31 January 2007

Learning counterinsurgency: observations from soldiering in Iraq

Learning counterinsurgency: observations from soldiering in Iraq
Military Review, Jan-Feb, 2006 by David H. Petraeus

"THE ARMY HAS LEARNED a great deal in Iraq and Afghanistan about the conduct of counterinsurgency operations, and we must continue to learn all that we can from our experiences in those countries.

The insurgencies in Iraq and Afghanistan were not, in truth, the wars for which we were best prepared in 2001; however, they are the wars we are fighting and they clearly are the kind of wars we must master. America's overwhelming conventional military superiority makes it unlikely that future enemies will confront us head on. Rather, they will attack us asymmetrically, avoiding our strengths--firepower, maneuver, technology--and come at us and our partners the way the insurgents do in Iraq and Afghanistan. It is imperative, therefore, that we continue to learn from our experiences in those countries, both to succeed in those endeavors and to prepare for the future.

Soldiers and Observation
Writing down observations and lessons learned is a time-honored tradition of Soldiers. Most of us have done this to varying degrees, and we then reflect on and share what we've jotted down after returning from the latest training exercise, mission, or deployment. Such activities are of obvious importance in helping us learn from our own experiences and from those of others.

In an effort to foster learning as an organization, the Army institutionalized the process of collection, evaluation, and dissemination of observations, insights, and lessons some 20 years ago with the formation of the Center for Army Lessons Learned. (1) In subsequent years, the other military services and the Joint Forces Command followed suit, forming their own lessons learned centers. More recently, the Internet and other knowledge-management tools have sped the processes of collection, evaluation, and dissemination enormously. Numerous products have already been issued since the beginning of our operations in Afghanistan and Iraq, and most of us have found these products of considerable value as we've prepared for deployments and reviewed how different units grappled with challenges our elements were about to face.

For all their considerable worth, the institutional structures for capturing lessons are still dependent on Soldiers' thoughts and reflections. And Soldiers have continued to record their own observations, particularly in recent years as we have engaged in so many important operations. Indeed, my own pen and notebook were always handy while soldiering in Iraq, where I commanded the 101st Airborne Division during our first year there (during the fight to Baghdad and the division's subsequent operations in Iraq's four northern provinces), and where, during most of the subsequent year-and-a-half, I helped with the so-called "train and equip" mission, conducting an assessment in the spring of 2004 of the Iraqi Security Forces after their poor performance in early April 2004, and then serving as the first commander of the Multi-National Security Transition Command-Iraq and the NATO Training Mission-Iraq.

What follows is the distillation of a number of observations jotted down during that time. Some of these observations are specific to soldiering in Iraq, but the rest speak to the broader challenge of conducting counterinsurgency operations in a vastly different culture than our own. I offer 14 of those observations here in the hope that others will find them of assistance as they prepare to serve in Iraq or Afghanistan or in similar missions in the years ahead.

Fourteen Observations

Observation Number 1 is "Do not try to do too much with your own hands." T.E. Lawrence offered this wise counsel in an article published in The Arab Bulletin in August 1917. Continuing, he wrote: "Better the Arabs do it tolerably than that you do it perfectly. It is their war, and you are to help them, not win it for them. Actually, also, under the very odd conditions of Arabia, your practical work will not be as good as, perhaps, you think it is. It may take them longer and it may not be as good as you think, but if it is theirs, it will be better." (2)

Lawrence's guidance is as relevant in the 21st century as it was in his own time in the Middle East during World War I. Like much good advice, however, it is sometimes easier to put forward than it is to follow. Our Army is blessed with highly motivated Soldiers who pride themselves on being action oriented. We celebrate a "can do" spirit, believe in taking the initiative, and want to get on with business. Yet, despite the discomfort in trying to follow Lawrence's advice by not doing too much with our own hands, such an approach is absolutely critical to success in a situation like that in Iraq. Indeed, many of our units recognized early on that it was important that we not just perform tasks for the Iraqis, but that we help our Iraqi partners, over time enabling them to accomplish tasks on their own with less and less assistance from us.

Empowering Iraqis to do the job themselves has, in fact, become the essence of our strategy--and such an approach is particularly applicable in Iraq. Despite suffering for decades under Saddam, Iraq still has considerable human capital, with the remnants of an educated middle class, a number of budding entrepreneurs, and many talented leaders. Moreover, the Iraqis, of course, know the situation and people far better than we ever can, and unleashing their productivity is essential to rebuilding infrastructure and institutions. Our experience, for example, in helping the Iraqi military reestablish its staff colleges and branch-specific schools has been that, once a good Iraqi leader is established as the head of the school, he can take it from there, albeit with some degree of continued Coalition assistance. The same has been true in many other areas, including in helping establish certain Army units (such as the Iraqi Army's 9th Division (Mechanized), based north of Baghdad at Taji, and the 8th Division, which has units in 5 provinces south of Baghdad) and police academies (such as the one in Hillah, run completely by Iraqis for well over 6 months). Indeed, our ability to assist rather than do has evolved considerably since the transition of sovereignty at the end of late June 2004 and even more so since the elections of 30 January 2005. I do not, to be sure, want to downplay in the least the amount of work still to be done or the daunting challenges that lie ahead; rather, I simply want to emphasize the importance of empowering, enabling, and assisting the Iraqis, an approach that figures prominently in our strategy in that country."

Now, click on the link in the title of this post for a link to the Counterinsurgency Manual everyone is talking about, but like War and Peace, nobody has read.

The manual is written by:
Lieutenant General, USA
U.S. Army Combined Arms Center

Lieutenant General, USMC
Commanding General
Marine Corps Combat Development Command

If you've read Cobra II or Fiasco then these two names should sound familiar

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