Army’s efforts in Iraq denounced

FORT LEAVENWORTH, Kan. – A senior British officer has written a scathing critique of the U.S. Army and its performance in Iraq, accusing it of cultural ignorance, moralistic self-righteousness, unproductive micromanagement and unwarranted optimism there.

His publisher: the U.S. Army.

In an article published this week in the Army magazine Military Review, British Brig. Nigel Aylwin-Foster, who was deputy commander of a program to train the Iraqi military, said American officers in Iraq displayed such “cultural insensitivity” that it “arguably amounted to institutional racism” and may have spurred the growth of the insurgency. The Army has been slow to adapt its tactics, he argues, and its approach during the early stages of the occupation “exacerbated the task it now faces by alienating significant sections of the population.”

The decision by the Army magazine to publish the essay – which already has provoked an intense reaction among American officers – is part of a broader self-examination occurring in many parts of the Army as it approaches the end of its third year of fighting in Iraq.

Military Review has been part of that examination, becoming increasingly influential and pointed under the editorship of Col. William Darley. In the past two years, his magazine has run articles that have sharply criticized U.S. military operations in Iraq.

But none of the earlier articles has been as bluntly critical of the Army as the essay by Aylwin-Foster.

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 conformism and over-centralized decision making slowed the U.S. 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.

Lt. Gen. David Petraeus, who runs much of the Army’s educational establishment, and also oversees “Military Review,” said he does not agree with many of Aylwin-Foster’s assertions. But Petraeus, who commanded Aylwin-Foster in Iraq, said “he is a very good officer, and therefore his viewpoint has some importance, as we do not think it is his alone.”