well?

Nelson: Ty, closing thoughts?

Mayfield: First of all, I appreciate your time and the opportunity to discuss the profession and to talk a little bit about the book. I think it’s an important time, and this goes back to your very first question about why this book is important and why now. History tells us that the profession goes through cycles. We have a prolonged conflict, we have a peace pause, this period of reflection, introspection, and then we redevelop and redefine ourselves, and then we go forward again. It’s cyclical.

Huntington and Janowitz wrote at the end of the Korean War catastrophe. That set the stage going into Vietnam, and then we have the all-volunteer force that comes out of that. The all-volunteer force has now been at war for two decades without respite, and I think that the time is now for this introspection, this reflection to occur.

Dr. Snider’s book came out early 2000s, the ideas are foundationally sound, but the officers which are now practicing these ideas in the profession and this idea of an ethic have changed. We’ve come to the table with a new generation of officers and a new generation of enlisted personnel, all volunteers, which I think is unprecedented and extremely important; and I think the time is now for us to begin to redefine as we move into the role as stewards and leaders of our profession, to set the groundwork for what we want the profession to be going forward. That’s the answer to your question about why this book and why now.

We hope to see this book out there at ROTC programs, at commissioning programs, at company-grade officer education, and in the civilian community as well because it’s essential to our role as well as our constituents, to all those Americans represented by the Constitution. I am really excited about the book, but really I’m excited about the conversation; and I’m looking forward to the points of agreement, but most importantly, I’m looking forward to continuing the conversation. I think that’s the essential role, that’s the thing we have to do. We have to start the conversation or somebody will start it for us.

Nelson: Thanks guys, great talking with you. All the best.

Nathan K. Finney is an officer in the U.S. Army with a focus on planning and strategy. He is also a founder of three non-profits – The Strategy Bridge, the Military Writers Guild, and the Defense Entrepreneurs Forum – and has been a visiting fellow at the Australian Strategic Policy Institute, a term member at the Council on Foreign Relations, a Non-Resident Fellow of the Daniel K. Inouye Asia-Pacific Center for Security Studies, and a Non-Resident Fellow at the Modern War Institute at West Point. Nathan is a doctoral student in history at Duke University and holds masters degrees in Public Administration from Harvard University and the University of Kansas, as well as a B.A. in Anthropology from the University of Arizona. You can find Nathan on Twitter @nkfinney.

Tyrell O. Mayfield is an officer in the U.S. Air Force and a co-founder and board member of the non-profit The Strategy Bridge. Ty has published photography and written work in a number of online forums, magazines, newspapers, and peer-reviewed journals. Ty is a graduate of the Naval Postgraduate School and the U.S. Army War College and holds masters degrees in International Relations, National Security Studies, and Strategic Art. Ty is currently writing a memoir about his time in Kabul. You can find Ty on twitter @tyrellmayfield.

Christopher Nelson is an intelligence officer stationed at the Office of Naval Intelligence in Suitland, MD. He is a graduate of the US Naval War College and the Navy’s Maritime Advanced Warfighting School. He is also a regular contributor to CIMSEC. The views here are his own and do not necessarily reflect those of the Department of Defense or the U.S. Navy.

Featured Image: Joint-service honor guard members representing all five military services stand in front of the audience before the outdoor portion of the POW/MIA ceremony Sept. 16 at the Air Force Armament Museum. The ceremony paid tribute to those military members who have yet to return home from defending America. The event was hosted by the 46th Test Wing and featured guest speakers, honor guard procedures and a flyover by the 53rd Wing. (U.S. Air Force photo/Samuel King Jr.)

Ten Principles of Ethical Conduct

By Captain Mark Vandroff, USN

I recently read Dale R. Wilson’s well-written piece “Character is Crumbling in Our Leadership.” I was left, however, wondering about a definition of ethical behavior. Lockheed Martin lists “Do The Right Thing” as the first of its three core values.1 This is a noble sentiment, but how does one determine “The Right Thing?” To be fair to Lockheed Martin, their ethics webpage, on which their value statement is clearly articulated, provides links to several different company publications with more detailed rules for the conduct of company business and training with examples of good and bad ethical behavior. 

The federal government, including the Department of Defense (DoD), provides much of the same. For example, the Naval Sea System Command (NAVSEA) is attempting to make its sailors and civilian employees more ethically aware with its “Anchor Yourself In Ethics” campaign.2  This campaign focuses on awareness of the federal government’s “14 Principles Of Ethical Conduct.”3 In both cases, leaders seem to equate ethical behavior with compliance with an established set of rules. While related to the concepts of rule sets and professional conduct, ethical principles are something separate. It would certainly be unprofessional for an Assistant Secretary of the Navy to show up to work at the Pentagon in flip flops or for his Military Assistant to have his warfare pin on upside down, but neither would be unethical. I know of a Major Program Manager who knowingly violated the contracting rule on unauthorized commitments. Because he broke this rule, needed repair work was accomplished on a Navy ship in a timely manner allowing the ship to begin it basic training phase on time. The commitment was later ratified by an authorized contracting official. The program manager did not benefit financially, immediately informed his chain of command, and in the end the government did not suffer financially. His action broke rules, including one of the 14 Principles above; however, I would find very few who would describe his conduct as “unethical.”

