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Competitive Strategies Flashcards

1
Q

BAMS

A

Broad Area Maritime Surveillance

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2
Q

Chapter 3. Strategic Interaction: Theory and History for Practitioners Bradford Lee. What are his Megaconcepts of Strategy?

A
  • Rationality

* Interaction

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3
Q

Chapter 3. Strategic Interaction: Theory and History for Practitioners Bradford Lee. What are his sub-types of strategy?

A
  1. Denial
  2. Cost-Imposing
  3. Other ways to attack enemy’s strategy
  4. Attacks on enemy’s political system
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4
Q

Describe the concept of Competitive Strategies as a planning Method.

A

Focuses on peacetime use of latent military power- development, acquisition, deployment, and exercising of forces- to shape a competitor’s choices in a ways that favor our objectives.

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5
Q

How does the rationalist approach differ from competitive strategies?

Pg. 12, CS in the 21st Century.

A

Rationalist approach assumes that actors will adopt the optimal strategy for themselves on the basis of the resources at their disposal and at the disposal of their enemies. Comp Strat assumes actors are imperfectly rational (simplifying assumptions, choices about data to ignore- bounded rationality).

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6
Q

What are the Five Features that distinguish Competitive Strategies Approach to other methods of planning?

Page 303, CS in the 21st Century.

A
  1. The need for a concrete, sophisticated opponent
  2. Focus on interaction between competitors
  3. Acknowledgment and exploitation of the fact that competitors’ choices are constrained
  4. A long planning horizon
  5. Sufficient understanding of the competitor to formulate and implement a long-term strategy
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7
Q

How does Clausewitz define strategy?

A

Strategy is the use of armed forces in the engagement to achieve the objectives of the war; strategy “decides the time when, the place where, and the forces with which the engagement is to be fought”
(Carl von Clausewitz, 1831).

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8
Q

How does Colin Gray define strategy?

A

Modern strategy is “the use that is made of force and the threat of force for the ends of policy”
(Colin Gray, 1999).

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9
Q

How does Richard Rumelt define strategy?

A

Strategy is “a heuristic solution to a problem”; in competitive situations, strategy is “usually an insight that creates or exploits a decisive asymmetry”
(Richard Rumelt, 2007)

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10
Q

How does Sidney Winter dfine strategy?

A

Strategy is “managing the slow-moving variables in a strategic situation in order to change or reshape the situation in one’s favor by influencing the options or possibilities that emerge over time”
(Sidney Winter, 2008).

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11
Q

How do Andrew Krepinevich and Barry Watts define strategy?

A

Strategy in competitive situations is “fundamentally about identifying or creating asymmetric advantages that can be exploited to help achieve one’s ultimate objectives despite resource and other constraints, most importantly the opposing efforts of adversaries or competitors and the inherent unpredictability of strategic outcomes”
(Andrew Krepinevich and Barry Watts, 2009.)

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12
Q

How does James March define strategy?

A

The concept of strategy “is usually is embedded in a notion of strategic choice, or choice. The idea is that you choose among alternatives, hoping to realize various consequences. And the quality of the strategy depends on how you define the alternatives and how accurately you can estimate their consequences”
(James March, 2009).

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13
Q

Net Assessment Definition- Paul Bracken style.

A

Net Assessment Definition: NA is a practice. Not a science (like chemistry) or an art (like military judgment). It is a way of tackling problems from certain perspectives that involves skills that can be improved. Paul Bracken.

Page 93, CS in the 21st Century

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14
Q

Net Assessment Definition- Thomas Skypek style.

A

NA involves a multi-disciplinary approach to national security that is comparative, diagnostic, and forward-looking. More precisely, NA is a framework for evaluating the long-term strategic political military competitions in which states engage. The aim of NA is to diagnose strategic asymmetries between competitors and to identify environmental opportunities to support making strategy.
Thomas Skypek

Page 93, CS in the 21st Century

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15
Q

Net Assessment Definition- Generic.

A

Net Assessment Definition:
NA involves:
-the appraisal of military balances
-the interaction between military and political factors
-the interactions between security establishments in peace and war

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16
Q

ASW

A

Anti-Submarine Warfare

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17
Q

MCM

A

Mine Countermeasures

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18
Q

UUV

A

Unmanned Underwater Vehicle

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19
Q

TLAM

A

Tomahawk Land Attack Missile

20
Q

T/FDOA

A

Time and Frequency Difference of Arrival

21
Q

TBM

A

Tactical Ballistic Missile

22
Q

OTH/B

A

Over the Horizon/Backscatter Radar

23
Q

SLMM

A

Submarine Launched Mobile Mine

24
Q

SOSUS

A

Sound Surveillance System

25
Q

DWADS

A

Deep Water Active Detection System

26
Q

IADS

A

Integrated Air Defense System

27
Q

INF

A

Intermediate Range Nuclear Forces

28
Q

LACM

A

Land Attack Cruise Missile

29
Q

LEO

A

Low Earth Orbit

30
Q

SSGN

A

Nuclear-Powered Cruise Missile Submarine

31
Q

DEAD

A

Destruction of Enemy Air Defenses

32
Q

MSDF

A

Maritime Self-Defense Force

33
Q

PLAN

A

Peoples Liberation Army Navy

34
Q

What are the three characteristics of a sound Competitive Strategy?

