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China’s role in the COVID-19 outbreak has elicited a growing global backlash, including dueling Republican and Democratic campaign ads, alongside praise for China’s success in curbing the coronavirus and sending medical assistance overseas. How will the pandemic reshape China’s domestic and international standing, and what lies ahead for U.S.-China relations? Weiss will discuss the Chinese government’s pandemic response and what it reveals about the CCP’s domestic and international intentions.

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Jessica Chen Weiss
Jessica Chen Weiss is an associate professor of Government at Cornell University, China/Asia political science editor at the Washington Post Monkey Cage blog and a nonresident Senior Associate at the Center for Strategic and International Studies.  She is the author of Powerful Patriots: Nationalist Protest in China’s Foreign Relations (Oxford University Press, 2014).  Her research appears in International Organization, China Quarterly, International Studies Quarterly, Journal of Conflict Resolution, Security Studies, Journal of Contemporary China, and Review of International Political Economy, as well as in the New York Times, Foreign Affairs, and Washington Quarterly.  She was previously an assistant professor at Yale University and founded FACES, the Forum for American/Chinese Exchange at Stanford, while an undergraduate at Stanford University.  Born and raised in Seattle, Washington, she received her Ph.D. from the University of California, San Diego in 2008, where her dissertation won the 2009 American Political Science Association Award for best dissertation in international relations, law and politics.  Weiss is a term member of the Council on Foreign Relations.


Image of red flag over the Shanghai BundThis event is part of the 2020 Winter/Spring Colloquia series, The PRC at 70: The Past, Present – and Future?, sponsored by APARC's China Program.

 

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Jessica Chen Weiss Associate Professor of Government, Cornell University
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The novel coronavirus (COVID-19) is a global public health disaster of almost biblical proportions. It is a once-in-a-century occurrence that threatens to destroy countless lives, ruin economies, and stress national and international institutions to their breaking point. And, even after the virus recedes, the geopolitical wreckage it leaves in its wake could be profound.

Many have understandably drawn comparisons to the influenza pandemic of 1918 and 1919. That pandemic, which began in the final months of World War I, may have infected 500 million people and killed 50 million people around the globe. As the grim toll of COVID-19 mounts, it remains to be seen if that comparison will prove apt in terms of the human cost.

But, if we want to understand the even darker direction in which the world may be headed, leaders and policymakers ought to pay more attention to the two decades after the influenza pandemic swept the globe. This period, often referred to as the interwar years, was characterized by rising nationalism and xenophobia, the grinding halt of globalization in favor of beggar-thy-neighbor policies, and the collapse of the world economy in the Great Depression. Revolution, civil war, and political instability rocked important nations. The world’s reigning liberal hegemon — Great Britain — struggled and other democracies buckled while rising authoritarian states sought to aggressively reshape the international order in accordance with their interests and values. Arms races, imperial competition, and territorial aggression ensued, culminating in World War II — the greatest calamity in modern times.

In the United States, the interwar years also saw the emergence of the “America First” movement. Hundreds of thousands rallied to the cause of the America First Committee, pressing U.S. leaders to seek the false security of isolationism as the world burned around them. President Franklin Delano Roosevelt pushed back, arguing that rising global interdependence meant no nation — not even one as powerful and geographically distant as the United States — could wall itself off from growing dangers overseas. His warning proved prescient. The war eventually came to America’s shores in the form of the attack on Pearl Harbor.

Even before COVID-19, shadows of the interwar years were beginning to re-emerge. The virus, however, has brought these dynamics into sharper relief. And the pandemic seems likely to greatly amplify them as economic and political upheaval follows, great-power rivalry deepens, institutions meant to encourage international cooperation fail, and American leadership falters. In this respect, as Richard Haas notes, the COVID-19 pandemic and the aftershocks it will produce seem poised to “accelerate history,” returning the world to a much more dangerous time.

However, history is not destiny. While COVID-19 worsens or sets in motion events that may increasingly resemble this harrowing past, we are not fated to repeat it. Humans have agency. Our leaders have real choices. The United States remains the world’s most powerful democracy. It has a proud legacy of transformational leaps in human progress, including advances that have eradicated infectious diseases. It is still capable of taking urgent steps to ensure the health, prosperity, and security of millions of Americans while also leading the world to navigate this crisis and build something better in its aftermath. America can fight for a better future. Doing so effectively, however, requires understanding the full scope of the challenges it is likely to face.