If ethics is not merely following the rules, what is it? A good working definition might be that ethics are the processes and principles used to determine if an action is right or wrong. Even the words “right” and “wrong” are problematic. Using them in this context assumes the existence of some universal standard against which an action may be judged. Theologians and philosophers debate the origins and existence of such a standard.  Practitioners take a different stance. As the late Supreme Court Justice Potter Stewart described pornography in “Jacobellis vs. Ohio,” they “know it when they see it.”4 Apart from following established rule sets, ethical action involves honesty, transparency, compassion, dignity, and courage. As the Chief of Naval Operations put it in his recent letter to Flag Officers, “Words about values, no matter how eloquent, can only go so far. My experience is that, like so many parts of our language, these words have become overused, distorted, and diluted. Our behavior, as an organization and as individuals, must signal our commitment to the values we so often proclaim.”5 The question that I believe the CNO raises is how to take noble ideals and from them craft a usable set of principles people can use to evaluate their actions.

FireShot Capture 106 - - https___news.usni.org_wp-content_uploads_2016_05_CNO-PFOR.pdf#viewer.ac
CNO Admiral Richardson’s letter on core values and attributes. Click to read.

Roughly 2,300 years ago, Aristotle wrote ten enormous volumes of The Nicomachean Ethics. While it remains an important work on ethics to this day, it does have a certain lack of brevity. 1,400 years later, Moses Maimonides, a Jewish philosopher who was heavily influenced by Aristotle’s writings, did have the gift of brevity. He synthesized the theological implications of the Hebrew Bible and all the attendant writings of several hundred years of revered Rabbis into 13 principles of faith. While his principles were praised by many and criticized by some, their very publication sparked a healthy and needed debate within the Jewish thinking of the day. In the spirit of both Aristotle and Maimonides, I offer the following 10 principles of ethical conduct. They are not rules but principles, ways of measuring the rightness and wrongness of a given act. They are designed to apply to all whose profession involves the common defense, not solely to military personnel. I offer these 10 principles to the Pentagon bureaucrat, the defense industry executive, the Congressional staffer, and the journalist whose beat covers national security as well as to the Soldier, Sailor, Airman and Marine. My hope is that a spirited public debate of these principles will lead to a healthier understanding of what constitutes ethical conduct.

1. Actions must align with the legitimate interests of the stakeholders.

Everyone in the world of defense acts in the interest of someone else, often multiple people and/or groups, and only rarely is it a direct supervisor. A journalist has a responsibility to the owners of their media outlet to produce publishable content and an additional, sometimes competing interest, to their readers to provide content that is factual and relevant. A DoD Program Manager has a duty to produce items of military usefulness to the warfighter and also has a responsibility to the American taxpayer. A stakeholder is the entity in whose interest a person is bound by their position to act.  (In the law, this would be called a fiduciary/principal relationship.) When judging the ethics of an action, ask first, “are these actions furthering the interest of one or more legitimate stakeholders?”

2. Conflicting interests of various stakeholders must be balanced transparently.

An infantry officer calling for artillery fire must balance the need to protect the soldiers under their command (those soldiers are one legitimate stakeholder) with the need to prevent potential civilian casualties (those civilians are the unwitting other legitimate stakeholder). A Service Chief will have to balance the need to invest in the equipment of tomorrow’s force with the need to fund the operations and maintenance of force he leads today. Many situations will have rule sets for the balancing of these interests, from Rules of Engagement in the field to the Federal Acquisition Regulation in a contract award.  Beyond merely following the appropriate rule set, the decision-maker must be open and clear with themselves, their chain of command, and possibly others outside their organization about who the stakeholders are and how he or she is balancing their interests.

3. The financial benefits of an office can only come from legitimate sources, and must be openly communicated to all stakeholders.

This principle covers the innocent gift, the outright bribe, and everything in between. In most cases, there are easily understood rule sets to govern this behavior. However, even in a complicated case, the main principle is to take no money or other item of value in a manner not clearly known to all the relevant stakeholders. As an example, many journalists will earn additional income working as a ghostwriter. If a journalist covering the DoD and the defense industry ghostwrites a book or an article for a DoD or defense industry leader, that journalist’s readers have a right to know about how that may affect his or her reporting.   

