Organization Over Technological Progress in Warfare

Organization Over Technological Progress in Warfare

“The obsession with military technology – from tanks, to atom bombs, to spy-flies – is a surprisingly recent phenomenon,” writes Yuval Noah Harari in his book Sapiens.
 
 
There is a scene in the first Iron Man film where a terrorist leader explains that Genghis Kahn was able to dominant huge regions and many people’s through the superior technology of the bow and arrow. The story that the terrorist leader tells seems obvious to us. An army with a better technology easily overpowered opposing armies with less powerful warfare technologies. The Iron Man character is a literal personification of this idea. However, that story may not be accurate, and the way we think about historical wars may overemphasize the role of technological developments in weapons of war.
 
 
Harari argues that our technological progress, our introduction of new ways to blow things up, spy on our enemies, and dominate a war, only dates back a few centuries at the most. Today we imagine that global armies and militaries have the most advanced technologies possible (and use military technology to explain phenomena we otherwise cannot), but that doesn’t mean we should apply that same framing to past human conflicts. We look at the incredible power that military technology has today and assume it always been the most advanced area of technological development. We assume that new technologies always lead to more battlefield dominance. However, this is a misappropriation of modern warfare technologies and techniques to the past.
 
 
Harari continues, “up to the nineteenth century, the vast majority of military revolutions were the product of organizational rather than technological changes.” Better ways to organize troops, to manage supply chains and information, and to command groups of people have been more important in war, Harari argues, than the things that armies used to kill each other. Our fascination with technological innovation leaves out the importance of better human organization, which ultimately may be the bigger factor.
 
 
I don’t think Harari needed to limit himself to time periods before the nineteenth century when suggesting that human organization outperformed technological improvements in warfare success rates. The Germans lost WWII in part because they were fighting a war with two fronts, and in part because they pushed into Russia during the winter time, and were limited by simple logistical challenges. Many have argued that the Japanese would have lost to the United States in a US ground invasion during the winter if we had not used nuclear weapons on Hiroshima and Nagasaki. Superior technology doesn’t mean anything if you don’t have the organizational capabilities to have that technology at the right place at the right time. Perhaps drones and nuclear weapons change this, but I think that strong organization still matters in determining whether those unsurpassable technologies are used in a reasonable and effective manner, though hopefully nuclear weapons will never again be needed in combat. At the end of the day, we like the flashy new tech, but what really drives progress may truly be improved organization – a lesson we can all think about in our daily non-warfare lives.

Implementation Matters

One party in the United States seems to continually chide any public sector misstep and only seems to be able to complain about the problems and waste of public sector projects and programs when discussing what the government actually does. While there are undoubtedly challenges and problems in public administration, continually complaining about and criticizing any public agency operation can have further costs to society. Good implementation in public policy matters, and one fear that seems reasonable to me, is that the constant denigration of public service will drive out creative and hard-working individuals, and worsen the very situations being criticized.

 

In The New Localism, authors Bruce Katz and Jeremy Nowak write about the importance of implementation, and how they view it differently in their system of New Localism. They write,

 

“At a Brookings Institution forum in 2000, [Richard] Shatten stated that, ‘being right is irrelevant to the growth of cities and metropolitan areas. Good ideas are critical, but they have impact only when they are implemented thoughtfully and effectively. And sound implementation only happens when a community develops a civic, corporate, and political culture that can translate good ideas into action and execute with discipline and imagination.'”

 

Two things really stand out from this quote to me. The first is that good implementation is everything. Public agencies need to think about and study what will make the implementation of a program successful and need to be thoughtful of how they do the things they have been tasked with doing. Poor implementation of the perfect solution can ruin public support for that solution and can create even worse problems and greater barriers to achieving the outcomes society wants to see.

 

Second, good implementation relies on a strong political culture that accepts government action and helps align non-governmental actors to make implementation successful. It is not enough for private sector organizations and thought leaders to say that a policy needs to be put in place or run a certain way, they actually need to use their resources, skills, and expertise to be part of implementation. Good ideas require community efforts to become successful policy, and if a group simply stands apart, refuses to help, and cries foul at every opportunity, then implementation will of course fail, as if it were a self-fulfilling prophecy of ineptitude. There is room for criticism of government and the failures of implementation should be discussed, but we should not hinder the implementation of a program out of a prejudice against public action. Ultimately, the public action on its own, as the quote suggests, is not enough. We can’t just criticize from the sidelines, we actually need to find ways for more organizations and groups to be involved in the implementation of new programs, specifically tailored to meet the local needs of populations, businesses, and environments. Standing apart and criticizing only snowballs problems. Collaboration and cooperation among civic, private, and public organizations is the only way governance and development will be possible in the future.