Vice Admiral Mark Mellett DSM Addresses Peacekeeping in Humanitarian Action at the 4th Ireland at Fordham Humanitarian Lecture
March 2, New York- Vice Admiral Mark Mellett DSM, Chief of Staff of the Irish Defense Forces, delivered the fourth lecture of the Ireland at Fordham Humanitarian Lecture Series. Hoping to remain faithful to the spirit of the Vice Admiral’s remarks, we recapitulate a few of his major claims below.
Admiral Mellett’s words addressed the importance of peacekeeping in humanitarian action. His argument followed a progressive, highly logical sequence that began with a discussion of interdependence and multilateralism, proceeded into an analysis of innovation, diversity, and values, and culminated with a few remarks concerning leadership. Considering immediately the depth, mentioned above, of the Admiral’s claims, this linear progression cannot be said to be the only plane upon which his argument rests. There is, too, a reciprocity to these key topics outlined that extends this progression into the third dimension, as it were, as the concluding analysis of leadership must be seen as informing the initial discussion of multilateralism and interdependence. Here we see the beginning of the Admiral’s poignant system.
Initiating his remarks concerning multilateralism are the timeless observations of Donne, who reminds us that ‘no man is an island, entire of itself… each is a piece of the continent, a part of the main… if a cloud be washed away by the sea, Europe is the less.’ We should also like to add that which Donne adds later on, as it no doubt informs the psychology of the humanitarian that the Admiral clearly appeals to: “any man’s death diminishes me, because I am involved in mankind.” Multilateralism, as expressed by the Admiral, overtly references a national multilateralism (as the selected quote from Donne makes clear). In the modern international scene, no intelligent nation can hope to survive or thrive cut off from the mainland, as it were (insisted upon by an Irishman, no less!) The first step towards continued peacekeeping involves this crucial understanding of the resources available to one once isolationism is abandoned. Now, what are these resources?
The Admiral goes on to define the first resource, innovation, as “a systematic change in mind-set, that permeates entire organizations, recognising that increasingly the answers to our challenging problems lie outside organisation boundaries.” Here is seemingly a novel — yet wonderfully lucid — explanation of what innovation must be. Not merely the new, the most recent, innovation saturates the entire thinking process as it looks beyond “incremental improvements (in the delivery of aid, for example)” to address the more poignant question, “is there a better way to do this?” We should also note the clever way in which the Admiral connects this first resource to the ideal of multilateralism: “Einstein is credited with saying ego equals knowledge…egos often drive the maintenance of silos that undermine better collaboration, trust, efficiency, and effectiveness.” Egoism precludes the type of thinking that looks beyond one’s borders and interests. To do this — to cut oneself off as a nation, agency, individual — is to cut oneself off from the resources of the many that necessarily fuel the innovative approach. Hinting at the remainder of his talk, the Admiral goes on to say that innovation, far from being accidental, requires “leadership, education, collaboration, and understanding… complimenting innovation, we need also to strive for, firstly, diversity in our networks and partnership and, secondly, for enhancing diversity internally.” It is to this latter topic that his talk digresses.
Diversity is, of course, an essential topic in any humanitarian discussion. However, the Admiral’s placement of this crucial factor amidst the previous analysis of innovation and multilateralism truly brings out the latent potential of the term. External diversity can immediately be seen to be the logical consequence of an innovation that utilizes multilateralism: “the greater the diversity in terms of our external networks, the greater the potential in terms of innovative outcomes.” External diversity provides the specific criteria intimated by multilateralism; diversity in networks, across agencies, etc. are necessary for a truly innovative approach. A brief aside by the Admiral highlights the results of this external diversity: “It was such a partnership that enabled our Defence Forces medical teams responding to the Ebola crisis in Sierra Leone to be equipped with cutting edge technology such as contactless thermometers before such technology was available on the market.”
Internal diversity, which is more complex, is highlighted along two tracks: diversity of skill-sets and preparation and diversity across teams; i.e., “diversity across multiple dimensions” as the Admiral names it. The former can be said to be a response to the increasingly problematic and uncertain scenarios that modern humanitarian workers necessarily encounter. The Ireland Defence Forces (IDF) needs not merely competent soldier warriors but instead “a seamless change from being a warrior to a scholar, understanding the perspective of others as a diplomat.” The individual humanitarian, therefore, must act as a microcosm of the broader multilateral framework, able to adapt to various settings and contexts and unwilling to be closed off to crucial resources. Speaking of gender diversity in the IDF, the Admiral, while noting that there is much to be done to improve gender balance, states that he is “proud of Ireland’s leadership in terms of women, peace, and security.” Concluding this section is the remark that such diversity “is not just about being a better reflection of the society we defend, protect, and serve — it is a capability issue which makes us better at what we do…it enhances our capability in peacekeeping and humanitarian action.”
