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This is the pilot in a series of reports on strategic planning conducted within the U.S. Department of Defense. It focuses on the strategic planning responsibilities of the Chairman of the Joint Chiefs of Staff because planning at that level provides the critical nexus between the strategic direction provided by the National Command Authorities and its implementation by the unified combatant commands and military departments. The authors' thorough understanding of the statutory requirements for strategic planning and the interactions between the Chairman's complex strategic planning process and other key DOD planning systems enables them to explicate today's strategic planning challenges and offer insightful recommendations. Strategic planning in the post-Cold War era has proven to be exceptionally problematic. The plethora of national and international tensions that the east-west confrontation of the Cold War in large measure subdued combine now to create a world replete with diverse challenges to U.S. interests. Equally disturbing is the fact that these challenges are not as clearly defined and easily articulated as was the monolithic Soviet threat. The authors point out that the Cold War provided inherent stability in U.S. strategic planning and that the basic elements of a strategic military plan evolved over time. They go on to argue that the elimination of the National Military Strategy Document and the abandonment of the Base Case Global Family of Operation Plans amounted to recision of the Chairman's strategic plan, and that nothing has been developed to take its place.
This is the second in an analytical series on joint issues. It follows the authors' U.S. Department of Defense Strategic Planning: The Missing Nexus, in which they articulated the need for more formal joint strategic plans. This essay examines the effect such plans would have on joint doctrine development and illustrates the potential benefits evident in Australian defense planning. Doctrine and planning share an iterative development process. The common view is that doctrine persists over a broader time frame than planning and that the latter draws on the former for context, syntax, even format. In truth the very process of planning shapes new ways of military action. As the environment for that action changes, planners address new challenges, and create the demand for better methods of organizing, employing and supporting forces. Evolutionary, occasionally revolutionary, doctrinal changes result. The authors of this monograph explore the relationship between strategic planning and doctrine at the joint level. They enter the current debate over the scope and authority of joint doctrine from a joint strategic planning perspective. In their view, joint doctrine must have roots, and those roots have to be planted firmly in the strategic concepts and plans developed to carry out the National Military Strategy. Without the fertile groundwork of strategic plans, the body of joint doctrine will struggle for viability.