The end of the Cold War left the United States in the fortunate position of facing no imminent threat of global war. But it also left the United States in a strategic vacuum, with no organizing principle for its national security. This book proposes a security strategy for the 21st century based on preventing new major threats to U.S. security from emerging.

Informed by the authors' service in the Pentagon during President Clinton's first term, this book identifies six major dangers to U.S. security that have the potential to grow into threats to American interests and values as ominous as the Cold War's nuclear standoff. In chapters that cover chilling dangers ranging from Russia's implosion to the rising power of China, and from proliferation of biological weapons to cyber terrorism, the authors first recount from first hand experience the Pentagon's efforts to define and prevent dangers to U.S. security since the end of the Cold War, and then advance preventive defense strategies for the future. It argues that implementing a Preventive Defense strategy will require a revolution in the way the Pentagon does business -- a revolution that is only beginning.

The Revolution in Business Affairs (RBA) is an effort to improve the overall effectiveness of the Department of Defense (DOD) by increasing the efficiency of its support operations. Waste and inefficiency within the DOD represent a major internal threat - an "enemy within" -- that, by drawing money away from needed modernization, could steadily erode our ability to meet the challenges of the post-Cold War era. The RBA seeks to change the way DOD does business.

The wars of the 1990s confirm a basic finding from the study of civil war termination: "peacemaking is a risky business." The greatest source of risk comes from spoilers - leaders and parties who believe that peace emerging from negotiations threatens their power, worldview, and interests, and use violence to undermine attempts to achieve it. When spoilers succeed, the results are catastrophic. But not all spoilers do succeed.

The crucial difference between the success and failure of spoilers is the role played by international actors as custodians of peace. This study begins to develop a typological theory of spoiler management, providing a first step toward understanding the spoiler problem in peace processes and evaluating the appropriateness and effectiveness of different strategies of spoiler mangement.

As a result of the rapid changes following the breakup of the Soviet bloc, there were suddenly new markets of hundreds of millions of people, covering a large portion of the earth, containing large fractions of many of the world's natural resources, possessing extensive research and production capacity, with a highly educated workforce, and utilizing many advanced technologies. Russia contained a large fraction of these factors, especially those oriented toward high technology, and hence it behooves international companies to formulate and implement strategies for doing business in Russia.

This particular study was undertaken because the quest for cooperative ventures has been a major portion of the strategy of many Russian defense enterprises and U.S. companies in addressing these changes. We deemed it important to gain a better understanding of the factors affecting companies' and enterprises' decisions regarding cooperative ventures and some of the determinants of success, as well as to analyze strategies for U.S. companies and Russian enterprises contemplating or participating in cooperative ventures.

The conclusions in this report are based on case-study interviews with companies and enterprises engaged in cooperative ventures. All of the Russian enterprises in our study, with the exception of some start-ups, had been heavily involved in military work; the American companies were from both the military and civilian sectors.

This report is the result of a CISAC-sponsored workshop in which several American companies doing business with military research and production enterprises could have more detailed interchanges with other American companies in a systematic way, and the results could be analyzed and reported.  The primary objective was to find successful approaches that could be applied to other ventures.  A secondary objective was to illuminate critical points for further collaboration and study.

The Soviet Union's economy was overindustrialized and highly militarized, with a disproportionate share of the military industry located in the Russian Republic. It is therefore not surprising that industrial production, including military production, has dropped sharply in the economic environment of the last few years. Many enterprises are shrinking, but few are failing completely or going into bankruptcy, and there is little disaggregation of large enterprises into smaller legal entities. Thus, with the exception of privatization, the general profile of Russian industry has not changed greatly.

The creation of new entrants (new business entities), to the extent that it is occurring, is one of the more promising aspects of the economic transition. However, the managers of many of the large enterprises resist divesting themselves of segments of their business. They fear that subsequent capitalization will result in a major reduction of value of the parent because the parent's contribution to the capitalized spin-off will not command much equity. Directors recognize the need for decentralization of management and financial responsibility, but many of them prefer to create divisions rather than subsidiaries. They also try to bring outside investment into the entire large enterprise rather than into a subsidiary. It is difficult for small groups of employees to simply leave and form a new (start-up) corporation because of the lack of commercial and social services infrastructure, especially capital markets, and the lack of rights to use state facilities.

Stanford University's Center for International Security and Arms Control (CISAC) started a project on defense conversion in the Soviet Union in early 1990. Following the breakup of the Soviet Union, the project has concentrated on defense conversion in Russia. The objectives of the project are to study and assist the process of demilitarization through the diversion of military production assets, broadly interpreted (facilities, personnel, technology, etc.), and building a civilian industry and infrastructure.

As a part of this project, CISAC sponsored an international conference on defense conversion on December 1-2, 1992. This report summarizes the authors' impressions, following the conference, of the status of privatization and conversion in Russia, and of U.S. government and business involvement in those processes. The conclusions drawn and the recommendations made are our own, based on both conference presentations and our own research.

This book is essentially a series of case histories of U.S.-Soviet nuclear arms control negotiations, as seen from the American side. It describes the processes of governmental decisionmaking for arms control in Washington, D.C., and the techniques for joint U.S.-Soviet decisionmaking at the negotiating table.

As general counsel of the U.S. Arms Control and Disarmament Agency and member of U.S. delegations to disarmament conferences for eight years, the author was in a unique position to assess the difficulties of fashioning an arms control treaty that could pass muster within the executive branch of the U.S. government, be approved by U.S. allies, be successfully negotiated with the Soviets, and then win the approval of the U.S. Senate. This process will be even more complex now that the United States will face at least four nuclear powers from the former U.S.S.R.

The book has three purposes. The first is to add to the recorded history of the following negotiations: the Limited Test Ban Treaty of 1963, the Non-Proliferation Treaty of 1968, the ABM Treaty of 1972 and its companion SALT Interim Agreements, and the 1987 INF Treaty. The author asks in each case, What did the president and his assistants do (or fail to do) to negotiate a successfulu agreement?

The second purpose is to use the case book approach, common in law schools and business schools, as a teaching device for those who wish to learn how the American government made decisions about arms control negotiations, how U.S.-Soviet negotiators reached decisions, and what the results of the decisions have been.

The book's third purpose is to generalize about what works and what does not work in the complex world of arms control negotiations, including information on the impact of negotiating committees and comparisons of the process for negotiating arms control treaties with that for achieving arms limits through action and reaction, without written agreement. The concluding chapter looks to the future: What changes will occur in the arms control process given the end of the Cold War and the disintegration of the Soviet Union?