On April 6, 1917, the United States declared war against Germany and entered World War I. Since August 1914, the war between the Central and Entente Powers had devolved into a bloody stalemate, particularly on the Western Front. That was where the U.S. would enter the engagement.
How prepared was the country’s military to enter a modern conflict? The war was dominated by industrially made lethal technology, like no war had been before. That meant more death on European battlefields, making U.S. soldiers badly needed in the trenches. But America’s longstanding tradition of isolationism meant that in 1917 U.S. forces needed a lot of support from overseas allies to fight effectively.
In Europe, American combat troops would encounter new weapons systems, including sophisticated machine guns and the newly invented tank, both used widely during World War I. American forces had to learn to fight with these new technologies, even as they brought millions of men to bolster the decimated British and French armies.
Engaging with small arms
In certain areas of military technology, the United States was well-prepared. The basic infantrymen of the U.S. Army and Marine Corps were equipped with the Model 1903 Springfield rifle. Developed after American experience against German-made Mausers in the Spanish American War, it was an excellent firearm, equal or superior to any rifle in the world at the time.
With far more soldiers than supplies of modern machine guns, the U.S. Army had to adopt several systems of foreign design, including the less-than-desirable French Chauchat, which tended to jam in combat and proved difficult to maintain in the trenches.
Meeting tank warfare
American soldiers fared better with the Great War’s truly new innovation, the tank. Developed from the need to successfully cross “No Man’s Land” and clear enemy-held trenches, the tank had been used with limited success in 1917 by the British and the French. Both nations had combat-ready machines available for American troops.
Instead, U.S. ground forces used 239 of the French-built versions of the tank, as well as 47 British Mark V tanks. Though American soldiers had never used tanks before entering the war, they learned quickly. One of the first American tankers in World War I was then-Captain George S. Patton, who later gained international fame as a commander of Allied tanks during World War II.
Also new to Americans was poison gas, an early form of chemical warfare. By 1917 artillery batteries on both sides of the Western Front commonly fired gas shells, either on their own or in combination with other explosives. Before soldiers were routinely equipped with gas masks, thousands died in horrific ways, adding to the already significant British and French casualty totals.
Scientists on both sides of the war effort worked to make gas weapons as effective as possible, including by devising new chemical combinations to make mustard gas, chlorine gas, phosgene gas and tear gas. The American effort was substantial: According to historians Joel Vilensky and Pandy Sinish, “Eventually, more than 10 percent of all the chemists in the United States became directly involved with chemical warfare research during World War I.”
Blinded by German tear gas, British soldiers wait for treatment in Flanders, 1918.
(British Army photo)
Naval power for combat and transport
All the manpower coming from the U.S. would not have meant much without safe transportation to Europe. That meant having a strong navy. The U.S. Navy was the best-prepared and best-equipped of all the country’s armed forces. For many years, it had been focusing much of its energy on preparing for a surface naval confrontation with Germany.
A German submarine surrenders at the end of World War I.
In May 1917, the British Royal Navy pioneered the convoy system, in which merchant ships carrying men and materiel across the Atlantic didn’t travel alone but in large groups. Collectively protected by America’s plentiful armed escort ships, convoys were the key to saving Britain from defeat and allowing American ground forces to arrive in Europe nearly unscathed. In fact, as military historian V.E. Tarrant wrote, “From March 1918 until the end of the war, two million U.S. troops were transported to France, for the loss of only 56 lives.”
A U.S. Navy escorted convoy approaches the French coast, 1918.
(US Navy photo)
Taking to the skies
Some of those Americans who made it to Europe climbed above the rest – right up into the air. The U.S. had pioneered military aviation. And in 1917, air power was coming into its own, showing its potential well beyond just intelligence gathering. Planes were becoming offensive weapons that could actively engage ground targets with sufficient force to make a difference on the battlefield below.
An American-painted British-made Sopwith Camel in France, 1918.
Despite often lacking the weapons and technology required for success, it was ultimately the vast number of Americans – afloat, on the ground and in the air – and their ability to adapt and use foreign weapons on foreign soil that helped turn the tide of the war in favor of the Allies.
Lt. Gen. Brian T. Kelly is the deputy chief of staff for manpower, personnel and services, Headquarters U.S. Air Force, the Pentagon, Arlington, Virginia. He serves as the senior Air Force officer responsible for comprehensive plans and policies covering all life cycles of military and civilian personnel management, which includes military and civilian end strength management, education and training, compensation, resource allocation and the worldwide U.S. Air Force services program.
During an interview with Airman Magazine, Kelly discussed his mission and the Air Force’s responsibilities of managing talent, identifying toxic leadership and the role of emotional intelligence in readiness and lethality.
Airman Magazine: As the AF/A1 (manpower and personnel), what are your priorities for 2020?
Maj. Gen. Kelly: There are lots of things going on, but there are three big priorities. Number one, it’s exciting times and we’ve got to help and make sure we have a successful stand up of the United States Space Force and our resource allocation team will have a big role to help and make sure we get that on track.
Number two for us, we’ve got to ensure that we continue to make sure the right number of the right types and the right skill sets of Airman exists in our Air Force. So, the size and shape of the force has to be what it needs to be in order for us to meet our requirements in the National Defense Strategy.
Number three for us is we want to continue to transform and work on our talent management system so we can make sure we’re attracting, recruiting, developing and retaining the Airmen we need to do what the country needs to do. So those will be our three big priorities for 2020
Airman Magazine: Can you talk about the Air Force’s philosophy on managing talent and why it’s important?
Maj. Gen. Kelly: First and foremost, we’ve got to recognize that we’ve got some incredible talent in the United States Air Force and in our Space Force that we are standing up as well. But, it’s an all-volunteer force and so the talent management system we have has to be able to recognize that we’ve got to have a system that is attractive for people to be in. It also has to be agile to meet our requirements as requirements and threats change. It’s got to know what’s going on with those requirements that are out there. The talent management system has to understand – what does the talent market look like? What does the market for talent in the United States look like? And if you have an all-volunteer force, how do you become an attractive employer? How do you make sure that you are an employer of choice? If people have a way to choose between going to work for Google or coming to work for the United States Air Force or United States Space Force? The talent management system has a role to play in that and so that’s what we’re trying to do.
The Ground-Based Electro-Optical Deep Space Surveillance System is responsible for tracking thousands of objects in space. The telescopes fall under the 21st Space Wing and is positioned at White Sands Missile Range, New Mexico. Here, 216 photos captured over a 90 minute period are layered over one another, making the star trails come to life.
Airman Magazine: Have there been any changes to your talent management philosophy, and what drove those changes?
Maj. Gen. Kelly: I’d say a talent management system always has to evolve as requirements change, as threats change, as the talent market pool of eligible people changes and as skill sets change. And then there’s technology. You know, when I first came into the Air Force in 1989, the technology then was not what it is in 2020, right? And so, whether it’s artificial intelligence, machine learning, all these different things have changed the way we look at our talent management system. It’s also changed how we communicate with our Airman and how we’re able to get information out and how we’re able to get feedback. All these things have led to and sort of influence the changes in the talent management system from when I first came in to where we are now.
