Revisiting Grand Strategy

Journal of Political Risk, Vol. 8, No. 5, May 2020

By John T. Kuehn, Ph.D.,  Professor of Military History
U.S. Army Command and General Staff College
Fort Leavenworth, Kansas

The General Board of the U.S. Navy meets in 1932 in Washington D.C. This board existed as an advisory body to the Secretary of the Navy from 1900-1950, and was involved in long range strategic planning focused on the maritime security component of U.S. grand strategy. Its members included the Chief of Naval Operations, President of the Naval War College, Commandant of the Marine Corps and head of naval intelligence. Source: Naval Historical Center.

A recent article in Foreign Affairs by Daniel W. Drezner, Ronald R. Krebs, and Randall Schweller hoisted the white flag: “The End of Grand Strategy: America Must Think Small.”   The article implies that an American attempt to develop a grand strategy, or to support the current grand strategy in vogue, are both vain pursuits.

One reaction to prescriptions of this sort, or rather proscriptions, is to examine what the authors mean exactly by “grand strategy,” what is their definition?

Perhaps their definition is so different from other accepted definitions of this concept that there is no need to worry, maybe they are talking about something else. Continue reading

The Recurring Intellectual Plague of Globalization

Journal of Political Risk, Vol. 8, No. 5, May 2020

By William R. Hawkins

A rear view of a businessman as he tries to sort out the mess of geopolitical events. Map source material courtesy of https://images.nasa.gov/ Getty

In the public mind, the outsourcing of jobs to China, which built the conveyer belt that carried Covid-19 from Wuhan to the world, was the fault of soulless transnational corporations. Greedy business tycoons were willing to deal with anyone in the pursuit of profit, regardless of larger consequences (of which the current pandemic is not the most dire). What cannot be overlooked, however, is that these private actors were given moral cover by intellectuals who assured them that they were fulfilling a higher purpose by spreading liberal values and promoting peace in a new era of globalization. Continue reading

Canary In The Coal Mine: The US Navy’s Dilemmas As An Indication Of A Culminating Point In National Grand Strategy

Journal of Political Risk, Vol. 8, No. 4, April 2020

By Captain Robert C. Rubel USN (Ret)


June 20, 2000 – The U.S.S. Abraham Lincoln Battle Group and ships from Australia, Chile, Japan, Canada, and Korea steam alongside one another for a Carrier Battle Group Photo during RIMPAC 2000. US Navy.

From a resource point of view, the US Navy has not been doing well lately, its program to expand fleet size to 355 ships, a number that seems to be accepted by the Administration and Congress, has been suffering a series of setbacks.  Whether being raided for money to build a border wall, forced to fund the replacement ballistic missile submarine program or constricted due to the need to bolster current readiness, the Navy’s shipbuilding budget is under tremendous pressure, and Congress, despite a desire for a bigger fleet, has not increased the Navy’s top line sufficiently to accelerate ship construction.  Moreover, and perhaps worse, the Navy has been unable to produce a fleet structure assessment (FSA) that passes muster with the Secretary of Defense, who doubts the validity of a key assumption that underpins the study.[1]

Many, including a number of my colleagues, feel that the answer is a significantly increased Navy budget, as if the only problem is money.  While there is no doubt that a bigger budget would lubricate shipbuilding, it would not necessarily solve the bigger problem of fleet structure analysis and fleet design; how many of what kinds of ships should the Navy have in the future and the uses of each kind.  But more money does not seem to be in the cards, and correcting assumptions about the effectiveness of the Navy’s principal force generation process, the Optimized Fleet Response Plan (OFRP) does not bode well for what an adjusted FSA would reveal.  The Navy is facing a no-win situation, and to find a way out, we have to engage in a deeper strategic diagnosis of the problem. Continue reading

Defeating China: Five Strategies

Journal of Political Risk, Vol. 8, No. 4, April 2020

By Anders Corr, Ph.D.

Fighter jets of the U.S. Navy Blue Angels demonstration squadron fly over the Lincoln Memorial during the Fourth of July Celebration ‘Salute to America’ event in Washington, D.C., U.S., on Thursday, July 4, 2019. Al Drago/Bloomberg via Getty Images

Since 1989, when China massacred thousands of its own people in Tiananmen Square to stop a pro-democracy protest, the country has arguably grown into the world’s most powerful and centralized state. China’s GDP by purchasing power parity (PPP) is approximately $25.4 trillion, while the U.S. GDP PPP is only about $20.5 trillion.[1] One man, Chinese President Xi Jinping, has almost total control of China’s economy and a leadership position for life. China’s authoritarian system, most recently, allowed the COVID-19 virus to become a pandemic. By the time it is controlled, it may have killed up to millions of people.

Compared to Xi Jinping, political leaders in democracies have comparatively little economic power. U.S. President Donald Trump, for example, has only partial control of the smaller (by purchasing power parity when compared to China) U.S. economy, and must be reelected in 2020 to continue his tenure for a maximum of an additional four years.

