Strategy and Defence: Cases and Concepts

Many claim to be be 'strategists' or 'strategic thinkers', but what does this actually mean? What is strategy? How is it formulated? How may it be applied? And to what ends? This course will address such questions by critically analysing some of the key frameworks and concepts — historical and contemporary -- used to understand strategy as a tool to protect and advance national interests. To broaden understanding about contemporary challenges to strategy and defence, the course also introduces students to selected cognate concepts for understanding strategy, such as deterrence, coercion, the nuclear factor, defence diplomacy, etc. To deepen understanding about strategy-making and defence policy, the course introduces significant cases beyond those from Europe and the United States. This course also explores the challenge of turning strategic theories and concepts into action. How are the formulation, articulation and implementation of strategy affected by cultural, organisational, institutional or other factors? Who gets to make strategy, and how can we analyse the limits and challenges posed by resources, organisational capacity, and contestation among the different sectors and interest groups involved in the strategic process? To stimulate further consideration of long-standing challenges in defence and strategy, the course also addresses selected timely questions and debates, which may include the impacts of AI, economic restructuring, radicalism, ethical conduct, planetary security, etc. As the keystone of the Master of Strategy and Defence Program, the course will equip students with a range of practical academic skills to set them up for success in their studies in strategy, defence, security and related fields.