Iraq, 2003–2011: succeeding to fail

ABSTRACT

This study examines the US experience during the Iraq war, from the planning phase that began in 2001 to the withdrawal of US forces in 2011. It reveals a dearth of planning and intelligence leading up to the invasion; reluctance by conventional coalition military forces to conduct reconstruction, political and security capacity-building; and, later, full spectrum counterinsurgency operations. These forces took on some missions traditionally reserved for special operations forces, and they increasingly assumed diplomatic roles as they interfaced with the Iraqi leadership and local kingpins. Although these efforts yielded some impressive organizational learning and limited operational successes, they were hampered by lack of adequate preparation, a poor understanding of the human terrain, shortsighted strategies, and ultimately a dearth of political will to stay the course. The outcome was far from the model Middle East democracy envisioned by the invasion’s architects, and the American experience in Iraq instead became a cautionary tale for military intervention.     

Friend or foe? The Cyprus Police Force and the EOKA insurgency

This article examines the ambiguous role played by the Cyprus Police Force during the Greek Cypriot insurgency against Britain between 1955 and 1959. A multiethnic force policing a multiethnic society, the CPF struggled to fulfill its duties. Greek Cypriot officers became ineffective as sympathy for, or fear of insurgents undermined their ability to function. Some collaborated, others resigned. Those who stayed became targets of their own people. Turkish Cypriot officers, recruited in greater numbers to compensate for a reduction in Greek Cypriot officers, worked to enforce the law, but exacerbated intercommunal relations in doing so. In spite of the peculiar conditions present in Cyprus, the case has valuable implications for contemporary policymakers on the vulnerabilities inherent in the use of local police forces to restore law and order in ethnically divided societies.     

Size Still Matters: Explaining Sri Lanka’s Counterinsurgency Victory over the Tamil Tigers

The military effectiveness literature has largely dismissed the role of material preponderance in favor of strategic interaction theories. The study of counterinsurgency, in which incumbent victory is increasingly rare despite material superiority, has also turned to other strategic dynamics explanations like force employment, leadership, and insurgent/adversary attributes. Challenging these two trends, this paper contends that even in cases of counterinsurgency, material preponderance remains an essential—and at times the most important—factor in explaining battlefield outcomes and effectiveness. To test this, the paper turns to the case of the Sri Lankan state’s fight against the Tamil Tiger insurgency, a conflict which offers rich variation over time across six periods and over 25 years. Drawing on evidence from historical and journalistic accounts, interviews, memoirs, and field research, the paper demonstrates that material preponderance accounts for variation in military effectiveness and campaign outcomes (including military victory in the final campaign) better than strategic explanations. Additionally, a new quantitative data-set assembled on annual loss-exchange ratios demonstrates the superiority of materialist explanations above those of skill, human capital, and regime type.     

Counterinsurgency in Vietnam – schizophrenia until too late

ABSTRACT

Insurgencies remain political projects, and thus the American experience in Vietnam remains relevant in any search for approaches. A population-first strategy – with tactics compatible with protecting people and winning their willing support – is essential, as much for success in local pacification as in retaining support in the homeland which has deployed its personnel abroad to assist another state. In the actual area of operations, decentralization of effort is required to get as close as possible to the population base being targeted by the insurgents. This remains essential for all mobilization in support of a polity, regardless of the extent to which insurgent challenge is grounded in grievances or simply based on coercive power.     

Beyond the Unidades de Polícia Pacificadora: Countering Comando Vermelho’s Criminal Insurgency

Ten years ago, in 2008, the Brazilian Government adopted a strategy to regain control over the favelas in Rio de Janeiro – the Pacifying Police Units (UPP). In spite of initial favorable results, the main threat, namely the Red Command (CV), fought back and by 2014 the UPP strategy was badly frayed. In order to defeat this threat, it is necessary to reconceptualize CV as a criminal insurgency and to pinpoint and address the social and political factors that sustain it. This allows for a response inspired by the ‘shape-clear-hold-build’ counterinsurgency approach, which while cost-intensive is, in the long term, the most sustainable path to achieving security within the favelas and integrating these neglected areas within the broader city of Rio de Janeiro.     

Building Legitimacy: Interactional Dynamics and the Popular Evaluation of the Kurdistan Workers’ Party (PKK) in Turkey

Abstract

Previous research has identified a variety of general mechanisms to explain how insurgents build legitimacy. Yet, there is often a gap between these mechanisms and the interactional dynamics of insurgencies. This article attempts to bridge this gap through a theoretically informed analysis of the Kurdistan Workers’ Party’s (PKK) insurgency in Turkey. I show how the PKK’s efforts to cultivate legitimacy, Turkey’s counterinsurgency strategies, and civilian perceptions of the PKK, all mutually influenced one another. Based on this analysis, I argue that the mechanisms that produce popular legitimacy coevolve with insurgents’ behaviors, states’ interventions, and civilians’ perceptions.     

Think again – supplying war: reappraising military logistics and its centrality to strategy and war

This article argues that logistics constrains strategic opportunity while itself being heavily circumscribed by strategic and operational planning. With the academic literature all but ignoring the centrality of logistics to strategy and war, this article argues for a reappraisal of the critical role of military logistics, and posits that the study and conduct of war and strategy are incomplete at best or false at worst when they ignore this crucial component of the art of war. The article conceptualises the logistics–strategy nexus in a novel way, explores its contemporary manifestation in an age of uncertainty, and applies it to a detailed case study of UK operations in Iraq and Afghanistan since 2001.     

Beyond balancing? Intrastate conflict and US grand strategy

Grand strategic theorists share an historical emphasis on interstate conflict, yet in contrast to the more frequent intrastate conflicts, these represent only 7 of the some 273 US military deployments since 1900. We argue that these intrastate conflicts limit the utility of regional balances of power in mitigating forms of conflict that the US may consider inimical to its national security interests. When considering potential changes to US force posture and grand strategy, American coercive statecraft should be theorised along a broader strategic continuum encompassing the full range of conflict.     

‘Taylor must go’ – the strategy of the Liberians United for Reconciliation and Democracy

In 1999, rebels rose to oppose the newly elected former warlord Charles Taylor in Liberia. Motivated by a variety of reasons, the minimal common denominator of these rebels, who assumed the name Liberians United for Reconciliation and Democracy (LURD), was that Charles Taylor must leave the country. The decentralized nature of LURD though stands out in their struggle, as they don't fit the unitary actor assumed by literature on strategy, nor the alternative conception of decentralized forces fighting for purely local reasons. Understanding such aberrations as LURD is the first step to finding strategies that can incorporate and manage them.