Read the rest at War on the Rocks

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The novel coronavirus (COVID-19) is a global public health disaster of almost biblical proportions. It is a once-in-a-century occurrence that threatens to destroy countless lives, ruin economies, and stress national and international institutions to their breaking point. And, even after the virus recedes, the geopolitical wreckage it leaves in its wake could be profound.

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The following is Part 1 of a two-article series on facilitating cross-cultural online learning.


COVID-19 has now extended into most communities around the world, and we are only just beginning to understand the depth and breadth of its impact. Here at SPICE, our hearts and minds are especially focused on the effects that this global pandemic is having upon students. School closures and remote learning are becoming the norm as people are being asked—and in many cases, required—to maintain “social distancing” in order to prevent an even more rapid spread of the disease.

Every day there are more resources becoming available for teaching and learning online in the COVID-19 era. Many educators are struggling with how to adapt their teaching to the digital environment, while also striving to take full advantage of their new online context. We would like to share a few tips that we have learned from our own experiences with leveraging online teaching to forge international student connections, in hopes of encouraging others to develop similar cross-cultural online experiences for students on a global scale.

First, let me describe our own context for teaching online at SPICE. SPICE has been engaging high school students in the United States in online learning since 2004, when our first cohort of the Reischauer Scholars Program (RSP) began its intensive study of Japan and U.S.–Japan relations. When we launched a counterpart to the RSP in 2015—the Stanford e-Japan Program, an online course on U.S. society and culture and U.S.–Japan relations taught to high school students in Japan—we began to explore ways in which these two cohorts of students could come together and learn directly from and with one another. Just as the RSP students are spread across the United States, the Stanford e-Japan students are distributed across the islands of Japan. The diversity of perspectives, backgrounds, and experiences that these students bring to their cohorts is one of the richest and most valued aspects of SPICE’s online teaching initiatives.

We wanted to give our RSP and Stanford e-Japan students an opportunity to come together and discuss their shared experiences, concerns, and anxieties within the contexts of their new realities. How is the COVID-19 pandemic impacting daily life in their respective societies and communities? What are the local and national government responses to this crisis? How are their schools managing the closures, and how is it impacting their future education plans and prospects? These were among the many topics discussed by students across the Pacific at a recent virtual event.

On Friday, March 20 at 7:00pm PDT (which was 11:00am on Saturday, March 21 in Japan), 45 students from across Japan and the United States came together in a Zoom virtual classroom (VC) session to meet, chat, share, learn, and listen. Below are a few best practices that we implemented in this recent session, and that we hope will be helpful for others when considering pedagogical strategies for engaging students in international and cross-cultural online discussions.

 

1. Prepare students in advance

To make for a rich and productive session, it is crucial that students come to the session well prepared and ready to engage actively. Prior to the session, all students were sent an agenda and asked to prepare at least two questions for small-group discussion. We also asked for student volunteers from each course to serve as small-group discussion leaders; half from RSP, half from Stanford e-Japan. Simple guidelines for moderating the discussion were sent to the discussion leaders in advance, including the following:

  • Begin by identifying yourself as the small-group discussion leader.
  • Facilitate self-introductions.
  • Be mindful of encouraging all students to participate and voice their opinions and perspectives.
  • Remind everyone of the agenda and the time allotted for small-group discussion.

 

2. Set basic ground rules for discussion

For online discussions in general—and especially for discussions in a cross-cultural setting—it is important for students to know what to expect and understand what is expected of them. In our case, because communication styles and norms—particularly in group settings—tend to be quite different in Japan and the United States, we have found it helpful to address these differences up-front to alleviate potential cross-cultural misunderstandings. Following brief introductions by the RSP and Stanford e-Japan course instructors, we began the session by taking a few minutes to highlight key differences in cross-cultural communication styles. For example, students in the United States tend to be less comfortable and/or familiar with silence or pauses in conversation, while students in Japan are often used to allowing for more time and space to think before speaking up.