I would say to you the system today is driving to be more agile than it was before. It was a one size fits all discussion before, but now it’s trying to be more agile and it’s certainly more collaborative. I hope the system is becoming more transparent so that all of our Airmen understand what’s going on and that they have a say in what happens to them in the talent management system and they have an insight to what happens.
Airman Magazine: What has changed throughout your career pertaining to talent management and your leadership development?
Maj. Gen. Kelly: We (Air Force leadership) always talk about situational leadership and being able to adjust your leadership styles and that has to continually happen. We’ve seen the advent of different leadership styles needed for the population of the all-volunteer force we have today and one of the key things I think we need to touch on is our leaders need to have the right balance of emotional intelligence to be successful. So, what does that mean? I would start by saying, emotional intelligence is first and foremost the skill set to know yourself, to understand your own behaviors and to control your own emotions so that you then can have good interpersonal relationships and be able to lead others. And that’s the important part for us and I think we’ve become more cognizant and we’re trying to understand and teach that in ways that will make our leaders more effective.
As we move into the modern discussions of the national defense strategy, we’re in wars of cognition and wars of thinking, wars of understanding and wars of information and so we have to be able to develop and lead our skills in that same direction.
Capt. Taiwan Veney, cyber warfare operations officer, watches members of the 175th Cyberspace Operations Group, from left, Capt. Adelia McClain, Staff Sgt. Wendell Myler, Senior Airman Paul Pearson and Staff Sgt. Thacious Freeman, analyze log files and provide a cyber threat update utilizing a Kibana visualization on the large data wall in the Hunter’s Den at Warfield Air National Guard Base, Middle River, Md., June 3, 2017.
Airman Magazine: You’ve previously said “We must be responsive to the Air Force’s needs, must be agile with our talent, focused on rewarding Airmen on performance and be transparent on how the system works.” What’s the plan to meet those attributes for a talent management system?
Maj. Gen. Kelly: I think those four attributes are where we’re trying to drive and trying to make sure our talent management system is so let me cover those a little bit and I’ll tell you how our strategy fits against that.
So, first and foremost the talent management system has to deliver and has to be responsive to the requirements of the organization. I mentioned for 2020 one of our priorities is to have the right size and shape of the force and that’s what it’s about, whatever the Air Force requires us to be, whatever the Space Force will require, the talent management system has to be responsive and it has to be agile for responding to new technologies, new threats, but it’s also going to be agile for individual Airman.
We are a military organization, but we have to understand agility and we want performance to shine. We want people’s performance to be the deciding factor in our meritocracy, if you will, for when we decide who gets promoted, who gets what key jobs.
Those Airmen who distinguish themselves by performance, that performance needs to be driven forward and incentivized and rewarded.
Lastly, I think it’s important to make sure with the communication within our force that we are transparent, open in what we do and simple.
All the things that we’ve been doing on the officer side, enlisted side and civilian side are sort of wrapped around those areas.
I’ll give you some examples, on our enlisted side, we made a change in our senior noncommissioned officer’s promotion selection process where we no longer use testing as part of that process. We did that to drive and empower performance, where performance becomes the driving factor for us being able to select our senior noncommissioned officers and it’s no longer test taking or some other skill set that might have been augmenting that decision. Now, it’s performance based.
On the officer side, we recently went to new developmental categories for our line of the Air Force system, the same system that we had in place since 1947 and we made some changes. Those changes were to help us with development to become more agile, to drive our agility and drive our responsiveness.
We had to recognize not all officers need to develop in the same way. The way that we develop and the opportunities we have for our pilots are different than what we have for our space operators, were different than what we have for our cyber operators, our support personnel, like my career field and so we had to develop the agility if you will, to be able to develop in different ways so that we can maximize everybody’s potential, while at the same time driving ourselves to be more responsive to requirements.
We can help ourselves develop the right size, the right shape and the right skill sets we need to meet the requirements for the Air Force. So, all the things we’ve been doing are all really designed around those four attributes to build the talent management system that we need.
Airman Magazine: How does the AF identify leadership potential?
Maj. Gen. Kelly: There are lots of ways to identify potential throughout someone’s career to recognize different traits and characteristics. I think there’s testing factors. I think there’s observation factors. Certainly, there’s evaluation factors at some point in time you are observed in different time phases, different jobs. You look at how did they do? How did they respond? We try to identify those people who have the skill sets to be leaders.
One of the important things we’re working on is, can we get better in identifying who’s going to be a good leader? Is it just the born characteristic or can you actually teach it and develop it and go forward? We (Air Force) say you can teach leadership, develop it and be better at it. So, we’re working on how to identify it more accurately early. It’s not just to screen people out, because I think people often think you’re trying to identify who’s not a good leader, so that you can screen them out. There’s part of that, but it’s even more important to identify where people have some shortcomings in their leadership capabilities so that we can help them and give them an opportunity to develop into the leaders we need, because we need a lot of leaders in our Air Force.
Airman Magazine: Revolutionary changes to how officers are developed and selected for promotion have been made, like the creation of developmental categories and transitioning from Below the Zone to merit-based timing for promotions. How will this help with officer development and getting the right people in key leadership positions?
Maj. Gen. Kelly: Sometimes the Air Force had the tendency in the past to rush some of our folks through key developmental opportunities and not fully immerse them and give them a chance to learn all the competencies and all the experiences they needed. At the same time, when we did that, we added the below the zone piece that gave us a chance to incentivize performance. What we’ve transformed that to now is with merit-based promotion, I can still incentivize performance, I can give people a chance to let their performance shine and let their performance advance them among their peers, but at the same time, I make sure I balance that with the developmental time that’s needed to truly get the skill sets that we’re going to require.
Airman Magazine: Can enlisted personnel expect similar changes to their promotion system in the near future?
Maj. Gen. Kelly: We made some adjustments and changes to our enlisted system, even prior to the work and transformation that we’re doing the officer system. I think you’ll see similar things. When we talk about, what do we value as an Air Force and how we’re going to evaluate you, for the officer corps, we talk about now four things. We talk about how do you execute your mission? Whatever mission you are assigned to do. How do you lead people? Whether that’s an informal way where you’re actually a supervisor or a squadron commander or even informal as part of a squadron or group. How do you manage the resources you’ve been put in charge of? Whether they be dollars and equipment or even Airmen’s time? You know Airmen’s time is a resource. And then how do you improve whatever unit you’ve been put in charge of? Those four factors are probably pretty familiar to a lot of people. Those are the same four factors we use to evaluate units, that’s the unit effectiveness inspection, the UEI that our inspector general uses to evaluate. So we said, look, let’s line those up. Let’s have those four factors be the same way we evaluate performance in our officers. I think we’re going to see the enlisted system transition towards those same four factors. Let’s evaluate our airmen as a whole on those four factors. How do I execute my mission? How do I lead people? How do I manage resources? And what did I do to improve whatever unit I’m assigned to? So, I think you’ll see commonalities. I think they’ll also be some differences. It won’t be exactly the same system because we look for different things from our officer enlisted corps. I don’t think we want them to be exactly the same to accomplish the things that we need, but there’s going to be a lot of overlap and I think there is already a lot of overlap and you’ll see some more.
