David Petraeus and Andrew Roberts: Conflict: The Evolution of Warfare from 1945 to Ukraine. New York: HarperCollins Publishers, 2023.
This is a book about virtueand knowledge—specifically, on the “personal qualities [that] are needed for successful strategic leadership” and on how, since the end of the Second World War, military and civilian officials have learned or failed to learn from each previous war when “trying to fashion the means to fight the next” one. Although “strategic concepts have evolved faster since the Second World War than at any comparable period in history,” the virtues of statesmen have changed very little. When considering war, statesmen must still “master four major tasks”: to understand “the overall strategic situation in a conflict and craft the appropriate strategic approach”; to explain their strategy clearly not only to their subordinates but to “all other stakeholders”; to make sure the strategic plan is carried out “relentlessly and determinedly”; and to adapt the plan to changing circumstances. Such “exceptional strategic leadership is the one absolute prerequisite for success”; it is also “as rare as the black swan.”
Although the League of Nations had failed to keep international peace after the First World War, the United Nations might succeed, its advocates hoped, since the two major world powers, the United States and the Soviet Union, were members of the Security Council, the U.N. body charged with sanctioning violations of the peace. This hope proved illusory, regime rivalries being paramount over international comity. Evidently, what has prevented a world war in the subsequent decades has been the possession of nuclear weapons by those countries and several others, especially the possession of such weapons mounted in submarines, which are hard to track and to attack—thus capable of surviving and punishing a surprise attack on the possessor’s territory. This hasn’t prevented other, smaller wars, including wars between major countries by their proxies and, more recently, world war in cyberspace. Some fifty million human lives have been lost in wars in the past 75 years, mostly victimized by “cheap, mass-produced weapons and small-caliber ammunition.” Such was the case in the two most important wars of the early post-World War II years, the Chinese civil war and the Korean War, civil wars with foreign intervention on both sides.
These conflicts were framed by the Cold War. “From the very moment the Second World War ended, Joseph Stalin was intent on extending Marxism-Leninism wherever he found a lack of Western resolve,” given his Marxist-Leninist convictions that “a clash between communism and capitalism was inevitable and unavoidable.” Stalin had subsidized Mao Zedong’s revolutionary civil war against Chinese nationalists ruled by Chiang Kai-Shek since well before World War II, while Chiang’s Guomindang Army had been substantially weakened by Japanese attacks in the 1930s and 1940s. While Mao learned to master the four tasks of military and political statecraft, Chiang never did. Although the Nationalists wielded the powers of the Chinese state—taxation, conscription, and political patronage—the “story of the Chinese Civil War is essentially one of Chiang and his senior commanders throwing away every advantage they had, while Mao survived until such time as he was able to launch devastating counter-offensives.” The Kuomintang was corrupt, and corruption is “dangerous,” robbing an army of resources needed to fight and demoralizing both soldiers and civilians, exacerbating factionalism within what needs to be a unified war effort. In addition to countenancing corruption, Chiang “ostracized the civic leaders who had collaborated with the Japanese in the coastal cities at just the time when he desperately needed their support,” wrested power from regional leaders in his own party, and fought “the powerful local warlords who controlled much of China.” That is, he failed to target his most dangerous enemy to the exclusion of lesser, and sometimes former, enemies. In contrast, Mao understood the strategy and tactics of the weak, who must avoid “direct confrontations” with the enemy in favor of “indirect maneuvering”—as outlined by the sixth-century B.C. Legalist military writer Sun Tzu in The Art of War. In the areas he occupied, Mao killed the local landlords and redistributed their lands to the peasants, winning their support but also conscripting them into his army (and executing any resistants, “often after torture”).
As a result, the ‘People’s Liberation Army’ quadrupled in size in the two years following the world war, inflicting a million casualties on the Guomindang Army by the middle of 1948. By that time, the United States had withdrawn most of its never-substantial military support. Hyperinflation and the aforementioned corruption (particularly officers’ theft of supplies intended for their own troops) hastened Chiang’s military and political collapse on the mainland. He fled to the island of Taiwan in 1949, enabling Mao to found what (with fine irony) he styled the People’s Republic of China. Although his partisan opponents accused Truman of having ‘lost China,’ Chiang was the one who really lost it.
