Educating for Complexity

Voices on Peace & War

Systems Thinking, Multidomain Literacy, Epistemic Humility, and Values-Based Judgment in the Preparation of Future Military Officers

The authors of this forum, Voices on Peace and War (VPW), explore domestic and global issues broadly tied to the theme of peace and war. Sponsored by the John and Mary Frances Patton Peace & War Center of Norwich University, VPW features subject matter experts and students who present their opinions and arguments on critical issues related to peace and war in the international community. We hope that a chorus of small voices in this forum will help illuminate a world filled with a variety of complex challenges.

Co-editor: Dr. Yangmo Ku, Associate Director of the Peace and War Center, yku@norwich.edu

Co-editor: Dr. Dan. Morris Associate Professor of Philosophy, dmorris3@norwich.edu

Co-editor: Dr. James Deitch, Senior Research Fellow, Peace and War Center

Please send the editors your opinion articles (750-1,500 words) for publication review. View guidelines.

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Hybrid warfare has collapsed the comfortable distance between certainty and chaos that industrial-era command doctrine once assumed it could administer. The conflicts of the early twenty-first century—in Ukraine, Syria, and the South China Sea, and across the gray zone of sub-threshold competition—blend conventional force with irregular tactics, cyber operations, information campaigns, economic coercion, and the instrumentalization of proxy actors.¹ What distinguishes this mode of conflict is not the novelty of its components, most of which are historically familiar, but their fusion, their simultaneity, and the deliberate cultivation of ambiguity designed to paralyze adversarial decision-making.² The challenge this poses to professional military education (PME) is therefore not principally tactical or technological. It is cognitive. Western military education has long privileged analytical rationalism—the belief that sufficient intelligence and planning can reduce operational uncertainty to manageable risk—over the epistemic humility that genuinely complex environments demand.³ Preparing officers for hybrid warfare requires reorienting that education around four interlocking capacities: systems thinking for complexity, multidomain literacy, epistemic humility, and values-based judgment. These are not competencies to be appended to existing programs; together they constitute a different conception of what military leadership is.

Systems Thinking and the Discipline of Complexity

The most useful entry point for teaching officers to act in complexity is the distinction between the complicated and the complex. Snowden and Boone’s Cynefin framework separates decision contexts by the relationship between cause and effect.⁴ In the complicated domain—the domain that traditional military planning implicitly assumes—cause-and-effect relationships exist but require expertise to discern, so analysis and best practice are appropriate. In the complex domain, cause and effect can be perceived only in retrospect, and what is required instead is emergent practice: experimentation, safe-to-fail probes, and continuous sense-making. The hybrid battlespace, with its multiplicity of actors, opaque intentions, and nonlinear dynamics, is paradigmatically complex. The trained reflex of treating a complex problem as merely complicated produces fragile plans built on incorrect assumptions, a failure pattern documented in critical examinations of how armies have actually operationalized design methods.⁵ The corrective is a shift from problem-solving, which presumes the situation is already understood, to problem-framing, which cultivates the capacity to perceive and articulate the nature of the situation itself.⁶ This implies a preconception of command: from hierarchical control toward enabling distributed intelligence across a network, where agility—the ability to succeed across a wide range of conditions—becomes the primary military virtue.⁷ The danger, well documented in practice, is that design and systems methods degrade into elaborate but unfalsifiable diagrams that simulate rigor without delivering it. Genuinely systemic thinking cannot be transmitted as content; it requires a qualitative transformation in how an officer reasons—a developmental achievement that standardized instruction alone cannot produce.

Multidomain Literacy

If complexity describes the structure of the environment, multidomain literacy describes the breadth of fluency it demands. Rupert Smith’s observation that the very utility of force has been transformed remains the clearest statement of the problem: contemporary leaders rarely apply force in bounded ways against uniformed adversaries but must operate in the “war amongst the people,” where every act of violence carries political, legal, and informational consequences at once.⁸ The information environment is no longer a supporting function but a central operational variable – the main effort; narrative, perception, and attribution are themselves terrain.⁹ The defining strategic failures of recent Western interventions have repeatedly traced to an inability to read the social, tribal, and political ecosystems within which conflict unfolds.¹⁰ The competence this requires can be cultivated. Cultural intelligence—the capability to function effectively across culturally diverse settings—predicts cross-border leadership effectiveness beyond general and emotional intelligence, which means it must be developed systematically through education rather than acquired piecemeal through operational exposure.¹¹ The officer of the hybrid era must read military, political, economic, informational, and cultural terrain simultaneously—a demand that single-discipline mastery cannot satisfy and that anticipates the need for genuinely interdisciplinary education.

