Review by New York Times Review
WHAT IS "GRAND STRATEGY" as opposed to simple strategy? The term is mostly an academic one. It denotes encompassing all the resources that a state can focus - military, economic, political and cultural - to further its own interests in a global landscape. "On Grand Strategy," by John Lewis Gaddis, a pre-eminent historian and biographer of the Cold War, does not offer a comprehensive analysis, much less a history, of strategy on a grand scale in the manner of the classic studies by Angelo Codevilla, Edward Mead Earle, Lawrence Freedman, B. H. Liddell Hart, Edward N. Luttwak or Williamson Murray. Gaddis does concede that "grand strategies have miliated or defeated. Ten lively essays proceed in chronological order from King Xerxes' invasion of Greece to Isaiah Berlin's thoughts on World War II and the Cold War. In all of them Gaddis keeps pounding - to the point of monotony - the seemingly self-evident: The grand strategist must prune away emotion, ego and conventional wisdom to accept that "if you seek ends beyond your means, then sooner or later you'll have to scale back your ends to fit your means." His repetitious observation about proportionality might have been banal - if so many leaders, many of them geniuses, had not forgotten it. The generals who led the Athenian expedition to Sicily, Julius Caesar poised at the Rubicon, Alexander the Great at the Indus, Napoleon and Hitler at the border of Russia and Lyndon Johnson in Vietnam all equated past tactical success with assured future strategic dominance, lied to themselves that the material or spiritual advantages were all theirs and so ended up dead, huThe case studies are variously drawn from some 16 years of co-teaching a wellregarded seminar on "Studies in Grand Strategy" at Yale. Gaddis's present book is at least the fourth such volume by professors of the Yale class, along with Paul Kennedy's edited "Grand Strategies in War and Peace," Charles Hill's "Grand Strategies: Literature, Statecraft, and World Order" and more recently Linda Kulman's "Teaching Common Sense: The Grand Strategy Program at Yale University." While varied in tone and theme, all these efforts reflect the practical aims of the Yale traditionally been associated, however, with the planning and fighting of wars." And so wars - or rather how not to lose them - are the general theme of his often didactic book. A recurrent theme is the danger of omnipresent hubris. Even a great power cannot master the unexpected and uncontrollable - from the great plague at Athens, to the harsh Russian winter, to f.E.D.s and tribal factionalism in Iraq. Why in the world, during a breathing spell in their war against Sparta, did democratic Athenians attack neutral and democratic Syracuse, 500 miles away? The answer is the same blinkered arrogance that sent Philip IPs huge but poorly led Spanish Armada into the British northern seas. Understanding the underappreciated role of irony is essential for a leader, and might have prevented the disasters of both 415 B.C. and 1588. Tolstoy and Clausewitz appreciated that bad things can come from good intentions and vice versa. The best generals live with and seminar. Their implicit idea is to remind America's future best and brightest how the mostly successful grand strategy of the past saw America become the pre-eminent world power of the 20th century by winning two world conflicts along with the Cold War. In contrast, the often arrogant neglect of grand strategic thinking has led to postwar quagmires, stalemates and the assorted misadventures that often drained American resources for either impossible or irrelevant aims, while tearing the country apart over the last 70 years. Gaddis writes as he presumably teaches, informally mixing literary and historical analyses with the observations of his students, reminiscing in a personal voice about long-ago conversations or sharing conclusions that came to him over the years of the seminar. The book is as much personal remembrance as strategic reflection, and is chock-full of aphorisms and enigmatic adages. Gaddis believes the best way to hone strategic thinking is not just by mastering the advice of Machiavelli or Clausewitz (who both figure prominently in the class), much less contemporary high-tech wizardry, but also by understanding the interplay of history, literature and philosophy over 2,500 years of Western civilization - with occasional insights from Sun Tzu and other non-Western thinkers. In some sense "On Grand Strategy" is a traditional argument for the value of classical education in the broadest sense. The student of strategy learns to balance a grasp of detail with proper humility: It is, of course, wise to have a plan and contingencies. But how will these prompt rival counter-responses? Do such agendas have the means adequate for their ends? Or are they more dreams, warped by ego and emotion ("And the heat of emotions requires only an instant to melt abstractions drawn from years of cool reflection. Decades devoid of reflection may follow")? The better way is to be Isaiah Berlin's versatile fox, not a single-minded obsessed hedgehog, or