November 19, 2011
It’s the narrative, stupid!

Starbuck has a link today to a pretty good article by Matthew Levitt in the JISA: It’s the Ideology, Stupid!. CT efforts are, Levitt writes,

tactically strong. We are well-positioned to tap the right phones, carry out surveillance of the right targets, and as a result we have a truly remarkable track record of preventing attacks (though some, like the shoe bomber, underwear bomber and Times Square bomber, simply failed without being foiled). Where we remain inexcusably weak, however, is in the realm of strategic counterterrorism, or counter-radicalization.

I’m not quite sure I’ve heard this expressed this clearly, but Levitt most definitely deserves praise for pointing out the big weakness of our COIN/CT strategy. The problem is, we don’t have one.

We don’t have a coherent narrative. We have COIN tactics, which are good at solving small-scale problems. Partly, this seems to reflect a reluctance to engage with substantive issues like faith, self-determination and how other people run their affairs (which usually ends with “…should be none of our concern”). More so, however, it reflects the day-to-day nature of COIN. We have wonderful strategies to survive until Friday afternoon, but nothing about not having to expend money and manpower to fighting insurgencies. The reality is that we understand how an insurgency operates, but we do not understand what an insurgency is. We think in strategies that may at best ensure peace in a village or a small region, but not a comprehensive plan. What we lack is a coherent narrative of counter-terrorism. The 9/11 attacks delivered the foundation of sorts to such a narrative - COIN and CT are important because they keep people from flying planes into our buildings. That’s not enough, however, for the wider narrative. In our culture, offensive war is ‘not on’. We don’t have a war department but a ministry of defence. Creating wars is not acceptable socially. This isn’t necessarily a bad thing (or at all!), but it has impressed itself onto military thinking - all our wars are defensive. Even OIF was conceptualised as a primarily defensive action with the purpose of getting rid of Saddam’s WMDs threatening the US and its allies in the region. And so no military thought that looked at these wars as what they were from a non-political, unspinned perspective has had the chance to gain traction. In reality, these conflicts could have been approached as being principally about counterterrorism and the latter being about kicking the crap out of AQ, no apologies made. The reluctance to make war on another state is understandable - but the reluctance to persecute, track down and kill AQ, regardless of whether they are a current threat to the US, is less so. How we fight is determined by how we think about our place in the annals of history, how we think of ourselves remembered: as a bully or as a liberator, as the warmongers or the brave fighters against an organisation that is, for the lack of a better word, a collection of thoroughly evil motherfuckers. Too afraid of being remembered as the unwanted peacemaker, the West has never developed a strategy that, in clear terms, defined those social and cultural structures that spawn terrorism, and attack them. We don’t have an anti-terrorism strategy because we don’t have a way to tell the Saudis that civilised people don’t ban women from driving, and a fortiori don’t stone them. We don’t have an anti-terrorism strategy because we’re totally ok with beheadings and hands cut off because it’s their culture (read, we’re not willing to actually give them a bollocking).

Tactics can be just about anything. Strategy, however, calls for a wider perspective. A wider perspective calls for actions that go beyond the narrow ambit of warfare and spread into politics, trade, foreign relations, diplomacy, culture, and so on. World War II didn’t need much of a strategy. “Kill Nazis, blow up tanks, shoot down planes, liberate village, drink wine, go home, get medal” was a pretty good prescription for warfighting. That’s because the Nazis were little more than an army and a huge sodding bureaucracy. AQ is different. AQ and the whole phenomenon of terrorism goes beyond war. It is also a social phenomenon, an economic one, a cultural one, and so on. It is, in short, a narrative. It is a story into which more and more young Middle Eastern men, feeling disenfranchised (as young men always do, seeing as you rarely get the moon on a stick when you’re 24) and easily approached by terrorists who give them purpose and a cause, seek to write themselves. It is probably worth looking back at one of the much neglected phenomena: the fake terror cell. Franz Fuchs, for all intents and purposes the textbook version of the lone terror loonie, claimed after his arrest to have belonged to the Bajuwarische Befreiungsarmee, a totally fictitious terror organisation. Why? He had nothing to gain from it. Nothing, except a purpose. Man cannot live without purpose. Man cannot live without a narrative - without knowing what his role is, and what the play is about. Those who don’t have one will seek out one. Those who can offer one will always have the personnel they need, for whatever nonsense they need it (including suicide bombing). And those who wish to combat them cannot merely shoot down the actors. Kill the actors, and the playwright writes new ones. The West has to develop its own narrative, and counter the opposition’s. There is a distinct shortfall in that area -and so what Levitt accurately identified as a lack of strategy is not the illness, it’s a symptom. We don’t have a strategy because we don’t have a narrative from which to create one.