Air Force Basic Military Training trainees work to complete an obstacle during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated environment.
Airman Magazine: Toxic has been this year’s buzzword. Do you think the Air Force has a toxic leader problem or is it something different that can be fixed?
Maj. Gen. Kelly: I agree with you toxic gets used a lot and I’m not always sure everybody has a framework of what toxic leadership means, because the term gets used in a lot of different ways. Sometimes it’s really appropriate and other times I’m left wondering if people understand what they refer to as toxic.
The Air Force is working on developing a definition of toxic leadership, so we can all understand.
I would say in a working definition right now on toxic leadership for us is a series of adverse behaviors that have an adverse impact on the unit or individuals. So, it’s not a one time series of negative behaviors, but it’s a continuous series of negative behaviors, that an individual would manifest that has a negative impact on a unit or on individuals, that’s toxic leadership for us.
I think that exists in our force from time to time, and it’s sometimes it’s a result of individuals who don’t have all the leadership tool sets that they need to handle the situations that they’ve been put in.
We are working to identify early what people’s shortcomings might be and give them an insight to that. It’s not to not allow them to become commanders, although that will be part of the discussion, but if we identify them in the right ways, can we give people the ways to develop and overcome those shortcomings?
There’s a fantastic course down at the Air University called the Leadership Development Course or LDC, the course sprung out of Gen. Goldfein’s work in revitalizing squadrons. They’re working to teach emotional intelligence and to teach understanding of interpersonal relationships and understanding how to lead in a positive way and inspiring way without having to revert to any of those adverse behaviors that might be characterized or seen as toxic.
I’m excited about that work. I wish that was available when I was going to go be a squadron commander. I learned a lot of things from watching other people. And luckily, I had some really good role models, but I would have loved to have some of that training and insight, so I could have known more about myself to help myself and to lead my organization in a better way.
Airman Magazine: Can you explain how changes in the talent management system might combat toxic leadership? Do you believe these changes will benefit all officers, regardless of when they peak in their careers?
Maj. Gen. Kelly: It starts with developing people the right way. The talent management system is going to identify short shortcomings in and where you’re missing a skill set, and hopefully give people a chance to correct course going forward. If I’m evaluating you on how you execute the mission, how you lead people and I’m grading that in the in the environment that we’re talking about it will help combat toxic leadership traits.
We’re driving the talent management system to reward the right behaviors in terms of leading people so that those people who are leading people in an inspirational way, in a positive way, are going to be the right people that we reward and move forward.
As a military organization we have some tough things to do. We’re going to ask people to go in harm’s way and put themselves in harm’s way from time to time. Positive leadership doesn’t mean it’s easy; it’s demanding. There are high standards and there needs to be high standards. We need to be a high standard, high performing organization, but we can do it in a positive way so that the leadership we get out is inspiring and caring leadership and that’s what we’re looking for.
Airman Magazine: What is your definition of emotional intelligence and what role does it play in the development of our leaders and what role has it had in your career?
Maj. Gen. Kelly: I think emotional intelligence is the ability first and foremost, to know yourself, your emotions and to control your emotions. So that you can use that understanding to have better interpersonal relationships and have a better understanding of others and your interaction with others.
When I first came into the Air Force, I don’t think I ever heard this terminology. I think it was there, we just didn’t know what it was. We used to talk about your ability to communicate effectively speaking, writing, leading, different things that we would focus on as leadership attributes. The idea of being able to understand yourself and understand others was always there. I just don’t know that we were as sophisticated and understood exactly what it meant. Labeling it as emotional intelligence and consciously understanding how to train it and how to get better at it and that’s where we’re going now, which is really exciting.
We have this great strength in our Air Force. We have people from all kinds of diverse backgrounds and ways of thinking. It’s difficult for you to lead diverse groups of people to be a high performing organization if you can’t understand and recognize where people are coming from or understanding yourself.
Air Force Basic Military Training trainees walk across a completed obstacle of bridge making during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated deployed environment.
Airman Magazine: Air University is developing an augmented reality exercise helping young officers shape their ability to interact effectively in social situations and to recognize and manage their emotions. How could programs like this have helped you in your career?
Maj. Gen. Kelly: I would have loved to have some of those programs and the idea of what they’re doing right now at the leadership development course at our air university is fantastic, because it’s a free training gym without any worries or any risk of failure.
You can train in a virtual training gym in what most of us learned from our actual experiences, whether it was purposeful or just un-purposeful trial and error. If I did something it didn’t work very well, if it didn’t feel so good, I learned and tried to do better. I modeled myself around the people I was lucky enough to observe and gain mentorship from. Now to have a place for us to try things, to fail and learn and learn about yourself in the process so that you have a much better opportunity to apply that in your interactions in a leadership role. Knowing what already works and doesn’t work for you, that’s a really powerful concept.
Airman Magazine: The Chief of Staff talks about the power of Failing Forward, not just with programs and ideas, but also with individuals. Can recall a specific time when you failed or took a calculated risk and failed which ultimately propelled you forward, either personally or in a specific mission?
Maj. Gen. Kelly: First, I failed a bunch of times. It wasn’t just once I failed, I failed quite often and I make mistakes a lot. I think all of us do. First and foremost, I think as an Airmen and leaders, we all have to recognize and understand that.
I can recall when I was a captain and I had a program I was in charge of, I was sort of a section chief of a program. And I had I had a three-star general stand in front of me, asking me questions. I was really excited about my program and I was really proud and convinced that everything I was saying was true. In the middle of me explaining, the general kept asking me questions and I felt like I could never get my answer out. So, I think I said, “Sir, if you’d let me finish, I’ll be able to tell you,” to which he turned and looked at me and said, “You don’t understand the questions I’m asking. You need to listen before you respond.” I felt like a big failure. It was a dressing down in front of everybody, but he was right. I was so sure that I knew what I was doing that I wasn’t listening. I was already thinking about my answer before he finished his questions.
It hurt for a couple of weeks, I had a little sore spot in my brain and my soul. But, you know, it made me understand that I needed to listen better and to know that I wasn’t going to be the only one with good ideas. It served me well as I went forward. I was lucky that particular general took it well and didn’t use it as a permanent failure experience for me.
Airman Magazine: What did that experience teach you or influence how guided other Airmen through failures?
Maj. Gen. Kelly: It made me double down on the idea that failure is not the end. You can recover from failure and that failure is probably a good thing periodically. If we never fail, we probably don’t push the envelope far enough forward to be better than what we can be.
That certainly influenced me to say, look, others around you are going to fail, how you respond to their failures and what you do with their failures is going to help shape them. So, I make sure they get the same opportunities I had to learn and grow. That’s really what became important for me out of that situation.
