For much of the past decade, we defined the international environment by what it is not. We called the years following the fall of the Berlin Wall the "post-Cold War era" and have searched since then for a new paradigm under which to develop future policies and strategies. The fateful events of 11 September 2001, followed by wars in Afghanistan and Iraq, ended this period of uncertainty.
The phrase that best describes the new era was coined by Thomas Friedman in his book The Lexus and the Olive Tree (New York: Anchor, 2000). He calls it the "globalization era." But what do we mean by globalization—and how can we prepare strategic leaders for this emerging environment?
The essential characteristic of globalization is integration. In a broad sense, we have gone from an era of division to a system built on integration and webs. Before, we reached for the "hotline," which symbolized the division of nations based on political ideology, with two people in charge. Today, we reach for the Internet, a symbol that we are increasingly connected and nobody is in charge.
Globalization has brought with it great opportunities and equally great risks. Some might assume global terrorism is a problem solely for governments, the armed forces, and police. In fact, it is directed against institutions and civilian populations. Thus, leaders from the government and private sectors must confront it.
From 1989 to 1993, dramatic changes occurred throughout Europe. The challenge for those societies was enormous. First came the transition from authoritarian governments to democracy; second came the movement from command-directed economies to market economies. Either event by itself would have been revolutionary, and the progress countries made dealing with both changes simultaneously was amazing.
The pace of such strategic change is likely to accelerate. Globalization has widened the gap between societies, and the pace and nature of changes it brings about cause friction between Western values and the fanatic totalitarianism of Osama bin Laden and his ilk. In essence, he seeks to turn back the clock a century. Strategic leaders in all organizations must confront this institutional and societal challenge.
Establish Vision
Leaders must determine the vision for their organizations, societies, and nations. They must focus on essentials and maintain that azimuth into the future. They must lead change.
Strategic leaders must reexamine their vision continually and seek synergies with like-minded organizations, groups, and countries to achieve the greatest effect. They must make their institutions agents of change. In this dangerous era, we must recognize that open societies based on complex economic and political systems are the most vulnerable. International terrorism is "ideological judo"—terrorists use the very liberties that are the bedrock of democratic society. Curiously, bin Laden owes his ability to establish terrorist cells in more than 60 countries to the technologies that symbolize the emerging global environment. He used U.S. satellite telephones and Japanese-made computers, faxed his call for holy war, relied on the international financial network to transfer money, and spread his ideas via the global media.
Our national leaders have vexing problems: terrorists seek to destroy our society as constituted. Yet, they must ensure their vision and strategies for dealing with this threat do not destroy the individual liberty and human rights they seek to protect.
Develop Future Leaders
One expert suggested that developing leaders in an era of globalization is like preparing an athlete for the Olympic Games in 10 or 20 years—except you do not know what the events will be or the rules by which they will be played.
In the past, young military officers and junior managers existed in a world of greater certainty. As a result, their leadership efforts were direct. They accomplished tasks by doing or reacting, and saw their efforts lead to solutions. They could be developed slowly, combining experience and education to deal with increasing complexity and greater uncertainty.
Today's pace of change thrusts decisions on young leaders more quickly. It demands intellectual strength, moral courage, ability to discern trends over time, anticipation, and the guts to delegate authority while retaining responsibility. All strategic leaders have a role in developing young leaders that includes personal mentoring and professional education.
The quality and character of leaders historically have determined the shape and nature of societies, and they will continue to do so. During the Peloponnesian War, Thucydides warned Greek society, "That state which separates its scholars from its warriors will have its thinking done by cowards and its fighting done by fools." This remains our challenge.
Dr. McCausland, a retired Army colonel and graduate of the U.S. Military Academy, holds the Class of 1961 Chair of Leadership at the U.S. Naval Academy.