The Army is full of soldiers showing qualities such as patriotism, duty, passion and talent, writes Aylwin-Foster, whose rank is equivalent to a U.S. one-star general. "Yet," he continues, "it seemed weighed down by bureaucracy, a stiflingly hierarchical outlook, a predisposition to offensive operations, and a sense that duty required all issues to be confronted head-on."
Those traits reflect the Army's traditional focus on conventional state-on-state wars and are seen by some experts as less appropriate for counterinsurgency, which they say requires patience, cultural understanding and a willingness to use innovative and counterintuitive approaches, such as employing only the minimal amount of force necessary. In counterinsurgency campaigns, Aylwin-Foster argues, "the quick solution is often the wrong one."
He said he found that an intense pressure to conform and overcentralized decision making slowed the Army's operations in Iraq, giving the enemy time to understand and respond to U.S. moves. And the Army's can-do spirit, he wrote, encouraged a "damaging optimism" that interfered with realistic assessments of the situation in Iraq.
"Such an ethos is unhelpful if it discourages junior commanders from reporting unwelcome news up the chain of command," Aylwin-Foster says. A pervasive sense of righteousness or moral outrage, he adds, further distorted military judgments, especially in the handling of fighting in Fallujah.
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