 

3. Divide students into small groups

While student discussions can certainly be facilitated in one large group, we highly recommend dividing students into smaller groups if your software allows. (In Zoom, use the “Breakout Rooms” feature to do this.) In our experience, small groups create an environment that fosters dialogue that is more student-centered, dynamic, and inclusive—and therefore more meaningful to students. We have found that group sizes of five to eight work well. With 45 students in attendance at our recent session, we decided to divide students into six small breakout rooms in Zoom, each with a mix of students from the United States and Japan. All groups held their discussions in English, with the exception of one bilingual group comprised of American students fluent in Japanese and Japanese students fluent in English. With about seven or eight students in each group, each student had ample opportunity to actively engage in discussion and share his or her perspectives and experiences with one another. Each group was preassigned a topic/theme for discussion: COVID-19 (two groups), U.S.–Japan politics and economy, Japanese pop culture, Japanese language, and education.

 

4. Assign roles

In addition to the discussion leader role, students were also asked to assign a notetaker/reporter in each small group. For groups with an RSP student leader, a Stanford e-Japan student was asked to report back to the main group at the end of the session, and vice versa for groups with a Stanford e-Japan leader.

 

5. Support student discussion

Once students’ discussions are underway, periodically check in on each group and provide support as needed. We use Zoom for our virtual class platform, which allows for the host to hop between the breakout rooms throughout the duration of the session. While we prefer to allow for the small-group discussions to remain student-centered and student-led, there are times when a teacher might jump into a small group and either notice that a particular student is dominating the discussion, or that there are extended silences. It would be appropriate here for a teacher to send a private message to the discussion leader with some guidance and support as needed.

 

6. Debrief as a class

Save time at the end of class to reconvene students as a large group and share out to each other. In our case, the notetaker/reporter for each small group presented a short summary of his or her group’s discussion and some time was allowed for comments from the whole group following each presentation. While there were five different topics assigned to the six groups, it was interesting to see that all of the groups ended up discussing the impact of the COVID-19 situation at some point during their time together. Dedicating time to this whole-group debrief enabled students to learn about different perspectives and varied comparative responses to COVID-19, and it created a valuable opportunity for students to forge a cohesive virtual community of their own.

 

Concerns about the COVID-19 pandemic, of course, hovered above all of us during the session and one of the big “take-aways” for the students was how interdependent and interconnected the world is. The anxieties of suddenly transitioning to online learning, being separated from friends and classmates, and not knowing how this pandemic might impact their prospects for higher education are shared by high school students everywhere. With many students transitioning to some form of remote learning, this could be an ideal time for young people to reach out across cultural and societal boundaries and deepen their international and cross-cultural awareness and understanding, and for schools to consider offering opportunities for these virtual connections to be made.


For more information about the Reischauer Scholars Program or the Stanford e-Japan Program, please visit our programs’ webpages at reischauerscholars.org and stanfordejapan.org. SPICE also offers other online courses to U.S. high school students on China (China Scholars Program) and Korea (Sejong Korea Scholars Program), and an online course to Chinese high school students on the United States (Stanford e-China Program).

To stay informed of SPICE news, join our email list and follow us on Facebook, Twitter, and Instagram.


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Depiction of a virtual classroom session with students of the Reischauer Scholars Program and Stanford e-Japan. Illustration by Rich Lee Draws!!!
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Half of the medical students in the United States are women, as are two-thirds of the health-care workers taking care of patients in hospitals, clinics and residential communities.

And the majority of the nurses on the frontlines of the COVID-19 pandemic? Women.

Yet gender bias and workplace harassment continue to plague women who have dedicated their careers to taking care of others.

A classic example given by Michelle Mello in a Perspective published in this week’s New England Journal of Medicine goes like this: A female attending physician and a male resident respond to a call to the emergency department. The ED staff direct questions about medical decisions to the man, addressing the logistics to the woman.

“The resident looks awkwardly at the attending but says nothing,” Mello writes. “Gesturing at the attending, the patient says he hopes `the hot new nurse is going to be mine.’ Everyone ignores the comment.”

Sexual harassment and gender bias remain highly prevalent in medicine, ranging from the banal comments by the patient in the scenario above to aggressive misconduct that can damage female health professionals’ well-being, careers and quality of care.

