Conflict simulation, peacebuilding, and development

Daily Archives: 13/06/2017

Phalanx: More MORS wargaming

Volume 50 N 2

The most recent (June 2017) issue of Phalanx, the magazine of the Military Operations Research Society, contains a couple of wargaming items.

Phil Pournelle contributes an article on “designing wargames for the analytic purpose,” drawing upon the insights of last year’s MORS special meeting on wargaming as well as his own extensive experience. Specifically, he discusses what a wargame is, what it can be used for, and the characteristics of different wargaming approaches.



He also highlights several key elements of a good wargame:

Wargaming is most effective when people are making decisions under uncertainty, in a fair competitive environment, with adjudication to generate consequences of actions taken. Such games should be repeated in an iterative process complementary to other techniques. These iterative efforts can enable organizations and individuals to gain insights into competitions. Wargames identify potentially successful strategies and diagnose the key competitive elements.

Game designers should borrow techniques and methods from existing games, particularly the vast body of knowledge in the commercial gaming community. They should also be aware of limitations and pitfalls of using methods without understanding the purpose of the game from which the methods are being taken.

There are different categories and styles of games each with their own purpose. While this essay was focused primarily on analytic and exploratory style games, it acknowledges there are similarities between such games, commercial games, and training games. Each has their own purpose and it is important to recognize that using one category for a purpose different than their proper design has certain pitfalls. Different styles of games exist within a continuum of games addressing generalities to specific, from creative to rigorous. To be the most effective in the cycle of research, games should move from the general to the more rigorous design during each iteration of the cycle. Movement may not, and does not have to be, uniform through the continuum, particularly as new aspects are discovered.

The core attributes of a good wargame is an adversarial environment where the game focuses on the players and the decisions they make. It is important to record the decisions of the players and why they made them. Good wargames are small and have an aggressive and dynamic red team. They avoid adjudication processes that conceal why decision or results occurred.

They are best when they are iterative in nature. Wargames do not validate or prove anything, they provide insights into competitions, and allow players and observers to think through the complexities of operations within those competitions.

Wargaming can be extremely valuable, but gaining full value will require a long view of the practice. Wargames can provide the means for generating potential strategies and solutions to challenges facing the department and leaders ready to meet them. Their best bene t does not occur with one-off games, but in series as part of the cycle of research. To harness the best benefits from games and analysis within the department will require identifying the questions and challenges and a committing to iterative efforts to identify and re ne the solutions.

The same issue also contains a brief report on the 29 individuals who received the a MORS professional Certificate in Wargaming, following the programme launched last autumn. Four of the group were women (13.8%), which is far from where we want to be, and well behind Phil Sabin’s MA course in wargaming at King’s College London, but still far better than the wargaming hobby (or the PAXsims readership) has managed. The next certificate programme will begin in September.

Rielage: An Open Letter to the US Navy from Red


In the latest issue of the US Naval Institute’s Proceedings (June 2017), Captain Dale Rielage offers some hard-hitting observations about the way in which the US Navy prepares to fight future wars, written from the perspective of the Red (opposing) team.

Dear U.S. Navy,

It is time we talked.

We have regarded each other from a distance for years, but we need to get to know one another better. You see us in every major exercise and wargame. In the outbriefs, we usually are on the back wall, mixed in with the staff. The White Cell and Control talk about us a lot, but usually in the third person. Rarely do we have an honest conversation.

But lately the Chief of Naval Operations (CNO) is talking about high-velocity learning, and there is discussion of a renaissance in wargaming. Maybe this is the excuse we need to start talking.

Across dozens of exercises, live and synthetic, tactical to operational, on both coasts, we have had the opportunity to watch your ways. We sit in every wargame, each one unique. The Blue teams across from us are diverse, representing every type of Navy authority, from students to operational-level commanders, and every warfare community and variety of staff life. We respect the variety and depth of professional excellence they bring to the fight. Nonetheless, regardless of which actual adversary we are representing as “Red,” there are patterns to our interactions that are worth your consideration, both in how you fight and how you train.

Much of what he  has to say is a searing critique of the way the Navy—and, I would argue, many others—approach wargaming. I’ll quote him at length, because it is an absolutely outstanding piece:

Your exercises have become Christmas trees. Time is precious, and the Fleet has fewer days under way and fewer flight hours than ever before. As a result, pressure to “maximize” training opportunities has grown. Doing a field-training exercise? Great, combine it with a staff exercise. Add some outside experimentation. Make sure several echelons are being evaluated and certified at the same time. The result is efficient but requires a high degree of scripting. Anything that throws off the timetable of the exercise results in a cascading series of events that don’t happen.

Enter Red, the adversary who defines success by creating friction and failure in Blue’s world. The only way the Christmas tree keeps all its ornaments is if Red is prevented from imposing too much friction. Have limited range time and need to conduct a strike mission? “White card” the high-end naval surface-to-air missile threat out of existence, because shifting to conduct a maritime strike mission to clear the ingress would throw off the exercise schedule.

Clearly, accommodations are necessary in training, but making them has become your opening assumption. Blue would do well to review why events are being conducted and identify the minimum essential events that must be completed. It may be that less is more.

