India's counter-insurgency experience: the ‘trust and nurture’ strategy

The Indian Army, a force trained primarily for conventional warfare, has been engaged in internal counter-insurgency operations since the 1950s. Despite such a long innings on a counter-insurgency mode, little attention has been accorded within military circles to doctrinal innovation for waging sub-conventional warfare in India's democratic political context. At best, the Army continues to view counter-insurgency duty as secondary to its primary duty of defending India from external conventional threats. By conceptualizing a counter-insurgency strategy of ‘trust and nurture’, this article aims to fill this critical doctrinal gap in India's military policy. The author argues that a counter-insurgency strategy of ‘trust and nurture’ based on democratic political culture, measured military methods, special counter-insurgency forces, local social and cultural awareness and an integrative nation-building approach will result in positive handling of India's internal security problems. The author utilizes India's counter-insurgency experiences in Assam, Mizoram, Nagaland, Punjab, and Operation ‘Sadhbhavana’ in Jammu and Kashmir as illustrative empirical indicants in order to validate the ‘trust and nurture’ strategy.     

Colombian Military Thinking and the Fight against the FARC-EP Insurgency, 2002–2014

This article attempts to place in historical perspective the latest effort by Colombia’s military (Colmil) to defeat the now half century old insurgency of the Fuerzas Armadas Revolucionarias de Colombia – Ejército del Pueblo (FARC-EP). It argues that the ‘surge’ initiated under President Álvaro Uribe in 2002 with the assistance of the United States can only be fully analyzed in the context of the Colmil’s intellectual framework for counter-insurgency. Specifically, this article will explain how the protracted engagement with counter-insurgency has shaped the Colmil’s understanding of the nature of the conflict, as well as its attitudes towards its adversary, civil authority and the instrumentality of force. An understanding of the Colmil’s strategic tradition can also help to explain their apprehensions about the ongoing peace negotiations with the FARC-EP.     

Setting a place at the table: ending insurgencies through the political process

This article argues that, under certain conditions, allowing insurgents into the political process – through elections or government posts – can be a useful tool in the peace process and can help end insurgencies. However, bringing insurgents into the political process is unlikely to end insurgencies on its own, particularly if insurgents, the government, or the population believes that force is still a viable means of defeating the opponent and changing the status quo. The article begins with a brief overview of the causes of insurgency and on conflict resolution for internal wars. The article then considers two examples of insurgents that have entered the political process – the Irish Republican Army (IRA) in Northern Ireland and Hezbollah in Lebanon – and the differing degrees of success in transforming these insurgents to non-violent participants in the political process. It concludes by suggesting how insurgents can be brought into the political process as part of conflict resolution and the implications for Afghanistan.     

Learning to Fight and Fighting to Learn: Practitioners and the Role of Unit Publications in VIII Fighter Command 1943–1944

A military cannot hope to improve in wartime if it cannot learn. Ideally, in wartime, formal learning ceases and the application of knowledge begins. But this is optimistic. In 1942, USAAF Eighth Air Force assumed it had the means necessary for victory. In reality, its technique and technology were only potentially – rather than actually – effective. What remained was to create the practice of daylight bombing – to learn. This article (1) recovers a wartime learning process that created new knowledge, (2) tests existing tacit hypotheses in military adaptation research, and (3) offers additional theoretical foundation to explain how knowledge is created in wartime     

The sources of the Australian tradition in irregular warfare, 1942–1974

This article had its genesis in a background study for the development of a new Australian Army counter-insurgency doctrine. Archival research showed that the Australian counter-insurgency doctrine employed in such post-1945 conflicts as Burma, Malaya, Borneo and Vietnam originated in the jungle campaigns of the South West Pacific Area during World War II. The historical record also showed that the Army's counter-insurgency doctrine, as with its World War II-jungle warfare doctrine, was a pragmatic amalgam of Australian experience and British doctrine. The article traces this process through the development of a series of doctrine manuals. It also considers the contribution of key individuals to both counter-insurgency theory and practice. This distinctively Australian approach to the development of doctrine was responsible for producing a highly successful manual, The Division in Battle: Pamphlet No. 11, Counter-Revolutionary Warfare (DIB 11), which the Army used during its involvement in Vietnam.     

