Irresistible Revolution
Matthew Lohmeier’s 2021 book Irresistible Revolution does a great job highlighting and explaining the Marxist roots of many recent DoD policies that are crushing readiness.1 While there is much truth in the work, I don’t think the current dynamics we face can be entirely laid at the feet of Marxism. After reading
excellent article entitled The China Convergence, I am fully persuaded that race Marxism is only the latest development in an older, more pervasive, and even more sinister project: the managerial revolution. This blog being H2F Man, I wanted to write this article to discuss some of the implications that exist for the Army’s Holistic Health and Fitness (H2F) system, of which there are many. If you’ve never heard of the managerial revolution, Lyons’ article is truly essential reading. It is quite long at 31k words, but without that context this article won’t make much sense unless you’re already familiar with the ideology of people like Woodrow Wilson and John Dewey as well as the historical analysis of writers like Burnham and Lasch. Even if this describes you, Lyons’ fantastic article is still worth your time!
So why do I see H2F as being counter-revolutionary given the context of the managerial revolution we’re all being forced to endure? It all begins with its potential to develop the greatest existential threat to managerial rule: self-governance.
Self-Governance
One of the key features of the managerial revolution is its diametric opposition to the quintessentially American notion of self-governance. The reason for this opposition couldn’t be more straightforward: as the self regulatory competence of individuals and communities increases, the demand/tolerance for managerial interference commensurately decreases. The H2F system can really be thought of as a program targeting the development of self-governance in Soldiers at the individual level. In the initial training environment sleep, nutrition, physical training, and even a certain degree of mental and spiritual conditioning can be imposed, but as Soldiers transition to garrison life, the establishment and maintenance of effective behaviors across these domains depends on self-governance. Lyons provides a great description of self-governance at the individual level thus:
A self-governing individual is one willing and able to make his own decisions about what to think and do, and how to do it, rather than automatically looking to some external authority to do these things for him. To do so he must have first developed some trust in his own ability and authority to judge the truth, decide, and act, as well as the courage to accept and take on risk. He must have some faith in his own skill, agency, and ability to accomplish things in the world (including through cooperation with others) and to thereby influence his own fate and that of his community. In psychological terms he has an internal rather than external locus of control.2 In other words, he must possess a certain degree of self-reliance.
Do we want Soldiers, especially the junior enlisted variety, to trust their own reasoning and decision making capability over “some external authority” though? In a word, yes. Developing Soldiers from junior enlisted into NCOs can really be thought of as deliberately facilitating a transition towards self-governance. As Soldiers make the transition themselves, they gain the attributes and skills needed to develop the next generation in turn. At certain times in the history of the organization, this happened with little interference, but the instincts of the managerial class apparatchiks rankle at the thought of this development in practice, for this describes an organization that has little need for the meddling hands of managers perpetually driven to justify their existence at echelon.
Backbone
The NCO corps deserves its reputation as “The Backbone of the Army.” Even to this day under the vast, expansive, and oppressive managerial regime, the Army wouldn’t be able to continue to function absent these individuals committed to keep the gears of the big green machine turning. On the one hand, everything the H2F system aims to accomplish could, and notionally should, be executed by the NCO corps. The practical constraint to this, however, is that the aggregate level of experience and expertise in the NCO corps has suffered along with the rest of the organization amid the recruiting and retention crisis. This is nothing new, however. These exact dynamics existed in the wake of the Vietnam War as astutely described by FEAR AND LOATHING IN THE VOTOR POOL: An Historical Context for Framing Leadership Challenges In The U.S. Army With Special Consideration Given To The Corps of Noncommissioned Officers. While it may look like just another managerial program at first glance, if the autonomy of Brigade Program Directors can be maintained, the H2F System can be used to re-establish American NCOs as the self-governing corps they are meant to be.
