FW: Wall Street Journal Article (December 20, 2008)/

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OLIN......INTERESTING? ________________________________ From: Sumisaki, Kayo Sent: Monday, December 22, 2008 9:01 AM To: Sandler, Herbert Subject: Wall Street Journal Article (December 20, 2008) EDUCATION | December 20, 2008 Where Policy Makers Are Born A class at Yale with close Washington ties aims to expand to other schools * By AMY DOCKSER MARCUS <http://online.wsj.com/search/search_center.html?KEYWORDS=AMY+DOCKSER+MA RCUS&ARTICLESEARCHQUERY_PARSER=bylineAND> This September, over 20 academics convened in a private club near Yale University, at a location that was not publicized in order to discourage uninvited guests from showing up. This was not a typical academic conference. The participants were mainly young historians and political scientists, tapped as people who would be influential in the coming decades. They had been invited to meet with an unusual guest: Roger Hertog, vice chairman emeritus of the New York-based AllianceBernstein investment firm, president of the Hertog Foundation and a well-known conservative philanthropist. View Full Image Michael Marsland/Yale University Students in Yale's Grand Strategy class give their final presentations. Mr. Hertog was present as an enthusiastic admirer of Yale's Brady-Johnson Program in Grand Strategy, the conference's host. The yearlong course -- which is capped at 24 students a year -- combines rigorous study of classical texts by Thucydides, Sun Tzu, Machiavelli and others with high-profile summer internships, intensive immersion in the craft of policy making and an elaborate crisis simulation exercise that tries to give students a sense of what it feels like to make political decisions in real-time. At the conference, Mr. Hertog announced that he was willing to spend money to fund scholars willing to develop Grand Strategy programs at their own schools. While he didn't detail how much he was willing to spend, those familiar with the situation estimate that the cost could add up to more than $10 million in the coming years. It was a remarkable moment for a program that had begun only in 2000 with donations mainly from conservative foundations. Buoyed in 2006 by a $17.5 million, 15-year endowment from Yale alums Nicholas Brady, the former Treasury secretary, and Charles Johnson, the chairman of the board of Franklin Resources, Grand Strategy has become a breeding ground for aspiring policy makers, with students going on to plum jobs with Secretary of State Condoleezza Rice, the Central Intelligence Agency and the Department of Homeland Security. Yet the program is now at an important crossroads. It must grapple with tensions over its expansion to other schools, while the Yale program continues to develop. And while the course is nonpartisan, it is not clear yet what kind of cachet it will have with the new administration. The Yale program was conceived and taught by three well-known professors, the pre-eminent historians John Lewis Gaddis and Paul Kennedy, along with Yale's diplomat-in-residence Charles Hill, who served under George P. Shultz in the State Department and Boutros Boutros-Ghali at the United Nations. They argued that universities had become too specialized, focusing on narrower and narrower topics without offering students a general, big-picture view of the world or an intellectual framework for understanding how the different pieces fit together. The three professors represent a range of political views -- center right, left and neoconservative respectively -- and the professors say they urge students to try to evaluate ideas without labeling a person. Still, the class attracts a large percentage of conservative students, and all the students have benefited from the ties and contacts the men have in Washington. Henry Kissinger is known to enjoy greeting the new class, which requires an essay and interview to get in. Students have intimate dinners with prominent officials like Deputy Secretary of State John D. Negroponte, whose visit entailed heavy security -- helicopters circled above the restaurant while the participants ate. Students also met for an off-the-record session with one of the authors of the 2002 National Security Strategy a week after it was publicly released. When they discussed George Packer's book, "The Assassins' Gate: America in Iraq," with cadets at West Point, the students decided not to record the discussion because they did not want to have "views expressed in the spirit of intellectual debate be used against them at a Senate confirmation hearing" some day, said Minh A. Luong, the program's associate director. The program's precocious focus on power, along with the glitzy insider connections, has caused jealousy and raised discussion even among supporters. "There ought to be a small safe place to have a conversation," says Scott Kleeb, who took the course the first year it was offered and just unsuccessfully ran as a Democrat for senator of Nebraska. "But the theatrics around it, the secret ties around it, can distract from the overall purpose. I don't want it to become another secret society," a kind of Skull and Bones for policy makers, he says. Thomas Lehrman, former director of the Office of Weapons of Mass Destruction Terrorism at the State Department who took the class in 2003 while at Yale Law School, appreciates the way the course opened doors for him in Washington. When President Bush set up a commission in 2004 to look into failures of Iraq intelligence and other issues, Dr. Gaddis recommended Mr. Lehrman as a good candidate to work on staff. Mr. Lehrman got hired. "Grand Strategy helped launch me into public service," he says. "We're not going to get a lot of things fixed in Washington, D.C., until there are more programs like this one," says Williamson Murray, senior fellow at the Institute for Defense Analyses, an Alexandria, Va.