‘Getting COIN’ at the Tactical Level in Afghanistan: Reassessing Counter-Insurgency Adaptation in the British Army

This article reassesses the extent to which the British Army has been able to adapt to the counter-insurgency campaign in Helmand Province, Afghanistan. While adopting Farrell's definition of bottom-up military adaptation, this article contends that the task force/brigade level of analysis adopted by Farrell and Farrell and Gordon has led them to overstate the degree to which innovation arising from processes of bottom-up adaptation has actually ensued. Drawing on lower level tactical unit interviews and other data, this article demonstrates how units have been unable or unwilling to execute non-kinetic population-centric operations due to their lack of understanding of the principles of counter-insurgency warfare.     

Examining the Authoritarian Model of Counter-insurgency: The Soviet Campaign Against the Ukrainian Insurgent Army

In an effort to better understand the benefits and limitations of an authoritarian approach to counter-insurgency, this article examines the relationship between regime type and military effectiveness in the often neglected case of Soviet counter-insurgency operations in Western Ukraine. This study finds that the advantages authoritarian governments enjoy in designing, planning and implementing counter-insurgency campaigns – related to a lack of restraints and constraints – can all too easily become reversed through the excesses they permit.     

The view from above: how the Royal Air Force provided a strategic vision for operational intelligence during the Malayan Emergency

It has long been held that the Federation of Malaya’s counter-insurgency campaign during the First Malayan Emergency (1948–60) was determined by the use of intelligence. Special Branch — the Federation’s primary intelligence agency — dominates the prevailing paradigm of how the insurgent threat was tackled. Conversely, the role of the Royal Air Force (RAF) within this paradigm is very limited. Most observers simply dismiss the role of photoreconnaissance or airstrikes as being largely inconsequential to the counter-insurgency effort. This is perhaps understandable: the Emergency was after all a ‘policing action’ and the insurgents were largely hidden under Malaya’s jungle canopy and amongst the Chinese community. However, further scrutiny reveals that the RAF made a much more significant contribution to the intelligence element of the counter-insurgency campaign than previously realised. First, the RAF decided to locate their Advanced Headquarters with the Army’s General Headquarters. This led to the creation of the Land/Air Operations Room, through which intelligence, tasking and resources were coordinated. Moreover, the RAF put its intelligence teams into the field to provide a practical link between local units and theatre-level assets. Second, with the support of the Army, the RAF established at the beginning of the Emergency the Joint Air Photographic Intelligence Board (Far East). This coordinated all photographic intelligence requirements throughout the Emergency, which was then delivered via the Joint Air Photographic Centre (Far East). Hence, via Joint Operations Centre and JAPIB (FE), the RAF provided both the practical means for effective joint intelligence operations at theatre level throughout the Emergency.     

Myth and the small war tradition: Reassessing the discourse of British counter-insurgency

In recent years a number of commentators have posited that the British reputation for conducting small wars has suffered in the wake of setbacks in Iraq and Afghanistan. The argument here contests whether such a tradition can be truly said to have ever existed. A close examination of this supposed tradition reveals it to be a myth. In fact, rarely have the British armed forces claimed a facility for counter-insurgency or small war. Invariably, commentators outside the Army have ascribed the tradition to them. Most notably, commentators in the United States keen to discern practices of minimum force or rapid institutional learning generated the narrative of British COIN expertise. Ultimately, what this myth reveals is that, when deconstructed, it is political will, not an ingrained understanding of fighting insurgencies, that has determined Britain's success, or otherwise, in so-called small wars.     

Military Maladaptation: Counterinsurgency and the Politics of Failure

Tactical learning is critical to battlefield success, especially in a counterinsurgency. This article tests the existing model of military adaption against a ‘most-likely’ case: the British Army’s counterinsurgency in the Southern Cameroons (1960–61). Despite meeting all preconditions thought to enable adaptation – decentralization, leadership turnover, supportive leadership, poor organizational memory, feedback loops, and a clear threat – the British still failed to adapt. Archival evidence suggests politicians subverted bottom-up adaptation, because winning came at too high a price in terms of Britain’s broader strategic imperatives. Our finding identifies an important gap in the extant adaptation literature: it ignores politics.     