There’s been other times when I failed and that’s okay. I know we pushed the envelope and we got to where we needed to be and it didn’t quite work out, but we enjoyed the experience. It wasn’t very enjoyable for me when I had that first experience, but there have been other cases since then.
Airman Magazine: We have an intelligent force of high achievers who are afraid to fail and tend to try and solve problems on their own and believe failure can be a career killer. How do we move to a fail forward culture? Are the days of the one mistake Air Force behind us?
Maj. Gen. Kelly: I challenge that assertion. I don’t think we have a force of people who are afraid to fail or are risk averse. We are really blessed to have great talented Americans volunteer to come serve in our United States Air Force and in our Space Force. When we get them and they have that enthusiasm and they’re being innovative and they’re going forward and they’re failing, how we react to their failure will tell us whether they’re going to be risk averse or not.
If little mistakes are treated the same way as crimes or large mistakes, then I think you’re going to get a risk averse force. Periodically, we’ve probably had ourselves there. I don’t think we’re one mistake Air Force, I think we’re pretty mature in understanding that. But at the same token, I think we’re a force that says you have to learn from the mistakes you’ve made. Repeated failures or repeated mistakes for the same things isn’t something we can have. Because eventually, those repeated mistakes are going to translate to actual combat and an actual battlefield.
Airman Magazine: Is there anything else you’d like to add?
Maj. Gen. Kelly: It’s an exciting time for the Air Force. This idea that we have to make the force as a whole raise our acumen if you will, on what does it mean to be an Airman? What does it mean to be in the United States Air Force or United States Space Force? How do we build better leaders? How do we build a more lethal force for what is going to be required in the future? It’s an exciting time for us. I believe there’s lots of good thinking going on, there’s some great innovation and it’s a time to make a difference, so I’m excited to be part of it.
Top video game players are currently playing for a pool of almost $25 million’s worth in prizes in a game called DOTA 2, but one event that will take place on the main stage will be the most public display yet of a growing technology that will likely re-shape warfare in the way that the maturation of gunpowder or military aviation once did.
A team of artificial intelligence bots from OpenAI will take on a team of five professional human players and the AI will likely win. It will likely be the closest thing AI gets to a Billy Mitchell bombing the Ostfriesland moment.
The details of the game aren’t super important for this discussion, but you can read about it here if you care. Basically, the game is much more complex than the board games that AIs have been taking on in the last few years, and requires a much more complex system of evaluations and executions to win against humans, especially in team play.
Fans watch the proceedings during the 2014 DOTA 2 invitational.
So, what does this all have to do with war? OpenAI doesn’t exist to win video games. It’s a nonprofit started by big names like Elon Musk in order to advance safe AI (Artificial intelligence restricted to working for the benefit and safety of humans). In fact, most of OpenAI’s projects have nothing to do with video games. They just use DOTA 2 as a flashy way to get and keep people interested in their AI work.
What OpenAI really cares about is fueling breakthroughs in AI research and development for use in everything from managing cities to controlling factories. And while they don’t pursue military research, it’s not hard to see how a computer that can control a mage throwing fireballs across a digital battlefield might be taught how to control cruisers firing artillery shells across the water.
Other researchers have already created an AI that can outperform humans in small aerial dogfights. If an AI created with OpenAI’s deep-learning was aimed at that milestone, it could be expected to take on human opponents within a few months of creation, then win against teams within another year or less, and be able to dominate most human teams soon thereafter.
The U.S. Navy’s unmanned X-47B jet aircraft.
And that’s while we make the computer fly jets designed for humans and if it’s forced to treat its planes as assets it can’t sacrifice. But jets flown by humans don’t need to be constrained by the limits of the human body, meaning they can take tighter turns at higher speeds. And we don’t have to treat losing jets the same as we would losing jets with humans on board. The computer could treat them like DOTA 2 heroes: valuable, but ultimately disposable for the right gain.
And the U.S. and Chinese militaries, among others, know about these advantages of AI, and are pursuing AI technology for just that reason. And it won’t just apply to jets, but also submarines, armored vehicles, and potentially even infantry. After all, OpenAI has helped AIs train each other for controlling human-like bodies in everything from digital sumo matches to high winds.
So it’s easy to imagine that, in the next war, China and America will start turning more and more to their robot partners for help against their enemies, potentially each other.
For at least the next few decades, larger ships will still need human crews, which means that hundreds or thousands of sailors will still be at risk while fighting.
(U.S. Navy photo by Mass Communication Specialist 2nd Class Jacques-Laurent Jean-Gilles)
But this will create an even more frightening change in warfare than aerial bombing did. Sailors and soldiers will be asked to go forward either knowing that the decision has been made by an unfeeling machine or knowing that there was a chance the decision was made by a machine, and that they will be fighting a mix of machines and humans.
And AIs will likely be better at strategic decisions eventually, but it will still carry an added moral weight for troops knowing that they aren’t executing the will of a senior human, but a robot.
But, of course, it won’t be all bad. In isolated areas with little need for humans to safeguard against collateral damage, entire battles could be fought with little or no human losses.
A U.S. Marine leads a robot on a simulated patrol.
(U.S. Marine Corps photo by Kyle J. O. Olson)
Imagine a few decades into the future, one where robots can control warships and planes, submarines, and anti-aircraft guns. Now imagine the historic Battle of Midway where Japan lost five ships and 292 aircraft while suffering 2,500 casualties. The U.S. lost two ships and 145 aircraft while suffering 307 casualties.
Now, combine those two visions, a Battle of Midway where two of the world’s largest navies clash with almost no sailors having to fight at the front. Yes, the ships and planes would still be lost, and control of vast swaths of the world would still be decided by violent clashes, but the human sacrifice would be in the single or double digits.
And the victory for the winner will still be complete. After all, if the U.S. fleet survives at Midway, whether it is crewed by robots or humans, that’s still a physical fleet that can move towards the Japanese home islands.
So, yes, AI will almost certainly revolutionize warfare, and it will happen in the secrecy of classified labs until exploding into the open in a large war.
Until then, if you want to see the progress AI is making, watch the OpenAI Twitter and YouTube streams. Robots may prove their supremacy this week, if only in digital space…
Master Sergeant George Hand US Army (ret) was a member of the 1st Special Forces Operational Detachment-Delta, The Delta Force. He is now a master photographer, cartoonist, and storyteller.
How I always got stuck right next to Barticus in every cramped-quarters situation I’ll never know… but I always did! Barticus was the biggest pipe-hitter in my squadron, therefore took up the most room and always left me squashed. But for the value of the man as a hard-fighting warrior, well… I just resigned to remaining squashed.
And squashed I was on an MC-130 Combat Talon aircraft climbing passed 20,000 feet toward… well, it really didn’t matter much past 18,000 feet because we all had to go to breathing pure oxygen though a supply mask. It was night and the stress was piled on. Oh, how I hated jumping, on oxygen, from that height, at night… and oh, how Barticus knew that.
As my stress mounted I began to tolerate less the cramped conditions and the mass of Barticus pressing against me. I started to squirm and fidget more and more. Finally Barticus called to me his baritone voice muffled by the mask:
“Yeah, what man?”