The Korean Civil War might have seen a similar outcome. The Communist Party tyrant, Kim Il-Sung, ruling the northern section of the peninsula, “had one advantage that all totalitarian leaders tend to share: they can launch a truly surprise attack, with no preparation needed to win over the opinion of the general public or dissenting politicians.” Further, the U. S. Central Intelligence Agency missed his military preparations. “Yet surprise attacks have pitfalls”: “they tend to shock the enemy into a more active response than would a slow build-up;” precisely because they require subterfuge, the attacker may not be able to mass sufficient reinforcements to follow them up; and “they leave no one in any moral doubt as to who was the aggressor.” Stalin assumed that the United States and Great Britain, having demobilized after the world war, lacked the military strength to do much to aid the non-Communist regime in the south. “Such underestimation of the West’s willingness to engage, believing it to be too decadent, has been all too common in post-war history,” and, it might be remarked, in pre-war history, too, as seen in the American Revolutionary War, the war with Mexico, the Civil War, and in the decade before the Second World War.
Initially, General Douglas MacArthur, the American commander, also got things wrong. “His big idea was that it would be relatively easy to destroy the North Korena Army with superior American firepower, and that it did not matter if China sent an army across to the Yalu River to North Korea’s aid, as he could aways destroy that too.” Both the North Koreans and the Communist Chinese proved more formidable than he expected, as the Korean Communist forces attacked in September 1950, nearly overwhelming the Southern defenses. MacArthur countered with “one of the great feats of modern warfare,” MacArthur’s “strategically brilliant amphibious attack on Inchon, located 100 miles behind the North Korean lines.” (Here, the authors pause to observe that such a risky but potentially devastating amphibious assault might be attempted by the PRC against Taiwan.) But MacArthur continued to underestimate the likelihood and effectiveness of a Chinese counterthrust, which occurred a month later, employing techniques of stealth honed during the civil war. “The Chinese used camouflage, eschewed wireless communication and carried everything by hand—they were, in the words, of the American brigadier-general Samuel Marshall, ‘a phantom that cast no shadow’ across 300 miles.” MacArthur presided on one of the worst failures of ‘intel’ in “postwar American military history,” and neither the CIA nor the State Department had any more of a clue. In the words of one commentator, “the new intellectual ground of limited war proved difficult to navigate,” as “the total war mindset of 1941-1945 proved difficult to set aside.” By November 1950, the South Korea-American coalition forces were in retreat.
Truman replaced the commander of the U.S. Eighth Army, General Walton Walker, with General Matthew Ridgeway and eventually sacked MacArthur, too, after the general turned defeatist in the wake of the president’s refusal to widen the war to the Chinese mainland. Ridgeway determined that the coalition retreat had been precipitous but that this had caused the Communist forces to overextend. Taking advantage of “the sheer lethality of advanced American weaponry,” he dug in his forces for a longer war. By late January 1951, he counterattacked, repelling the Communists, who took tens of thousands of casualties. Ridgeway then fortified the 38th parallel, the middle of the peninsula, which withstood repeated Communist attacks for the next two years, forcing a truce (although not a peace treaty) which has endured, sort of, for the subsequent seven decades. “Wars end more messily in the modern world,” with formal surrenders seldom seen. In the war, 140,000 South Koreans died, 36,000 Americans, 400,000 Chinese and North Koreans, 1.5 million civilians.
“Korea changed warfare in several significant ways.” Strategists saw that limited wars could be fought without triggering nuclear war; nuclear deterrence works. Air power, impressive against urbanized populations, has limited effect when deployed against forces hiding in mountains and forests. And, as the alliance with the Soviets had already proved in the world war, a war to defend the American regime and its worldwide interests may involve alliance with a decidedly un-republican regime, as South Korea was at that time.
As did the First World War, the Second World War accelerated the decline of several European empires. “Between 1943 and 1975 the largest transfer of territorial control in world history took place,” as guerrilla warriors fought rulers whose treasuries had been exhausted by the world wars and whose peoples had wearied of conflict. Although “guerrilla or insurgent warfare has in fact been the norm almost throughout history,” and had been seen in Europe itself during the world wars, European rulers were unaccustomed to it and often ill-prepared for it. “It was the Viet Minh victory over France in Indo-China which first saw a European great power humbled by guerrilla forces from the developing world,” as “the French Army had been wholly unsuited to the type of warfare it needed to undertake,” namely a counter-insurgency war, not one consisting of “traditional, set-piece battles.” A decade later, French president Charles de Gaulle, who had no part in the conduct of the war, told U. S. president John F. Kennedy not to involve substantial American troops because “the ground is rotten there.”
