Category Archives: Military

China: The Struggle for Territory Eclipses Trade

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Journal of Political Risk, Vol. 8, No. 6, June 2020

Military trucks drive along a closed-off 10-lane highway. Sky scrapers and trees can be seen in the background.

Military parade to commemorate the 70th anniversary of the Chinese people’s victory in the Japanese Resistance War and the end of World War II, 2015. The number of tanks in China’s armored forces ranks third in the world. The main battle tanks have the ability to fight under nuclear and night conditions. Source: Press Service of the President of Russia.

William R. Hawkins
Former U.S. House Foreign Affairs Committee member

In February 1999, President Bill Clinton opened a major foreign policy speech by  claiming, “Perhaps for the first time in history, the world’s leading nations are not engaged in a struggle with each other for security or territory. The world clearly is coming together.” This was the height of the post-Cold War delusion that history had come to an end and that a new world order had dawned based on a global partnership for economic development. Yet, Clinton knew that this was still a work in progress. In the same San Francisco speech he talked about conflicts in the Middle East, Southwest Asia and the Balkans, the threat of nuclear proliferation, and the need to bring Russia and China “into the international system as open, prosperous, stable nations.” The emphasis, however, was always on economics, a peaceful way to rise within classical liberal theory, transcending political issues and separating wealth from power in an interdependent world.

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Revisiting Grand Strategy

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Journal of Political Risk, Vol. 8, No. 5, May 2020

A black and white image depicts the General Board of the U.S. Navy meeting in 1932 in Washington D.C. Seven men are depicted sitting around table in suits.

The General Board of the U.S. Navy meets in 1932 in Washington D.C. This board existed as an advisory body to the Secretary of the Navy from 1900-1950, and was involved in long range strategic planning focused on the maritime security component of U.S. grand strategy. Its members included the Chief of Naval Operations, President of the Naval War College, Commandant of the Marine Corps and head of naval intelligence. Source: Naval Historical Center.

John T. Kuehn, Ph.D.
Professor of Military History
U.S. Army Command and General Staff College
Fort Leavenworth, Kansas

A recent article in Foreign Affairs by Daniel W. Drezner, Ronald R. Krebs, and Randall Schweller hoisted the white flag: “The End of Grand Strategy: America Must Think Small.”   The article implies that an American attempt to develop a grand strategy, or to support the current grand strategy in vogue, are both vain pursuits.

One reaction to prescriptions of this sort, or rather proscriptions, is to examine what the authors mean exactly by “grand strategy,” what is their definition?

Perhaps their definition is so different from other accepted definitions of this concept that there is no need to worry, maybe they are talking about something else.
After all, this author wrote on the topic ten years ago, bemoaning that the problem was rooted in, although not limited to, a general lack of understanding of the meaning of the term, especially by military professionals in the nation’s service and war colleges.   It might be useful to compare my definition with that consigned to the dust bin by the FA authors.

Carl von Clausewitz has written that as military campaigns proceed, the war as a whole replaces the campaign, and the whole country the theater of operations. In other words, grand strategy is “the next stage,” which encompasses the strategic considerations for “the whole country.”

But the authors argue that, “A grand strategy is a road map for how to match means with ends.”

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The Recurring Intellectual Plague of Globalization

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Journal of Political Risk, Vol. 8, No. 5, May 2020

The photo is taken from behind an office worker in a shirt. They are only partially visible. The focus is on a laptop screen depicting graphs and pieces of paper.

A rear view of a businessman as he tries to sort out the mess of geopolitical events. Source: Pexels.

William R. Hawkins
Former U.S. House Foreign Affairs Committee

In the public mind, the outsourcing of jobs to China, which built the conveyer belt that carried Covid-19 from Wuhan to the world, was the fault of soulless transnational corporations. Greedy business tycoons were willing to deal with anyone in the pursuit of profit, regardless of larger consequences (of which the current pandemic is not the most dire). What cannot be overlooked, however, is that these private actors were given moral cover by intellectuals who assured them that they were fulfilling a higher purpose by spreading liberal values and promoting peace in a new era of globalization. Continue reading →

Canary In The Coal Mine: The US Navy’s Dilemmas As An Indication Of A Culminating Point In National Grand Strategy

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Journal of Political Risk, Vol. 8, No. 4, April 2020

A series of navy ships is depicted from a distance on the ocean. They appear to be travelling rapidly.


June 20, 2000 – The U.S.S. Abraham Lincoln Battle Group and ships from Australia, Chile, Japan, Canada, and Korea steam alongside one another for a Carrier Battle Group Photo during RIMPAC 2000. US Navy.

Captain Robert C. Rubel
USN (Ret)

From a resource point of view, the US Navy has not been doing well lately, its program to expand fleet size to 355 ships, a number that seems to be accepted by the Administration and Congress, has been suffering a series of setbacks.  Whether being raided for money to build a border wall, forced to fund the replacement ballistic missile submarine program or constricted due to the need to bolster current readiness, the Navy’s shipbuilding budget is under tremendous pressure, and Congress, despite a desire for a bigger fleet, has not increased the Navy’s top line sufficiently to accelerate ship construction.  Moreover, and perhaps worse, the Navy has been unable to produce a fleet structure assessment (FSA) that passes muster with the Secretary of Defense, who doubts the validity of a key assumption that underpins the study.[1]

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Defeating China: Five Strategies

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Journal of Political Risk, Vol. 8, No. 4, April 2020

Fighter jets of the U.S. Navy Blue Angels demonstration squadron fly over the Lincoln Memorial during the Fourth of July Celebration 'Salute to America' event in Washington, D.C.

Fighter jets of the U.S. Navy Blue Angels demonstration squadron fly over the Lincoln Memorial during the Fourth of July Celebration ‘Salute to America’ event in Washington, D.C., U.S., on Thursday, July 4, 2019. Source: Official White House Photo by Joyce N. Boghosian.

By Anders Corr, Ph.D.
Publisher of the Journal of Political Risk

Since 1989, when China massacred thousands of its own people in Tiananmen Square to stop a pro-democracy protest, the country has arguably grown into the world’s most powerful and centralized state. China’s GDP by purchasing power parity (PPP) is approximately $25.4 trillion, while the U.S. GDP PPP is only about $20.5 trillion.[1] One man, Chinese President Xi Jinping, has almost total control of China’s economy and a leadership position for life. China’s authoritarian system, most recently, allowed the COVID-19 virus to become a pandemic. By the time it is controlled, it may have killed up to millions of people.

Compared to Xi Jinping, political leaders in democracies have comparatively little economic power. U.S. President Donald Trump, for example, has only partial control of the smaller (by purchasing power parity when compared to China) U.S. economy, and must be reelected in 2020 to continue his tenure for a maximum of an additional four years.

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