-based group that provides research and does work for the government, primarily the Defense Department. Dr. Murray says interns from the program that he hired have made contributions to the group's work, and that he was impressed by the students' rigor and approach to the issues. Ryan Shaw, an active duty officer in the U.S. Army who spent 16 months serving in Iraq, took the course as part of his pursuit of a master's degree in U.S. history. In his history classes, he says, there was very little focus on military history, "why a war was fought, if it was right or wrong, are we glad who won," questions that came up in Grand Strategy. "The best part of Grand Strategy is discussing important and big issues of the day," he says. The program has been so successful that a few other schools, including West Point and Duke University, have started their own, mainly smaller versions of Grand Strategy over the past few years. Dennis Kleiman for The Wall Street Journal Roger Hertog plans to fund similar programs at other schools. Mr. Hertog got intensely interested in the course in May 2007. He was impressed by a talk Dr. Kennedy gave at a conference on how philanthropy can help preserve American history, and at a lunch afterwards, Dr. Kennedy detailed the Yale program. Over the course of a number of conversations, Dr. Kennedy, a self-described liberal, said he told Mr. Hertog that he subscribed to the idea of a "broad church" when it came to political views and wanted to make sure Mr. Hertog shared a similar approach. "What appeals to me about Grand Strategy," says Mr. Hertog, "is that these programs build a certain intellectual discipline rather than create an ideological partisanship." At the September conference in New Haven, Mr. Hertog asked the professors to send short, three-page proposals describing how they would use the funds to launch or further develop their own courses over the next few years. He urged them to think about how to connect their program with others around the country to leverage their collective impact. He told them that he did not want exact replicas of Yale's program. "The idea was that they would be like Benedictine monasteries," says Dr. Kennedy, "all doing their own versions of Grand Strategy but still belonging to the Order of Saint Benedict." The professors were encouraged to critique the Yale program at a dinner at the end of the conference and air their concerns about the possibility of adapting it at their own schools. One worry was the potential price tag, and the challenge of getting university administrations to sign on. "Some of the things they do are flat-out expensive," says William Whitworth, who teaches a Grand Strategy course at Dartmouth and went to the Yale conference. "To have three professors co-teaching a course with maybe 25 students? That is a lot of faculty firepower for a small group. You have to ask, can you afford it?" With nine proposals just in, so far no one has received funding. Separate from his latest effort, Mr. Hertog gave Duke political scientist Peter Feaver a donation to launch a Grand Strategy project at his school. Dr. Feaver, who took a leave of absence from the university in 2005 to serve as special adviser for strategic planning on President Bush's National Security Staff, had a senior deputy at the White House who was a "product of the Yale program and a big proselytizer" about the merits of Grand Strategy, he said. In the fall of 2007, Dr. Feaver contacted Mr. Hertog, whom he heard was interested in the subject. After a meeting and lunch in New York, Dr. Feaver got some funding for the program, which includes a speaker series. One Monday in late October, the Grand Strategy class at Yale met for one of its so-called Marshall briefings. These briefings simulate high-level presentations to the president and his cabinet members, and had been named after former Secretary of State George Marshall, who was famous for demanding succinct reports from his staff. For the presentations, students dressed in business suits. The professors all played roles, and sometimes high-profile unexpected guests dropped in to aggressively grill the students; for a recent session on global finance, Mr. Brady, the former Treasury secretary, participated. One year, Dr. Gaddis, playing President Bush, came to class in cowboy boots and put his feet up on the table as the students began talking. Five minutes into the presentation, he walked out the door without a word and didn't return. "The idea is no matter what happens, they should be unflappable," he says. This week, the focus was on global public health and Elizabeth Bradley, the head of Yale's School of Public Health, was playing President-elect Barack Obama. (Dr. Bradley plans to submit her own proposal to Mr. Hertog; she wants to expand the Grand Strategy brand to Yale's School of Public Health and then out to other public-health schools nationwide.) That day, the students were hoping to convince the president-elect to adopt a Rapid Response Health Board in Iraq to respond to public health crises, and set up a Basra Water Initiative as a pilot program to handle cholera outbreaks. Each time a student started to talk, one or more of the professors interrupted. They critiqued every detail of the presentation, from the students' PowerPoint slides (too busy) to the way they stood (one student hopped nervously while her colleagues were speaking, they noted). But the main criticism was one summed up by Walter Russell Mead, a member of the Council on Foreign Relations and one of two new teachers with real-world experience brought in this semester, when describing the Grand Strategy philosophy: "It's a nice idea, but is it a big idea?" After class, Dr. Gaddis pronounced himself satisfied with the way things had gone. The students held up well under the relentless criticism. They seemed to grasp the key point: Be ready for the unexpected, and figure out how to use it to your advantage. It was something Dr. Gaddis was thinking about himself as Grand Strategy readied to go nationwide. Even with all the new money available, challenges remained, Dr. Gaddis said. In some ways, they were now larger. He and Dr. Kennedy planned to meet with Mr. Hertog in January to review the first proposals and chart a future course of action. It seemed like the right time to craft a Grand Strategy for Grand Strategy. But that would have to wait for later. Class was over for the day. Write to Amy Dockser Marcus at [email protected] Kayo Sumisaki Sandler Foundation [email protected]