Upon assuming the presidency of France and founding the Fifth Republic, De Gaulle inherited a guerrilla war in Algeria. The French colonists numbered about fifteen percent of the population, and most of them had no intention of leaving, meaning that de Gaulle, who intended to uphold France as the defender of small and medium-sized countries against the Soviet and the Americans, needed at once to decolonize and to outmaneuver the colons. He could do so, in part, because the French Algerians had fought the war “in ways that were fundamentally opposed to the Republic’s founding principles”—which remained what they had been in 1789, the Rights of Man and the Citizen—in a sale guerre that featured the use of torture. “Torture is a propaganda gift to the enemy,” as it “leads to corruption and cover-ups, provokes appalling escalation and retaliation,” and alienates that portion of the non-colonist population who are friendly. Crucially, news of these tactics filtered back to France, turning many of the French against the colons. This gave de Gaulle the political backing he needed to turn his back on the French Algerians and grant Algeria independence. The lesson in this war was the salience of regimes and their principles to warfare, not only in the aftermath of the war but during the war itself.
The authors do find a successful counter-insurgency strategies formulated by British statesmen, first in Malaya against the Malayan Resistance Liberation Army in the years 1948-1960 and again in Borneo, against Indonesia, from 1962 to 1966. In Malaya, the British enjoyed the support of the majority of the population because the rebels were Chinese Malayans. “This placed Britain in an enviable position when compared to other counter-insurgency campaigns of the twentieth century such as the French experiences in Indo-China and Algeria.” More than that, however, they selected the right strategy, providing security for the rural population by interning more than 6,000 terrorist suspects and deporting 10,000 to China. They attacked MRLA supplies and sources of funding, provided houses for Chinese squatters, who were being recruited by the Communists, and promised Malayan independence once the war was over. Prime Minister Winston Churchill put Gerald Templer in charge of the campaign, which consisted not of ‘search and destroy’ missions against the guerrillas but of ‘clear and hold’ missions, including police training for Malayans. “The shooting side of the business is only 25% percent of the trouble,” Templer wrote; “the other 75% lies in getting the people of this country behind us,” not in “pouring more troops into the jungle” but in winning “the hearts and minds of the people.” The authors deem this “the most succinct explanation of how to win a counter-insurgency” war. “Few other Western counter-insurgency campaigns have been as successful.”
Newly independent Malaysia (as Malaya was renamed, after independence) allied with Britain, Australia, and New Zealand to fight a secret war against Indonesia, then ruled by the Communist Ahmed Sukarno, who “wanted to strangle the Federation of Malaysia at birth.” Major General Walter Walker fought the war in the jungles of Borneo, applying lessons he had learned in the Malayan campaign. First among these were offensive missions, inasmuch as “a policy of containment” against guerrillas “is a passport to failure.” He won the hearts and minds of the Iban population by showing them that his men could protect them from the Indonesian forces. He could indeed do so because he signed off on every operation the soldiers conducted, using only well-trained, experienced troops. He took care that his troops never overextended themselves, limiting attacks both physically and morally to “thwart enemy offensive action, never in retribution for one’s casualties.” He declined to risk civilian casualties, calling in air support only in an “extreme emergency.” He often had his troops remain in the jungle, setting ambushes for the enemy, instead of returning to their bases. “The jungle has got to belong to you; you must own it” in order to “out-guerrilla the guerrilla,” he insisted. The Brits won; the Indonesian Communists lost; and for a long time, no one was the wiser.
Americans were surely not the wiser in their contemporaneous war in against the Communists in Vietnam, heeding neither de Gaulle’s warning nor the examples set by the British. It is true that the Communist Vietnamese clearly outfought America’s South Vietnamese allies, bedeviled by corruption and incompetence. But “significant shortcomings in the US strategy and conduct of the war dramatically undermining the prospects for success, perhaps as much as the inadequacies of the South Vietnamese and the tenacity of the North.” “Vietnam was where the United States forces ought to have learned from recent history, but instead it was where they were condemned to repeat it” in their attempt to fight a World War II and Korea-style war against insurgents operating out of jungle encampments and underground tunnels.
North Vietnam’s Communist tyrant Ho Chih Minh and General Vo Nguyen Giap adopted and adapted Mao Zedong’s strategy of protracted war. Mao had named three phases of such wars: the “Contention Phase,” consisting of agitation, propagandizing, and the limited use of guerrilla and terror operations; the “Equilibrium Phase,” where the insurgents step up their guerrilla operations and establish bases; and the “Counter-offensive Phase,” at which point the insurgents have achieved military superiority over the government forces and move to change the regime. These phases may vary in different regions of the country, as the war grinds on. For both sides, “the people are the prize.” “Achieving legitimacy is particularly crucial in the conduct of counterinsurgency operations.” To achieve it, counter-insurgents must use what’s called the “oil-spot” technique: “clearing, holding and rebuilding one spot or area and then expanding it, as an oil spot expands, by doing the same in a contiguous are…until a larger and larger area has been secured, held and rebuilt,” with local police gradually replacing the military forces, freeing those forces to move on to another area. If the insurgents resurge, “the counter-insurgents forces have to begin all over again.” Patience is a virtue, and politics, including political institutions, has primacy. But (as Montesquieu teaches) founding a stable regime requires “detailed understanding of the nature of the enemy and the local political entities, society, values, and culture.”