The structural origins of social cohesion: the dynamics of micro-solidarity in 1991–1995 Wars of Yugoslav Succession

This article explores the dynamics of social cohesion on the frontline. It attempts to show how micro-level solidarities largely depend on macro level organisational processes. I argue that frontline social cohesion is often the product of social development linked with the organisational structure. This general argument is applied to the case studies of two armed forces involved in the 1991–1995 Wars of Yugoslav Succession – the Croatian Army (HV) and the Bosnian Serb Army (VRS). Drawing on in-depth interviews with the former combatants I show how HV social cohesion played an important role in winning the war and how these networks of micro-level solidarity were shaped by long term organisational development.     

The Force Publique’s campaigns in the Congo-Arab War, 1892-1894

ABSTRACT

Between 1892 and 1894 the Force Publique of King Leopold II’s Congo Free State engaged in a series of little-known counter-insurgency operations against ivory and slave traders from Zanzibar, commonly referred to as Arabs. Without a particularly strong tradition of imperial service, this article argues that the predominantly Belgian officer corps borrowed and adapted methods used by more experienced colonial forces in the 19^th Century. Whether taken from existing literature or learned through experience, it reveals that the Force Publique’s counter-insurgency methods reflected many of the more recognisable aspects of traditional French and British approaches. It suggests that, despite the unique nature of each colonial campaign, basic principles could be adapted by whomsoever to overcome the military and political challenges of colonial conquest. The Force Publique’s campaigns in the Congo-Arab War, therefore, provide further evidence as to how some base theories could be universally applied.     

Glimpse into an army at its peak: notes on the Somali National Army in the 1960–80s

ABSTRACT

Bagayoko, Hutchful, and Luckham correctly argue that the structures, characteristics, and operating methods of official security institutions in Africa have been somewhat neglected, with a lack of much recent research. The Somali National Army (SNA) sits among these lacunae. Its formal structures can be used as a skeletal starting point and springboard to start to draw the network diagrams that chart informal linkages. This is why recent declassification decisions by U.S. intelligence bodies, coupled with period documents released to the UK National Archives, hold significance in helping us understand early hierarchical SNA arrangements. They show the steady build-up in size of the force, to 1987, to about the time the civil war began to fragment the state.     

Military Innovation and Tactical Adaptation in the Israel–Hizballah Conflict: The Institutionalization of Lesson-Learning in the IDF

This article highlights a pattern of military adaptation and tactical problem-solving utilized by the Israel Defense Forces (IDF) while engaged in protracted conflict with the Lebanese militant group Hizballah. It discusses the IDF’s recent attempts to institutionalize their historically intuitive process of ad-hoc learning by developing a formal tactical-level mechanism for ‘knowledge management’. The diffusion of this battlefield lesson-learning system that originated at lower-levels of the organization is examined, as well as its implementation and effectiveness during the 2006 Lebanon War. A nuanced analysis of IDF adaptation illustrates the dynamic interplay between both ‘top-down’ and ‘bottom-up’ processes of military innovation.     

Desert insurgency: lessons from the third Tuareg rebellion

This article provides an in-depth examination and analysis of the 2006–2009 Tuareg rebellion in Mali and Niger. It identifies the underlying reasons behind the rebellion, explores contrasting counter-insurgency (COIN) strategies employed by the two governments, and presents some lessons learned. While both COIN approaches ultimately produced similar peace settlements, the article argues that the Malian strategy of reconciliation combined with the selective use of force was far more effective than the Nigerien iron fist approach at limiting the size and scope of the insurgency and producing a more sustainable peace. It concludes by looking at the role of external actors, particularly the United States, and how the failure to internationalize the conflict was actually more beneficial to the local COIN effort, as well as to the longer strategic interests of the United States in the region.     

Misapplying lessons learned? Analysing the utility of British counterinsurgency strategy in Northern Ireland, 1971–76

This article examines the British Army's deployment in support of the civil power in Northern Ireland. It argues that the core guiding principles of the British approach to counterinsurgency (COIN) – employing the minimum use of force, firm and timely action, and unity of control in civil–military relations – were misapplied by the Army in its haste to combat Irish Republican Army (IRA) terrorism between 1971 and 1976. Moreover, it suggests that the Army's COIN strategy was unsuccessful in the 1970s because commanders adhered too closely to the customs, doctrine, and drill applied under very different circumstances in Aden between 1963 and 1967, generally regarded as a failure in Britain's post-war internal security operations. The article concludes with a discussion of the British government's decision to scale back the Army's role in favour of giving the Royal Ulster Constabulary primacy in counter-terrorist operations, a decision which led ultimately to success in combating IRA violence.     