to embrace Machiavelli's virtues of imitation, adaptation and approximation. react to paradoxes, Gaddis argues. The worst ignore or seek to undo them. Gaddis sees these more successful global strategists as rope-a-dope pragmatists who remain elastic and patient enough to capitalize on events and opportunities as they unfold, rather than forcing them to fit preconceived schemes. Caesar tries to force a Roman republic into a global hegemony without full cognizance of the inevitable blowback from centuries of republican government, and so predictably is assassinated by a dying generation of dreamy senators. His savvier adopted son, Augustus, like the later Otto von Bismarck, builds coalitions, finds pre-existing seams to exploit at home and abroad, and waits to take advantage when enemies - or friends - stumble. Stalin's prewar Bolshevik nightmare was responsible for 20 million dead, but apparently was not so loathsome that the Soviet Union could not prove temporarily useful for Churchill and Roosevelt in bleeding out the Nazi Wehrmacht. Morality matters, if defined less as selfrighteous ardor and more as self-awareness of a leader's effect on those around him and an appreciation of paradox. A pragmatic St. Augustine has no problem with war - if it is a last resort to save civilization, without which there can be neither calm nor organized religion. Still, courting calculated risk is essential. The gambler Winston Churchill took chances in 1940, albeit rational ones backed by educated guesses that, for all Hitler's bluster, the Third Reich had neither the air nor sea power to destroy the Anglosphere. Risk is not always risk when it is the natural expression of national advantages and a mixture of caution and audacity. Gaddis's American heroes are Abraham Lincoln and Franklin Roosevelt, who he thinks "rescued democracy and capitalism." Roosevelt somehow was cognizant early on of how the singular military and economic potential of America might save Europe and Asia, but only if he first prepared reluctant Americans materially and psychologically for the inevitable war to come. Woodrow Wilson, among others, was not so successful in creating a postwar peace because he forced conditions to preconceived realities that bore little resemblance to emerging ironies at Versailles - and was without a sellable idea of an American role after World War I. Gaddis concludes with an invaluable warning that true morality embraces neither messianic interventionism nor the quest for utopianism - indeed that is how millions become deluded, endangered or doomed. Instead, ethical leadership pursues the art of the possible for the greater (not the greatest) good. Augustine did not demand the city of God absolutely over the city of man. Augustus did not self-righteously return the Principate to the strife of the late republic. Lincoln did not start the Civil War as a crusade to eradicate slavery everywhere. With regard to the American 21st century, Gaddis's favorite novelists and philosophers perhaps argue against both optional intercessions abroad and moralistic lead-from-behind recessionals. The better course is to marshal American power to prepare for the often unavoidable existential crises on the horizon, with the full expectation that we do not have to be perfect to be good. "On Grand Strategy" is many things - a thoughtful validation of the liberal arts, an argument for literature over social science, an engaging reflection on university education and some timely advice to Americans that lasting victory comes from winning what you can rather than all that you want. victor davis hanson's latest book is "The Second World Wars: How the First Global Conflict Was Fought and Won."
Copyright (c) The New York Times Company [August 30, 2019]
Review by Booklist Review
Gaddis (George F. Kennan, 2011), an eminent scholar of the Cold War, tackles statesmanship, defining grand strategy as the alignment of potentially unlimited aspirations with necessarily limited capabilities. Illustrating this in wide-ranging analysis, Gaddis opens with a famous case of misaligned ends and means: the Persian invasion of Greece that culminated in the rout of the invaders at the Battle of Salamis in 480 BC. Expanding into an empire, the Athenian democracy eventually became embroiled in the ultimately disastrous Peloponnesian War, which earns Gaddis' discerning criticism of failures in Athens' strategy. Amid such historical discussions, which include the rise of Caesar Augustus, strategic contrasts between Elizabeth I of England and Phillip II of Spain, and various episodes in American foreign policy, Gaddis steps back to interpret classical theorists of war and peace: Sun Tzu, St. Augustine, Machiavelli, Tolstoy, and Clausewitz. Among these disparate authors, Gaddis detects a connecting principle regarding strategy: success requires a proportionality between strategic goals and the means deployed to achieve them. Gaddis imparts useful cautions to readers seeking lessons from the welter of historical events.--Taylor, Gilbert Copyright 2018 Booklist
From Booklist, Copyright (c) American Library Association. Used with permission.