4. Gain, in any form, personal, institutional, financial, or positional, only legitimately comes through excellence.

It is fine for colonels to want to become generals. There is no ethical violation in a business wanting to maximize its profit. Investors are one of the key stakeholder interests an industry leader must serve. However, gain must never be achieved by trick, fraud, or exploitation of personal relationships. Gain is achieved ethically when a competitor outperforms the competition. For example, many large acquisition programs fund government activities outside their program that advance the state of technology with the intent of eventual incorporation into that program. An O-6 major program manager might be tempted to fund projects favored by an influential flag/general officer even if the potential for program benefit is relatively low compared to other possible investments in an attempt to win a friend on possible future promotion boards. This action would violate no rules. It would be unethical because the major program manager is using the program’s resources for personal gain instead of acting in the interests of the program’s legitimate stakeholders.    

5. Established rule sets must be followed unless they are either patently unjust or are interfering with achieving a critical stakeholder need that cannot be fulfilled by acting within the rule set. When violated, they are always violated openly and transparently.

This is the encapsulation of the “Rosa Parks” rule; the defense professional’s guideline for civil disobedience.  Rules exist for a reason. An ethical person follows established rule sets unless extraordinary circumstances compel deviation. When those circumstances exist, the ethical person does not break rules in secret, for that would defeat the purpose of exposing the unjust or mission obstructing rule. If a person is breaking rules without telling anyone about it, that person may be presumed unethical. 

6. When people have been placed under a leader’s authority, that authority may not be used for personal gain.

This covers the proper interaction of a leader with their team. The leader’s team exists for the accomplishment of stakeholders’ interests, not the leader’s personal interests. For example, commanders of large activities have public affairs staff. That staff is there to promote the public’s knowledge of the organization, not the Commander personally.

7. Respect is due to the innate human dignity of every person.

This principle forms the basis of all personal interactions. People may be tasked, trained, hired, fired, disciplined, and rewarded only in ways that preserve their inherent dignity. Because all human beings possess this dignity, its preservation crosses all racial, ethnic, gender, and religious lines. It does not preclude intense training, preparation for stressful situations, or the correction of substandard performance.  It does, however, require that no person be intentionally humiliated, denigrated, or exploited. 

8. The truth must be provided to any stakeholder with a legitimate claim.

It would be too simple, and even inaccurate, to proclaim a principle like “never lie.”  Both war and successful business often require the art of deception. As an example, it has always been a legitimate form of deception to disguise the topside of a warship to make it appear to be some other type of vessel. In a business negotiation, there are legitimate reasons for keeping some items of information private. However, stakeholders that have a legitimate claim on the truth must be given the full, unabridged access to the best information and analysis when requested. Other stakeholders, with a lesser claim, may not be lied to but do not always have to be answered in full.  As an example, a DoD program manager cannot tell a Congressional Defense Committee staffer that “testing is going great” when asked about testing on a program that is suffering serious delays. That program manager may tell a reporter, “I don’t want to talk about that” or, “I have confidence in the contractor” when asked the same question. 

9. Do not assume bad intent without evidence.

The unethical person judges others by their actions and himself by his intent. The ethical person judges himself by his actions and other by their intent. Ethical people will understand that there will be honest differences of opinion among even seasoned practitioners. Just because someone comes to a different judgment does not mean that person is less competent or under a bad influence. For example, an investigator with an inspector general organization is assessing whether or not a trip was legitimately official, to be properly paid for with government funds, or a personal trip on which business was done only incidentally, such that government funding would be unauthorized. The given facts could logically support either conclusion. The investigator may have a personal interest in a finding of wrongdoing because it would be a demonstration of the investigator’s own thoroughness. Nonetheless, an ethical investigator will decline to find wrongdoing when the facts support either conclusion.               

10. An ethical person does not stand idle in the face of wrongdoing.

Great thinkers, from Aristotle, to Sir Winston Churchill, to Maya Angelou, recognized courage as the primary human virtue, because it is a necessary precursor to all other virtuous acts. Theoretically, a person may be able to behave ethically without courage in an environment free from temptation. However, such environments don’t exist in the world of the defense professional. To be ethical, to follow the first nine principles, one must have the courage to do so even when such action might be unpopular or dangerous.

At the end of The (seemingly endless) Nicomachean Ethics, Aristotle observes that both virtue and laws are needed to have a good society.  Similarly, ethical principles are not a replacement for solid, well understood, and faithfully executed rule sets.  A wise ethics attorney once counseled me, “there is no right way to do the wrong thing, but there are lots of wrong ways to do the right thing.”   These ethical principles are, for our actions, like a well-laid foundation to a house.  They are the necessary precursor to a sound structure of ethical conduct.  

Captain Mark Vandroff is the Program Manager for DDG-51 Class Shipbuilding. The views express herein are solely those of the author. They do not reflect the official positions of the Department of the Navy, Department of Defense, or any other U.S. Government agency.