July 25, 2011
Clash of civilisations

No, this isn’t about Huntington’s book. Rather, it is about an idea posted by @jstrevino today on twitter. I repeat his original tweet here:

On this A-10 thing, I’ll just say it: the USAF was better when it was the USAAC, subject to Army needs and demands.

An interesting idea. I am too much of a micro-manager and pragmatist to see the ‘wider issue’ here. In reality, the wider issue is somewhat of a non-issue - who runs the Air Force is a pretty insignificant question. Almost all actual combat action the USAF is currently doing is some sort of support of ground operations, as opposed to stand-alone air actions as we witnessed, e.g., in World War II, where air objectives were often completely separated from any co-occurring ground operation. Largely, this is a result of the ‘CAS model’, which is in turn a result of technological development. CAS became the keystone of live integration of ground and air ops. Joshua’s excellent point wouldn’t have arisen in World War II, when close air support and forward air control were nascent and embryonic at best. Today, though, they’re not only technologically developed, but also doctrinally. FAC, then, has merged air capabilities into ground doctrine. Fusion o’clock?

Well, that’s the big picture view. At this scale, I’m perfectly in agreement with Joshua Treviño and John Noonan (@noonanjo), who had some excellent remarks in this debate. My bickering is mainly ‘small-scale’ stuff.

  1. Ground and air forces always had a different self-image and a different culture. John described USAF as “more corporate than warrior”, and that’s probably true - USAF is like a large company with a relatively small operations department and a lot of ‘back office’ activity - R&D, admin, intel, blah blah. In that way, it reminds me a tiny bit of biotech companies who have small production output but large research background. Fusing them with companies that work the other way around (trying to facilitate the most production with the least expenditure on admin gumph) generally ended in tears, mainly in a culture clash way. I wouldn’t be surprised if the same problems came up after such a fusion. And this leads to my next point…
  2. Quite simply, time cannot be turned backwards. The argument that ‘the Army Air Corps worked pretty well’ is a large-scale argument, and really, it’s convincing. It shows that such cooperation is possible, much like the USMC is generally ok with being subordinated to naval officers who know precious little about anything involving solid land. USAF has been independent long enough to develop its own self-image and its importance (especially that of SAC) during the Cold War contributed to it. It also contributed to the growth of a tremendous number of egos - individual and corporate. Not that the Army doesn’t have its ego warriors. Mixing the two will not be funny.
  3. ‘Culture change’ is a bit of a buzzword today, but it applies here. Joshua Treviño’s tweet says that “USAF culture isn’t necessarily worth preserving”. That’s possibly true, and it’s one solution to the culture change question: totally eliminate USAF’s unique and somewhat corporate culture, change it to the army’s more disciplined and warrior-like culture. How that will go down with the flying part of the USAF I don’t know. Generally, putting young and agile men into fast aircraft that can unleash terrible amounts of firepower gives them a bit of attitude (up to and including Tailhook style stuff) that may not integrate too well with the Army mentality. The rest of USAF, though, will be the more difficult deal. The USAF is structured as a self-reliant unit, i.e. it has its own research, intel &c. capabilities. There are two ways to deal with this: merge them, i.e. have a joint Army-USAAC intel, R&D &c. unit, or have them coexist. The merger will basically end in a bitchfest where USAF people will do things the USAF way and get bitched at by Army people to do things the Army way. One thing this will not help is productivity. Keeping them separate helps that, but raises the problem of information transfer. The military is famous for many good things, but ease of communication inside is not one of those. Especially in intel, if a joint intel isn’t formed, communication between G2 and what used to be A2 will be essential. Do we trust in this? As much as from the big picture perspective the merger seems to be a good idea, it’s a leap of faith. 

Ultimately, I don’t disagree in principle with Noonan and Treviño. I disagree with them that it can work out in practice - that the two branches are malleable enough to hold together, or, as Treviño appears to suggest, that the Air Force is malleable enough to leave behind its own culture and melt into the Army as a subordinate Corps. Such a transition may well take a generation or two of officers and enlisted men (though mainly the former). Can we currently afford it? That remains a question for the future, and one that will go with significant debate. And in that debate, I hope that the pragmatics and the details receive as much attention as they deserve, and aren’t completely dwarfed by the ‘big picture’ strategic ideas.

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