American military and civilian strategists lacked “many of these key elements” of understanding. Like the French before them, they expected to fight a conventional war against the North, expecting a “Korea-style invasion” that would only occur when the Communists were satisfied they had reached the third stage of their insurgency. Meanwhile, Americans ignored their South Vietnamese ally’s insistence that the immediate problem was guerrilla war by the Vietcong in the South and the consequent need for “local security and the other elements needed to gain the support of the people.” When the Kennedy Administration took over from Eisenhower in 1961, they talked the ‘limited-war’ talk but failed to walk the institutional walk by adequately revising their strategic doctrine, the training and organizational structure of American troops in the region, and all other elements needed “for the conduct of true counter-insurgency operations.” Search and destroy instead of clear, hold and build remained the order of the day and the place and were unsuitable to both. Meanwhile, the Vietcong “infiltrated the villages, mobilizing the peasants with a combination of sophisticated political indoctrination and selective violence.” The religious divide among the South Vietnamese, with minority French-speaking Catholics, headed by President Ngo Dinh Diem, clashing with majority Buddhists in the countryside (some monks set themselves on fire in protest of government oppression) ensured that factionalism would hamper the war effort. The Johnson Administration’s sharp escalation of the war, using conscript troops, soon inflamed American college students (motivated not so much by the moralistic motives they claimed but by a reluctance to get gunned down in a rice paddy in Southeast Asia) without winning the war, as the generals promised, since the Joint Chiefs of Staff, along with the generals in Saigon, “failed to appreciate that the major source of the problems stemmed not from infiltration [from the North] so much as Vietcong successes in the South.” What is more, in 1965 Johnson agreed to have American troops fight independently of South Vietnamese troops, “with fateful results over the next seven years.” For example, American commanders “failed to coordinate American and South Vietnamese operations with follow-on Vietnamese governments to establish enduring control in the newly cleared areas, to hold them after they were cleared.” The one exception was the Marine Corps, whose Lieutenant General Lew Walt ordered platoons of his men and Navy medical corpsmen to work with South Vietnamese forces, securing and then holding the villages, “deny[ing] the VC access to the people,” under the idea of “living with the people to secure them,” as Gerald Templer had done in Malaya, a generation earlier. In this, Leathernecks were smarter than the Army men.
Ho Chih Minh launched the surprise Tet Offensive in 1968. It proved militarily premature but politically effective, shaking the overconfidence of President Johnson and his top commander in Vietnam, General William Westmoreland, while tipping a substantial portion of American public opinion away from support for the war. Westmoreland’s replacement, General Creighton Abrams, wisely adopted a policy of “Vietnamizing” of the war, emphasizing security for the South Vietnamese population spearheaded by South Vietnamese troops and police. Unfortunately, it took some time to put this new strategy into play, and time was no longer on the American side. The next administration, under President Richard Nixon, engaged in a combination of bombing attacks on North Vietnam, attacks on Communist sanctuaries in neighboring Cambodia, American troop withdrawals with concomitant “Vietnamization,” all coupled with long-drawn-out negotiations with the Communists, who were in no hurry to reach a settlement. Another Communist attack in 1972 was successfully counteracting by mining the North Vietnamese harbor at Haiphong, which concentrated Ho’s mind on a settlement. The Paris Peace Accords were signed by the end of the year. Unsurprisingly, the Communists violated them, but U.S. withdrawals continued and the Democratic Party majority in Congress, no longer needing to defend a Democratic administration and zeroing in on impeachment of the Nixon, cut off funds for the war effort. A third offensive by the Communist proved decisive.
American statesmen had failed, for too long, to meet any of what the authors identify as the four major tasks of military strategy, beginning with their “failure to understand the true nature of the war and the enemy,” thus failing “to craft a correct strategy before war weariness in the United States undermined the ability to continue the war.” Also, conscript troops are less effective when not fighting in defense of their own country, and the men were rotated in and out not as cohesive units but as individuals, precluding the establishment of such “all-important element” of military practice as “cohesion, trust and key relationships within small units”; similarly, platoon leaders and commanders were rotated out every six months, “just when they began to understand their jobs” and were establishing “relationships with local leaders.” The one strategic benefit of the long, failed war was the time it gave to Thailand, Malaysia, and Singapore, as well as to anti-Communists in Indonesia, to consolidate regimes that resisted Communist incursions in those countries. American allies in Asia—Japan, South Korea, and Taiwan with their relatively new republican regimes, along with Australia and New Zealand, also “prospered under our security shield during the period,” in the judgment Henry Kissinger and American military strategists.