Epistemic Humility

Military culture has historically rewarded the projection of certainty and the suppression of doubt. This disposition is reinforced by the confidence heuristic—the tendency of listeners to treat a speaker’s expressed certainty as a proxy for accuracy and to defer to the most confident voice—an effect that intensifies in hierarchical organizations under stress.¹² Adaptive in bounded combat, the same heuristic in complex political-military settings systematically produces overconfidence, premature closure, and “singular solution” thinking: the failure to generate and maintain competing hypotheses.¹³ The empirical case for the opposite disposition is strong. Tetlock’s study of expert judgment found that “foxes,” who draw on multiple analytical frameworks and tolerate uncertainty, decisively outperform “hedgehogs,” who apply a single grand theory to every situation.¹⁴ Calibrated uncertainty—the disciplined quantification of confidence across possible futures—is, moreover, a teachable skill that measurably improves forecasting.¹⁵ Cultivating it is inseparable from cultivating reflective practice: the capacity to reframe a situation in real time and to maintain metacognitive distance while remaining engaged.¹⁶ The cost of neglecting this is well documented; the most consequential intelligence failures share a common structure of premature convergence on a single explanatory frame that filters out disconfirming evidence.¹⁷ No analytic technique can substitute for a command culture that genuinely values the surfacing of uncertainty—and that culture must begin in PME.

Values-Based Decision-Making Under Uncertainty

The dominant doctrinal model of decision-making, exemplified by the Military Decision-Making Process, is a classical rational sequence that assumes time, information, and cognitive capacity for systematic deliberation—conditions that rarely obtain in the time-compressed, information-saturated hybrid environment. Naturalistic studies of expert commanders describe a different reality: recognition-primed decision-making, in which experienced practitioners use pattern recognition to identify plausible courses of action, mentally simulate them, and iterate rapidly.¹⁸ Yet pattern recognition fails precisely when a situation is genuinely novel and the experiential library contains no adequate analog. In such moments, leaders must fall back on deeply internalized values and principles that supply decision criteria in the absence of situational clarity. The cultivation of practical wisdom—phronesis, the capacity for moral reasoning under uncertainty—must therefore be treated as a core educational objective rather than a supplementary virtue.¹⁹ Dual-process psychology explains why this internalization matters: extreme stress degrades slow, deliberative reasoning while preserving fast, intuitive responses, so ethical commitments must be habituated to the point that they operate intuitively rather than through classroom recall.²⁰ This is especially acute in hybrid conflict, where adversaries deliberately blur the lines between combatant and civilian and between lawful and unlawful action, leaving officers to act on incomplete information, weigh competing obligations, and hold ethical standards even as opponents violate them.²¹ The institutional architecture for this distributed judgment is mission command—the delegation of authority to the lowest competent level under a commander’s intent—whose full realization depends less on doctrine than on a culture that rewards initiative and tolerates the failure that accompanies it.²²

Conclusion: The Reflective Practitioner-Strategist

These four capacities are not discrete additions to a curriculum but facets of a single underlying ability: to lead in the complex domain. The industrial-era image of the decisive, all-knowing commander who plans comprehensively and executes relentlessly is not merely outdated in hybrid environments; it is actively dangerous. The commander who cannot tolerate uncertainty will manufacture false certainty; the one who cannot reframe will impose an inadequate frame; the one who cannot learn will repeat the very errors an adaptive adversary anticipates; and the one whose ethics are not deeply internalized will compromise them under stress. The alternative is the reflective practitioner-strategist—intellectually broad, psychologically hardy, epistemically humble, culturally intelligent, and institutionally courageous. Producing such leaders points toward a recognizable pedagogy: case-based and experiential learning that engages ambiguous problems without tidy resolution; interdisciplinary breadth; red-teaming and adversarial perspective-taking; sustained reflective practice; and values-centered ethical reasoning integrated throughout rather than confined to a module.²³ Curriculum reform alone, however, will not suffice. Selection and assessment systems must change with it, because the qualities that make leaders effective in complexity—intellectual humility, openness, and collaborative judgment—are routinely undervalued relative to the confidence and assertiveness that drive leaders to emerge in the first place, so the very dispositions hybrid warfare rewards may be the ones existing pipelines screen out.²⁴ To deliver such leaders, military education must itself undergo the adaptive transformation it seeks to cultivate in its students, trading the comfort of standardized curricula and risk-averse culture for productive ambiguity, rigorous debate, and experiential diversity. The decisive margin in the wars of this century will not be found in platforms or numbers alone. It will be found in the quality of thinking, judging, and leading under conditions of profound uncertainty—capacities that only deliberate, sustained, and intellectually serious professional education can develop.

Colonel (Ret.) William F. Lyons Jr. is a 1990 graduate of Norwich University. He served in the US Army and Army Reserves for 31 years, principally as a human intelligence officer. He served at every level of command from detachment through brigade, culminating in back-to-back brigade commands. His operational deployments include Kuwait, Bosnia, Iraq, and Germany. He holds a Juris Doctor from Suffolk University Law School and a Master of Strategic Studies from the US Army War College. He is presently the Vice President for Distance Education at Norwich University, where he is responsible for Norwich’s College of Graduate and Continuing Education. He is widely published in scholarly journals and trade publications.