1. Lockheed Martin Corporation, “Ethics – Lockheed Martin,” 6 July 2016.

2. Vice Admiral William H. Hilarides, “Anchor Yourself with Ethics – NAVSEA Ethics & Integrity,” Naval Sea Systems Command, 22 June 2015.

3. “The 14 General Principles of Ethical Conduct” 5 C.F.R §2635.101 (b).

4. Jacobellis v. Ohio. 378 U.S. 184 (1964).  The Oyez Project at IIT Chicago-Kent College of Law.

5.Admiral John M. Richardson, “Message to Flag Officers and Senior Civilians,” Department of the Navy, 12 May 2016.

Featured Image: MECHANICSBURG, Pa. (June 1, 2016) Naval Supply Systems Command (NAVSUP) employees learn about Character from U.S. Naval Academy Distinguished Military Professor of Ethics Capt. Rick Rubel, guest speaker for the NAVSUP leadership seminar series. (U.S. Navy photo by Dorie Heyer/Released)

Lethal Autonomy in Autonomous Unmanned Vehicles

Guest post written for UUV Week by Sean Welsh.

Should robots sink ships with people on them in time of war? Will it be normatively acceptable and technically possible for robotic submarines to replace crewed submarines?

These debates are well-worn in the UAV space. Ron Arkin’s classic work Governing Lethal Behaviour in Autonomous Robots has generated considerable attention since it was published six years ago in 2009. The centre of his work is the “ethical governor” that would give normative approval to lethal decisions to engage enemy targets. He claims that International Humanitarian Law (IHL) and Rules of Engagement can be programmed into robots in machine readable language. He illustrates his work with a prototype that engages in several test cases. The drone does not bomb the Taliban because they are in a cemetery and targeting “cultural property” is forbidden. The drone selects an “alternative release point” (i.e. it waits for the tank to move a certain distance) and then it fires a Hellfire missile at its target because the target (a T-80 tank) was too close to civilian objects.

Could such an “ethical governor” be adapted to submarine conditions? One would think that the lethal targeting decisions a Predator UAV would have to make above the clutter of land would be far more difficult than the targeting decisions a UUV would have to make. The sea has far fewer civilian objects in it. Ships and submarines are relatively scarce compared to cars, houses, apartment blocks, schools, hospitals and indeed cemeteries. According to the IMO there are only about 100,000 merchant ships in the world. The number of warships is much smaller, a few thousand.

Diagram of the ethical governer
Diagram of the ‘ethical governor’

There seems to be less scope for major targeting errors with UUVs. Technology to recognize shipping targets is already installed in naval mines. At its simplest, developing a hunter-killer UUV would be a matter of putting the smarts of a mine programmed to react to distinctive acoustic signatures into a torpedo – which has already been done. If UUV were to operate at periscope depth, it is plausible that object recognition technology (Treiber, 2010) could be used as warships are large and distinctive objects. Discriminating between a prawn trawler and a patrol boat is far easier than discriminating human targets in counter-insurgency and counter-terrorism operations. There are no visual cues to distinguish between regular shepherds in Waziristan who have beards, wear robes, carry AK-47s, face Mecca to pray etc. and Taliban combatants who look exactly the same. Targeting has to be based on protracted observations of behaviour. Operations against a regular Navy in a conventional war on the high seas would not have such extreme discrimination challenges.

A key difference between the UUV and the UAV is the viability of telepiloting. Existing communications between submarines are restricted to VLF and ELF frequencies because of the properties of radio waves in salt water. These frequencies require large antenna and offer very low transmission rates so they cannot be used to transmit complex data such as video. VLF can support a few hundred bits per second. ELF is restricted to a few bits per minute (Baker, 2013). Thus at the present time remote operation of submarines is limited to the length of a cable. UAVs by contrast can be telepiloted via satellite links. Drones flying over Afghanistan can be piloted from Nevada.

For practical purposes this means the “in the loop” and “on the loop” variants of autonomy would only be viable for tethered UUVs. Untethered UUVs would have to run in “off the loop” mode. Were such systems to be tasked with functions such as selecting and engaging targets, they would need something like Arkin’s ethical governor to provide normative control.

DoD policy directive 3000.09 (Department of Defense, 2012) would apply to the development of any such system by the US Navy. It may be that a Protocol VI of the Convention on Certain Conventional Weapons (CCW) emerges that may regulate or ban “off the loop” lethal autonomy in weapons systems. There are thus regulatory risks involved with projects to develop UUVs capable of offensive military actions.

Even so, in a world in which a small naval power such as Ecuador can knock up a working USV from commodity components for anti-piracy operations (Naval-technology.com, 2013), the main obstacle is not technical but in persuading military decision makers to trust the autonomous options. Trust of autonomous technology is a key issue. As Defense Science Board (2012) puts it:

A key challenge facing unmanned system developers is the move from a hardware-oriented, vehicle-centric development and acquisition process to one that addresses the primacy of software in creating autonomy. For commanders and operators in particular, these challenges can collectively be characterized as a lack of trust that the autonomous functions of a given system will operate as intended in all situations.

