So you go to Brookings, or you go to Heritage or others, they know their position on any subject before they research it. If you go to an investment bank, they know what parts of the world they are going to cover and what parts of the world they are not going to cover depending on client interest. We cover the world without being skewed by that. And that makes it more valuable.

Constraint theory argues a number of things. First, that the impossible has to be identified. Second, that the actor is then constrained by circumstances to act a certain way. For example, should we invade ISIS? Can we invade ISIS? What would it take to invade ISIS? Once you ask that question you discover the price of that option and then you take a look at American politics and see that the country is probably not prepared to invest the 2 to 3 million people that it would take to defeat ISIS and the insurgency afterwards. All right, so that's not going to happen.

What is American strategy first of all? So American strategy is to command the seas, right? The foundation of our power is sea control. Nobody can invade us, but we can invade them.

The kind of president we need has little to do with ideology and more to do with a willingness to wield power to moral ends.

Now if you can recognize and memorize a grandmaster's game, and you have the respect to understand [Zimbabwean president Robert] Mugabe who has survived past anyone's expectations, and make the simple assumption it wasn't an accident, and you understand why he did what he did, now you're ready to predict ... The key to forecasting is to understand both the constraints nations are under and the manner in which the struggle for power shapes leaders.

When you have the countries like Germany, China, and Russia decline, and be replaced by others, that's when systemic wars start. That's when it gets dangerous, because they haven't yet reached a balance. So Germany united in 1871 and all hell broke loose. Japan rose in the early 20th century, and then you had chaos. So we're looking at a systemic shift. Be ready for war.

The warrior must continue to make decisions in the face of extreme circumstances. He cannot afford to get angry or frightened.