SupersonicMax said:
...
... The people making decisions still need opinions from the experts in order to make a decision.
Indeed, and, yet again, as with shipbuilding, the prime minister has heard from the military commanders and the bureaucrats and he has, yet again, turned to "outsiders" for advice he thinks may be worthy. In the F-35 case the
Evaluation of Options will be done by a small team lead by a former fighter pilot who is much, much better known as a bureaucratic
fire-fighter, one university professor best known as an expert on constitutional history, another former PCO bureaucrat and a top level accountant.
The "take away," for me, is that the PM, cabinet and the PCO think DND, including the top levels of the defence staff, is incompetent or, untrustworthy - maybe both. I'm sure no one seriously doubts that Generals (and Admirals) Lawson, Donaldson, Blondin, Beare, Thibeault and Vance are brave, stalwart and dedicated warriors: willing and able to lead Canadians in battle. But I
suspect that those same people (PM, cabinet and PCO) think that the CF's senior leaders are in way over their intellectual/training/experience heads when it come to planning strategy and, just as difficult, equipping the armed forces. I think the same doubts exist re: senior bureaucrats in line departments, including PWGSC, Industry Canada and DFAIT. There is, in my opinion, a "big picture" problem regarding strategic interests and national priorities within most government departments and, especially, within DND. Personally, I don't blame the senior military staff for being poorly equipped to do "high level" business - it's not something for which they, we, you were/are trained because, to be brutally, honest, it's none of their/our/your business.
The business of establishing, recruiting, equipping and paying a military force is a primary duty of the civil service - the business of training and then leading that force in battle, however well (or poorly) designed, established and equipped, is the job of military commanders. There are a few very senior civil servants silly enough to think that one person can do both - and, maybe, there are just enough historical exceptions to prove that rule - but not many fall into that trap; sadly, at least when I served, many senior military officers were of the opinion that they could do both - I met one, LGen(Ret'd) Bob Fisher,* who served as ADM(Mat) while still in uniform, who was, probably, able ... but he's the only one and he was, without a doubt, the smartest guy in any room he entered. He was also smart enough to slap down his uniformed confreres who tried to intrude into his domain.
It is not that military officers cannot and should not
advise the government, it is that military advice is just one factor in a very complex political, strategic and economic calculus. Nigel Lawson** said,
"To govern is to choose. To appear to be unable to choose is to appear to be unable to govern." The new fighter project is a political, not a military or economic choice, and the choice will be made for political, not military or economic reasons.
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* See page 8 of
this document
** Chancellor of the Exchequer in Margaret Thatcher's Conservative government (1983-89)