Healthcare organizations have formal processes in place to respond to complaints of workplace discrimination, but these processes “are insufficient to transform cultures,” writes Mello, a professor of medicine with Stanford Health Policy and a professor of law with Stanford Law, and her co-author Reshma Jagsi, director of the Center for Bioethics and Social Sciences at the University of Michigan.

Health-care professionals of both genders must speak up.

“We believe health professionals have a moral duty to practice `upstanding’ — intervening as bystanders — in response to sexual harassment and general bias and that this obligation should be described in codes of medical professional ethics and supported within institutional training,” the authors write.

For example, the male resident in the above scenario should have stopped and said something like, “I’m the resident, she is the attending, so please ask her your medical questions and I’ll handle the logistics.” And any of the staff involved in the incident could have told the patient, “She is your physician. And you can’t speak to members of your care team like that. We can take better care of you without the distraction of offensive comments.”

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While many medical professional societies now mention sexual harassment in their ethical codes, these guidelines fall short in that they do not encourage professionals to respond to the behaviors and intervene when they become aware of discrimination or harassment. The only large specialty society whose guidelines contain “aspirational advice” to stop sexual harassment in its tracks is the American Association of Orthopaedic Surgeons.

The American Medical Association (AMA) Code of Ethics Opinion 9.1.3 requires only that physicians “promote and adhere to strict sexual harassment policies in medical workplaces.” Mello and Jagsi note a striking contrast to the AMA’s approach to physicians who appear to be impaired (for example, due to substance use or mental health problems): Opinion 9.3.2. requires that physicians “intervene in a timely manner” to ensure that impaired colleagues stop practicing and get help.

“Absent stronger exhortation from within the profession, the norm will continue to be that clinicians are lauded when they stand up to harassment or bias but do not feel obligated — and they are not trained and equipped — to do so,” the authors write.

They recommend formal training in bystander intervention and peer-to-peer coaching, using tip sheets describing various courses of action, like this one adapted from Mary Rowe, an adjunct professor of negotiation and management at MIT Sloan.

 

 

 

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In keeping with the State of California's shelter-in-place orders, this event is available through livestream only. Please register in advance for the webinar by using the link below.

REGISTRATION LINK: https://bit.ly/3e1r7FZ

The time of this event has changed to 4:30pm-5:30pm PDT.

 

As the COVID-19 pandemic continues to spread throughout the world, Japan is experiencing its second wave of coronavirus outbreak, following a first wave early on, just as it had become clear that the virus was spreading rapidly from Wuhan. In late February, travel restrictions were followed by Prime Minister Abe’s call for school closures. But as the pandemic raged through parts of Europe and then the United States, and as a growing number of countries issued shelter-in-place orders and lockdowns, Japan seemed relatively unscathed. Concerns then escalated and calls for voluntarily restricting peoples’ movement started in earnest following the decision to postpone the 2020 Olympics. On April 6, Prime Minister Abe declared a state of emergency for seven prefectures.

This panel brings together expertise on Japan’s political leadership with experience in Japan’s crisis management. Professor Harukata Takenaka has long studied how Japan’s political leadership has evolved, while Mr. Akihisa Shiozaki, an expert on crisis management, was a core member of Japan’s first private-sector investigative report after the Fukushima nuclear crisis.

This is the first in an APARC-wide series of virtual seminars that explore Asian countries’ responses to the COVID-19 pandemic. Held throughout the spring quarter, each event is led by one of APARC’s programs.

PANELISTS

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Akihisa Shiozaki, Partner, Nagashima Ohno & Tsunematsu

Akihisa Shiozaki is widely recognized for his expertise in corporate crisis management, including regulatory investigations, white collar defense, product recall, labor/employment disputes, import/export control, cyber security, media interaction and various corporate governance issues, especially those with multi-jurisdictional or parallel civil and criminal components. In recent years, he has advised both domestic and foreign clients in resolving a number of the most high profile corporate crises cases relating to Japan, including the LIBOR/TIBOR manipulation investigation, FX manipulation investigation, global product recall by a Japan auto-parts manufacturer, international trade secret theft in the semiconductor industry, government investigations against a global pharmaceutical corporation operating in Japan, and his representation of the former CEO of Olympus Corporation who brought light to the company's recent accounting scandal. He is recognized by Legal 500 as a Leading Individual in the field of Risk Management and Investigations. In 2017, Akihisa was awarded the Compliance / Investigations Lawyer of the Year at the Asian Legal Awards hosted by The American Lawyer, in association with The Asian Lawyer, China Law & Practice and Legal Week.