There is evidence that military commanders have been slow to embrace unmanned systems. Many will mutter sotto voce: to err is human but to really foul things up requires a computer. The US Air Force dragged their feet on drones and yet the fundamental advantages of unmanned aircraft over manned aircraft have turned out to be compelling in many applications. It is frequently said that the F-35 will be the last manned fighter the US builds. The USAF has published a roadmap detailing a path to “full autonomy” by 2049 (United States Air Force, 2009).

Similar advantages of unmanned systems apply to ships. Just as a UAV can be smaller than a regular plane, so a UUV can be smaller than a regular ship. This reduces requirements for engine size and elements of the aircraft that support human life at altitude or depth. UAVs do not need toilets, galleys, pressurized cabins and so on. In UUVs, there would be no need to generate oxygen for a crew and no need for sleeping quarters. Such savings would reduce operating costs and risks to the lives of crew. In war, as the Spanish captains said: victory goes to he who has the last escudo. Stress on reducing costs is endemic in military thinking and political leaders are highly averse to casualties coming home in flag-draped coffins. If UUVs can effectively deliver more military bang for less bucks and no risk to human crews, then they will be adopted in preference to crewed alternatives as the capabilities of vehicles controlled entirely by software are proven.

Such a trajectory is arguably as inevitable as that of Garry Kasparov vs Deep Blue. However in the shorter term, it is not likely that navies will give up on human crews. Rather UUVs will be employed as “force multipliers” to increase the capability of human crews and to reduce risks to humans. UUVs will have uncontroversial applications in mine counter measures and in intelligence and surveillance operations. They are more likely to be deployed as relatively short range weapons performing tasks that are non-lethal. Submarine launched USVs attached to their “mother” subs by tethers could provide video communications of the surface without the sub having to come to periscope depth. Such USVs could in turn launch small UAVs to enable the submarine to engage in reconnaissance from the air.  The Raytheon SOTHOC (Submarine Over the Horizon Organic Capabilities) launches a one-shot UAV from a launch platform ejected from the subs waste disposal lock . Indeed small UAVs such

AeroVironment Switchblade UUV
AeroVironment Switchblade UUV

as Switchblade (Navaldrones.com, 2015) could be weaponized with modest payloads and used to attack the bridges or rudders of enemy surface ships as well as to increase the range of the periscope beyond the horizon. Future aircraft carriers may well be submarine.

In such cases, the UUV, USV and UAV “accessories” to the human crewed submarine would increase capability and decrease risks. As humans would pilot such devices, there are no requirements for an “ethical governor” though such technology might be installed anyway to advise human operators and to take over in case the network link failed.

However, a top priority in naval warfare is the destruction or capture of the enemy. Many say that it is inevitable that robots will be tasked with this mission and that robots will be at the front line in future wars. The key factors will be cost, risk, reliability and capability. If military capability can be robotized and deliver the same functionality at similar or better reliability and at less cost and less risk than human alternatives, then in the absence of a policy prohibition, sooner or later it will be.

Sean Welsh is a Doctoral Candidate in Robot Ethics at the University of Canterbury. His professional experience includes  17 years working in software engineering for organizations such as British Telecom, Telstra Australia, Fitch Ratings, James Cook University and Lumata. The working title of Sean’s doctoral dissertation is “Moral Code: Programming the Ethical Robot.”

References

 Arkin, R. C. (2009). Governing Lethal Behaviour in Autonomous Robots. Boca Rouge: CRC Press.

Baker, B. (2013). Deep secret – secure submarine communication on a quantum level.   Retrieved 13th May, 2015, from http://www.naval-technology.com/features/featuredeep-secret-secure-submarine-communication-on-a-quantum-level/

Defense Science Board. (2012). The Role of Autonomy in DoD Systems. from http://fas.org/irp/agency/dod/dsb/autonomy.pdf

Department of Defense. (2012). Directive 3000.09: Autonomy in Weapons Systems.   Retrieved 12th Feb, 2015, from http://www.dtic.mil/whs/directives/corres/pdf/300009p.pdf

Navaldrones.com. (2015). Switchblade UAS.   Retrieved 28th May, 2015, from http://www.navaldrones.com/switchblade.html

Naval-technology.com. (2013). No hands on deck – arming unmanned surface vessels.   Retrieved 13th May, 2015, from http://www.naval-technology.com/features/featurehands-on-deck-armed-unmanned-surface-vessels/

Treiber, M. (2010). An Introduction to Object Recognition: Selected Algorithms for a Wide Variety of Applications. London: Springer.

