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“A House of Dynamite” Movie Review

⚠️ Contains spoilers, if you’re the type of person who cares. ⚠️

Netflix’s thriller A House of Dynamite raises important, modern-day questions about our nation’s nuclear deterrence strategy and missile defense capabilities, but it ultimately fell flat for me. With an all-star cast and the Oscar-winning director of The Hurt Locker, it’s still worth a watch for a realistic fictionalized glimpse into the workings of our nation’s ICBM response. Just don’t expect deep insights1.

The Cold War never truly ended

Wikipedia will tell you that the Cold War ended in 1991 as the US-Soviet Union relationship improved, new treaties on nuclear and chemical weapons were signed, and several proxy wars were brought to a close. It certainly began a more peaceful period in world history with serious cooperation between the US and Russia, the fall of socialism and communism, and a wave of democratization and move towards capitalism around the world.

In the intervening decades, both countries have significantly reduced their nuclear arsenals:

Our World In Data: “Nuclear Weapons”

Yet both countries still have around 1,500 nuclear warheads on strategic alert, in missile silos across their respective plains, on submarines, and ready to load on bombers. These form the three legs of the “nuclear triad”: the land leg provides sheer volume and difficulty eliminating, the air leg provides power projection and flexibility in deployment/retargeting, and the undersea leg provides stealth and survivability2. Current nuclear warheads, while limited in power by treaty, are still many times more destructive than those dropped on Hiroshima and Nagasaki3; these arsenals are enough to end the world multiple times over 4.

Arms Control Association: “Nuclear Weapons: Who Has What at a Glance”

New threats

The concepts of “nuclear deterrence” and “mutually assured destruction” result in an equilibrium; neither nation dares employ nuclear weapons because they know the response will be proportional. Driven by treaty agreements and deterrence strategy, details of US and Russian nuclear arsenals are surprisingly public. Coordinates for silos and launch control centers are published on Wikipedia 5 and you can buy chunks of the hardened communications cables on eBay.

Yet, many other nations have also acquired nuclear weapons and that certainly makes the calculus more complex, as Tom Lehrer eloquently describes:

The concept of deterrence is predicated on a high degree of certainty that the adversaries have reliable weapons, effective control systems, and resilience to launch a counterattack. None of that can be assumed for countries like North Korea, wildcards with the potential to destabilize global security with little regard for anything other than their own priorities.

To deal with this threat, the US created Ground-Based Midcourse Defense (GMD), which launches interceptors at incoming ICBMs (really, their reentry vehicles during the suborbital phase) in an attempt to destroy them. As the characters in the film point out, it’s like trying to hit a bullet with a bullet and each interceptor is only slightly better than a coin flip; for this reason, multiple interceptors are fired at each threat to increase the odds. The US has 44 interceptors, this capability is meant to defend against the small, rogue states, not a large-scale attack.

The film

A House of Dynamite gestures at this complexity and gets the details right, but fails to come to a meaningful conclusion. In the movie, a single ICBM of unknown origin is detected by the Sea-Based X-Band Radar. The initial launch wasn’t detected by Space-Based Infrared (SBIR) satellites, so the launch location is unknown. No mention is made of determining the type of threat based on signatures. A single ICBM doesn’t match the expected attack profile of any known power. It’s a contrived situation, which is reflected in the bafflement of the characters in the movie as they theorize possible sources, the implications of each, and potential responses. I don’t fault the movie for it, though; an unlikely scenario was perhaps necessary to create an interesting and dramatic story.

In fact, the movie uses a unique narrative device, playing the same few crucial minutes over several times from different perspectives: the White House Situation Room, the Missile Defense Complex at Fort Greely, senior military and government leaders, and the President and First Lady. It’s compelling at first and is used in interesting ways, such as resolving unknowns and apparent inconsistencies while providing additional character development and backstory as the movie unfolds. But about halfway through it started feeling repetitive and a little boring.

Predictably, each major character has someone they’re extremely concerned about in a doomsday scenario: a young child, a pregnant wife, a hopeful fiancée. These exist in the story mainly to add a little bit of dimension to the characters. With one exception6, they don’t drive any meaningful behavior or motivation. I routinely found myself wondering what purpose these family characters served.

In an early vignette, two GMD Ground-Based Interceptors (GBIs) are launched to attempt to destroy the missile; neither succeeded. The portrayal of GMD’s limitations was realistic and could’ve been an interesting angle, but ultimately its contribution to an overall nuclear defense strategy was dismissed as an expensive boondoggle.

With an incoming ICBM of unknown origin, senior military leaders urge the president to authorize a nuclear counterstrike. Against who? It doesn’t matter, only that it’s immediate and decisive or we may all die! This was a major issue in the plot for me. The pressure for a speedy counterstrike seemed entirely artificial when so much was unknown, including, critically, who was responsible. The film tries to manufacture tension by having military advisors insist on immediate retaliation, but their arguments don’t hold up to scrutiny.