China’s accelerating economy has fueled its military spending, which increased approximately three-fold since 2008 to $177.5 billion in 2019,[2] not including substantial programs hidden from public sight. Military and political analysts estimate that in the South China Sea and environs, China’s military capabilities already match or exceed those of the United States in many respects, as does China’s diplomatic influence. This puts pressure on the U.S. military to withdraw from the region, claimed as territory by Beijing. Over the next 30 years, China’s global military capabilities could exceed those of the United States, which would make it difficult for the U.S. to pose a credible threat against China’s already ongoing territorial expansion. Europe and Japan are similarly militarily weak when compared with their near competitors, Russia and China respectively. [3]

China’s actions are now indistinguishable from those that would serve a goal of China’s global rule in perpetuity. Hopes for engagement as a strategy to turn China into a democracy have now been dashed. Instead of us changing them, they are changing us through influencing our own political and economic leadership. There is a danger that as China ascends to the world’s most powerful nation, other nations will follow its lead through bandwagoning. The dual and increasing danger of bandwagoning and China’s influence means that a shift in strategy is needed.

Engagement should give way to a more aggressive strategy against China in order to defend freedom, democracy and human rights globally, and to incentivize allies and potential allies to declare themselves on the right side of the dispute before they enter the gravitational field of China’s economic influence.[4]

As argued below, this should include labeling China as not just a competitor, which would imply that all play by the same rules, but as an adversary or even an enemy. Strategies must be calibrated accordingly to defeat the country, and more specifically, its guiding organization, the Chinese Communist Party (CCP).

There are at least five interrelated and overlapping strategies required to defeat the CCP: 1) Defend, 2) Ally, 3) Contain, 4) Divide, and 5) Democratize. Many of these strategies are overlapping, and have been proposed previously by a range of authors, cited here. They are all underway to some extent in various countries, however they are not being implemented at the scale and intensity needed to win. That should change now, or we risk continued relative weakening against the enemy.

Continue reading

Beyond the Camps: Beijing’s Long-Term Scheme of Coercive Labor, Poverty Alleviation and Social Control in Xinjiang

Journal of Political Risk, Vol. 7, No. 12, December 2019

By Adrian Zenz, Ph.D.
Senior Fellow in China Studies
Victims of Communism Memorial Foundation

1.0 Introduction

442 rural surplus laborers from Kashgar and Hotan, Xinjiang China, are sent off to work in an industrial park in Korla in a “centralized fashion”.

After recruiting a hundred or more thousand police forces, installing massive surveillance systems, and interning vast numbers of predominantly Turkic minority population members, many have been wondering about Beijing’s next step in its so-called “war on Terror” in Xinjiang. Since the second half of 2018, limited but apparently growing numbers of detainees have been released into different forms of forced labor. In this report it is argued based on government documents that the state’s long-term stability maintenance strategy in Xinjiang is predicated upon a perverse and extremely intrusive combination of forced or at least involuntary training and labor, intergenerational separation and social control over family units. Much of this is being implemented under the heading and guise of “poverty alleviation”.

Below, the author identifies three distinct flow schemes by which the state seeks to place the vast majority of adult Uyghurs and other minority populations, both men and women, into different forms of coercive or at least involuntary, labor-intensive factory work. This is achieved through a combination of internment camp workshops, large industrial parks, and village-based satellite factories. While the parents are being herded into full-time work, their children are put into full-time (at least full day-time) education and training settings. This includes children below preschool age (infants and toddlers), so that ethnic minority women are being “liberated” and “freed” to engage in full-time wage labor. Notably, both factory and educational settings are essentially state-controlled environments that facilitate ongoing political indoctrination while barring religious practices. As a result, the dissolution of traditional, religious and family life is only a matter of time. The targeted use of village work teams and village-based satellite factories means that these “poverty alleviation” and social re-engineering projects amount to a grand scheme that penetrates every corner of ethnic minority society with unprecedented pervasiveness.

Consequently, it is argued that Beijing’s grand scheme of forced education, training and labor in Xinjiang simultaneously achieves at least five main goals in this core region of the Belt and Road Initiative (BRI): maintain the minority population in state-controlled environments, inhibit intergenerational cultural transmission, achieve national poverty reduction goals, promote economic growth along the BRI, and bring glory to the Party by achieving all of these four aims in a way that is ideologically consistent with the core tenets of Communist thought – using labor to transform religious minority groups towards a predominantly materialist worldview, akin to the Reform Through Labor (劳改) program. Government documents outline that the transformation of rural populations from farming to wage labor should involve not just the acquisition of new skills, but also a thorough identity and worldview change in line with Party ideology. In this context, labor is hailed as a strategic means to eradicate “extremist” ideologies.

The domestic and global implications of this grand scheme, where internment camps form only one component of a society-wide coercive social re-engineering strategy, are dramatic. Government documents blatantly boast about the fact that the labor supply from the vast internment camp network has been attracting many Chinese companies to set up production in Xinjiang, supporting the economic growth goals of the BRI.

Through the mutual pairing assistance program, 19 cities and provinces from the nation’s most developed regions are pouring billions of Chinese Yuan (RMB) into the establishment of factories in minority regions. Some of them directly involve the use of internment camp labor, while others use Uyghur women who must then leave their children in educational or day care facilities in order to engage in full time factory labor. Another aspect of Beijing’s labor schemes in the region involve the essentially mandatory relocation of large numbers of minority workers from Xinjiang to participating companies in eastern China.

Soon, many or most products made in China that rely at least in part on low-skilled, labor-intensive manufacturing, may contain elements of involuntary ethnic minority labor from Xinjiang.

The findings presented below call for nothing less than a global investigation of supply chains involving Chinese products or product components, and for a greatly increased scrutiny of trade flows along China’s Belt and Road. They also warrant a strong response from not only the international community in regards to China’s intrusive coerced social re-engineering practices among its northwestern Turkic minorities, but from China’s own civil society that should not want to see such totalitarian labor and family systems extended to all of China. Continue reading