Sustain a world of liberty and justice

"For in this modern world, the instruments of warfare are not solely for waging war. Far more importantly, they are the means for controlling peace. Naval officers must therefore understand not only how to fight a war, but how to use the tremendous power which they operate to sustain a world of liberty and justice, without unleashing the powerful instruments of destruction and chaos that they have at their command."

Admiral Arleigh Burke, CNO, 1 August 1961, Change of command address at Annapolis, MD

Some Folks Just Never Get The Message

Today's technology allows a Naval message to be transmitted completely around the world in .2 seconds, yet it may take an eternity for the message to make it from the outside of our heads to the inside. And...some folks just never get the message. You know what I am talking about.

A good officer knows he should take a little more than his share of the blame and a little less than his share of the credit. That's just how it is done. Sailors see right through us. We're not fooling anyone except, perhaps, ourselves.

Stand Up !! Don't...

The level of discipline is in large part what the officers in any unit choose to make it. The general aim of regulations is to set an overall standard of conduct and work requirement for all concerned. Training schedules, operational directives and other work programs serve the same end. But there is still a broad area in which the influence of every officer is brought to bear. To state what is required is only the beginning; to require what is stated is the positive end. The rule of courtesy may be laid down by the book; it remains for the officer, by setting the good example for his men, to stimulate their acceptance of orderly military habits. A training schedule may stipulate that certain tasks be carried out, but only the officer in charge can assure that the work will be done faithfully.

The level of discipline should at all times be according to what is needed to get the best results from the majority of dutiful individuals. THERE IS NO PRACTICAL REASON FOR ANY STERNER REQUIREMENT THAN THAT, AND THERE IS NOT MORAL JUSTIFICATION FOR COUNTENANCING ANYTHING LESS. Discipline destroys the spirit and working loyalty of the general force when it is pitched to the minority of discontented, undutiful people within the organization, whether to punish or to appease them. When this common sense precept is ignored, the results invariably are unhappy.

From the ARMED FORCES OFFICER

The key is "steady strain on all lines." If you can maintain steady strain on all lines, there is never a need for "safety, liberty behavior, cultural, security, sexual harassment, financial, core values or any other kind of STAND DOWN. STAND DOWN means you have lost your focus. Don't do it!

Don't let this happen to us !!

Send your ideas to the Vice Commander, Naval Network Warfare Command's Executive Assistant/Flag Aide david.bondura@navy.mil or the Information Warfare Officer Community Manager - sean.heritage@navy.mil

Collect and Disseminate the Truth

Everyone should do all in his power to collect and disseminate the truth in the hope it may find a place in history and descend into posterity.

Colonel Robert E. Lee

Carrier Strike Group Commander's Dilemma

• The intelligence he has is not the intelligence he wants.
• The intelligence he wants is not the intelligence he needs.
• The intelligence he needs is not the intelligence he can obtain.
• The intelligence he can obtain costs more than he wants to pay.

As a Carrier Strike Group Commander once confided to his N3, "Oh, I really don't understand these intelligence and C2W reports produced by my staff. However, I have to have them for planning purposes."

Ignorance Management - Risk Reduction

This thesis analyzed Joint Vision 2020 and DoD Transformation technical concepts in the context of the “Cooperative Maritime Strategy for the 21st Century.” It hypothesizes that Decision Superiority requires a renewed emphasis on the fundamentals of decision making.

The thesis introduces the concept of Ignorance Management as a risk reduction concept to help focus decision makers, and the IT professionals who support them, on getting the “right information, to the right people, at the right time.” The concept of Information Readiness Levels is explored as a means to help operational forces more objectively gage the ability of the information architecture to support decision making in the context of specific missions. One finding is that technical convergence has occurred and the promise of network-centric operations is becoming more fully realized as organizational and cultural evolution accelerates.

Examples of organizational evolution are provided, including a survey of portfolio management and Communities of Interest policies. The thesis concludes with a case study of the Universal Core, an interagency information sharing initiative that exemplifies enterprise behavior, including political, technical and cultural progress in this area.

NET-CENTRIC INFORMATION SHARING:
SUPPORTING THE 21ST CENTURY MARITIME STRATEGY
by Daniel M. Green, September 2008

Information Operations Vision - Refreshed

Our vision is to capitalize on our dual asymmetric advantages; our talented and highly motivated people and our cutting edge technology to deliver overwhelming information superiority to naval and Joint commanders. Achieving this vision requires the continued development of our people and the creation and sustainment of robust programs that deliver Information Warfare capabilities, including new strategic concepts, tactics, techniques, procedures, training, and new acquisition programs of record. As we continue our evolution as Information Warriors, we must maintain our unparalleled expertise and relevance as the premier military Signals Intelligence and Cryptologic force.