A
  1. Long Term Perspective
  2. Should build on enduring strengths of the US, mitigate vulnerabilities, and exploit a competitor’s weaknesses. (For max effect, align a nation’s core strength against competitor’s enduring weakness)
  3. Shape opponent’s behavior by adopting measures that channel its attention, effort, and resources toward actions and investments that are least threatening.

Page 257, CS in the 21st Century

35
Q

What are the basic Assumptions of Competitive Strategies?

in Primer, 1989

A

THE U.S. & SOVIET UNION ARE· INVOLVED IN A LONGTERM COMPETITION.
• COMPETITION OCCURS IN TIME OF PEACE, CRISIS AND CONFLICT.
• MILITARY IS ONLY ONE COMPONENT OF THIS
COMPETITION.
• DEFENSE IS RESOURCE CONSTRAINED ON BOTH SIDES.
• DEFENSE INVESTMENTS ARE ONLY PARTIALLY INFLUENCED BY AN OPPONENT’S ACTIONS.
• OTHER CONSIDERATIONS INCLUDE NATIONAL INTERESTS AND OBJECTIVES, FOREIGN POLICY, INTERNAL SECURITY DEMANDS, ETC.
• THUS, NOT PURELY ACTION .- REACTION.
• THE SOVIETS, OR ANY OTHER OPPONENT, ARE CAPABLE OF BEATING US AT OUR OWN GAME.

36
Q

What is Dissuasion?

A

Dissuasion can be viewed as a kind of “pre-deterrence” in which the target—which may be an opponent or even an ally—is discouraged, not from employing the military
capabilities it possesses, but from creating such capabilities in the first place.

Dissuasion Strategy (CSBA, 2008), vii.

37
Q

Name the critical difference between Dissuasion and Deterrence.

A

One critical difference between dissuasion and deterrence is that while the latter focuses exclusively on the threat of military retaliation to influence the target’s behavior, the former incorporates a wide range of economic, diplomatic, military and other instruments that can be used to alter either side of its cost-benefit calculation.

Dissuasion Strategy (CSBA, 2008), viii.

38
Q

Name four diplomatic costs that can be imposed using a dissuasion strategy.

A
  1. States can be persuaded to commit publicly to
    formal arms control and nonproliferation agreements. Second
  2. the United States should avoid fielding potentially disruptive capabilities in advance of its competitors, which would provide them with valuable political and diplomatic cover.
  3. A strategy of international isolation by labeling a target as a “rogue” or “pariah,” striking a blow at the prestige and legitimacy of its government and key leaders.
  4. Allies in particular may be dissuaded by the fear of “abandonment”—the termination of alliance commitments or the failure to provide an expected level of assistance.

Dissuasion Strategy (CSBA, 2008), ix.

39
Q

Name two military costs that can be imposed using a dissuasion strategy.

A
  1. By demonstrating a willingness and ability to resort to military action, preventive war or preventive strikes against some actors may contribute to the dissuasion of others by driving up the military costs they are likely to face should they continue to develop proscribed capabilities.
  2. Arms Racing

Dissuasion Strategy (CSBA, 2008), ix.

40
Q

As part of a strategy of dissuasion, name three ways to diminish the target’s Perception of Anticipated Benefits.

A
  1. Convincing the target that the capability it seeks is not survivable
  2. Diminishing the target’s perception of that capability’s operational effectiveness, and threatening to change
    the character of the competition.

Dissuasion Strategy (CSBA, 2008), ix.

41
Q

Name three impediments to a successful dissuasion strategy.

A
  1. The Universal Rationality Trap. (Know your enemy)
  2. Selecting correctly between overt and covert tools.
  3. Second order effects. (Where will the competitor divert those now feed-up resources?)

Dissuasion Strategy (CSBA, 2008), xi.

42
Q

What is Deterrence?

A

Deterrence is defined as “the prevention from action by fear of the consequences. Deterrence is a state of mind brought about by the existence of a credible threat of unacceptable counteraction.”

Joint Publication 1-02, DOD Dictionary of Military and Associated Terms

43
Q

What three types of costs does Dissuasion Strategy seek to impose on its target?

A
  1. Economic
  2. Diplomatic
  3. Military

Dissuasion Strategy (CSBA, 2008), 10.

44
Q

What are the two broad goals of a Dissuasion Theory?

A
  1. Increase the target’s perception of the anticipated costs
  2. Decrease its estimate of the benefits that would likely accrue from developing, expanding, or transferring a military capability considered threatening or otherwise undesirable from the US perspective.

Dissuasion Strategy (CSBA, 2008), 9.

45
Q

SRBM

A

Short Range Ballistic Missile

46
Q

ASAT

A

Anti-Satellite

47
Q

LOCAAS

A

Low Cost Autonomous Attack System

ie. a UAV kamikaze with no link back to the mother ship

Long Term Strategy (4 decks)

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