In a real scenario like this, the strategic calculus would demand patience, not haste. There was no indication of a larger-scale attack: no additional launch indications, communication jamming, or large-scale force mobilization. The warhead’s size and yield were unknown—it could be a relatively small weapon, a dud, or a hijacked test. Nations around the world shifted to more alert—but not aggressive—postures, exactly the expected response when an unknown actor launches an ICBM at the United States. The single incoming ICBM wasn’t even heading towards any strategically important target7, which might have suggested an attempt at a decapitation strike.

Launching a nuclear counterstrike without knowing the responsible party is strategically incoherent. The entire premise of deterrence theory is that nuclear powers won’t attack because they know retaliation is certain. The threat of retaliation only works as deterrence when it’s directed at the actual aggressor. A panicked, misdirected counterstrike doesn’t restore deterrence; it shatters it by proving the system is unstable and prone to catastrophic miscalculation. A hasty counterstrike risks deteriorating into all-out nuclear war, not preventing our destruction but precipitating it. There’s simply no strategic justification for launching world-ending retaliation against such an ambiguous threat. In fact, doing so seems far more dangerous than the incoming missile itself, with the potential to trigger the exact all-out nuclear exchange that deterrence was designed to prevent.

This false urgency undermines what could have been the film’s most interesting question: In an era of nuclear proliferation beyond the Cold War superpowers, how do traditional deterrence strategies break down? Instead, we get contrived drama that sacrifices strategic realism for manufactured tension. We continually see the countdown to impact while STRATCOM pressures the President to make a retaliatory decision, as if that timer drives the timeline, when it simply does not.

In the minutes before the warhead’s predicted impact, the President struggles with this decision, lamenting that deterrence as a strategy was meant to keep a stable peace and prevent any actual attack. It’s a surface-level discussion at best. The message of the film seems to be “nuclear weapons bad”, underscored by “missile defense technology expensive and useless”, without acknowledgement of the complexities of the world order with unstable regimes in control of nuclear weapons.

Other than the President, there doesn’t seem to be a voice of reason. Throughout the situation, the Secretary of Defense abandons his post and his responsibility to the American people. The stark contrast across SECDEF (cowardly), STRATCOM (gung ho), and the President (cautious) highlights the importance of putting effective, trustworthy individuals into key advisory and decision-making positions. We just start to explore this when the movie ends.

It left me shrugging my shoulders8. I tried to figure out if the movie had a deeper message and decided it didn’t.

Despite these flaws, A House of Dynamite is worth watching. The performances and cinematography are excellent. The technical details are spot-on. Just don’t expect the tight plotting or sharp commentary the premise deserves.

For those who’ve seen it: Am I wrong about the counterstrike urgency being contrived, or did that plot hole bother you too? Was the Secretary of Defense’s abandonment of duty the point, or just bad characterization?

A fighter jet isn’t a smartphone… but it could be

I can’t tell you how many times I’ve seen a senior DoD leader hold up their smartphone9 and wonder aloud why their military systems can’t work as seamlessly.

The answer is simple: There is no market that incentivizes companies to build seamless products for the military. Androids and iPhones work so well because there is competition. If Facebook Messenger10 starts releasing buggy versions, users will uninstall it and switch to Signal or Telegram or Snapchat or dozens of other messaging apps with various capabilities. Conversely, if a developer creates a fantastic new app that disrupts the incumbents, everyone will quickly switch to it. This forces the entire industry to continually innovate11.

Apple and Google are also in competition, thus it’s in their interests to foster ecosystems of hardware and software developers that in turn build and maintain market share for their products. The market results in the success or failure of the companies in that ecosystem and that competition results in excellent consumer technologies.

Good enough for government work

The US defense industry is not a competitive market, at least not in the same way12. Incentives across the military-industrial complex are misaligned and our nation’s security suffers for it. Even when everyone involved has the best of intentions, military prime contractors only win projects when they’re just cheap enough, just fast enough, and just good enough.

We joke that it’s “good enough for government work”, but the warfighter and the taxpayer deserve better.

Open architectures

The solution is relatively simple, at least in theory: the government needs to support the creation and enforcement of modular open system architecture (MOSA) standards for every aspect of the battlefield. We have a model for this already: Future Airborne Capability Environment (FACE) is an open software standard and certification process for military helicopters developed as a consortium between government acquisition agencies and major prime contractors. FACE has many benefits:

  • Software reuse across platforms: Solutions developed for one platform can be reused on all compliant platforms, with no or few changes
  • Plug-and-play: Systems can be easily reconfigured for different mission sets
  • Speed and reliability: Developers can easily understand the interfaces and capabilities and automated compliance checking ensures the delivered solutions will work
  • Competition: Anyone can develop to the published standards and offer competing products
  • Sustainment: If a supplier goes out of business, their components can be replaced easily without being hampered by proprietary interfaces
  • Upgradability: Software updates can be released faster and with less risk, as long as compliance checks are passed

All of this adds up to cost and schedule savings as well as the potential for more capable solutions. In addition to being an effective approach, FACE serves as a case study for other acquisition organizations on how to develop their own open standards and enforcement, which is helpful now that federal law requires the DoD to use MOSAs in systems development.