Rear Admiral Edward H. Deets III
Vice Commander
Naval Network Warfare Command

Leaders in Total Information Dominance

More than ever before, IO is being recognized as essential to military operations at all levels of warfare. IO, due to its importance and nature as an integrating strategy, has been accepted by the US Department of Defense and the US Navy as a critical capability that should be utilized to the fullest extent whenever appropriate.

The Information Professional (IP) community, one of the US Navy’s newest, has a unique opportunity to become the Navy leaders and experts in the realm of Information Operations (IO). The IP qualification process is a good place to begin. This thesis offered recommendations for the incorporation of IO into the IP Intermediate Qualification (IQ) Process, particularly the PQS that all IP Officers are required to complete.

The intent was not to simply add more work to the process for the IP Officer. Instead, the results of the research are offered as an input to the ongoing community-wide effort to review and streamline the entire IP qualification system. The overall thesis and the research conducted to complete it followed a systems engineering approach to ensure that a viable and effective framework was used. It is hoped that the recommendations will be accepted by the IP community leadership and used to help the IP community as a whole continue to be the Navy leaders in the area of total Information Dominance.

FULL SPECTRUM INFORMATION OPERATIONS AND
THE INFORMATION PROFESSIONAL OFFICER
INTERMEDIATE QUALIFICATION PROCESS: FILLING
THE GAP TO ENSURE THE CONTINUED LEADERSHIP
OF THE INFORMATION PROFESSIONAL COMMUNITY
IN THE AREA OF INFORMATION DOMINANCE
by
Diego Velasco, Jr.
September 2005

Good American Man

What we have a right to expect of the American boy is that he shall turn out to be a good American man.

The boy can best become a good man by being a good boy–not a goody-goody boy, but just a plain good boy.

I do not mean that he must love only the negative virtues; I mean that he must love the positive virtues also. ‘Good,’ in the largest sense, should include whatever is fine, straightforward, clean, brave and manly.

The best boys I know–the best men I know–are good at their studies or their business, fearless and stalwart, hated and feared by all that is wicked and depraved, incapable of submitting to wrongdoing, and equally incapable of being aught but tender to the weak and helpless.

Of course the effect that a thoroughly manly, thoroughly straight and upright boy can have upon the companions of his own age, and upon those who are younger, is incalculable.

If he is not thoroughly manly, then they will not respect him, and his good qualities will count for but little; while, of course, if he is mean, cruel, or wicked, then his physical strength and force of mind merely make him so much the more objectionable a member of society.

He can not do good work if he is not strong and does not try with his whole heart and soul to count in any contest; and his strength will be a curse to himself and to every one else if he does not have a thorough command over himself and over his own evil passions, and if he does not use his strength on the side of decency, justice and fair dealing.

In short, in life, as in a football game, the principle to follow is: Hit the line hard: don’t foul and don’t shirk, but hit the line hard.

Theodore Roosevelt

More than 15 years into this "new" IO field

Wargame shows perils, potential of information warfare
Defense Daily
1995
by John Robinson

For all the years the military has played wargames, it has never taken a serious look at information warfare until this year (1995). In addition to fighting two major regional wars in far flung locations, military planners in this year's exercise at the Naval War College in Newport, R.I., had to deal with problems at home caused by information warfare. The exercise was held between July 10-28, 1995.

Cyber-terrorists did everything from disrupting air traffic control for commercial aircraft to jamming communications for commercial ships. The scenario laid out a series of apparently unrelated events in the civilian world that disrupted logistics efforts supporting the war.

"Initially, they all looked like independent events," Captain Marty Sherrard, deputy director of the Navy's Command and Control Warfare Division, who participated in the wargame, told Defense Daily in an Aug. 4 interview. "It later became clear that it was part of an attack."

Military planners found that traditional methods of gathering intelligence were not effective in recognizing the threat. Instead, they relied on information gathered from the commercial world. With over 90 percent of bulk military data passing through commercial channels today, and perhaps an even higher percentage in the future, the exercise brought home an important point: if commercial communications are vulnerable, then so is the military.

Military planners came away from the exercise with the understanding that they will have to fight wars much differently in the future.

"Instead of having intelligence and reconnaissance systems looking for something, you may have to rely on people in industry reporting," Sherrard said.

For that reason, representatives from the major telecommunications companies participated in the wargame this year. The military apparatus also lacks a central body dedicated to monitoring commercial activities that could be relevant to war planning.

"Who do people in industry pick up a phone and call if something happens?" Sherrard said. "Right now, we don't have such a body to pull this together."

Meanwhile, military planners were using offensive information warfare in the simulated regional wars. They discovered that it gave the enemy the same problems they were fending off at home.

"The beauty of IW (information warfare) is that you don't have to pay the price of standing armies, expensive aircraft and tanks," added Captain Rocco Caldarella, director of the Navy's Command and Control Warfare Division. "You can level the playing field with a couple of computer hackers."