Counter-Revolutionary Trojan Horse
By appearing to senior leaders to be a managerial enterprise, the H2F System received approval more quickly than anyone expected. I attribute the enthusiasm among seniors for the program to how it briefs so well alongside the “People First” political imperative (and of course the overall progression of the managerial revolution). NCOs have always been in charge of fitness training, so to remove the responsibility for its administration to a credentialed class of managers satisfied every instinct of decision makers at echelon. Unlike similar programs, however, there is little to no oversight and influence over the H2F program at echelons above brigade (EAB) , where the bulk of those indoctrinated into the managerial mindset reside. Insofar as H2F subject matter experts exist in EAB, they are often recruited from the sports world where the reality testing of regular competition keeps the flames of realism alive that are otherwise aggressively extinguished early in the careers of managerial bureaucrats. Pragmatism and competence on the part of the program’s proponent gives Brigade level program directors the autonomy to actually find solutions to the complex problems we face along with dedicated resources that they control in order to facilitate execution. If developing the self-governance of the NCO corps is targeted by these program directors, this makes the H2F program of that respective Brigade inherently counter-revolutionary. Of course, this is only one potential course of action, but it is one that I’m sure some directors are pursuing. If this is allowed to continue, over time such programs might actually be able to demonstrate tangible benefits…
Echelons Above Brigade Strike Back
Seeing the resources being allocated to this nascent program and sensing an inability to take credit for what is designed to be a more or less autonomous brigade-level system, flag officers at echelon have become very interested in H2F. How is it being utilized? What metrics can we use to evaluate performance and effectiveness? For the purposes of justifying continued expenditure on the program at the level of the Pentagon (HQDA), this collection of metrics is already ongoing. The proponent of the program performs this task quite well, and has already demonstrated some substantial benefits comparing H2F resourced Brigades to those without. So why are other commands so interested in obtaining their own metrics? My interpretation is that they are driven by their need to manage. That this program does not require, and in fact will only suffer from the management of EAB is irrelevant. If they’re not independently collecting metrics for the program, they can’t even pretend to manage H2F, let along craft a narrative that allows them to take credit for any success it might enjoy. Metrics are the first step in what will be an ongoing battle between true advocates for a novel program that has the potential to make a real difference and those striving to ensure that whenever resources are employed at scale, managerialism is involved and gets the lions share of the credit.
Compromise
If the H2F System is to be effective and survive, compromise with the managerial class apparatchiks that run the show will be necessary. If leaders in the H2F space don’t actively work to establish a narrative that allows leaders at EAB to take credit for everything good that happens in the program, they will kill it and work to reallocate the resources to programs that can serve that function.3 To achieve this compromise a narrative is needed to give seniors what they desire while ensuring that the maximum level of autonomy is retained by Brigade Commanders to employ H2F Program Directors as they see fit. In practice, we will need H2F Program Directors of exceptional character and competence to advise Brigade Commanders on how using H2F resources to develop, as opposed to undermine, the NCO corps is the key to success.
Resisting the Managerial Revolution
The managerial revolution from its inception has run counter to the American first principle of self-governance. The apparatchiks that occupy the senior ranks are instinctively opposed to programs that might move the organization towards self-governance, even if this is a pre-requisite for an optimally effective fighting force. While they might understand this at a conscious level, leaders at echelon prefer junior Soldiers who spend their workdays submissively acquiescing to their every demand and their evenings and weekends trapped in Pixel Valhalla over strong willed and independently minded Soldiers who may be infinitely more capable in a fight, but equally difficult to manage in garrison. If a compromise with seniors can be reached whereby they get all the credit and autonomy is retained, then H2F can serve as a key counter-revolutionary node resisting the perverse managerial impulses to centrally control and direct the lives of Soldiers as a proverbial devouring mother. If successful, H2F will help Soldiers return to the path towards self-governance, and in the process help realign Soldiers with their primary professional purpose: fulfilling their oaths to the Constitution.
This is a point of contention where the regimes assertion is the exact opposite. Diversity, Equity, and Inclusion are critical for national security, they say. That this is the party line of the ruling managerial elite will be no surprise if you read Lyons’ article.
Lyons linked to the wikipedia article on locus of control. I took the liberty of changing the link to the article I’ve written previously on the subject and how to applies in the military.
Like annual Wellness Checks, for example.
“The managerial revolution from its inception has run counter to the American first principle of self-governance. “
Yes, and it’s anti human and inhuman as well.
This is like Mission Command:
First you have to defeat Blue Army (Managerialist Establishment).
As it happens....🤔