The weaknesses with CDRUSCENTCOM’s OA involved the friction and the lack of the integration of the interagency in the planning of phases IV-V and the initial strategic assumptions that affected CDRUSCENTCOM’s OA. The first weakness was the failure of both CDRUSCENTCOM and interagency organizations to include the NSC, Departments of Defense/State, and the U.S. Agency of International Development to integrate and coordinate their strategic objectives into a comprehensive unified plan in support of OIF. This failure enabled the post regime change of Iraq to set the foundation for the insurgency that would start to grow in 2004. The second weakness was the strategic assumptions of OIF that were never validated before the commencement of …show more content…
However, the strategic, operational, and tactical actions by CENTCOM and the U.S. government agencies did not occur because there was no unified plan for phases IV-V. This assessment included three major events. First, was CDRUSCENTCOM’s failure in his OA to plan for the occupation of Iraq post phase III and into phases IV-V. Second, there were two orders signed by Paul Bremer, the head of the Coalition Provisional Authority. These two orders included the de-Ba’athification plan of Iraq’s elite sectarian society and the disbanding of all Iraqi Government Departments and Iraqi Military Organizations. Finally, with Bremer creating the Iraqi Governing Council post the disbanding of Iraq’s Government, he set the political and military foundation for the insurgency that would continue for many years. These strategic and operational miscalculations did not support phases IV-V and CENTCOM to include MNF-I did not have enough forces to suppress the insurgency. The reframing and change of strategy for the OIF campaign should have occurred earlier in the campaign especially after phase III. Now the reframing was vital to the U.S. interests if the U.S. and MNF-I wanted to regain its strategic, operational, and tactical initiative in Iraq. Early in 2007, the change of strategy occurred with the surge forces that enabled strategic, operational, and tactical opportunities in Iraq. POTUS’ change in strategic direction in Iraq
The U.S. military? Suffered problems because they had no previous experience on these situations of emergencies
The lack of clear and well thought strategy in addition to the lack of knowledge and understanding of the Iraqi people lead to the failure in Iraq, which materialized in the form of ISIS.
phase the original outline plan was materially altered. The most important change was the mistake of
General Franks and joint planners identified various strengths in the Iraq pre-invasion planning efforts of the Joint Staff. For instance, throughout development of the Iraqi operational approach, planners recognized Saddam Hussain and the City of Bagdad as strategic Centers of Gravity (COG) as a major sources of Iraqi power and strength to the Hussain regime.5 (JP5-0, p. III-22) By comparison, Karl Von Clausewitz referred to the COG as the “the hub of all power and movement, which everything depends or the point at which all our energies should be directed.”6 (JP5-0, p. III-22) In addition, General Frank’s and planners’ operational approach acknowledged the Iraqi Army and the Republican Guard as key operational COGs targeted in pre-invasion
The disbanding of the Iraqi army and “debathification” or dismantling of the government in place only served to increase the casualties of American troops and Iraqi civilians as the radical Sunni insurgency expanded. This point of cause and effect, clash of two distinct political and cultural worlds, defined this war for the generation serving, at home and the future generations. The threat of increasing terrorism after the attack of September 11, 2001 was one of the driving force of invasion of Iraq. However, in one analysis the increase of global terrorism today is told to be well contributed by the conflicts that were fueled by the western presence in Iraq and the surrounding
During 2003, General Petraeus and his soldiers from the 101st Airborne Division had no clue of the astounding role they were about to embark on. General Petraeus found the city of Mosul in complete destruction, and knew it would take a cohesive effort through mutual trust and teamwork to restore the city. The city of Mosul did not only need a complete make over, but also a regime that shared a mutual understanding as Petraeus. Lastly, with the city rebuilding changes would bring hostility and risk to the soldiers of the 101st Airborne Division. General David Petraeus was successful in Mosul, because he applied the mission command control principles of building cohesive teams, creating shared understanding, and accepting prudent risk.