Akihisa worked in the Prime Minister’s office as senior policy advisor from 2006 to 2007 and is knowledgeable in Japanese regulations /rules and governmental procedures, as well as having rich experience dealing with the media. He also serves as the vice-chairman of the Anti-Yakuza Committee at the Daiichi Tokyo Bar Association and has authored many related publications. He graduated from the University of Tokyo (LL.B.), holds an M.A. in international policy from Stanford University, and completed his MBA at the Wharton School of the University of Pennsylvania where he served as class president.

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Harukata Takenka, Professor of Political Science, National Graduate Institute for Policy Studies (GRIPS)

Harukata Takenaka is a professor of political science at the National Graduate Institute for Policy Studies in Tokyo.  He specializes in comparative politics and international political economy, with a particular focus on Japanese political economy. His research interests include democracy in Japan, and Japan's political and economic stagnation since the 1990s.  He received a B.A. from the Faculty of Law of the University of Tokyo and an M.A. and Ph.D. in political science from Stanford University.  He is the author of Failed Democratization in Prewar Japan: Breakdown of a Hybrid Regime, (Stanford University Press, 2014), and Sangiin to ha [What is House of Councillors], (Chuokoron Shinsha, 2010).

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Kenji Kushida, Research Scholar, Shorenstein APARC Japan Program (Moderator)

Kenji E. Kushida is a Japan Program Research Scholar at the Walter H. Shorenstein Asia-Pacific Research Center and an affiliated researcher at the Berkeley Roundtable on the International Economy. Kushida’s research interests are in the fields of comparative politics, political economy, and information technology. He has four streams of academic research and publication: political economy issues surrounding information technology such as Cloud Computing; institutional and governance structures of Japan’s Fukushima nuclear disaster; political strategies of foreign multinational corporations in Japan; and Japan’s political economic transformation since the 1990s. Kushida has written two general audience books in Japanese, entitled Biculturalism and the Japanese: Beyond English Linguistic Capabilities (Chuko Shinsho, 2006) and International Schools, an Introduction (Fusosha, 2008). Kushida holds a PhD in political science from the University of California, Berkeley. He received his MA in East Asian studies and BAs in economics and East Asian studies, all from Stanford University.

Via Zoom Webinar. Register at https://bit.ly/3e1r7FZ

Akihisa Shiozaki, Nagashima Ohno & Tsunematsu
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Kenji Kushida, Shorenstein APARC Japan Program
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(This is excerpted from a story from The Mercury News.)

Long motorcades of volunteers converged at three Stanford University research sites this week, donating blood for a new test that identifies the prevalence of coronavirus in our community – and could help reveal the full scope of Santa Clara County’s epidemic.

The 2,500 test slots on Friday and Saturday filled up within hours, as news of the project — the first large scale study of its type in the U.S. — spread quickly through the county, according to this Mercury News story.

The test detects protective antibodies to the virus rather than the virus itself. This gives scientists a snapshot of how many people in the county have already been infected, but weren’t seriously sick and didn’t realize it. And it tells residents whether they carry potentially protective antibodies – so may be immune to future infection.

“This is critical information,” said principal investigator Eran Bendavid, an infectious disease specialist and associate professor of medicine with Stanford Health Policy. “We will show the country what to do and how to do it,” he said.

The project, coordinated with the Santa Clara County Department of Health, was applauded by Gov. Gavin Newsom during a Saturday press conference in Sacramento, who called it “the first home-grown serum test in the state of California.”

Read The Mercury News Story

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On Feb. 12, White House National Security Adviser Robert O’Brien announced that the U.S. government has “evidence that Huawei has the capability secretly to access sensitive and personal information in systems it maintains and sells around the world.” This represents the latest attempt by the Trump administration to support an argument that allied governments—and the businesses they oversee—should purge certain telecommunications networks of Huawei equipment. The position reflects the preferred approach in the United States, which is to issue outright bans against select companies (including Huawei) that meet an as-yet-unknown threshold of risk to national security.