“Have I ever told you, that I find you very attractive?”
That’s all it took and I was laughing out loud and coughing into my mask, but I was also chilled out and doing much better. A really good friend knows how to push your buttons sure, but they also know how to hit your funny bone and calm you down.
Barticus made his way into an opportunity of a lifetime recently to jump near the town Sainte-Mère-Église, Normandy, France on the 6th of June in honor of the men who jumped there 75 years ago. There but for the grace of God go I — oh, how I wish I could make that jump too; such an honor!
(Barticus W. Ricardo [left] and the author Geo kit up for an assault in South America)
I asked Barticus to please get me a photo of the famous Sainte-Mère-Église paratrooper Private John Marvin Steele’s effigy that the people of the town hung at the base of the bell tower of the church where he “landed”. John’s parachute snagged an outcrop of the church’s architecture and left John hanging for many hours with an injured foot until some German soldiers hiding inside the bell tower cut him loose.
(Two aspects of Private Steele’s effigy where it hangs still today from the base of the bell tower)
Traditionally, U.S. military organizations have taken veterans back to Sainte-Mère-Église for another jump back onto the Drop Zone (DZ) that they landed on so many years ago. These days it is highly unlikely that there are still veterans of the campaign who are in conducive physical condition to foot that bill.
Our young generations of fighting men, active duty and retired like Barticus and his crew, will continue to make that jump every year on the day of the anniversary of the invasion of Normandy, as long as there is still ground in Normandy to land on.
(The church at Sainte-Mère-Église feature an effigy of paratrooper Private John Marvin Steele who descended into the town and became suspended when his parachute snagged an outcropping of the church structure.)
A soldier didn’t let a recent mobilization stop him from delivering on a promise to elementary school students.
D.C. National Guard Sgt. Jacob Kohut was called to active orders after the insurrection attempt at the Capitol building earlier this month. That didn’t stop him from making time for his day job.
Kohut, who has served for 11 years, has been teaching music just as long. He said early on in his career, when he was completing student teaching requirements, it was suggested he explore the National Guard as a way to help with student loans. Even though his father is a Marine veteran who served during Vietnam, Kohut didn’t consider the military because he wanted to be a music teacher. Now, he has the best of both worlds.
What he didn’t think would happen is that he would be performing his teaching duties simultaneous to being on a mission.
Kohut is an elementary school teacher in Virginia that has gone virtual due to the pandemic. With his orders to protect the Capitol and White House for roughly 12 hour shifts, he still has a few hours each morning where he gets to be Dr. Kohut — band teacher.
So, what did his students think when they saw him in full uniform during his first virtual class while deployed? Kohut says there was a lot of shock initially.
“They definitely had a lot of questions in the beginning but now they are fine with it,” he said with a laugh.
To be clear, he’s not walking around armed and while teaching band all day, either.
“I’m definitely not teaching all of the classes but the ones that I can I do,” Kohut explained.
He also shared that he appreciates the recent attention he’s gotten for it, but he isn’t the only one. Roughly 7,000 Guard soldiers and airmen remain on duty in D.C., according to the National Guard Bureau.
“I don’t feel like a hero. There are people out here that are definitely in touch with their civilian careers too. That’s the Guard though; you do have a foot in both places at the same time,” Kohut said.
Those serving in the National Guard have experienced a unprecedented number of activations across all 50 U.S. states, territories, and Washington, D.C. Missions have included aiding governors with the pandemic response, civil unrest, vaccination distribution, and more recently, an expanded presence for inauguration security.
“When I am in my civilian job, I am always thinking about national security. You are always keeping your finger on the pulse. I am a bandsman, I play an instrument in the Army band. But still, we know anything is possible and we are always paying attention to what we could get called for,” Kohut said. “It’s been a very active year for [the] Guard and reserve throughout the world.”
Throughout his first years of teaching, he said on his drive into work he’d see all the monuments, the Capitol, and Arlington National Cemetery. His drill weekends brought that same drive and each left him with a profound sense of gratefulness, every single day.
“I take great pride in what I do. I could have made more money teaching somewhere or something else and many soldiers could leave and do the same. You do all of this because you have a higher purpose,” Kohut shared.
That higher purpose means that he was on duty for the inauguration, missing his son’s third birthday. It’s things like this that many within the public may not realize impact those who serve in the National Guard. Employer Support of the Guard and Reserve (ESGR) is among a group of resources offered by the Defense Department to strengthen relationships between those in the reserve component and their civilian employers.
Kohut stated that it is important for guardsmen to be upfront with their supervisors and actively seek out support when needed. He said the school he teaches for has been more than supportive and they have loved watching their favorite band teacher go viral. And, it’s more than that.
“They like that connection and they think more of me,” Kohut said. “That’s not just me though, that’s anyone who’s serving or proud to serve … It is a benefit to that employer and it allows them to give back to their own community by being flexible while you are on orders.”
For those considering the National Guard as a path, Kohut adds there is a role for anybody.
“The Army is big enough that there is room for anybody who wants to serve to do so in the best capacity that they are fit to do,” he said.
In 1783, a Welsh immigrant named Evan Williams founded Kentucky’s first commercial distillery and began producing Bourbon whiskey. Today, Evan Williams Bourbon continues his legacy, and remains synonymous with smooth taste, strong character, and American pride.
That’s why Evan Williams started their American-Made Heroes Program, which celebrates military heroes by sharing veterans’ stories of service to their country and community. After reviewing thousands of entries, Evan Williams selected six new American-Made Heroes.
U.S. Army Ranger Tyler Crane led platoons on multiple tours in Iraq and Afghanistan, before an IED blast cut his military career short. Forced to reconsider his path, he made it his mission to improve the lives of fellow veterans in and around Port Charlotte, Florida.
Tyler started the non-profit organization Veteran Excursions To Sea (V.E.T.S.), which works with military families and a dedicated group of local guides to promote “healing through reeling.”
He takes veterans and their families on fishing charters to encourage camaraderie, fun, and relaxation. “It’s just good therapy,” Tyler says. “There’s nothing like spending a day on the water.”
Dr. Archie Cook Jr. graduated from the Dental program at the University of North Carolina with help from the Air Force ROTC. After completion of service, he opened his own private practice. At his clinic, Archie offers medical discounts to members of the military and provides free and low-cost dental care to struggling veterans.
Archie also packs and distributes lunches to the homeless and volunteers with Veterans Empowering Veterans: an organization that provides basic services to help disenfranchised veterans get back on their feet. “If you’ve dedicated part of your life to serving our country,” he says, “you should at least have a hot meal and a roof over your head.”
Christopher Baity specialized as a Military Working Dog Handler and Kennel Master during his time with the U.S. Marine Corps. He completed three tours in Iraq, canvassing combat zones with his canine team to detect enemy explosives. After completion of service, Chris and his wife Amanda founded Semper K9 Assistance Dogs, a non-profit organization that turns rescue dogs into service dogs.