Not all wars of the past eight decades have been insurgencies, guerrilla wars, proxy wars, or wars fought in the shadow of nuclear weapons. The 1948 Israeli War of Independence, the Six-Day War of 1967, and the 1973 Yom Kippur War consisted of battles between regular armies. In May 1948, Egyptian warplanes bombed Tel Aviv, the capital of the newly formed Jewish state. Egyptian, Syrian, Jordanian, Iraqi and Saudi Arabian troops invaded, as the United Nations agitated itself with demands for a ceasefire. (“Israelis were justifiably confident that capturing territory would bring greater security than would be achieved by abiding by the U.N.’s demands.”) Attacked on several fronts, the Israelis nonetheless “had two great advantages”: they fought with a central command that enjoyed compact “interior lines of communication, supply, and reinforcement,” contrasting with the “disjointed and uncoordinated” Arab assaults; and the Israelis were fighting for their lives as a nation, “only three years after the Holocaust.” “While morale is impossible to quantify, it is essential to victory.” Their prime minister, David Ben-Gurion, proved an excellent statesman in war, understanding that control of Jerusalem was central to the effort, choosing capable military commanders, and adapting quickly to events. The Israelis “used misinformation extremely effectively,” aided by a sympathetic world press. Their troops even took the Sinai, well beyond Israel’s borders, effectively providing Ben-Gurion with territorial gains that he could use as he bargained for a peace settlement with the enemies, state by state. “By the time of the last armistice, 80 percent of the Palestine Mandate was in Israeli hands, although the Gaza Strip, West Bank and Old City of Jerusalem [taken by the Jordanians] were not—thirty percent more territory than the U.N. had allotted them.” Not only were Israel’s new borders more readily defensible, this nation born in war immediately became a military, not a commercial, republic, with the largest army relative to population in the world. The soldier-citizens fought, and still fight, under a military doctrine based on “flexibility, surprise, and improvisation,” institutionalized by the training of the officers, particularly the junior officers who directly command the frontline soldiers. In the Six-Day War, surprise was indeed paramount, as the Israelis pre-empted an imminent Arab attack, again on multiple fronts. This time, General Moshe Dayan was the outstanding “strategic leader,” retaking the Sinai and securing it before turning to the conquest of the West Bank and the Golan Heights.
By contrast, the Israelis nearly lost the Yom Kippur War, this time failing to pre-empt the Arab assault because they overestimated the effectiveness of their own defenses and underestimated the enemy’s much-improved military technology. The authors cite this “growing lethality of combat, with weapons of ever greater destructive power and the increasing complexity and precision of war” as a fact to be learned from that war. “Future wars, it now seemed, would be short, intensely chaotic affairs in which forces needed to be ready for action at the outset, and intensive training could overcome the disadvantages of being surprised and outnumbered, as the Israelis had been.” This could indeed be true, on the relatively flat, open terrain of the Middle East and elsewhere, although (as the Russians and Ukrainians have demonstrated) attacks and counterattacks can bring a World War I-like stalemate, at least for a time. And, for all the technological advances, “ultimately, the victory had come down to the soldiers rather than their kit”—as the initial Ukrainian successes against the Russians recently proved.