The U.S. military made the same mistakes initially in the 2003 Iraq War. The U.S. failed to allocate the proper number of troop strength, failed to adapt to the terrain, and failed to foresee the used of improvised explosive device (IED). The U.S. also lacked control of the civilian population, and the mistakes in Abu Ghraib became the rally cry for the insurgents, which the Iraqis rose to support the insurgency. (Montanus, 2005) However, the lessons learned from the British 200 years ago, the U.S. adapted and formed a concept to win the hearts of mine of the people into their counterinsurgency operation. The U.S. allocated more troops, adapted to the terrain, and employed new method to defeat IEDs. Furthermore, they opened dialogues with the Tribes, resolved conflicts, and addressed issues in order to win their support for the war. The U.S. assisted the Iraqi’s create a democratic government, provided logistic support, training
While under Major General David Petraeus, the 101st Airborne Division initially deployed, ready to engage insurgent forces. However, after arriving in Mosul, Iraq the division became heavily involved in a vital reconstruction effort. General Petraeus understood through his previous experiences that in war, reconstruction efforts are inevitable. His critical thinking and problem solving led to a three-pronged strategy to provide a secure environment, to restore basic life services and to facilitate a return to normalcy for the citizens of Mosul. In this paper, I will summarize how General Petraeus used critical thinking, problem solving and the “Screaming Eagles” to earn the hearts and minds of throughout Iraq.
To understand how some of the soon to be discussed failures arose, all of the key commanders need to be identified. When Operation Enduring Freedom (OEF) began General Tommy Franks was the CENTCOM Combatant Commander in Tampa, Florida. Events on 9/11 lead to us having forces in Afghanistan soon after. From the beginning of the war Special Forces (SOF) were the primary assets utilized. As time went on conventional units were joining the forces in theatre. This caused the need for the Command and Control (C2) structure to adapt to the
In a speech given by President Bush, he called the surge “A new way forward”, which indirectly confirmed to many that the White House was aware of the military shortcomings in Iraq. Although the Bush administration most likely had the best of intentions, there are a few key reasons the Iraqi surge did not have sustained positive results. The surge strategy was to increase the number of troops in Iraq by 20,000; these troops would be used in urban civilian areas where military forces have had a difficult time clearing out neighborhoods. The surge was initially a success, however, after several months it became clear the success was short-lived, and the overall strategy was short sighted. Members of Al Qaeda simply left the region while it was heavily occupied, only to return when the U.S. threat had vacated the area. There was a survey conducted by Iraq, and the overwhelming majority of Iraqi citizens felt that daily living conditions had not changed they were in favor of American troops leaving their country. Although the primary goal of improving the lives of citizens was not fully realized, there is a bigger flaw with the surge, it had aimed to reduce American and Iraqi casualties, as well as lower the number of Al Quad attacks. As already stated, these surges did have some fleeting success, which were able to produce statistics that briefly pacified many critics of the war,
US Central Command’s (CENTCOM) lack of understanding the operational environment led to a poor definition of the problem. The key to understanding the operational environment is the ability to describe the current and desired operational environment. (JPiii8). CENTCOM’s planning did reflect a good understanding of the current operational environment. CENTCOM understood the influences Iraq’s current political structure
In order to develop effective solutions for complex military problems, the Joint Community within the US Military adopted the methodology of Operational Design in Joint Doctrine. This methodology addresses the concept of complex, ill-structured or “wicked” problems. In fact, Lessons Learned as a result of operations conducted over the last 15 years played an instrumental role in the continued development of this doctrine. Operation Iraqi Freedom (OIF) illustrates a perfect case study for evaluation utilizing this methodology. Therefore, the intent of this paper is to evaluate US Military campaign planning for OIF by using operational design as the framework for this analysis. First, this paper looks at how planners and commanders interpreted pre-invasion civilian policy guidance, their understanding of the current operational environment, and how these commanders defined the problem. Next, it identifies the strengths and weaknesses of the initial approach. After discussing this initial approach, this paper examines how commanders assessed the campaign and refined the approach – to include how the reframing occurred. Lastly, it provides examples of how these lessons learned shaped current joint planning policy and doctrine.
Within days of Iraqi forces invading Kuwait in 1990, President Bush publicly backed the United Nations’ (UN) stance on the incursion with four national strategic objectives and determined that, ‘if invited, US forces would be deployed to deter further Iraqi attacks, defend Saudi Arabia and enforce UN resolutions.’ From the national strategic objectives, the military end-state is deduced. The military end-state is a conceptual element of operational design which describes the conditions that forces must achieve to attain strategic objectives/ hand over main effort responsibilities. The military end-state does not necessarily indicate the end of a military activities to attain national objectives. While one specific national objective would not
1c. How well do those operational objectives support the attainment of the Theater strategic objective(s)?
The events that were described in this case study sounds to me as if they started off with the planning model of Rational Planning. I say this due to the fact that all the right parties were alerted to what needed to be done with goals being said and set to be put into place for starters. This did help with the main concerns being priorities and kept to along with formations being followed with effective organized tactics. They were put into place after the goals were set and made. As I read this case study and from my understandings this war was being analyzed and evaluated by senior officers in Washington who all had different ways and structures they thought