Chris trains each animal to provide companionship and emotional support to military veterans and their families, addressing a range of physical and psychiatric needs including PTSD and mobility challenges. “I continually try to learn the techniques and options being offered to disabled veterans,” he says. Since 2014, Chris has graduated over thirty dog teams.
Amanda Runyon learned the value of community service early on while volunteering at local health clinics. Raised in a family with a proud military tradition, she became the first woman in her family to enlist. As a Hospital Corpsman, Amanda provided medical care to Sailors and Marines. She was assigned to intensive care overseas, treating American service men and women suffering from combat injuries sustained in Iraq and Afghanistan.
After nine years of active duty, Amanda returned to her hometown of Spring Hill, Florida, where she continues to serve as a Registered Nurse in the school district. She also volunteers her time to activities in the surrounding community.
Chief Hospital Corpsman (Ret.) Michael “Doc” Stinson deployed several times as a combat medic with the Marine Corps. After 23 years of service, Michael retired and became a police officer with the Harbor Patrol in Milwaukee, Wisconsin.
Michael is an active member of the American Legion and serves as Treasurer of the Nam Knights Tundra Chapter: a motorcycle club honoring the sacrifices of military veterans and police officers. They raise funds and awareness for local causes and organizations, including HighGround Memorial Park in Neillsville, Wisconsin, that pays tribute to the heroism of all American veterans.
Sergeant Major (Ret.) Michael Siegel enlisted in the US Army at 17 and served for the next 25 years. Then and now, his mission in life is to lead soldiers, teach soldiers, and guide soldiers to be the best they can be.
Since his retirement, Michael continues to serve his community. He leads by example, volunteering with several youth organizations and fundraising for local charities. Today, he is the Director of Columbia College at Fort Leonard Wood, where he helps educate and position soldiers for successful careers after their military service.
Learn more about each of these incredible veterans and the work they’re doing in their communities at American-MadeHeroes.com.
For the first time outside the U.S., Norwegian and American F-35 Lightning II maintainers worked together on their aircraft June 17, 2019.
A team of five maintainers and four pilots from the 421st Expeditionary Fighter Squadron deployed to Norway for the historic cross-servicing event, during which the maintenance teams received and turned two American F-35As after their arrival from Finland.
The Norwegian air force already operates a fleet of 12 F-35s at Orland Air Base, and plans to eventually employ 52 of the fifth-generation aircraft throughout Norway. The visit was the first time American F-35s have landed in Norway.
“All firsts are special,” said Royal Norwegian Air Force Lt. Col. Eirik Guldvog, 132nd Air Wing executive officer and chief of staff. “For Norway and our European allies, who are entering the fifth-generation fighter era, it’s important to both have the U.S. on board and to train with the other partners around the North Sea.
“To have multinational cooperation within these nations and to have a significant F-35-capable force in the North Atlantic, of course that is important,” Guldvog continued. “This is the first step.”
While the visit was short, it was an opportunity to practice seamless integration in preparation for future deployments.
An F-35A Lightning II.
(U.S. Air Force photo/Samuel King Jr.)
“Air operations are often multinational, so it’s important that we train together and find every opportunity to interact on a normal basis,” Guldvog said.
According to U.S. Air Force Capt. Brett Burnside, 421st EFS F-35 pilot, the entire endeavor felt familiar and without any significant challenges.
“Even though they are from a different country and speak a different language, they are fighter pilots as we are,” Burnside said. “We simply connected with them on our F-35 datalink and it was just like working with any U.S. F-35 unit.”
Burnside said because Norway is a partner in the F-35 program, it’s extremely important to continue to foster this relationship. Additionally, he said Norway’s geographic location is immensely strategic as they have a large responsibility in quick reaction alert to scramble fighters to intercept hostile aircraft in the arctic region if necessary.
The F-35A Lightning II.
(U.S. Air Force photo by Alex R. Lloyd)
The now-proven ability of RNorAF’s Lightning II maintainers to successfully catch and turn American F-35s is a huge milestone for the country.
“F-35s will be the most important combat element within the Norwegian defense agencies,” Guldvog said. “Not just the air force. It will be the most potent offensive capability in Norway.”
A fleet of F-35As is currently deployed to Europe as part of the European Deterrence Initiative, which enables the U.S. to enhance a deterrence posture, increase the readiness and responsiveness of U.S. forces in Europe, support the collective defense and security of NATO allies and bolster the security and capacity of U.S. partners.
The M1128 Stryker Mobile Gun System has made its mark. You can see why in this video, where a slight hiccup with the main gun is overcome, and the gun goes off. However, does it truly match up with the M551 Sheridan light tank?
Well, technically, the Sheridan was an Armored Reconnaissance/Airborne Assault Vehicle that was first introduced in 1966. Its main gun was the M81, a 152mm gun that could also fire the MGM-51 Shillelagh missile.
The Shillelagh had a range of 3,000 meters. It didn’t work that well, and is only combat experience was being used against bunkers during Operation Desert Storm. A Sheridan could carry nine Shillelaghs and twenty “normal” rounds for the M81 gun.
The Sheridan did see a lot of combat in Vietnam, where it was both loved and hated. Its gun was very good at providing fire support, but it had a much slower rate of fire than the M48 Patton. Still, the Army bought over 1,600 Sheridans. The Sheridan was also the only armored vehicle that could be dropped in with the 82nd Airborne.
Now, let’s look at the M1128 Stryker Mobile Gun System. Like the rest of the Stryker family, it is an eight-by-eight wheeled vehicle. It fired the same M68 gun used on the M60 Patton and early versions of the M1 Abrams tank. It holds 18 rounds.
The gun is also mounted on an external weapons station with an autoloader. The M1128 can’t be air-dropped, though, but it can be flown in on a C-130.
Both vehicles have a .50-caliber machine gun and a 7.62mm machine gun to handle infantry threats. Neither are capable of resisting anything more powerful than a 14.5mm machine gun, although the Stryker can take additional armor (at the cost of mobility).
Both gave the Army’s lighter forces some extra firepower. But the Sheridan had some clear advantages over the Stryker, while the Stryker offers some improvements over the Sheridan.
Really, though, the best of both worlds was probably the XM8 Armored Gun System. This was a light tank that had a XM35 105mm gun, and could hold 30 rounds for its main gun (plus the .50-caliber and 7.62mm machine guns). The system was also able to take add-on armor to protect it against a number of battlefield threats. Sadly, it was cancelled in 1997.
The Army is fast-tracking an emerging program to engineer a longer-range artillery cannon able to out range enemy ground forces by hitting targets at more than twice the distance of existing artillery.
The service is now prototyping an Extended Range Cannon Artillery weapons with a larger caliber tube and new grooves to hang weights for gravity adjustments to the weapon — which is a modified M777A2 mobile howitzer.
Existing 155m artillery rounds, fired with precision from mobile and self-propelled howitzer platforms, have a maximum range of about 30km; the new ERCA weapon is designed to hit ranges greater than 70km, Army developers said.