Northern Ireland and minimum force: the refutation of a concept?

The debate over whether there exists a British counter-insurgency tradition of minimum force is one that has been thoroughly discussed. Is there anything left to say? This study suggests there is further insight to be attained if one explicitly evaluates the concept of minimum force in relation to the conduct of the security forces in the years of the Northern Ireland conflict. Through an examination of three key periods in the conflict, it will be shown that while there was invariably an awareness of the need to act with restraint among senior officers at the strategic level, this was often difficult to apply at the tactical level in the heat of confrontation. The argument demonstrates that the British Army, and other instruments of the state, rarely acted in a manner that could be described as ‘minimal’. Instead, it was the broader liberal values of the British state that explains largely the degrees of restraint exhibited by the government and security forces.     

Close Encounters of the Tribal Kind: the Implementation of Co-option as a Tool for De-escalation of Conflict – The Case of the Netherlands in Afghanistan's Uruzgan Province

Abstract

In contemporary counter-insurgency campaigns de-escalation is typically achieved by obtaining the local population's collaboration. The rationale underlying this approach is that such collaboration spawns control over the population and therefore weakens the insurgent's position. This article seeks to understand how this approach is practised in the reality of contemporary counter-insurgency warfare. In Iraq as well as Afghanistan counter-insurgents were confronted with fragmented indigenous societies in which the various local segments were dominated by local power-holders. Consequently, obtaining the local population's collaboration required co-option of these agents. As such a strategy of co-option is a highly localized approach, this article focuses on Afghanistan's Uruzgan province and analyzes the implementation of co-option by the Netherlands' Task Force Uruzgan (TFU), which operated there from 2006 to 2010. The analysis discusses how the counter-insurgents obtained a profound understanding of Uruzgan's societal landscape and how co-option of local power-holders became part of the counter-insurgency routine. In the end, co-option was successfully implemented as TFU even succeeded in obtaining the collaboration of previously marginalized elements of the population. However, as the methods employed for co-option were mainly of a persuasive nature, the TFU co-option strategy was less effective in containing the influence of notorious spoilers. Thus this case study provides an insight into the dynamics and limitations of co-option as a tool for de-escalation in contemporary counter-insurgency warfare.     

Reform,democratization, and counter-insurgency: evaluating the US experience in Cold War-era Latin America

Current debate on US counter-insurgency doctrine is dominated by the notion that promoting ‘legitimacy’ and ‘good governance’ constitutes a central strategic imperative. This idea is hardly new; during the Cold War US officials often sought to encourage democratization and socio-economic reform as antidotes to revolution in Latin America. This article reviews four such cases – Venezuela during the first half of the 1960s, Guatemala throughout the 1960s, Nicaragua during the late 1970s, and El Salvador during the 1980s. The purpose is to bring a historical perspective to bear on current debates about the feasibility of US counter-insurgency strategy by evaluating the effectiveness of previous campaigns to promote improved governance in developing societies wracked by guerrilla violence.     

The Long and Winding Road: The US Army Managerial Approach to Command and the Adoption of Mission Command (Auftragstaktik)

The purpose of the current paper is to examine the adoption and adaptation process of mission command (Auftragstaktik) in the US Army. This concept, developed by the Prussians, denotes a decentralized command approach wherein superiors dictate their intent and allow subordinates to formulate their operational plans independently and change it according to the emerging situation. The paper examines the US command approach prior to the adoption of mission command. It argues that it was heavily influenced by corporate management practices which inherently contradict mission command approach. It continues and investigates how the US Army endeavored to emulate the approach in its doctrine and in major operations.

While it has officially incorporated mission command into its doctrine, it has been less successful in utilizing it in operational situations. This state of affairs has to do with the cultural legacy of the managerial approach to command that still persist. Despite the partial success, the US Army has recently reaffirmed its commitment to this approach.