MAGAZINE
SPRING 2021
Globally , we have some challenges ahead . In just the 40 years between 1959-1999 the human population doubled from 3 billion to 6 billion . The global population may grow to 8.5 billion by 2030 , and up to 10 billion by 2050 . So what does that mean for us in NATO ? It means the world is changing and it is changing at an exponential rate , and is replete with complex challenges . For example :
• This is an age of anger , of great power competition , and of digitisation of technology . Across defence , industrial capabilities are giving way to an information age .
• We have complex challenges to live the way we want to live . Climate change , mass migration , urbanisation , economic growth and recovery , food and water insecurity , and not least of these the current health crisis .
• Warfare and conflict is evolving and it is evolving rapidly . It is becoming more technologically driven , with new ways required to counter competition across all domains .
So why does cognitive diversity matter in all of this ?
Change is more than simply acknowledging it . It is complex and multi-faceted process , and we need to effect it . Part of the way we do this is by growing our understanding of our cognitive diversity . More specifically , gaining better understanding of the difference between land and air , not just the physical domain itself but our people ’ s expertise and experience within each domain . Our domain awareness in this case , is our diversity .
Pared back , diversity itself is essentially about differences , while cognitive diversity embraces several dimensions of the differences we see around us . In every corner of NATO differences exists . It is what makes us stronger . The labels we give ourselves define us . Black , white , man , woman , British , French , introvert , extrovert or even Air Force , Army , Navy . Our culture shapes us . It shapes our identity and it makes us who we are . It influences how we think and what we prioritise . This includes the domain awareness we are exposed to throughout our military careers . I am a Royal Air Force air-focused intelligence specialist and a NATO HQ Air Command Senior Enlisted member . I live and breathe air as a domain and only , very occasionally , consider land and usually only when close air support is involved .
If you want to identify someone ’ s character , examine the company they keep .
Human nature encourages us to migrate towards those who think like us , who we can identify with , because similarity drives most connection and friendships . Psychology calls it an affinity bias , and we have all the conditions to fulfil this as we sit stove-piped in our domain expertise . Do we therefore need to break out of our old ways of thinking ? How do we engender the freedom of thought and generate fluidity of ideas between us ?
Warfare has changed fundamentally . Clausewitz said , “ Whilst the nature of war remains constant , the character of war is changing .” The conception of national security has broadened beyond ‘ old way ’ s and traditional boundaries of how we use defence have broken down . The threat has changed . As a threat focused organisation we need to change with it and understand each other much more deeply . Regimes already believe they are engaged in conflict and their goal is to win without going to war . Our adversaries seek to achieve that through sub-threshold attacks and undermine our solidarity and confidence . To compete , it is recognised that we need to not just modernise our ways of thinking to deter the adversary , but transform them . We need to better understand the interdependency across domain boundaries . We need to become collectively more intelligent as an organisation , and an easy way to become more collectively intelligent is to seek out differences in people . To learn , to rely on and to trust that difference . In doing so have access to a wider range of information , ideas , perceptions , and innovation .
Our diversity is our strength . Sun Tzu said , “ The art of war teaches us not to rely on the likelihood of the enemy ’ s not coming , but on our own readiness to receive him . Not on the chance of his not attacking , but rather on the fact that we have made our position unassailable .” As an organisation we need to encourage creativity and innovation . The only way we do that is through greater connectivity and respect of difference . Knowledge is the means , not the ends . Our strength is our standards , values and ethos . Our strength is our people , and as we grow an inclusive culture that encourages cognitive diversity of domain awareness , it is our unity that will create success . U . S . Army General Eric Shinkseki said , " If you dislike change , you are going to dislike irrelevance even more ." The ability to effect change is in all of our hands as we embrace transformation for a future NATO . Now forgive me , I ’ m off to read more about Air-Land Integration and ask LANDCOM CSEL some VERY stupid questions …. LC
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