United States Air Force. (2009). Unmanned Aircraft Systems Flight Plan 2009-2047.   Retrieved 13th May, 2015, from http://fas.org/irp/program/collect/uas_2009.pdf

Drones, Ethics, and The Indispensable Pilot

The on-going conversation about the ethics of drones (or of remotely piloted aircraft[1]) is quickly becoming saturated. The ubiquity of the United States’ remotely piloted aircraft program has arisen so suddenly that ethicists have struggled just to keep up. The last decade, though, has provided sufficient time for thinkers to grapple with the difficult questions involved in killing from thousands of miles away.

In a field of study as fertile as this one, cultivation is paramount, and distinctions are indispensable. Professor Gregory Johnson of Princeton offers a helpful lens through which to survey the landscape. Each argument about drone ethics is concerned with one of three things: The morality, legality, or wisdom of drone use.[2]

Arguments about the wisdom (or lack thereof) of drones typically make value judgments on drones based upon their efficacy.[3] One common example argues that, because of the emotional response drone strikes elicit in the targets’ family and friends, drone strikes may create more terrorists than they kill.

Legal considerations take a step back from the question of efficacy. These ask whether drone policies conform to standing domestic and international legal norms. These questions are not easily answered for two reasons. First, some argue that remote systems have changed the nature of war, requiring changes to the legal norms.[4] Second, the U.S. government is not forthcoming with details on its drone programs.[5]

The moral question takes a further step back even from the law. It asks, regardless of the law, whether drones are right or wrong–morally good, or morally bad. A great deal has been written on broad questions of drone morality, and sufficient summaries of it already exist in print.[6]

If there is a void in the literature, I think it is centered on the frequent failure to include the drone operator in the ethical analysis. That is, most ethicists who address the question of “unmanned” aircraft tend to draw a border around the area of operations (AOR) and consider in their analysis everything in it–enemy combatants, civilians, air power, special operations forces (SOF), tribal leaders, hellfire missiles, etc. They are also willing to take one giant step outside the AOR to include Washington–lawmakers, The Executive, military leaders, etc. Most analyses of the ethics of drones, then, include everyone involved except the operator.[7] This is problematic for a number of reasons discussed below.

Bradley Strawser, for example, argues in favor of remote weapons from a premise that leaders ought to reduce risk to their forces wherever possible. He therefore hangs his argument on the claim that drone pilots are not “present in the primary theater of combat.”[8] While this statement is technically correct, it is misleading. The pilot, while not collocated with the aircraft, plays a crucial role in the ethical analysis.

Sarah Kreps and John Kaag argue that the U.S.’s capability to wage war without risk, may make the decision to go to war too easy. Therefore, any decision to go to war under such circumstances may be unjust.[9] This view is contingent upon a war without risk, which fails to consider the operator, and the ground unit the operator supports.

Paul Kahn goes so far as to call remote warfare “riskless.” But suggesting that remote war is riskless supposes that at least one side in the conflict employes no people at all. Where there are people conducting combat operations, there is risk. Contrary to Kahn’s position, drones are controlled by people, in support of people, and thus, war (as we know it) is not riskless.

The common presupposition throughout these arguments, namely that remote war does not involve people in an ethically meaningful way, is detrimental to a fruitful discussion of the ethics of remote warfare for three reasons.

First, the world has not yet seen, and it may never see, a drone-only war. What that means is that even though the drone operator may face no risk to him or herself, the supported unit on the ground faces mortal risk.[10] The suggestion, then, that a remote warfare capability produces war without risk is empirically untenable.

Second, there exist in this world risks that are non-physical. Cases of psychological distress (both in the military and outside it) abound, and the case has been made in other fields that psychological wounds are as real as physical ones.[11] There have already been a small number of documented post-traumatic stress disorder (PTSD) cases among drone operators.[12] Though the number of cases may be small, consider what is being asked of these individuals. Unlike their counterparts, RPA crews are asked to take life for reasons other than self defense. It is possible, and I think plausible, to suggest that killing an enemy, in such a way that one cannot ground the justification of one’s actions in self-defense, may carry long-term, and latent, psychological implications. The psychological risk to drone operators is, then, present but indeterminate.

Finally, there is the often-neglected point that a government which chooses to conduct remote warfare from home changes the status of its domestic military bases. That government effectively re-draws the battlespace such that it includes the drone operators within its borders. RPA bases within the Continental United States (CONUS) become military targets that carry tremendous operational and tactical significance, and are thereby likely targets.

There is a fine point to be made here about the validity of military targets. According to international norms, any violent action carried out by a terror network is illegal. So what would be a valid military target for a state in wartime is still an illegal target for al Qaeda. Technically, then, a U.S. drone base cannot be called a valid military target for a terrorist organization, but the point here about risk is maintained if we consider such bases attractive targets. Because the following claims are applicable beyond current overseas contingency operations against terror networks, the remaining discussion will assume the validity of U.S. drone bases as targets.[13]

The just war tradition, and derivatively the international laws of war, recognize that collateral damage is acceptable as long as that damage does not exceed the military value of the target.[14] The impact of this fact on domestically operated drones is undeniable.