The authors emphasize this point in considering NATO’s precision bombing campaign during the genocidal civil war in what had been the ‘Federal Republic’ of Yugoslavia—in fact a Communist state dominated by the Serbs under the dictatorship of Josef Broz Tito. Whatever his faults, Tito’s rule had kept the several ethnic and religious populations of the country from killing each other. His death, and the collapse of the Communist mission a decade later, let the Furies loose. When the Muslims of Bosnia-Herzegovina declared their independence from the federation in 1992, following similar declarations by Slovenia, Macedonia, and Croatia, the minority Serb population demanded independence from the wherein minority Serbs appealed to the president of Serbia, Slobodan Miloševic, to prevent the majority Bosnian Muslims from breaking away from what remained of the federation. ‘Ethnic cleansing’ ensued, with the Serbs unleashing “the most horrific bloodletting seen in Europe since the end of the Second World War,” although the Bosnians also committed atrocities. As usual, the United Nations ‘peacekeeping’ forces were useless. eventually shouldered aside by NATO in 1995. While it is true that “the NATO bombing campaign did bring the Serbs to the table at the peace conference” which put an end to the war, vindicating Bosnian independence and making it seem “as if warfare had evolved so far and so fast that future conflicts would be won or lost almost on airpower alone, so long as one side was totally dominant there,” “it was not to be that simple, as the experience of Vietnam had already shown.” A few years later, after Milošovic attempted to end the province of Kosovo’s “relative autonomy” from Serbia, again in response to complaints against the majority Muslim Albanians by the Orthodox Serb minority, NATO repeated its precision bombing assaults, this time in Serbia itself. By now, United States military personnel (and therefore NATO military personnel) had been substantially drawn down in the hopes of saving expenses on military spending now that the Soviet empire had collapsed. NATO no longer had the ground forces necessary to supplement air power. Seeing this, Milošovic “expel[led] nearly 2 million Kosovars from their country,” simultaneously ridding Kosovo of the civil-social supports its army enjoyed and causing an immense refugee crisis for the neighboring European members of NATO. Without ground forces, NATO commanders found it harder to identify targets for their precision bombs, and the Serbian army could disperse and conceal its equipment much more effectively. However, Serbia still lacked the capacity to stop the bombers, which NATO retargeted on areas around the capital, Belgrade. Milošovic quickly capitulated, although the American NATO commander, General Mark Clark, cautioned that bombing alone didn’t force the tyrant’s hand. NATO didn’t fight on the ground, but the Kosovars did; their counterattack from neighboring Albania into southern Kosovo “had compelled Serbian forces to mass in the final days of the air campaign,” making them now an identifiable target for the bombers. Petraeus and Roberts conclude that air superiority matters, that “the United States must remain capable of building the best fighter jet in the world, and at scale, and must be able to train the best pilots,” a process that takes two years. Alternatively, computer-driven aircraft can be used, although recourse to technology eventually can be countered by enemy technologists.
Technological superiority, along with the proverbial ‘boots on the ground,’ easily prevailed over Iraq’s Saddam Hussein in the First Gulf War. In 1991, NATO still had substantial ground troops to deploy, and they were joined by soldiers from countries who joined a substantial international coalition led by the United States. Desperate for revenues after a brutal, eight-year war with Iran, Hussein invaded neighboring Kuwait in the hope of seizing its oil fields. Although uninformed American critics warned that President George H. W. Bush was involving his country in ‘another Vietnam,’ the flat desert landscape of the Middle East bears little resemblance to the jungles of Southeast Asia. Iraq’s Soviet-made military technology proved inferior to that of the Americans. The authors regard the war as most notable for having inspired the “Powell Doctrine.” Coalition military leader General Colin Powell recommended eight questions policymakers should answer before making war under circumstances in which the United States has not been directly attacked: Is a vital national security interest threatened? What is the clear, obtainable objective? Have risks and costs been “fully and frankly analyzed?” Have diplomatic and other non-violent means of persuasion been “fully exhausted”? What is the “exit strategy”? Do the American people support the war? Does it have “genuine broad international support”? The First Gulf War met those criteria. It also met the just war criterion of jus in bello—that is, proportionality of means, including a good-faith attempt to minimize civilian casualties. The authors contrast this concern with the British General Herbert Kitchener’s chief lament after his forces killed 11,000 Dervishes at the 1898 Battle of Omdurman: What a “dreadful waste of ammunition.” But they add a ninth point, or perhaps a sub-point to the “exit strategy” question, that of regime change. The Bush Administration left Hussein and his Republican Guard in power. Hussein shrewdly ordered his generals to sign the surrender documents, which enabled him to point to his survival as “a personal victory,” as U.S. Defense Secretary Richard Cheney later called it. This was also a political victory, inasmuch as a personal victory for a tyrant is a political victory, tyrannical rule being personal rule of ‘one alone.’
Regime change in the United States and elsewhere was very much on the mind of al-Qaeda leader Osama bin Laden when he declared war on America in 1996, a pronouncement he put into practice five years later by ordering attacks on the World Trade Center, the Pentagon, and the Capitol Building. Headquartered in Afghanistan, where he was protected by that country’s rulers, his allies, the Taliban, bin Laden dragged his host into a regime-change war against the United States, allied with Uzbekistan and Ahmed Shah Masoud, a warlord in Afghanistan’s Panjshir Valley. Removing the Taliban from power proved fairly easy, but the other war aims—destroying al-Qaeda and changing the regime into a ‘democracy’ or commercial republic proved elusive. American airstrikes and elite ground combat units, combined with allied forces, scattered the Taliban by the end of 2002. But the campaign to destroy al-Qaeda was “inadequately conceived and under-resourced.” It was inadequately conceived because it required that the new regime in Kabul and the Americans offer reconciliation to those among their enemies who were willing to work with them in the formation of that regime—most notably, the forces of Jalaluddin Haqqani, the main warlord of the Pashtun tribe, from which many of the Taliban had been drawn. Further, although the Taliban had been defeated, they had not been destroyed; the rulers of Pakistan, with exaggerated fears that India might infiltrate the country, offered them sanctuary, thinking of them as a sort of geopolitical insurance policy against any such incursion. “The U.S. never pressured Pakistan too hard, as American leaders knew that U.S. and NATO forces were dependent on the lines of communication through Pakistan into Afghanistan, and they were also concerned about the security of Pakistan’s nuclear arsenal in the event that the Islamabad government collapsed.”