“When you are talking about doubling the range you need a longer tube and a larger caliber. We will blend this munition with a howitzer and extend the range. We are upgrading the breach and metallurgy of the tube, changing the hydraulics to handle increased pressure and using a new ram jet projectile — kind of like a rocket,” a senior Army weapons developer told Warrior Maven in an interview.
The modification adds 1,000 pounds to the overall weight of the weapon and an additional six feet of cannon tube. The ERCA systems also uses a redesigned cab, new breech design and new “muzzle break,” the official explained.
“The ERCA program develops not only the XM907 cannon but also products, such as the XM1113 rocket assisted projectile, the XM654 supercharge, an autoloader, and new fire control system,” an Army statement said.
As part of an effort to ensure the heavy M777 is sufficiently mobile, the Army recently completed a “mobility” demonstration of ERCA prototypes.
The service demonstrated a modified M777A2 Howitzer with an integration kit for the mass mock-up of the modified XM907 ERCA cannon at Yuma Proving Ground, Arizona.
“Their [user] concern is that when the self-propelled program is done they will be left with a towed cannon variant that they can’t tow around, which is its number one mode of transportation,” David Bound, M777ER Lead, Artillery Concepts and Design Branch, which is part of the Armament Research, Development and Engineering Center, or ARDEC, said in an Army statement.
The ERCA is currently being configured to fire from an M109a8 Self-Propelled Howitzer, using a 58-Cal. tube; the existing M109a7, called the Paladin Integrated Management, fires a 39-Cal. weapon.
ERCA changes the Army’s land war strategic calculus in a number of key respects, by advancing the Army’s number one modernization priority – long-range precision fires. This concept of operations is intended to enable mechanized attack forces and advancing infantry with an additional stand-0ff range or protective sphere with which to conduct operations. Longer range precision fire can hit enemy troop concentrations, supply lines and equipment essential to a coordinated attack, while allowing forces to stay farther back from incoming enemy fire.
A 70-kilometer target range is, by any estimation, a substantial leap forward for artillery; when GPS guided precision 155mm artillery rounds, such as Excalibur, burst into land combat about ten years ago — its strike range was reported at roughly 30 kilometers. A self-propelled Howitzer able to hit 70-kilometers puts the weapon on par with some of the Army’s advanced land-based rockets — such as its precision-enabled Guided Multiple Launch Rocket System which also reaches 70-kilometers.
In a modern threat environment, wherein near-peer and smaller-level rivals increasingly possess precision-guided land weapons, longer-range C4ISR technology and drone weapons, increasing range is a ubiquitous emphasis across the Army and other services. Russia’s violations of the INF treaty, new S-500 air defenses, new Armata tanks and fast growing attack drone fleet — all point to a growing need for the US to outrange and outgun potential adversaries.
In fact, senior Army developers specifically say that the ERCA program is, at least in part, designed to enable the Army to out-range rival Russian weapons. The Russian military is currently producing its latest howitzer cannon, the 2S33 Msta-SM2 variant; it is a new 2A79 152mm cannon able to hit ranges greater than 40km, significantly greater than the 25km range reachable by the original Russian 2S19 Msta – which first entered service in the late 1980s, according to data from globalsecurity.org.
Early 2018, statements from the Ministry of Defence of the Russian Federation said that 2S19 Msta-S modernized self-propelled howitzers were fielded near Volgograd, Russia. The 2S19 Msta-S howitzers are equipped with an automated fire control system with an increased rate of fire, digital electronic charts, ballistic computers and satellite navigation systems, the report says.
Therefore, doing the simple math, a 70km US Army ERCA weapon would appear to substantially outrange the 40km Msta-S modern Russian howitzer.
(photo from Ministry of Defence of the Russian Federation)
While senior Army weapons developers welcome the possibility of longer-range accurate artillery fire, they also recognize that its effectiveness hinges upon continued development of sensor, fire control and target technology.
“Just because I can shoot farther, that does not mean I solve the issue. I have to acquire the right target. We want to be able to hit moving targets and targets obscured by uneven terrain,” the senior Army developer said.
Multi-domain warfare is also integral to the strategic impetus for the new ERCA weapon; longer range land weapons can naturally better enable air attack options.
Operating within this concept, former Army TRADOC Commander Gen. David Perkins and Air Force Air Combat Command Commanding General James Holmes launched a new series of tabletop exercises several months ago — designed to to replicate and explore these kinds of future warfare scenarios. The project is oriented toward exploring the kind of conflicts expected to require technologically advanced Army-Air Force integration.
In a previous Pentagon report, Holmes said the joint wargaming effort will “turn into a doctrine and concept that we can agree on.”
Such a development would mark a substantial step beyond prior military thinking, which at times over the years has been slightly more stove-piped in its approach to military service doctrines.
Interestingly, the new initiative may incorporate and also adjust some of the tenants informing the 1980’s Air-Land Battle Doctrine; this concept, which came to fruition during the Cold War, was focused on integrated air-ground combat coordination to counter a large, mechanized force in major warfare. While AirLand battle was aimed primarily at the Soviet Union decades ago, new Army-Air Force strategy in today’s threat environment will also most certainly address the possibility of major war with an advanced adversary like Russia or China.
Jumping more than 40 years into the future beyond AirLand Battle into to today’s threat climate, the notion of cross-domain warfare has an entirely new and more expansive meaning. No longer would the Air Force merely need to support advancing armored vehicles with both air cover and forward strikes, as is articulated in Air-Land Battle, but an Air Force operating in today’s war environment would need to integrate multiple new domains, such as cyber and space.In fact, the Army’s new Operations 3.0 doctrine already explores this phenomenon, as it seeks to pivot the force from more than a decade of counterinsurgency to preparedness for massive force-on-force warfare.
After all, drones, laser attacks, cyber intrusions and electronic warfare (EW) tactics were hardly on the map in the 1980s. Forces today would need to harden air-ground communications against cyber and EW attacks, network long-range sensor and targeting technology and respond to technologically-advanced near-peer attack platforms, such as 5th-generation stealth fighters or weaponized space assets.
In a concurrent related effort, the Army is also engineering a adaptation to existing 155mm rounds which will extend range an additional 10km out to 40km.
Fired from an existing Howitzer artillery cannon, the new XM1113 round uses ram jet rocket technology to deliver more thrust to the round.
“The XM1113 uses a large high-performance rocket motor that delivers nearly three times the amount of thrust when compared to the legacy M549A1 RAP,” Ductri Nguyen, XM1113 Integrated Product Team Lead.” “Its exterior profile shape has also been streamlined for lower drag to achieve the 40-plus kilometers when fired from the existing fielded 39-caliber 155mm weapon systems.”
Soldiers can also integrate the existing Precision Guidance Kit to the artillery shells as a way to add a GPS-guided precision fuse to the weapon. The new adapted round also uses safer Insensitive Munition Explosives.
This article originally appeared on Warrior Maven. Follow @warriormaven1 on Twitter.
Apocalypse Now. Full Metal Jacket. Platoon. Top Gun. Black Hawk Down. A Few Good Men. Saving Private Ryan. Kelly’s Heroes. Crimson Tide.