Your opposing forces often are very good, but you have trained them to know their place. Most fleet training centers have a team capable of presenting a good-to-excellent Red threat. However, our experience is that they have learned to self-regulate their aggressiveness, knowing what senior Blue and White cell members will accept. As one opposing force member recently told us during a “high-end” training event, their implied tasking included not annoying the senior flag officer participating in the event. They knew from experience that aggressive Red action and candid debriefs were historically a source of annoyance. They played accordingly.

Excellence may be where you least expect it. We have consistently seen that the real centers of innovation and excellence are the commands and teams that have only recently started to look at a particular operational problem. As the new folks, they are learning the current baseline, are less likely to make assumptions based on how they “know” the scenario is supposed to go, and are open to what constitutes true “high-end” warfighting.

There are no points for internal excellence. As U.S. Navy professionals, we understand it is essential for the warfare commanders to be aligned and communicating well. The quality of the staff’s standing orders and the clarity of the commander’s intent are important. The experience your planners gain in the training is praiseworthy. As Red, we really don’t care. The bottom line is simple: Did you beat us? There is a time and place for sorting out staff processes. If that is the focus of this training event, great. If not, don’t commend yourself for it.

You must make time to stop, listen, and think. In too many events, the training loop is never completed. Debriefs tend to be cursory, typically at the end of the day when the entire team is tired and wants to move on. Events often are not equipped to capture ground-truth data and feed it back to the training audience quickly. Often months later, a long report is generated. The more honest it is, the narrower its circulation—in many cases never outside the training audience, who by then has moved on to the next challenge.

Be clear what we are doing. There are a number of ways to present Red. Red can be unconstrained, using the adversary toolbox in ways that seem most effective from a U.S. view. Red can be doctrinal, using the adversary toolbox in the way we think the adversary likely would. Most often, however, Red is constrained, asked to perform a specific function to facilitate an event.

Wargamers and exercise planners often recall Millennium Challenge 2002, an experimentation wargame run by Joint Forces Command. Marine Major General Paul Van Riper, playing an unconstrained Red, used innovative asymmetric tactics to shut down Blue in the first move. Blue had asserted that its new concepts would be tested and validated against an unconstrained Red, but when its objectives were threatened, it reset the game and created rules that, according to the final report, boxed in Red “to the point where the end state was scripted.” The entire event generally is remembered as an example of what not to do, perhaps because the game became a public controversy after General Van Riper quit as Red force commander. The reality is that we repeat this experience on a smaller scale multiple times each year.

In one recent event, Red was helping assess a new naval concept. In support of this assessment, Red presented a consistent, accurate, and limited threat to Blue, allowing Blue to work through a series of actions and understand the variables involved. It was the military equivalent of batting practice, with Red serving as the ball machine to put consistent fastballs in the strike zone. It made sense, and doing it well was important and worthy work. The problem developed later. As the results of the event were presented to more and more senior audiences, the briefs grew shorter and more “executive.” The description of the Red role eventually became a list of the organizations that had contributed Red players. By the time the briefing reached the four-star level, the implication was that Blue had validated its concepts in a full game against an unconstrained adversary—which was not the case. Red left the event convinced that, given realistic latitude, it could have stressed Blue’s concept to failure, perhaps even turned it into a costly defeat.

Failure should be an invitation to learn. Generally, when Blue units are killed in training events, they are quickly regenerated. Why? Typically, there are two answers:

• If Blue does not have X, it cannot do Y, and Y is a training objective. This makes sense in some cases, but in more complex exercises there is value in fighting hurt. Yes, if Blue falls below a certain level of forces, it cannot complete its tasking. How about the implied task of preserving surviving forces? Breaking contact, regrouping, and reengaging? These do not appear on the training order and are not normally exercised, but maybe they should be.

• If unit X is killed, it will miss the opportunity for further training. We create negative learning when taking fatal damage is consequence-free. If training demands a unit be regenerated, at the very least, the killed unit needs to conduct an immediate critique to answer the basic question “why did we get hit?” The answer in many cases is that they were balancing risk across a number of mission areas and the die roll came up badly for them. Sometimes, however, there was an avoidable loss of situational awareness or a failure to account for one threat while focusing on another. The cost of coming back into the fight should at least be a back brief to the White Cell. Further, if regenerating units is required for training, senior officers need to stop citing the resulting exchange ratios as evidence of operational proficiency. A 10-to-1 victory isn’t if Blue was effectively missile-proof.

You talk about accepting failure as a way to learn, but refuse to fail. It is instructive to ask a room of senior officers the last time they played in—or even heard of—a game or exercise where Red won. If our collective assessment is that Blue really can best its adversaries every time, we are in a good place. If not, it is time to rethink the process we have created.

For us, the point of playing Red is not to beat Blue. It is to train Blue. At the end of the day, nothing would make us happier than to bring our best game to the fight and get our clock cleaned. At this point, getting there will require a number of uncomfortable conversations and a level of personal and institutional self-honesty that, bluntly, we have not cultivated. But we must, and soon. As the CNO has said, our “margins of victory are razor thin,” and the real adversaries keep improving.

Meanwhile, we are always available to talk. Just look across the table.

(Competitively) Yours,


Hopefully his observations will spark considerable discussion in the relevant sessions at next week’s Military Operations Research Society annual symposium, as well as the Connections US (August 1-4) and Connections UK (September 5-7) professional wargaming conferences. I’ll be at the latter, while other members of the PAXsims crew will be at the first two.

h/t Tom Mouat

%d bloggers like this: