Making Strategic Sense Of Cyber Power Why The Sky Is Not Falling Enlarged Edition

Cyber is now recognized as an operational domain, but the theory that should explain it strategically is, for the most part, missing. It is one thing to know how to digitize; it is quite another to understand what digitization means strategically. The author maintains that, although the technical and tactical literature on cyber is abundant, strategic theoretical treatment is poor. He offers four conclusions: (1) cyber power will prove useful as an enabler of joint military operationsl; (2) cyber offense is likely to achieve some success, and the harm we suffer is most unlikely to be close to lethally damaging; (3) cyber power is only information and only one way in which we collect, store, and transmit information; and (4) it is clear enough today that the sky is not falling because of cyber peril. As a constructed environment, cyberspace is very much what we choose to make it.

Cyber is now recognized as an operational domain, but the theory that should explain it strategically is, for the most part, missing. It is one thing to know how to digitize; it is quite another to understand what digitization means strategically. The author maintains that, although the technical and tactical literature on cyber is abundant, strategic theoretical treatment is poor. He offers four conclusions: (1) cyber power will prove useful as an enabler of joint military operations; (2) cyber offense is likely to achieve some success, and the harm we suffer is most unlikely to be close to lethally damaging; (3) cyber power is only information and is only one way in which we collect, store, and transmit information; and, (4) it is clear enough today that the sky is not falling because of cyber peril. As a constructed environment, cyberspace is very much what we choose to make it. Once we shed our inappropriate awe of the scientific and technological novelty and wonder of it all, we ought to have little trouble realizing that as a strategic challenge we have met and succeeded against the like of networked computers and their electrons before. The whole record of strategic history says: Be respectful of, and adapt for, technical change, but do not panic.--Publisher description.

Cyber is now recognized as an operational domain, but the theory that should explain it strategically is, for the most part, missing. It is one thing to know how to digitize; it is quite another to understand what digitization means strategically. The author maintains that, although the technical and tactical literature on cyber is abundant, strategic theoretical treatment is poor. He offers four conclusions: (1) cyber power will prove useful as an enabler of joint military operations; (2) cyber offense is likely to achieve some success, and the harm we suffer is most unlikely to be close to lethally damaging; (3) cyber power is only information and is only one way in which we collect, store, and transmit information; and, (4) it is clear enough today that the sky is not falling because of cyber peril. As a constructed environment, cyberspace is very much what we choose to make it. Once we shed our inappropriate awe of the scientific and technological novelty and wonder of it all, we ought to have little trouble realizing that as a strategic challenge we have met and succeeded against the like of networked computers and their electrons before. The whole record of strategic history says: Be respectful of, and adapt for, technical change, but do not panic.--Publisher description.

From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together

In this magisterial tour d'horizon of the air weapon's steady rise in effectiveness since its fledgling days, Colin Gray, a prolific strate gist of long-standing scholarly achievement and international repute, has rightly taken a long view of today's pattern of regional conflict by appraising airpower in the broader context in which its operational payoff will ultimately be registered. His careful development of airpower's “strategic narrative,” as he calls it, shows convincingly how the relative criticality of the air weapon in joint warfare is neither universal nor unchanging but rather is crucially dependent on the particular circumstances of a confrontation. More to the point, viewed situationally, airpower can be everything from single-handedly decisive to largely irrelevant to a combatant commander's needs, depending on his most pressing challenges of the moment. Because its relative import, like that of all other force elements, hinges directly on how its comparative advantages relate to a commander's most immediate here-and-now concerns, airpower does not disappoint when it is not the main producer of desired outcomes. Indeed, the idea that airpower should be able to perform effectively in all forms of combat unaided by other force elements is both an absurd measure of its operational merit and a baseless arguing point that its most outspoken advocates, from Giulio Douhet and Billy Mitchell onward, have done their cause a major disservice by misguidedly espousing over many decades. Although the air weapon today may have been temporarily overshadowed by more land-centric forms of force employment, given the kinds of lower-intensity conflicts that the United States and its allies have been obliged to contend with in recent years, there will most assuredly be future times when new challenges yet to arise will again test America's air posture to the fullest extent of its deterrent and combat potential. Professor Gray's central theme is that airpower generates strategic effect. More specifically, he maintains, airpower is a tactical equity that operates—ideally—with strategic consequences. To him, “strategic” does not inhere in the equity's physical characteristics, such as an aircraft's range or payload, but rather in what it can do by way of producing desired results. From his perspective, a strategic effect is, first and foremost, that which enables outcome-determining results. And producing such results is quintessentially the stock in trade of American airpower as it has progressively evolved since Vietnam. Airpower for Strategic Effect offers an uncommonly thoughtful application of informed intellect to an explanation of how modern air warfare capabilities should be understood. Along the way, it puts forward a roster of observations about the air weapon that warrant careful reflection by all who would presume to find it wanting. Among the most notable of those observations are that context rules in every case and that whether airpower should be regarded as supported by or supporting of other force elements is not a question that can ever have a single answer for all time. Rather, as noted above, the answer will hinge invariably on the unique conditions of any given conflict.

This book explores the political process behind the construction of cyber-threats as one of the quintessential security threats of modern times in the US. Myriam Dunn Cavelty posits that cyber-threats are definable by their unsubstantiated nature. Despite this, they have been propelled to the forefront of the political agenda. Using an innovative theoretical approach, this book examines how, under what conditions, by whom, for what reasons, and with what impact cyber-threats have been moved on to the political agenda. In particular, it analyses how governments have used threat frames, specific interpretive schemata about what counts as a threat or risk and how to respond to this threat. By approaching this subject from a security studies angle, this book closes a gap between practical and theoretical academic approaches. It also contributes to the more general debate about changing practices of national security and their implications for the international community.