If you ask your circle of friends and family what some of their favorite military films are, you could get literally a hundred different answers. You’d probably have to ask a few more friends and listen to another hundred more before you get someone to organically name 2006’s The Guardian as a movie they’ve even heard of.
Just to get a few FAQ out of the way early on: yes, Kevin Costner and Ashton Kutcher did a film together. Yes, it is based on the military. Yes, it is about the US Coast Guard. Yes, the USCG is an arm of the US Armed Forces.
As you can imagine, there aren’t very many people who would dare call this a good film, but I ask that you pump the brakes a bit and read why The Guardian should be on your list of favorite military films.
The original DHS
(Image from MilitaryHumor.com)
A movie about the Coast Guard?
As stated above, yes, the Coast Guard is a branch of the military… kind of.
They aren’t, technically, a part of the Department of Defense so there is that odd “one of these things is not like the others” vibe going on, but they are our brothers and sisters, regardless. At one point they were Department of Transportation during peacetime and switched over to Department of Defense, falling under the umbrella of the Navy, during wartime.
They currently fall under the Department of Homeland Security, another departmental move that makes many of us lower-level peons scratch our heads.
Yes, the USCG got some badasses, too!
(Image from Outsideonline.com)
It features some unheralded badasses
Rescue swimmer seems like the most fitting name for this group of hardened heroes, but they have a much more official title: Aviation Survival Technician. Regardless of all of that, the AST of the US Coast Guard is a certified badass.
It is one of the US military’s most elite careers with about an 80% washout rate. For comparison sake, that’s about the same attrition rate as the Green Beret and Navy SEAL, and higher than the Army Ranger!
A bit of split in opinion between the critics and the audience
(Image from Rotten Tomatoes.com)
It’s better than you think
Sure it made less than m in profit (horrible for a major theatrical release). Yes, it is lambasted on movie critiquing platform, Rotten Tomatoes. However, have you seen it?
Give The Guardian a good, genuine, non-biased once over, and you’ll likely find yourself among the 80% of the audience who think this film is rated “fresh.” The film doesn’t tell any groundbreaking story. It is a completely fictionalized account but there are enough moments to draw you in, and that ending is truly special, if not a bit predictable.
(Image from 20th Century Fox’s Dude, Where’s My Car?)
It’s one of the few watchable Ashton Kutcher films
Look, Ashton Kutcher is a great man. He is involved in some of the most selfless causes in modern society. He has been instrumental in raising awareness, if nothing else, to the mainstream.
He also has a pretty decent track record when it comes to television. He was key in That 70’s Show, created and hosted Punk’d, replaced Charlie freakin’ Sheen on Two and a Half Men, and is currently putting out the Netflix Show, The Ranch. His television reputation is intact. Filmwise..not so much.
A bit of a holdover of a foregone era in a way, Kutcher doesn’t seem to have the same magic when selected for movie projects as he does with TV. Of the 20+ movies Kutcher has starred in The Guardian is one of about four films that is actually enjoyable without intoxicants.
Yea… he did this doozy too
(Image from Universal Pictures’ Waterworld)
It’s got Costner being Costner
Similar to his co-star, Kevin Costner has a bit of a checkered history when it comes to choosing movie roles. On the one hand you have films like Dances with Wolves and Hatfields McCoys, two productions that yielded major awards and nominations for Costner.
On May 1, 2018, a Swedish Air Force S102B Korpen has started operating in the eastern Med.
The aircraft is one of two SwAF’s S102B Korpen aircraft, heavily-modified Gulfstream IVSP business jets used to perform ELINT missions. These aircraft have been in service with the Swedish Air Force since 1992, when they have replaced the two TP85s (modified Caravelle airliners formerly belonging to the SAS airline) that had been operated for 20 years since 1972. They are equipped with sensors operated by ELINT personnel from the FRA (the Radio Establishment of the Defense), capable to eavesdrop, collect and analyze enemy electronic emissions. As we have often reported here at The Aviationist, the Korpen jets routinely conduct surveillance missions over the Baltic Sea, flying high and fast in international airspace off the area of interest. The most frequent “target” of the S102B is Kaliningrad Oblast and its Russian installations. For this reason, the Swedish ELINT aircraft are also frequently intercepted by Russian Su-27 Flankers scrambled from the Kaliningrad exclave’s airbases.
Anyway, it looks like the Swedish airplane has now pointed its sensors to the Russian signals in Syria, deploying to Larnaca, Cyprus: the example 102003/”023″, using callsign “SVF647”, was tracked, by means of its ADS-B/Mode-S transponder, twice on May 1, 2018, flying off Syria, Lebanon, Israel and Egypt, more or less in the very same way many other aircraft (U.S. Navy P-8s, U.S. Air Force RQ-4 and RC-135s) have been doing for some weeks.
Here’s the first mission in the morning on May 1, 2018:
Here’s the second mission, later on the same day (21.40LT):
Considered the quite unusual area of operations, one might wonder why the Swedish S102B is currently operating close to the Syrian theater, so far from home. We can just speculate here, but the most likely guess is that the aircraft is collecting ELINT off Syria to acquire new baseline data for assets that are deployed there and which may either be currently or imminently deployed in Kaliningrad. Possibly surface vessels too, which might add to the Baltic Electronic Order of Battle. “I think they are just acquiring ELINT that is unique to Syria and might have applications in the Baltic,” says a source from the U.S. Rivet Joint community who wishes to remain anonymous.
For sure, with all the Russian “hardware” deployed to Syria, often referred to as a “testbed” for Moscow’s new equipment, there is some much data to be collected that the region has already turned into a sort of “signals paradise” for the intelligence teams from all around the world.
This article originally appeared on The Aviationist. Follow @theaviationist on Twitter.
On Jun. 17, 2018, Chippewa Valley Regional Airport in Eau Claire, WI hosted an airshow that included the display of the Air Combat Command’s F-16 Viper Demo Team.
Piloted by Maj. John “Rain” Waters, an operational F-16 pilot assigned to the 20th Operations Group, Shaw Air Force Base, South Carolina and the United States Air Force F-16 Viper Demonstration Team commander, the F-16 performs an aerobatic display whose aim is to demonstrate demonstrate the unique capabilities by one of the Air Force’s premier multi-role fighters, the F-16 Fighting Falcon, better known as “Viper” in the pilot community.
The F-16 Viper Demo always starts with a take-off followed by a low, high-g turn. The maneuver was filmed from a privileged position (the slow motion effect contributes to the stunning results):
Burke Waldron is U.S. Navy veteran who participated in the invasions of Makin and Saipan in the Pacific during World War II. He left the Navy in 1946 at the rank of Petty Officer 2nd Class.
On Memorial Day 2016, the Seattle Mariners asked Waldron to throw out the first pitch in their game against the Padres. With veteran pride, Waldron took the mound in his dress uniform and hurled a left-handed heater to Mariners’ catcher Steve Clevenger.
See Waldron’s awesome game-opening throw in the video below: