Gravlen
23-07-2006, 17:21
Thomas E. Ricks has written a book called "FIASCO: The American Military Adventure in Iraq" that will soon be published. However, the Washington Post presents an article he wrote based on the book that I found very interesting. You can find the link to the four-page article here:
http://www.washingtonpost.com/wp-dyn/content/article/2006/07/22/AR2006072201004.html
The following are some excerpts and highlights from the article, pointing out some of the same weaknesses that have been pointed out by others before: The problems with the lack of leadership, training and adaptability in Iraq.
On May 16, 2003, L. Paul Bremer III, the chief of the Coalition Provisional Authority, the U.S.-run occupation agency, had issued his first order, "De-Baathification of Iraq Society." The CIA station chief in Baghdad had argued vehemently against the radical move, contending: "By nightfall, you'll have driven 30,000 to 50,000 Baathists underground. And in six months, you'll really regret this."
He was proved correct, as Bremer's order, along with a second that dissolved the Iraqi military and national police, created a new class of disenfranchised, threatened leaders.
Complicating the U.S. effort was the difficulty top officials had in recognizing what was going on in Iraq. Defense Secretary Donald H. Rumsfeld at first was dismissive of the looting that followed the U.S. arrival and then for months refused to recognize that an insurgency was breaking out there. A reporter pressed him one day that summer: Aren't you facing a guerrilla war?
"I guess the reason I don't use the phrase 'guerrilla war' is because there isn't one," Rumsfeld responded.
That fall, U.S. tactics became more aggressive. This was natural, even reasonable, coming in response to the increased attacks on U.S. forces and a series of suicide bombings. But it also appears to have undercut the U.S. government's long-term strategy.
Feeding the interrogation system was a major push by U.S. commanders to round up Iraqis. The key to actionable intelligence was seen by many as conducting huge sweeps to detain and question Iraqis. Sometimes units acted on tips, but sometimes they just detained all able-bodied males of combat age in areas known to be anti-American.
These steps were seen inside the Army as a major success story, and they were portrayed as such to journalists. The problem was that the U.S. military, having assumed it would be operating in a relatively benign environment, wasn't set up for a massive effort that called on it to apprehend, detain and interrogate Iraqis, to analyze the information gleaned, and then to act on it.
"As commanders at all levels sought operational intelligence, it became apparent that the intelligence structure was undermanned, under-equipped and inappropriately organized for counter-insurgency operations," Lt. Gen. Anthony R. Jones wrote in an official Army report a year later.
Senior U.S. intelligence officers in Iraq later estimated that about 85 percent of the tens of thousands rounded up were of no intelligence value. But as they were delivered to the Abu Ghraib prison, they overwhelmed the system and often waited for weeks to be interrogated, during which time they could be recruited by hard-core insurgents, who weren't isolated from the general prison population.
That summer, retired Marine Col. Gary Anderson, an expert in small wars, was sent to Baghdad by the Pentagon to advise on how to better put down the emerging insurgency. He met with Bremer in early July. "Mr. Ambassador, here are some programs that worked in Vietnam," Anderson said.
It was the wrong word to put in front of Bremer. "Vietnam?" Bremer exploded, according to Anderson. "Vietnam! I don't want to talk about Vietnam. This is not Vietnam. This is Iraq!"
One of the essential texts on counterinsurgency was written in 1964 by David Galula, a lieutenant colonel in the French army who was born in Tunisia, witnessed guerrilla warfare on three continents and died in 1967.
...
Galula warned specifically against the kind of large-scale conventional operations the United States repeatedly launched with brigades and battalions, even if they held out the allure of short-term gains in intelligence. He insisted that firepower must be viewed very differently than in regular war.
"A soldier fired upon in conventional war who does not fire back with every available weapon would be guilty of a dereliction of his duty," he wrote, adding that "the reverse would be the case in counterinsurgency warfare, where the rule is to apply the minimum of fire."
The U.S. military took a different approach in Iraq. It wasn't indiscriminate in its use of firepower, but it tended to look upon it as good, especially during the big counteroffensive in the fall of 2003, and in the two battles in Fallujah the following year.
"Scholars are virtually unanimous in their judgment that conventional forces often lose unconventional wars because they lack a conceptual understanding of the war they are fighting," Lt. Col. Matthew Moten, chief of military history at West Point, would comment in 2004.
I'll end on a hopeful note:
"We are finally getting around to doing the right things," Army Reserve Lt. Col. Joe Rice observed one day in Iraq early in 2006. "But is it too little, too late?"
But there is a lot more, and I recommend looking through it. Read critically and be enlightened - comments are welcome
http://www.washingtonpost.com/wp-dyn/content/article/2006/07/22/AR2006072201004.html
The following are some excerpts and highlights from the article, pointing out some of the same weaknesses that have been pointed out by others before: The problems with the lack of leadership, training and adaptability in Iraq.
On May 16, 2003, L. Paul Bremer III, the chief of the Coalition Provisional Authority, the U.S.-run occupation agency, had issued his first order, "De-Baathification of Iraq Society." The CIA station chief in Baghdad had argued vehemently against the radical move, contending: "By nightfall, you'll have driven 30,000 to 50,000 Baathists underground. And in six months, you'll really regret this."
He was proved correct, as Bremer's order, along with a second that dissolved the Iraqi military and national police, created a new class of disenfranchised, threatened leaders.
Complicating the U.S. effort was the difficulty top officials had in recognizing what was going on in Iraq. Defense Secretary Donald H. Rumsfeld at first was dismissive of the looting that followed the U.S. arrival and then for months refused to recognize that an insurgency was breaking out there. A reporter pressed him one day that summer: Aren't you facing a guerrilla war?
"I guess the reason I don't use the phrase 'guerrilla war' is because there isn't one," Rumsfeld responded.
That fall, U.S. tactics became more aggressive. This was natural, even reasonable, coming in response to the increased attacks on U.S. forces and a series of suicide bombings. But it also appears to have undercut the U.S. government's long-term strategy.
Feeding the interrogation system was a major push by U.S. commanders to round up Iraqis. The key to actionable intelligence was seen by many as conducting huge sweeps to detain and question Iraqis. Sometimes units acted on tips, but sometimes they just detained all able-bodied males of combat age in areas known to be anti-American.
These steps were seen inside the Army as a major success story, and they were portrayed as such to journalists. The problem was that the U.S. military, having assumed it would be operating in a relatively benign environment, wasn't set up for a massive effort that called on it to apprehend, detain and interrogate Iraqis, to analyze the information gleaned, and then to act on it.
"As commanders at all levels sought operational intelligence, it became apparent that the intelligence structure was undermanned, under-equipped and inappropriately organized for counter-insurgency operations," Lt. Gen. Anthony R. Jones wrote in an official Army report a year later.
Senior U.S. intelligence officers in Iraq later estimated that about 85 percent of the tens of thousands rounded up were of no intelligence value. But as they were delivered to the Abu Ghraib prison, they overwhelmed the system and often waited for weeks to be interrogated, during which time they could be recruited by hard-core insurgents, who weren't isolated from the general prison population.
That summer, retired Marine Col. Gary Anderson, an expert in small wars, was sent to Baghdad by the Pentagon to advise on how to better put down the emerging insurgency. He met with Bremer in early July. "Mr. Ambassador, here are some programs that worked in Vietnam," Anderson said.
It was the wrong word to put in front of Bremer. "Vietnam?" Bremer exploded, according to Anderson. "Vietnam! I don't want to talk about Vietnam. This is not Vietnam. This is Iraq!"
One of the essential texts on counterinsurgency was written in 1964 by David Galula, a lieutenant colonel in the French army who was born in Tunisia, witnessed guerrilla warfare on three continents and died in 1967.
...
Galula warned specifically against the kind of large-scale conventional operations the United States repeatedly launched with brigades and battalions, even if they held out the allure of short-term gains in intelligence. He insisted that firepower must be viewed very differently than in regular war.
"A soldier fired upon in conventional war who does not fire back with every available weapon would be guilty of a dereliction of his duty," he wrote, adding that "the reverse would be the case in counterinsurgency warfare, where the rule is to apply the minimum of fire."
The U.S. military took a different approach in Iraq. It wasn't indiscriminate in its use of firepower, but it tended to look upon it as good, especially during the big counteroffensive in the fall of 2003, and in the two battles in Fallujah the following year.
"Scholars are virtually unanimous in their judgment that conventional forces often lose unconventional wars because they lack a conceptual understanding of the war they are fighting," Lt. Col. Matthew Moten, chief of military history at West Point, would comment in 2004.
I'll end on a hopeful note:
"We are finally getting around to doing the right things," Army Reserve Lt. Col. Joe Rice observed one day in Iraq early in 2006. "But is it too little, too late?"
But there is a lot more, and I recommend looking through it. Read critically and be enlightened - comments are welcome