Future vision: There’s an app for that

I’m excited for the ecosystem that this surge will create. I imagine a future where warfighters choose what apps to use from an available library, just like an app store. Instead of program offices acquiring specific technologies, MOSAs will enable them to open up the competition and allow multiple vendors to make approved apps available, and then pay them proportionally by hours of use. This is better for the warfighter as they’ll be able to choose the solution that works best for their needs and mission. This is better for the government as they’ll offload development risk and funding. And this is better for innovative developers who truly care about delivering the best solutions, who will be financially rewarded for creating the best solutions.

That’s a big vision, and a lot has to change before we can get there, but it’s just one of the possibilities opening up as we push toward developing and adopting MOSAs. If you’re interested in learning more and becoming part of the conversation, a new community called MOSA Network was recently launched. Start here with a brief analysis of the Tri-Services Memo based on the new law:

What’s your vision for a MOSA-enabled future? How else can consumer technologies inspire better battlefield solutions? How will you engage in the MOSA network?

Postal vehicles: Function over form

One of my favorite items in my small model collection is a 1:34 scale Grumman Long Life Vehicle (LLV)13 with sliding side doors, a roll-up rear hatch, and pull-back propulsion. The iconic vehicle has been plying our city streets for nearly 40 years, reliably delivering critical communiques, bills, checks, advertisements, Dear John letters, junk mail, magazines, catalogs, post cards from afar, chain letters14, and Amazon packages.

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What makes a good human factors engineer? Five critical skills

Recently, the head of a college human factors program asked for my perspective on the human factors (and user experience) skills valued in industry. Here are five critical qualities that emerged from our discussion, in no particular order:

Systems thinking

Making sense of complexity requires identifying relationships, patterns, feedback loops, and causality. Systems thinkers excel at identifying emergent properties of systems and are thus suited to analyses such as safety, cybersecurity, and process, where outcomes may not be obvious from simply looking at sum of the parts.

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Military-industrial complex

The phrase “military-industrial complex” was coined by President Eisenhower in his farewell address to the nation in 196115. In this address, Eisenhower spoke of the deterrence value of military strength:

A vital element in keeping the peace is our military establishment. Our arms must be mighty, ready for instant action, so that no potential aggressor may be tempted to risk his own destruction.

Simultaneously, he warned of the potential danger in the growing relationship between the military establishment and the defense industry:

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College interviewing tips

For several years I’ve been volunteering as an alumni interviewer for my alma mater. It’s enjoyable to spend a bit of time interacting with a younger generation and exploring their interests; my optimism is buoyed by their potential.

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Agile isn’t faster

A common misconception is that Agile development processes are faster. I’ve heard this from leaders as a justification for adopting Agile processes and read it in proposals as a supposed differentiator. It’s not true. Nothing about Agile magically enable teams to architect, engineer, design, test, or validate any faster.

In fact, many parts of Agile are actually slower. Time spent on PI planning, backlog refinement, sprint planning, daily stand-ups16, and retrospectives is time the team isn’t developing. Much of that overhead is avoided in a Waterfall style where the development follows a set plan.

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“Diversity of thought” is the “all lives matter” of corporate inclusion efforts

For at least the last decade, engineering companies have talked a great deal about “diversity and inclusion”. Inevitably, many people17 have the takeaway that this means “diversity of thought”. This is like telling a Black Lives Matter supporter that “all lives matter”; of course all lives matter, but that’s completely missing the point18. Diversity of thought is important to avoid groupthink and promote innovation; but that’s not the point of diversity and inclusion efforts19.

Diversity and inclusion means making sure that teams are actually diverse, across a range of visible and not-visible features. Why does that matter?

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Agile SE Part Zero: Overview

“Agile” is the latest buzzword in systems engineering. It has a fair share of both adherents and detractors, not to mention a long list of companies offering to sell tools, training, and coaching. What has been lacking is a thoughtful discussion about when agile provides value, when it doesn’t, and how to adapt agile practices to be effective in complex systems engineering projects.

I don’t claim this to be the end-all guide on agile systems engineering, but hope it will at least spark some discussion. Please comment on the articles with details from your own experiences. If you’re interested in contributing or collaborating, please contact me at benjamin@engineeringforhumans.com, I’d love to add your voice to the site.

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Learn from the mistakes of others

The problem with being too busy to read is that you learn by experience… i.e. the hard way. By reading, you learn through others’ experiences, generally a better way to do business…

General James Mattis

The most successful people in any profession learn from the experiences of others. You can learn from their successes, sure. But don’t focus on doing things exactly they way they did, you’ll stifle your own innovation. Instead, understand their successes, extract relevant lessons, and forge your own path.

More importantly, learn from others’ failures and mistakes.

That’s why I publish a Reading / Listening List. As of the publishing of this article, 5 of the 6 recommendations are about poor engineering and design20. I find these stories fascinating, enlightening, and valuable. By avoiding the pitfalls of the past, we improve the likelihood of success in our own projects.

It’s okay to make mistakes, but strive to at least make original mistakes.