 

Read the rest at Lawfare Blog

 

 

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The Trump administration’s proposal for trilateral arms control negotiations appears to be gaining little traction in Moscow and Beijing, and the era of traditional nuclear arms control may be coming to an end just as new challenges emerge. This is not to say that arms control should be an end in it itself. It provides a tool that, along with the right combination of deterrence and defense forces and proper doctrine, can enhance U.S. and allied security and promote stability.

Applying that tool will require overcoming a variety of challenges, not just regarding nuclear weapons but related issues, such as missile defense and conventional strike systems. Policymakers face some hard choices.

NUCLEAR ARMS

In August 2019, the United States withdrew from the 1987 Intermediate-range Nuclear Forces (INF) Treaty following Russia’s violation. (More broadly, Moscow’s selective compliance with arms control agreements poses a problem.) The 2010 New Strategic Arms Reduction Treaty (New START) remains as the sole agreement constraining U.S. and Russian nuclear weapons. New START expires in February 2021, but can be extended for up to five years.

For the United States, New START extension should be a no-brainer. Russia is in compliance with the treaty. Extension would continue limits on Russian strategic forces, as well as the flow of information on those forces provided by the treaty’s verification measures, until 2026. Extension would not require that the Pentagon change its strategic modernization plans, as those plans were designed to fit within New START’s limits.

Moscow has offered to extend New START, but the Trump administration has been reluctant. In 2017, U.S. officials said that, before considering the extension issue, they wanted to: 1) see if Russia met the New START limits, which took full effect in February 2018, and 2) complete the nuclear posture review, which was released the same month. Two years later, however, the administration still lacks a position on extension.

Instead, President Trump has set an unachievable objective — a trilateral negotiation with China and Russia covering all their nuclear arms. As I recently wrote in more detail, Chinese officials have repeatedly said no to such a negotiation, citing the large difference in nuclear weapons levels. The Trump administration thus far has offered nothing to entice Beijing to change its position.

Moreover, almost a year after the president set his goal, his administration has yet to offer a proposal — or even an outline — for what such a negotiation would seek to achieve. Neither Washington nor Moscow is ready to agree to have the same number of nuclear weapons as China, but it is unrealistic to think that Beijing would accept unequal limits.

Setting aside China, Russia is not ready to discuss all nuclear arms unless certain conditions are met (more on that below). The Obama administration sought a new negotiation after New START’s conclusion with the goal of including all U.S. and Russian nuclear weapons. That idea never gained traction in Moscow.

If New START expires in 2021, the United States and Russia likely would not launch major new build-ups, as both face real defense budget constraints. But their deployed strategic warhead levels could “creep up” above the number allowed by New START if the sides add warheads to intercontinental ballistic missiles (ICBMs) and/or submarine-launched ballistic missiles (SLBMs) that currently carry fewer warheads than their capacity. With the demise of New START’s verification regime, the sides would have little visibility into the other’s actions regarding adding warheads or total warhead numbers.

Some appear to believe that holding back on agreeing to the extension of New START and/or starting from scratch in a new negotiation might increase U.S. leverage to include all nuclear arms, including non-strategic nuclear weapons. That does not appear to be the case. It is more likely that the end of New START’s constraints on deployed strategic weapons would make bringing non-strategic or non-deployed nuclear weapons under control more difficult.

MISSILE DEFENSE

Russian conditions for discussing a broader agreement focus first on missile defense. Differences over missile defense pose a challenge for arms control.

Current U.S. missile defenses hardly constitute a threat to Russian ICBM and SLBM warhead numbers. Moscow, however, has long seemed to fear the potential of U.S. technology and prospective missile defenses. The United States and Russia came close in spring 2011 to an arrangement on a cooperative missile defense for Europe, but they failed to reach agreement, after which the Russian position on limiting missile defenses hardened. Moscow showed no interest in a 2013 U.S. proposal for an executive agreement on missile defense transparency, under which the sides would have exchanged information each year on their current missile defense numbers and prospective numbers looking out each year for 10 years.