So now we have come to that “nexus between values, the sustainable development goals, and humanitarian action.” The Admiral and Irish Defense Forces (IDF) are committed to the institutionalization of values, given the rapid pace of cultural and societal change. Indeed, “it has never been more important that as leaders, we seek to influence values at every level.” And what are the values of the IDF, that the Admiral wishes so earnestly to defend and uphold? The statement of such is worth quoting in full here:
In our Defense Forces our values include the moral courage to do the right thing, the physical courage to persevere despite danger and adversity, a respect that treats others as they should be treated, an integrity that encompasses honesty, sincerity, and reliability, and a loyalty to comrades and the State and a selflessness which puts duty before ourselves. The institutionalisation of these values — similar to diversity — has internal and external components. Values, externally, enable better innovation and diversity. Here we observe the reciprocity of the Admiral’s claims noted above. As innovation presupposes and encourages diversity, both enable and prefigure the institutionalisation of values that ensures their continuance. All three are indeed critical components in the context of multilateral government “where common values linked to the Sustainable Development Goals drive a vital framework for humanitarian action.”
The concluding section, on leadership, represents at once the culmination of and impetus towards continuation of the above goals of innovation, diversity, institutionalization of values, and multilateralism. The Admiral has committed the words of American philosopher Mary Parker Follett to heart, which he quotes amidst this section: “leadership is not so much about the exercise of power but about that capacity to create that sense of power in those who are leaders.” Through the leadership of his carefully considered words, the Admiral gives those listening a sense of power by demonstrating this type of empowerment in his nuanced statement. That is, by concluding his talk with this digression into leadership, the reader is made immediately aware of the multi-layered nature of the Admiral’s remarks. A good leader, indeed, makes other leaders. That is, such a person provides others with not merely the tools for success but the system — the spirit — that governs the whole so that they may impart this knowledge to others. Admiral Mellett, in this fourth lecture of the Ireland at Fordham series, does precisely this through his considered words. Multilateralism needs proper leaders for it to realize the fruits of innovation, diversity, and values. Admiral Mellett teaches us that, to be such leaders, the discussion must not start with leadership but with the dangers of isolationism and egoism and the importance of values and diversity. It is by the humility of such leaders that are genuinely “involved in mankind” that tomorrow’s leaders are forged.
The next lecture of the Ireland at Fordham Humanitarian Lecture Series will take place on March 25 on the topic of Conflict and Hunger. Be sure to visit the Ireland at Fordham Humanitarian Lecture Series page for more details to come!
For more information on this upcoming lecture, please contact: Johanna Lawton, Program Officer, Ireland at Fordham Humanitarian Lecture Series, jlawton3@fordham.edu
Written By: Michael Innocenti, IIHA Marketing and Communications Graduate Assistant
About the Permanent Mission of Ireland to the United Nations |The role of the Permanent Mission of Ireland to the United Nations is to promote Ireland’s foreign policy interests and values at the United Nations.
About Fordham University
Founded in 1841, Fordham is the Jesuit University of New York, offering exceptional education distinguished by the Jesuit tradition across nine schools. Fordham awards baccalaureate, graduate, and professional degrees to approximately 15,000 students from Fordham College at Rose Hill, Fordham College at Lincoln Center, the Gabelli School of Business (undergraduate and graduate), the School of Professional and Continuing Studies, the Graduate Schools of Arts and Sciences, Education, Religion and Religious Education, and Social Service, and the School of Law. The University has residential campuses in the Bronx and Manhattan, a campus in West Harrison, N.Y., the Louis Calder Center Biological Field Station in Armonk, N.Y., and the London Centre in the United Kingdom.
About the IIHA
The Institute of International Humanitarian Affairs (IIHA) prepares current and future aid workers with the knowledge and skills needed to respond effectively in times of humanitarian crisis and disaster. Our courses are borne of an interdisciplinary curriculum that combines academic theory with the practical experience of seasoned humanitarian professionals. The IIHA also publishes on a wide range of humanitarian topics and regularly hosts a number of events in the New York area, including the annual Humanitarian Blockchain Summit and Design for Humanity Summit.
For more information or media inquiries, please contact: Camille Giacovas, Communications & Research Officer, cgiacovas@fordham.edu