Suppose an F-15E[15] pilot is targeted by the enemy while she sleeps on a U.S. base in Afghanistan. The collateral damage will undoubtedly include other military members. Now suppose a drone operator is targeted while she sleeps in her home near a drone base in the U.S.. In this scenario, the collateral damage may include her spouse and children. If it can be argued that such a target’s military value exceeds the significance of the collateral damage (and given the success of the U.S. drone program, perhaps it can) then killing her, knowing that her family may also die, becomes legally permissible.[16] Nations with the ability to wage war from within their own domestic boundaries, then, ought to consider the consequences of doing so.[17]

There will be two responses to these claims. First, someone will object that the psychological effects on the drone operator are overstated. Suppose this objection is granted, for the moment. The world of remote warfare, though, is a dynamic one, and one must consider the relationship between technology and distance. The earths sphere creates a boundary to the physical distance from which one person can kill another person. If pilots are in the United States, and targets are in Pakistan, then the geometric boundary has already been reached.

It cannot be the case, now that physical distance has reached a maximum, that technology will cease to develop. Technology will continue to develop, and with that development, physical distance will not increase; but information transmission rates will. The U.S. Air Force is already pursuing high definition cameras,[18] wide area motion imagery sensors,[19] and increased bandwidth to transmit all this new data.[20]

If technology has driven the shooter (the drone pilot, in this case) as far from the weapons effects as Earths geometry allows, then future technological developments will not increase physical distance, but they will increase video quality, time on station and sensor capability. Now that physical distance has reached a boundary, future technological developments will exceed previously established limits. That is, the psychological distance between killers and those they kill will decrease.[21] 

The future of drone operations will see a resurgence of elements from the old wars. Crews will look in a mans face, seeing his eyes and his fearthe killer must shoot at a person and kill a specific individual.[22] Any claim that RPA pilots are not shooting at people, but only at pixels will become obsolete. The command, dont fire until you see the whites of their eyesmay soon become as meaningful in drone operations as it was at Breeds Hill in 1775.[23]

As this technology improves, the RPA pilots will see a target, not as mere pixels, but as a human, as a person, as a husband and father, as one who was alive, but is now dead. Increased psychological effects are inevitable.

A second objection will claim that, although RPA bases may make attractive targets, the global terror networks with whom the U.S. is currently engaged lack the capability to strike such targets. But this objection also views a dynamic world as though it were static. Even if the current capabilities of our enemies are knowable today, we cannot know what they will be tomorrow. Likewise, we cannot know where the next war will be, nor the capabilities of the next enemy. We have learned in this young century that strikes against the continental United States are still possible.

The question of whether drones are, or can be, ethical is far too big a question to be tackled in this brief essay. What we can know for certain, though, is that any serious discussion of the question must include the RPA pilot in its ethical analysis. Wars change. Enemies change. Tactics change. It would seem, though, that remotely piloted weapons will remain for the foreseeable future.

Joe Chapa is a veteran of the U.S. Air Force. He served as a pilot and instructor pilot in Oklahoma, Nevada and Missouri, and completed two deployments to Afghanistan and Europe. He earned a B.A in Philosophy from Boston University, an M.A. in Theological Studies from Liberty Baptist Theological Seminary and an M.A. in Philosophy from Boston College (anticipated 2014). The views expressed here are of the author, and do not necessarily reflect those of the Air Force, the DoD or the U.S. government.

[1] Throughout this essay, I will use the terms ‘remotely piloted aircraft’ and ‘drone’ synonymously. With these terms I am referring to U.S. aircraft which have a human pilot not collocated with the aircraft, which are capable of releasing kinetic ordnance.

[2] This distinction comes from a Rev. Michael J. McFarland, S.J. Center for Religion, Ethics, and Culture panel discussion held at The College of The Holy Cross. Released Mar 13, 2013. https://itunes.apple.com/us/institution/college-of-the-holy-cross/id637884273. (Accessed February 25, 2014).

[3] The following contain arguments on the wisdom of drones. Audrey Kurth-Cronin, “Why Drones Fail:When Tactics Drive Strategy,”Foreign Affairs,July/August 2013; Patterson, Eric & teresa Casale, “Targeting Terror: The Ethical and Practical Implications of Targeted Killing,”International Journal of Intelligence and Counterintelligence”18:4, 21 Aug 2006; and Jeff McMahan, “Preface” in Killing by Remote Control: The Ethics of an Unmanned Military, Bradley Strawser, ed., (Oxford: Oxford University Press, 2013).

