4.6 • 620 Ratings
🗓️ 20 June 2014
⏱️ 58 minutes
🧾️ Download transcript
Participants in Tikvah's advanced institute on "War and Human Nature" were treated to a conversation on the method and meaning of statesmanship with Frederick W. Kagan. Beginning in theory and ending in practice, Kagan, a man of reflection and action, a military historian and strategic advisor, detailed his approach to serious problems in global affairs. Together with Tikvah Fund executive director Eric Cohen, Kagan discussed the great books of history and statesmanship, the culture of West Point, what happened in the Iraq Surge he is so often given credit for, what to do with the rise of ISIS and the collapse of Iraqi politics, Putin's ambitions, Obama's vision (or lack-thereof), and his own strategic advice for the current moment.
The event was recorded on June 20, 2014 when ISIS had taken Mosul and the United States had not yet intervened. Dr. Kagan’s analysis and recommendations remain astute and relevant three months later and provide an alternate path forward for American forces.
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0:00.0 | I thought I'd start with a question about the relationship between ideas and the world of affairs. |
0:05.0 | You've devoted real time in your life to studying thinkers like Hobbes, Klausowitz, Marx, others. |
0:12.0 | Why do these thinkers matter? How do these ideas matter? How are they relevant to those who want to think about the real strategic challenges that America faces and the world faces? |
0:22.7 | So I think there are a couple of reasons, and I've touched on these over the course of the past few days. |
0:30.4 | One is because we need to understand how they influence other people, because these thinkers and the various ways in which they are |
0:38.7 | interpreted and the ways that the interpretations interact really do shape the way other people |
0:44.2 | think about the world. And so it's important to be able to recognize when you are dealing |
0:50.8 | with someone who is clearly imagining himself or herself to be following in a |
0:56.4 | particular framework and to be able to recognize that framework and sometimes it can give |
1:01.1 | you a lot more insight into the rest of their thinking than you would have just based on |
1:06.9 | your conversation that can be misleading also but's helpful. But I think it's probably |
1:12.5 | more important because it's an opportunity to require us to be self-reflective and to think |
1:21.1 | hard about how we see the world, both in terms of these fundamental assumptions, but also in |
1:26.9 | terms of how we actually process it and think about it. |
1:30.1 | And I think that that is so critical and it's just not something that people think about |
1:39.1 | enough. |
1:40.4 | No one, no human being makes decisions on the basis of reality. Every human, makes decisions on the basis of reality. |
1:45.0 | Every human being makes decisions on the basis of his or her perception of reality. |
1:51.0 | That's the way we're built. |
1:53.0 | And if you don't understand the lens, the perceptual lens through which you are seeing the world, |
2:00.0 | then you don't, and of course that's impossible |
2:02.3 | to do that fully, but if you don't try, then you won't understand the biases in your own |
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