The regime change policy was especially ill-conceived. It was undertaken by military teams who had no adequate “appreciation of the history, politics and culture of the Afghan people,” a people who “placed personal, tribal and ethnic goals above the formation of a democratic, fully representative central government”—something they had never seen and could not conceive the benefits of. Such benefits did begin to appear by 2004, when the economy improved, many refugees returned, and the schools were safe to attend. But warlords “who had gained stature with the fall of the Taliban contested the authority of the central government and training of Afghan security forces lagged behind the need for them.” The Taliban began to return from their Pakistan redouts, funding themselves with revenues derived from opium poppies. “By the summer of 2006, the Taliban were on the offensive, and by the end of 2008 their attacks were crippling the Afghan government and economy.”
The Obama Administration oversaw a counterattack during the next three years. Understanding that Pakistan was “an integral part of the problem,” the president put a counter-insurgency strategy in place, increased American troop levels while adding more civilians who could “handle the multitude of nation-building chores,” including political consulting. In retrospect, Obama would conclude that these efforts “probably would have made sense, had we started seven years earlier, the moment we drove the Taliban out of Kabul.” “He was not wrong,” the authors remark. They offer praise for the counter-insurgency efforts of General Stanley McChrystal, who followed the “oil-spot” procedure that should have been used more extensively in Vietnam. This focused not on terrorism but on the Taliban and Haqqani insurgents, and implicitly abandoned the hope of changing Afghanistan “into a Western-style democracy at reasonable cost or in an acceptable period of time.” Unfortunately, under politica pressure domestically, Obama also announced a target date for withdrawal of American forces, giving the Taliban their own target date for self-protection and planning for the future.
Soon afterwards, co-author General David Petraeus replaced McChrystal, who had been quoted as criticizing the Obama Administration for under-funding the campaign. Petraeus followed the advice of Major James Gant, an experienced counter-insurgency fighter, who recommended embedding twelve-man special forces teams in Aghan villages assisted by interpreters, medical teams, civil affairs personnel, intelligence agents and other non-soldiers. These would help to train local police forces whose members would be selected by tribal leaders. “By the end of 2010, nine years after the invasion…the effort in Afghanistan finally had the ‘inputs’ right for the first time.” Petraeus points to “significant gains” that endured for the next two years, despite the embezzlement and fraud that hamstrung the international aid programs, too little of which reached those they were intended for. But when bin Laden was finally killed in May 2011, the Obama Administration began to draw down the American forces, military and civilian. The plan was to transfer authority more fully to the Afghans themselves, but it eventuated in transferring more relative power into the hands of the Taliban. “With a new government in Kabul and the withdrawal of the vast majority of Western forces from Afghanistan, the war entered a new phase, one highly dependent on the ability of the Afghans to secure their own territory and people.” “Ultimately, they could not do it,” since (as Vietnam had already shown) “without security, nothing else will last.” The authors conclude that although the conflict could not have been “fully resolved,” Afghanistan being Afghanistan, it “could have been managed.” The price of American withdrawal was defeat, “allowing the country to become an extremist safe haven once again and condemning some 40 million Afghans to a future of repression, deprivation, severely circumscribed opportunities and, very likely, continued violence.”