Review by Publisher's Weekly Review
Yale historian Gaddis (George F. Kennan: An American Life) draws on decades of teaching to produce a fine summary of the complex concepts explored in his Grand Strategy seminar, full of vivid examples of leadership and strategic thinking, from the Persian king Xerxes to Churchill's and Roosevelt's WWII strategies. Leaning on political theorist Isaiah Berlin's work for this study's intellectual backbone, Gaddis takes his central metaphor from Berlin's epigraph: "The fox knows many things, but the hedgehog knows one big thing." The book shows the pitfalls of "hedgehog" leadership, which inflexibly concentrates on "one big thing," often with disastrous results. Xerxes's 480 B.C.E. invasion of Greece and the Spanish king Philip II's ceaseless quest to return Catholicism to England, culminating with the Spanish Armada's 1588 defeat, are prime examples. In contrast, Pericles's early leadership of Athens and Abraham Lincoln's presidency are likened to the fox's knowledge of "many things." That knowledge, of one's ultimate objectives, capabilities, and limitations, and of conditions that present opportunities, gives great leaders flexibility and a sense of proportionality that support grand strategy: "the alignment of potentially infinite aspirations with necessarily limited capabilities." Gaddis brings a deep knowledge of history and a pleasingly economical prose style to this rigorous study of leadership. (Apr.) © Copyright PWxyz, LLC. All rights reserved.
(c) Copyright PWxyz, LLC. All rights reserved
Review by Library Journal Review
Grand strategy may be defined as the employment of all instruments of power to achieve the aims of a nation. Pulitzer Prize-winning author Gaddis (Robert A. Lovett Professor of Military & Naval History, Yale Univ.; George F. Kennan: An American Life) has compressed teachings from his Yale history courses and the Brady-Johnson Program in Grand Strategy into a succinct discussion of the requirements of a leader and how to think about one's aims. The author compares and contrasts several great leaders, from Xerxes to Franklin D. Roosevelt, along with analyzing their failures (e.g., Xerxes and Pericles) and successes (e.g., Abraham Lincoln and Elizabeth I). He classifies the qualities necessary for successful leadership in times of crisis and relies on extensive sources to dissect wittily the character and determination of historical influential figures such as Sun Tzu, St. Augustine, Carl von Clausewitz, -Machiavelli, and America's Founding Fathers. He further describes how each individual was impacted by the force of public opinion and historical events of the time. VERDICT Highly recommended for history and leadership collections in both academic and public settings.-Edwin Burgess, Kansas City, KS © Copyright 2018. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
(c) Copyright Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
Review by Kirkus Book Review
A Pulitzer Prize-winning historian offers a capacious analysis of how leaders make strategic decisions.Drawing on a yearlong "Grand Strategy" course he teaches to Yale undergraduates, Gaddis (History/Yale Univ.; George F. Kennan: An American Life, 2011, etc.), the recipient of a National Humanities Medal in 2005, analyzes the processes and complexities involved in devising grand strategies: "the alignment of potentially unlimited aspirations with necessarily limited capabilities." The adjective "grand," he adds, has to do with "what's at stake," which is why grand strategies traditionally have been associated "with the planning and fighting of wars." Arguing that strategic leaders need to be flexible, creative, and observant, the author cites political theorist and philosopher Isaiah Berlin, who popularized a memorable line from an ancient Greek poet: "The fox knows many things, but the hedgehog knows one big thing." That big thingan obsessive idea or abstract idealmay make a leader appear decisive but is likely to prevent innovation. "Assuming stability is one of the ways ruins get made," Gaddis writes. "Resilience accommodates the unexpected." Elizabeth I, whom he admires, defied traditional expectations by "reigning without marrying, tolerating (within limits) religious differences, and letting a language gloriously grow." Rather than impose a grand design, she responded deftly to her changing world. Not so Xerxes and Napoleon, who mounted campaigns that failed because of limited "peripheral vision" blinding them to the variables of "landscapes, logistics, climates, the morale of their troops, and the strategies of their enemies." Abraham Lincoln, too, merits Gaddis' admiration: self-taught and astoundingly intuitive, Lincoln "managed polarities: they didn't manage him." The author returns often to Tolstoy and Carl von Clausewitz, both of whom respect theory and practice "without enslaving themselves to either." Abstraction and specificity "reinforce each other, but never in predetermined proportions." Both writers, Gaddis argues, considered the contradictions and irony of history with "the amplitude, imagination, and honesty" that makes them "the grandest of strategists."A lively, erudite study of the past in service of the future. Copyright Kirkus Reviews, used with permission.
Copyright (c) Kirkus Reviews, used with permission.