"All the players came away with the appreciation that Information Warfare affects them," Rear Adm. James Stark, head of the Navy's War College, told Defense Daily in an Aug. 4 interview.

Leadership problem - Integrity lacking

Seventeen senior enlisted sailors (E-7 or above) and one junior officer (O1 to O3) in the reactor department of the aircraft carrier Dwight D. Eisenhower were disciplined in connection with senior-level cheating on a written nuclear exam while underway late last year, according to several Navy sources familiar with the matter.

“Administrative and/or disciplinary actions were taken” against the 18 crew mem­bers “associated with the compro­mise.” Of those, 11 were adminis­tratively transferred out of the re­actor department — either to other ships, other commands or else­where on the Eisenhower.

From the Navy Times

Being a leader

"Being a leader, you love your men. You love your men. A lot of people don't understand that. You love them like brothers."

Christopher McGurk
Staff Sargeant, United States Army
Iraq and Afghanistan combat veteran

Remember the Maine - Remember the Man - Chief Gunners Mate John Turpin - 15 Feb 1898

John Turpin was a messman aboard the battleship USS MAINE. He went on to become the first Black Chief Petty Officer in the U.S. Navy.

John Henry "Dick" Turpin was born on August 20th 1876 in Long Branch, New Jersey. He was 20 when he joined the Navy on 4th November 1896. He was a "Mess Steward" aboard USS MAINE when she was sent to Havana, Cuba to protect Americans in 1898. On February 15th 1898, an explosion took place aboard USS MAINE, and according to Apprentice Ambrose Ham, who recalled that Dick Turpin was trying to in vain to save the life of Lt. F. W. Jenkins, when he was ordered by Lt. George Holman to "go below and get some cutlasses" thinking that the MAINE was being attacked by Spanish forces. Turpin, seeing that the MAINE was quickly sinking, chose to dive overboard, and soon found another man clinging to his back. He was quickly rescued safely and taken to Key West aboard the USS OLIVETTE.

In July 1905 Dick Turpin was about to encounter another Naval Disaster, when the boiler exploded aboard USS BENNINGTON in San Diego Harbor, accordingly Turpin was nominated for the Medal of Honor, for saving the lives of his fellow shipmates. In 1915 Turpin was involved in diving operations for a sunken submarine in Honolulu, Hawaii and qualified as a "Master Diver". He is also credited with being involved with the invention of the underwater cutting torch.

On June 1st 1917 Turpin became Chief Gunners Mate aboard the USS MARBLEHEAD, until he was transferred to the Fleet Reserve on March 8th 1919 and he remained in that rank until he retired on 5th October 1925.

When Turpin was not on active duty, he was employed at the Puget Sound Navy Yard, in Bremerton, Washington as a "Master Rigger". From 1938 and throughout World War II, Turpin made "inspirational visits" to Naval Training Centers and Defense Plants, and was a "Guest of Honor" on the reviewing stand in Seattle when the first black volunteers were sworn into the Navy shortly after the attack on Pearl Harbor.

Turpin never wanted to part with the Navy, and according to one article, he requested "mobilization" at age 65 when World War II broke out. His request was denied, but Turpin "forgot his age" and managed to remain a "Reservist". He lived in Seattle later in life, and was in several parades honoring him.

Over 6 feet tall, he was an impressive-looking, popular figure, who broke color barriers both in the Navy and in Bremerton. Everybody knew him, and when kids would see him, they would swarm around him, recalls Al Colvin, former Mayor of Bremerton.

Chief John Henry "Dick" Turpin died in 1962, sadly though there are no official records of Turpin ever receiving his "Medal of Honor" Turpin was a true Navy man and a great American. When he passed away in 1962, his six pall bearers were all Chief Stewards: Allen, Grant, Webb, Davis, Webb, Alley.

John Henry “Dick” Turpin was simply known as Dick Turpin to his friend’s according to a long time neighbor that lived near him since the late-1930’s. When he visited the local Navy Ships they would “pipe him aboard” with the same respect of an Admiral. Not only was he known for his bravery on the USS MAINE and USS BENNINGTON but he also was one of the top Navy Hard-Hat Divers.

He never had the benefit of a diversity program. He received no help from affirmative action. He did it all of his own desire and volition. He did it the way it should be done - his own hard work and motivation. He overcame every obstacle.

Servant Leadership

In approximately 600 B.C., the Chinese sage Lao Tzu wrote The Tao Te Ching, a strategic treatise on servant leadership:

The best servant leaders:

• Forget about themselves
• Attend to the development of others
• Support excellent workers
• Help elevate the bottom ten percent
• Know that the diamond in the rough - is always found “in the rough.”