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Endnotes

1. F. G. Hoffman, Conflict in the 21st Century: The Rise of Hybrid Wars (Potomac Institute for Policy Studies, 2007).

2. B. Renz, “Russia and ‘Hybrid Warfare,’” Contemporary Politics 22, no. 3 (2016): 283–300; M. Galeotti, Russian Political War: Moving Beyond the Hybrid (Routledge, 2019).

3. C. Paparone, “Critical Military Epistemology: Designing Reflexivity into Military Curricula,” Journal of Military and Strategic Studies 17, no. 4 (2017): 123–138.

4. D. J. Snowden and M. E. Boone, “A Leader’s Framework for Decision Making,” Harvard Business Review 85, no. 11 (2007): 68–76.

5. M. A. Thomas, “Spaghetti: Systems Thinking and the US Army,” Defence Studies 19, no. 2 (2019): 149–169.

6. Paparone, “Critical Military Epistemology.”

7. A. Bousquet, The Scientific Way of Warfare: Order and Chaos on the Battlefields of Modernity (Hurst & Company, 2009); D. S. Alberts and R. E. Hayes, Understanding Command and Control (CCRP Publication Series, 2006).

8. R. Smith, The Utility of Force: The Art of War in the Modern World (Penguin, 2005). On systemic thinking as a transformation of consciousness rather than content delivery, see R. Kegan and L. L. Lahey, An Everyone Culture (Harvard Business Review Press, 2016).

9. J. J. McCuen, “Hybrid Wars,” Military Review 88, no. 2 (2008): 107–113.

10. D. Kilcullen, The Accidental Guerrilla: Fighting Small Wars in the Midst of a Big One (Oxford University Press, 2009).

11. T. Rockstuhl, S. Seiler, S. Ang, L. Van Dyne, and H. Annen, “Beyond General Intelligence (IQ) and Emotional Intelligence (EQ): The Role of Cultural Intelligence (CQ) on Cross-Border Leadership Effectiveness in a Globalized World,” Journal of Social Issues 67, no. 4 (2011): 825–840; cf. A. Toffler and H. Toffler, War and Anti-War (Little, Brown, 1993).

12. B. D. Pulford, A. M. Colman, E. K. Buabang, and E. M. Krockow, “The Persuasive Power of Knowledge: Testing the Confidence Heuristic,” Journal of Experimental Psychology: General 147, no. 10 (2018): 1431–1444; K. E. Weick, “The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster,” Administrative Science Quarterly 38, no. 4 (1993): 628–652.

13. G. Klein, Streetlights and Shadows: Searching for the Keys to Adaptive Decision Making (MIT Press, 2009).

14. P. E. Tetlock, Expert Political Judgment: How Good Is It? How Can We Know? (Princeton University Press, 2005).

15. P. E. Tetlock and D. Gardner, Superforecasting: The Art and Science of Prediction (Crown, 2015).

16. R. Heifetz, M. Linsky, and A. Grashow, The Practice of Adaptive Leadership (Harvard Business Press, 2009); D. A. Schön, The Reflective Practitioner: How Professionals Think in Action (Basic Books, 1983).

17. R. Jervis, Why Intelligence Fails: Lessons from the Iranian Revolution and the Iraq War (Cornell University Press, 2010); see also R. H. Pherson and R. J. Heuer, Structured Analytic Techniques for Intelligence Analysis, 3rd ed. (CQ Press, 2020).

18. G. Klein, Sources of Power: How People Make Decisions (MIT Press, 1999).

19. M. L. Cook, The Moral Warrior: Ethics and Service in the U.S. Military (State University of New York Press, 2004).

20. D. Kahneman, Thinking, Fast and Slow (Farrar, Straus and Giroux, 2011).

21. G. R. Lucas, Military Ethics: What Everyone Needs to Know (Oxford University Press, 2016).

22. D. E. Vandergriff, Adopting Mission Command: Developing Leaders for a Superior Command Culture (Naval Institute Press, 2019); E. Shamir, Transforming Command: The Pursuit of Mission Command in the U.S., British, and Israeli Armies (Stanford University Press, 2011).

23. On these five orientations see D. A. Kolb, Experiential Learning (Prentice Hall, 1984); W. Murray, Military Adaptation in War: With Fear of Change (Cambridge University Press, 2011); L. Freedman, Strategy: A History (Oxford University Press, 2013); Schön, The Reflective Practitioner; and Lucas, Military Ethics.

24. T. Chamorro-Premuzic and A. Furnham, The Psychology of Personnel Selection (Cambridge University Press, 2010); on the need for senior leaders who protect innovators, see S. P. Rosen, Winning the Next War: Innovation and the Modern Military (Cornell University Press, 1991).