Mackubin Thomas Owens: Our Generals Almost Cost Us Iraq
[Mr. Owens is a professor at the Naval War College and editor of Orbis, the journal of the Foreign Policy Research Institute.]
The dominant media storyline about the Iraq war holds that the decisions about how to conduct it pitted ignorant civilians -- especially the president and secretary of defense -- against the uniformed military, whose wise and sober advice was cavalierly ignored. The Bush administration's cardinal sin was interference in predominantly military affairs, starting with overruling the military on the size of the force that invaded Iraq in March 2003.
But it's not just the media that peddles this story. As Bob Woodward illustrates in his new book, "The War Within: A Secret White House History 2006-2008," it also resonates among many senior uniformed military officers....
[HNN: The author argues that this narrative is wrong and that it was Bush, a civilian, who changed our policy when the military was still wedded to it.]
Historians have long recognized that Abraham Lincoln's judgment concerning the conduct of the Civil War was vastly superior to that of Gen. George McClellan. They have recognized that Gen. George C. Marshall, the greatest soldier-statesman since George Washington, was wrong to oppose arms shipments to Great Britain in 1940, and wrong to argue for a cross-channel invasion during the early years of World War II, before the U.S. was ready.
Historians have pointed out that the U.S. operational approach that contributed to our defeat in Vietnam was the creature of the uniformed military. And they have observed that the original -- unimaginative -- military plan for Operation Desert Storm in the Gulf War was rejected by the civilian leadership, which ordered a return to the drawing board. The revised plan was far more imaginative, and effective.
So it was with Iraq. The fact is that the approach favored by the uniformed leadership was failing. As the insurgency metastasized in 2005, the military had three viable alternatives: continue offensive operations along the lines of those in Anbar province after Fallujah; adopt a counterinsurgency approach; or emphasize the training of Iraqi troops in order to transition to Iraqi control of military operations. Gen. John Abizaid, commander of the U.S. Central Command, and Gen. George W. Casey, commander of the Multi-National Force in Iraq -- supported by Secretary of Defense Donald Rumsfeld and Joint Chiefs Chairman Gen. Richard Myers -- chose the third option.
Transitioning to Iraqi control was a logical option for the long run. But it did little to solve the problem of the insurgency, which was generating sectarian violence. Based on the belief by many senior commanders, especially Gen. Abizaid, that U.S. troops were an "antibody" to Iraqi culture, the Americans consolidated their forces on large "forward operating bases," maintaining a presence only by means of motorized patrols that were particularly vulnerable to attacks by improvised explosive devices. They also conceded large swaths of territory and population alike to the insurgents. Violence spiked.
In late 2006, President Bush, like President Lincoln in 1862, adopted a new approach to the war. He replaced the uniformed and civilian leaders who were adherents of the failed operational approach with others who shared his commitment to victory rather than "playing for a tie." In Gen. David Petraeus, Mr. Bush found his Ulysses Grant, to execute an operational approach based on sound counterinsurgency doctrine. This new approach has brought the U.S. to the brink of victory.
Although the conventional narrative about the Iraq war is wrong, its persistence has contributed to the most serious crisis in civil-military relations since the Civil War. According to Mr. Woodward's account, the uniformed military not only opposed the surge, insisting that their advice be followed; it then subsequently worked to undermine the president once he decided on another strategy....
Read entire article at WSJ
The dominant media storyline about the Iraq war holds that the decisions about how to conduct it pitted ignorant civilians -- especially the president and secretary of defense -- against the uniformed military, whose wise and sober advice was cavalierly ignored. The Bush administration's cardinal sin was interference in predominantly military affairs, starting with overruling the military on the size of the force that invaded Iraq in March 2003.
But it's not just the media that peddles this story. As Bob Woodward illustrates in his new book, "The War Within: A Secret White House History 2006-2008," it also resonates among many senior uniformed military officers....
[HNN: The author argues that this narrative is wrong and that it was Bush, a civilian, who changed our policy when the military was still wedded to it.]
Historians have long recognized that Abraham Lincoln's judgment concerning the conduct of the Civil War was vastly superior to that of Gen. George McClellan. They have recognized that Gen. George C. Marshall, the greatest soldier-statesman since George Washington, was wrong to oppose arms shipments to Great Britain in 1940, and wrong to argue for a cross-channel invasion during the early years of World War II, before the U.S. was ready.
Historians have pointed out that the U.S. operational approach that contributed to our defeat in Vietnam was the creature of the uniformed military. And they have observed that the original -- unimaginative -- military plan for Operation Desert Storm in the Gulf War was rejected by the civilian leadership, which ordered a return to the drawing board. The revised plan was far more imaginative, and effective.
So it was with Iraq. The fact is that the approach favored by the uniformed leadership was failing. As the insurgency metastasized in 2005, the military had three viable alternatives: continue offensive operations along the lines of those in Anbar province after Fallujah; adopt a counterinsurgency approach; or emphasize the training of Iraqi troops in order to transition to Iraqi control of military operations. Gen. John Abizaid, commander of the U.S. Central Command, and Gen. George W. Casey, commander of the Multi-National Force in Iraq -- supported by Secretary of Defense Donald Rumsfeld and Joint Chiefs Chairman Gen. Richard Myers -- chose the third option.
Transitioning to Iraqi control was a logical option for the long run. But it did little to solve the problem of the insurgency, which was generating sectarian violence. Based on the belief by many senior commanders, especially Gen. Abizaid, that U.S. troops were an "antibody" to Iraqi culture, the Americans consolidated their forces on large "forward operating bases," maintaining a presence only by means of motorized patrols that were particularly vulnerable to attacks by improvised explosive devices. They also conceded large swaths of territory and population alike to the insurgents. Violence spiked.
In late 2006, President Bush, like President Lincoln in 1862, adopted a new approach to the war. He replaced the uniformed and civilian leaders who were adherents of the failed operational approach with others who shared his commitment to victory rather than "playing for a tie." In Gen. David Petraeus, Mr. Bush found his Ulysses Grant, to execute an operational approach based on sound counterinsurgency doctrine. This new approach has brought the U.S. to the brink of victory.
Although the conventional narrative about the Iraq war is wrong, its persistence has contributed to the most serious crisis in civil-military relations since the Civil War. According to Mr. Woodward's account, the uniformed military not only opposed the surge, insisting that their advice be followed; it then subsequently worked to undermine the president once he decided on another strategy....