When I wrote yesterday about the power of public dissent by military leaders, I hadn’t read the Time piece by Lieut. Gen. Greg Newbold (Ret.). Newbold, a Marine who was the Pentagon’s chief operations officer, “voiced his objections internally and then retired, in part out of opposition to the war,” but had not gone public till now. The article is a doozy. Here’s some key excerpts.
After Vietnam, “Never again, we thought, would our military’s senior leaders remain silent as American troops were marched off to an ill-considered engagement. It’s 35 years later, and the judgment is in: the Who had it wrong. We have been fooled again.”
Secretary of State Condoleezza Rice’s recent statement that “we” made the “right strategic decisions” but made thousands of “tactical errors” is an outrage. It reflects an effort to obscure gross errors in strategy by shifting the blame for failure to those who have been resolute in fighting. The truth is, our forces are successful in spite of the strategic guidance they receive, not because of it. What we are living with now is the consequences of successive policy failures. Some of the missteps include: the distortion of intelligence in the buildup to the war, McNamara-like micromanagement that kept our forces from having enough resources to do the job, the failure to retain and reconstitute the Iraqi military in time to help quell civil disorder, the initial denial that an insurgency was the heart of the opposition to occupation, alienation of allies who could have helped in a more robust way to rebuild Iraq, and the continuing failure of the other agencies of our government to commit assets to the same degree as the Defense Department. My sincere view is that the commitment of our forces to this fight was done with a casualness and swagger that are the special province of those who have never had to execute these missions–or bury the results. |
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