Petraeus also found himself assigned to the Second Gulf War, which carried out a missing piece of the first war’s “exit strategy,” the removal of Saddam Hussein. The administration of President George W. Bush had gone into the war with the overly pessimistic assumption that Iraq had a stockpile of ‘weapons of mass destruction,’ along with overly optimistic assumptions about the Iraq that would emerge after the regime change. “While considerable effort had been devoted to planning the combat operations, much less had been put into planning post-regime-change operations to stabilize the country.” Most Iraqis did indeed welcome American soldiers as liberators initially, but that didn’t last. As in Yugoslavia, the tyrant’s removal spurred inter-factional violence, which was impossible to suppress with foreign military forces configured for conquest, not policing. “What planning there had been was overwhelmingly focused on humanitarian operations rather than on the establishment of wide area security, repairing critical infrastructure, re-establishing basic services and instituting governance.” Hussein’s Ba’ath Party operatives plundered the former regime’s arms caches, readying themselves for insurgency. The allies’ temporary government, the Coalition Provisional Authority, was led by a former American ambassador to Iraq, L. Paul “Jerry” Bremer III, a former Foreign Service officer with no experience in Iraq. Instead of removing “the top two layers of the ruling Ba’ath Party,” which consisted of about 6,000 persons, he removed “the top four layers, removing from the position 85,ooo-100,000 Iraqis,” mostly careerists, not ideologues—the people “that U.S. war plans had assumed would remain in their positions to provide continuity in government and to enable basic service restoration and reconstruction of Iraq.” In addition, Bremer dissolved the Iraqi security organizations, including the army, failing to distinguish between Hussein’s Republican Guard, which was feared and hated, from the Iraqi Army, “which was seen by many Iraqis as their only true national institution.” That is, “Bremer had gone beyond regime change to destroy the Iraqi state and to create the political and military foundations for the insurgency.”
This in turn led him to attempt to construct a new regime and a new state “from the top down.” Groups not selected for offices in that structure “viewed it as foreign-imposed and corrupt,” giving them reason to join the insurgency. “Bremer alienated the leaders of Iraq’s tribes, a critical element of Iraqi society, by deciding that they were another relic of the past that had no place in the new Iraq.” While Hussein was soon captured and his two lunatic sons killed, the Sunni Arabs, the largest of the country’s three main factions, remained substantially unreconciled to the American efforts, which were weakened when Secretary of Defense Donald Rumsfeld drew down U.S. forces. Without countervailing Iraqi forces in place, the insurgents attacked; the Sunnis even found an ally in their rival Shi’a Arabs, the one and only time that would occur. “The United States, limited to that point by a short-war mentality, was now stuck in Iraq without a truly viable strategy to defeat the insurgency and disengage from the conflict” because Bush Administration officials hadn’t recognized that “without a deep appreciation of the ethnic, sectarian, tribal and political elements, as well as how the country is supposed to function and how it really does function, it is very hard to govern it.” It would take the U.S. Army “more than three years in Iraq to regain the competencies so unwisely jettisoned after the end of the Vietnam War.”
The Sunni-Shi’a coalition didn’t last long. A Sunni terrorist organization claiming affiliation with al-Qaeda and led by a Jordanian-born militant, Abu Musab al-Zarqawi, ordered attacks on Shi’a Muslims and their religious sites in a successful “attempt to ignite a sectarian civil war,” which would make his men the Sunnis “defenders of last resort.” The several international humanitarian and economic aid organizations backed off, regarding the situation as too dangerous. Zarqawi’s death in a U.S. airstrike in 2005 didn’t stop prevent all-out civil war, which broke out the next year, after the terrorist organization destroyed the Al-Askari Mosque in Samarra, a major Shi’a religious site. Al-Qaeda in Iraq (AQI) proclaimed “the Islamic State of Iraq,” which did in fact control territory.
To his credit, President Bush ordered a reevaluation of his administration’s policies, resulting in “The Surge, as the new initiative for Iraq came to be known.” It consisted of five U.S. Army brigades, two Marine battalions, and a substantial number of support staff. “More importantly, these forces and those already on the ground in Iraq would be used differently, in accordance with a new counter-insurgency doctrine that made clear that control and protection of the population were the key to winning a counter-insurgency struggle” against both AQI and their rival Shi’a militias. Only then could “the cycle of intercommunal violence in Iraq” be broken. General Petraeus ordered U.S. forces into the neighborhoods and villages, securing them from the militants and initiating “a formal reconciliation process with insurgents, and, over time, militia members.” Those who agreed to reconcile often were those among the former Ba’athists who should never have been removed from their positions in the first place. Bush participated in weekly meetings, monitoring the results of the Surge, which gradually began to work. The year 2010 saw AQI forces driven into Syria, from which they eventually returned to form the Islamic State of Iraq and al-Sham (ISIS), which wasn’t dismantled until 2019. As long as the Surge continued, violence remained relatively low, but the Shi’a, emboldened by their Iranian allies, eventually rekindled the civil war after the Surge forces left.
For decades, many Americans took ‘the lesson of the Vietnam War’ to have been that counter-insurgency wars are unwinnable. The authors show that they are winnable, but only if statesmen and the military officers they command follow the correct strategy. The lesson Winston Churchill drew from a far more destructive First World War, as enunciated in The Aftermath, remains the overarching one: military victory can only be consolidated with careful attention to the political settlement that occurs in its wake, and that attention must begin before intervening in the war or, if the war is unprovoked, during the war itself.
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