The Evolving U. S. Nuclear Narrative by Hersman Rebecca K. C.;Murdock Clark;Van Shanelle; & Clark Murdock & Shanelle Van

Author:Hersman, Rebecca K. C.;Murdock, Clark;Van, Shanelle; & Clark Murdock & Shanelle Van
Language: eng
Format: epub
ISBN: 9781442279674
Publisher: Center for Strategic & International Studies

CONTEXT

What is the context or environment in which the message is communicated? Does it reinforce or undermine the message?

The importance of how well the context in which a message is received “fits” the message itself cannot be overstated. On several occasions, junior officers pointed out that the message, no matter how “right” the words or the means of delivery may be, will only be received and internalized in a positive environment—one of sufficiently supportive command leadership, educational opportunities and training support, and investment of time and resources—that encourages such strategic thinking.

Most important, the operational community looks closely at the alignment of words and deeds to determine if the narrative is credible, sustainable, and persuasive. Several reviews, both external and internal, have highlighted the “say-do gap,” a finding that is reinforced by this study. This say-do gap creates the impression that the words are hollow, which undermines the credibility of the narrative and fosters cynicism and low morale. Again and again, interviewees pointed to the gap between words (rationale) and deeds (funding, leadership attention, and personnel practices) as a fundamental problem with the rationale for nuclear weapons. “Actions speak louder than words” is the obviously applicable adage here. But the problem is worse than the adage suggests. The failure to act—to redress problems and fulfill promises—is deeply demoralizing and fosters skepticism and even contempt.

Overcoming perceptions that the message is not reflected in actions will take patience: it will require creating an affirmative context for the rationale, undoing and remedying the various pieces of the say-do gap, and doing so in a continuous, sustained effort that conveys to the nuclear workforce that this commitment is lasting.

The command climate needs to better encourage the development of strategic thinkers

Feedback from the operators’ roundtable interviews also suggests that a strategic understanding of “why” their job is essential to national security and “how” it contributes is not currently part of their daily experiences—not because they are unwilling to learn, but because, as a mid-grade officer said, “nobody knows where to look, so nobody looks.”

This can be at least partially attributed to command and work environments in which junior personnel are often expected to do the job, but not necessarily understand the job. The roundtable discussions not only showed that to be true in some of the personnel’s experiences, but also illustrated the extent to which such a “ don’t think, just do” culture can influence motivation and morale, which can in turn affect both job performance and the willingness to remain in the career field. A number of participants recalled instances in which they or others they knew felt demoralized by their immediate supervisors’ attitudes toward the mission or else actively discouraged from pursuing their interest in broader strategic thinking—being told to simply “shut up and color,” as one junior military officer put it.

• Mid-grade military officer: “In my missile command, the leadership didn’t care about motivating the operations; I was told to just teach them to turn the key.”

• Junior military officer: “I asked leadership

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