Moscow appears to want legally-binding limits on missile defenses. However, the Trump administration’s 2019 missile defense posture review stressed that there should be no negotiated limits on missile defense. Missile defense has a strong constituency in the U.S. Senate, impeding the chance that a treaty limiting missile defenses would get the necessary two-thirds approval.

The missile defense issue will become more complex in coming years. As part of its ground-based mid-course defense, the U.S. military maintains 44 ground-based interceptors in Alaska and California capable of intercepting strategic ballistic missile warheads, with another 20 interceptors planned. In a separate program, the Pentagon is now developing a new variant of the SM-3 missile interceptor. Whereas current variants (the SM-3 IA and SM-3 IB) can engage intermediate-range ballistic missile warheads, the Pentagon intends to test the new SM-3 IIA variant against an ICBM warhead.

If the SM-3 IIA proves capable of intercepting strategic ballistic missile warheads, that will raise concern in Moscow (and Beijing) about the proliferation of those interceptors on U.S. warships, at Aegis Ashore sites in Romania and Poland, and elsewhere. Russia’s interest in limits on missile defenses would only intensify as would Moscow’s linkage of future nuclear arms reduction negotiations to a negotiation on missile defense.

LONG-RANGE PRECISION-GUIDED CONVENTIONAL STRIKE

Sea-launched cruise missiles (SLCMs) and air-launched cruise missiles (ALCMs) carrying conventional warheads have never been constrained by arms control agreements. As their precision has increased, Russian officials and experts have expressed concern that they could destroy targets that previously would have required a nuclear weapon and that the United States might consider a “conventional strategic” attack on Russia. It is unclear how realistic this concern is; would, for example, a conventionally-armed U.S. SLCM warhead be powerful enough to disable a hardened Russian ICBM silo?

Russian officials in 2011 began linking long-range precision-guided conventional strike systems to the issue of further nuclear arms cuts. The Pentagon has shown little enthusiasm for limits on these conventional systems, which are a key component of U.S. power projection capabilities. Russia may be starting to catch up, having demonstrated conventionally-armed ALCMs and SLCMs in Syria, but the U.S. military holds a significant numerical advantage.

As with missile defense, the situation with conventional strike may become even more complex. With the demise of the INF Treaty, the Pentagon is now developing or planning several conventionally-armed ground-launched missiles that would have been prohibited by the treaty. Two missiles — the Precision Strike Missile with a possible range of 700 kilometers and a ground-launched cruise missile with a range of 1,000 kilometers — almost certainly are being developed with European contingencies in mind. The Pentagon’s planned ballistic missile with a range of 3,000-4,000 kilometers is intended for the Asia-Pacific region, primarily as a counter to the large number of Chinese intermediate-range missiles (most of which are believed to be conventionally-armed).

Developing and deploying these U.S. missiles — along with Russia’s continued deployment of the 9M729 intermediate-range ground-launched cruise missile plus other missiles that Russia may develop and deploy as “counters” to new U.S. missiles — would further complicate the long-range precision-guide conventional strike picture. That, if in turn linked to nuclear arms control, would impede negotiation of a new agreement reducing and limiting nuclear weapons.

HYPERSONIC, CYBER, AND SPACE

Hypersonic weapons pose another complex factor for arms controllers. Both the United States and Russia (as well as China) are developing hypersonic weapons, including hypersonic glide vehicles to mount on ballistic missiles and hypersonic cruise missiles. Russia has deployed a small number of Avangard hypersonic glide vehicles atop ICBMs to enhance their ability to overcome U.S. missile defenses. Those fall under New START’s limits, but future hypersonic weapons, such as Russia’s Kinzhal air-launched ballistic missile, do not.

A negotiation to limit nuclear arms or long-range precision-guided conventional strike systems would have to take account of hypersonic weapons. That could be difficult, as the United States, Russia, and China appear to be focusing on different types of hypersonic systems.

Cyber and space domains can also have important effects on the nuclear arms relationship. Cyber raises concern about the possibility that a side’s nuclear command, control, and communication systems might be compromised in ways that would allow an intruder either to disrupt communications, including an authorized launch order, or to spoof the system with an unauthorized instruction. The cyber domain does not lend itself readily to traditional arms control-type arrangements.

