[by Mark Safranski, a.k.a. "zen"]
Octavian Manea, Small Wars Journal’s interviewer par excellence, talks with retired USMC General Anthony Zinni:
SWJ: You open your book with a blunt statement: “that wars are not always decided entirely on the battlefield”. Having in mind the post 9/11 decade, what are the other variables, the off the battlefield components that must be in sync in order to wage war successfully?
General Zinni: I think that one of the things that are important off battlefield is the political context. Clausewitz said that a war is basically just an instrument of politics so you have to be clear why the decision has been made, what interests are being protected or promoted, what threats you are dealing with, and how significant are those threats to require the use of military force. The way you decide to approach it is also very important. In Iraq, Afghanistan and Vietnam we went in there to try to rebuild nations – remodel governance systems, social programs and economic systems. Is this feasible, what is the cost? Do you have the support of the American people, of the international community for what you do? And how do you correlate the strategic and political goals? What do you want to achieve? Before that first soldier puts his boots on the ground you may have already created through all these decisions I mentioned the environment that helps him succeed or handicaps to a point failure. People, especially the Americans, when they look at these interventions look only on the battlefield to determine whether we succeed or fail by the performance of the military on the ground when there are so many other conditions and variables that go on off the battlefield – mainly at the level of political leadership, civilian and military leadership that could shape whether we are going to win or lose.
SWJ: What does it take for the US to produce good civilian strategic leadership schooled in the Clausewitzian art of understanding that war is a political instrument and a political responsibility? What does it take to produce good civilian strategic leadership, more Marshalls, more Kennans?
General Zinni: You hit the problem right on the head. We don’t put enough emphasis on the need for a strong and viable strategy. Often times we launch these interventions without an understanding of what the strategic goals are, what the approaches we are going to use are. Just look at what happened in Iraq and Afghanistan. Part way through we declared mission accomplished, than it’s not, than we add more troops and the surge, we never understood how this is going to pan out in terms of the governance of Iraq, our future relationships and our sustained military presence. We were making it up as we went along. I would say the same thing happened in Afghanistan as happened in Vietnam. Without a clear strategy you have this problem. In our system every 4 years we turn over an administration. And we are fascinated with bringing in people outside Washington that desire to change Washington. The problem is that they come with no experience on the international scene or in understanding the implications in using the military. We don’t talk in terms of strategy, we talk in terms of military programs, we put budgets together, and provide funding. It is almost as if our political leadership sees no relationship between their political responsibilities and their military responsibilities. They miss Clausewitz’s most important point. War is a political act from start to finish. The political leadership, the policy developers and the operational commanders must be in sync. We should never fail to align policy, politics, strategy, operational design and the tactics in the field.
All those things lead to not having the Marshalls that we need. One of the reasons that we were so successful in WWII and in the first decade after it because it set us up for success in the Cold War and we wanted people like Marshall and Kennan in the positions where they provided the strategic underpinnings that could think through what we needed to do. The greatest period in the US in terms of strategic thinking was the period from the WWII to 1950. We had the Marshall Plan, the 1947 National Security Act to restructure our government for a new world, we created the National Security Council, the Joint Chief of Staff, we developed the IMF, the containment doctrine and NATO. There was a whole series of things that we did in recognition that the world has changed as the result of the war. There were new threats, new conditions and it prepared us and set the stage to get us through almost 50 years of Cold War. When the Cold War ended none of that thinking went on. We were talking about peace dividends and new world order, but nobody was out there rethinking the strategy. We have a strategy and a government structure that hasn’t really been rethought and no one values developing and certainly putting into position people who could perform like a Marshall or like a Kennan and that is part of the problem.
Read the rest here.
An interesting passage.
George Marshall’s strategic acumen was the product partly of having enjoyed a critically important WWI mentorship in France, followed by a career embedded with professional reading, reflection, discussion and then enacting and testing his ideas. George Kennan was the fortunate recipient of an Ivy League education (unusual for his background) followed by a brief State Department program to invest in young Foreign Service Officers to develop experts on the Soviet Union. Like Marshall, Kennan was also an autodidact who read, discussed and wrote seriously in his professional field the length of his very long life.
That is how you develop professional strategists and General Zinni is right that we stopped doing it a long time ago. We are now living with the results.