[4] For example, Mark Bowden, “The Killing Machines,” The Atlantic (8/16/13): 3. Others disagree. See Matthew W. Hillgarth, “Just War Theory and Remote Military Technology: A Primer,” in Killing by Remote Control: The Ethics of an Unmanned Military, Bradley Strawser, ed. (Oxford: Oxford University Press, 2013): 27.

[5] Rosa Brooks, “The War Professor,” Foreign Policy, (May 23, 2013): 7.

[6] For an excellent overview of the on-going discussion of drone ethics, see Bradley Strawsers chapter Introduction: The Moral Landscape of Unmanned Weaponsin his edited book Killing By Remote Control (Oxford: Oxford University Press, 2013): 3-24.

[7] This point highlights the merits of the Air Force’s term ‘remotely piloted aircraft’ (RPA). The aircraft are not unmanned. Etymologically, the term “unmanned” most nearly means “autonomous.”  While there are significant ethical questions surrounding autonomous killing machines, they are distinct from the questions of remotely piloted killing machines. It is only because the popular term “drone” is so pervasive that I have decided to use both terms interchangeably throughout this essay.

[8] Bradley Strawser, “Moral Predators: The Duty to Employ Uninhabited Aerial Vehicles,” Journal of Military Ethics 9, no. 4 (16 Dec 2010): 356.

[9] Though I do not have the space to develop it fully, this argument is well-grounded in the just war tradition, and is one of the stronger arguments against a military use of remote warfare technology.

[10] Since September eleventh, 2011, U.S. “drone strikes” have been executed under the Authorizatino for The Military Use of Force, signed by Congress in 2001. From a legal perspective, then, all drone strikes, even those outside Iraq and Afghanistan have been against targets who pose an imminnent threat to the United States. Thus, even any reported “targeted killings” in Yemen, Somalia, Pakistan, or elsewhere, were conducted in self-defense, and therefore involved risk.

[11] By way of example, consider cases of hate speech, bullying and ‘torture lite’ in Rae Langton, “Beyond Belief: Pragmatics in Hate Speech and Pornography,” in Speech & Harm: Controversies Over Free Speech, ed. Ishani Maitra and Mary Kate McGowan (Oxford: Oxford University Press, May, 2012), 76-77.; Isbani Maitra, “Subordinating Speech,” in Speech & Harcm: Controversies Over Free Speech, ed. Ishani Maitra and Mary Kate McGowan (Oxford: Oxford University Press, May, 2012), 96.; Jessica Wolfendale, “The Myth of ‘Torture Lite’,” Carnegie Council on Ethics in International Affairs (2009), 50.

[12] James Dao, “Drone Pilots Found to Get Stress Disorders Much as Those in Combat Do,” New York Times, (February 22, 2013).

[13] The question of whether organizations like al Qaeda are to be treated as enemy combatants (as though they were equivalent to states) or criminals remains open. For more on the distinction between combatants and criminals, see Michael L. Gross, “Assassination and Targeted Killing: Law Enforcement, Execution or Self-Defense?” Journal of Applied Philosophy, vol. 23, no. 3, (2006): 323-335.)

[14] Avery Plaw, Counting the Dead: The Proportionality of Predation in Pakistan,Bradley Strawser, ed. in Killing by Remote Control (Oxford: Oxford University Press, 2013): 135.

[15] A traditionally manned U.S. Air Force asset capable of delivering kinetic ordnance.

[16] This statement is only true of enemy states. As discussed above, all terror network targets are illegal targets.

[17] I have developed this argument more fully in “The Ethics of Remotely Piloted Aircraft” Air and Space Power Journal, Spanish Edition, vol. 25, no. 4, (2013): 23-33.

[18] Exhibit R-2, RDT&E Budget Item Justification, MQ-9 Development and Fielding, February 2012, (page 1). (http://www.dtic.mil/descriptivesum/Y2013/AirForce/stamped/0205219F_7_PB_2013.pdf) accessed 30 July 2013.

[19] Lance Menthe, Amado Cordova, Carl Rhodes, Rachel Costello, and Jeffrey Sullivan, The Future of Air Force Motion Imagery Exploitation Lessons from the Commercial World, Rand Project Air Force, (page iii). (http://www.rand.org/content/dam/rand/pubs/technical_reports/2012/RAND_TR1133.pdf) accessed 30 July 2013.

[20] Grace V. Jean, Remotely Piloted Aircraft Fuel Demand for Satellite BandwidthNational Defense Magazine,  July 2011. (http://www.nationaldefensemagazine.org/archive/2011/July/Pages/RemotelyPilotedAircraftFuelsDemandforSatelliteBandwidth.aspx) accessed 30 July 2013.

[21] Ibid, 97-98.

[22] Ibid, 119.

[23] George E. Ellis, Battle of Bunkers Hill, (Boston: Rockwell and Churchill, 1895), 70.