As for space, Moscow has long advanced proposals to ban the weaponization or militarization of space. Washington has resisted those proposals, in part out of concern that they might affect the ability of the U.S. military to operate space-based assets for command and control, early warning, and intelligence, surveillance, and reconnaissance purposes. It is unclear whether more limited proposals, such as a ban on anti-satellite tests that generate orbital debris or a ban on deploying strike weapons in space, might be negotiable.

DIFFICULT TRADE-OFFS

Traditional nuclear arms control is in trouble. If the United States and Russia — and perhaps other countries in the future — wish to continue to use it as a tool to promote a more stable, secure, and transparent nuclear relationship, they will have to deal with challenges that did not arise or that they could agree to set aside during past negotiations.

Washington faces a fundamental choice: Is it prepared to countenance some constraints on missile defense and possibly long-range precision-guided conventional strike systems in order to get Russia to agree to further reduce and limit nuclear arms, including non-strategic nuclear weapons? Moscow faces something of the reverse choice: Will it hold to its insistence on limiting missile defenses and conventional strike systems even if that blocks a future nuclear arms agreement with the United States?

There remains the question of China, and Russia almost certainly would seek to include Britain and France. Would those third countries be willing to consider an approach other than a full negotiation with the United States and Russia, perhaps by offering a degree of transparency regarding their nuclear forces and committing unilaterally not to increase their nuclear weapons numbers so long as U.S. and Russian nuclear forces were reducing?

It would make sense for U.S. and Russian officials to conduct regular, intense bilateral strategic stability talks on the full range of issues — nuclear arms, missile defense, conventional strike systems, hypersonic weapons, third-country nuclear forces, cyber, and space — and their various interactions. Such discussions, if they go beyond mere recital of talking points, might allay some concerns the sides hold about the other while helping U.S. and Russian officials to decide whether specific negotiations might make sense.

None of these questions will be easy, and sorting them out will take time. That bolsters the already strong argument for extending New START. Doing so would give Washington and Moscow five more years to figure out what role, if any, arms control should play in managing their nuclear relationship with one another and, perhaps, with third countries.

 

Originally for Brookings

 

 

 

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Many observers, and many investors, believe that young people are especially likely to produce the most successful new firms. Integrating administrative data on​ firms, workers, and owners, we study startups systematically in the U.S. and find​ that successfull entrepreneurs are middle-aged, not young. The mean age at​ founding for the 1-in-1,000 fastest growing new ventures is 45.0. The findings are​ similar when considering high-technology sectors, entrepreneurial hubs, and​ successful firm exits. Prior experience in the specific industry predicts much greater​ rates of entrepreneurial success. These findings strongly reject common hypotheses​ that emphasize youth as a key trait of successful entrepreneurs.

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Javier Miranda, Principal Economist, Economy-Wide Statistics Division, US Census Bureau

Bio:

Javier Miranda is Principal Economist at the U.S. Census Bureau where he began his career in 1998. Javier received his Ph.D. in Economics from American University in 2004. Previous to joining the Census Javier was a research consultant at the World Bank and the Urban Institute. Javier has published papers in the areas of industrial organization, technological change, job creation, entrepreneurship and firm financing. Among his publications are articles in the American Economic Review, Journal of Economic Literature, American Economic Journal Macroeconomics, Review of Economic and Statistics, IMF Review, World Bank Economic Review, Journal of Business Valuation and Economic Loss, NBER Macroeconomics Annual, and multiple books and chapters.  Javier received the Director's Award for Innovation (2007) and the U.S. Department of Commerce Bronze Medal (2011). His contributions to data infrastructure are notable. Javier Miranda is responsible for the development of the Longitudinal Business Database and the Business Dynamics Statistics and is the Synthetic Longitudinal Business Database v3. Together with the USPTO Javier has led the development the Business Dynamics Statistics of Innovative Firms a longitudinal database of firms, patents, and inventors. Javier Miranda is also President of the Board of SEM an adult education and job readiness program designed to address the root causes of poverty, illiteracy, and violence in Washington DC.

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Javier Miranda, Principal Economist, Economy-Wide Statistics Division, US Census Bureau
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