Restoring Order: The US Army Experience in Occupation Operations, 1865 – 1952

Abstract of my dissertation on US Army occupation operations:

This dissertation examines the influence of the US Army experience in military government and occupation missions on occupations conducted during and immediately after World War II. The study concludes that army occupation experiences between the end of the Civil War and World War II positively influenced the occupations that occurred during and after World War II. The study specifically examines occupation and government operations in the post-Civil War American South, Cuba, the Philippines, Mexico, post-World War I Germany, and the major occupations associated with World War II in Italy, Germany, and Japan. Though historians have examined individual occupations, none has studied the entirety of the American army‘s experience with these operations. This dissertation finds that significant elements of continuity exist between the occupations, so much so that by the World War II period it discerns a unique American way of conducting occupation operations. Army doctrine was one of the major facilitators of continuity. An additional and perhaps more important factor affecting the continuity between occupations was the army‘s institutional culture, which accepted occupation missions as both important and necessary. An institutional understanding of occupation operations developed over time as the army repeatedly performed the mission or similar nontraditional military tasks. Institutional culture ensured an understanding of the occupation mission passed informally from generation to generation of army officers through a complex network of formal and informal, professional and personal relationships. That network of relationships was so complete that the World War II generation of leaders including Generals Marshall, Eisenhower, Clay and MacArthur, and Secretary of War Stimson, all had direct personal ties to individuals who served in key positions in previous occupations in the Philippines, Cuba, Mexico, or the Rhineland. Doctrine and the cultural understanding of the occupation mission influenced the army to devote major resources and command attention to occupation operations during and after World War II. Robust resourcing and the focus of leaders were key to overcoming the inevitable shortfalls in policy and planning that occurred during the war. These efforts contributed significantly to the success of the military occupations of Japan and Germany after World War II.

For more information on this subject and access to the complete dissertation contact me at dimarcol@aol.com.

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War Horse: Sefton, British Army

Some times my various interests collide in interesting and unusual ways.  Recently I was discussing IRA bombing tactics as an example of the militant wing of an insurgent group dominating its political wing.  Nothing probably demonstrates this better than the July, 1982 bombing by the IRA of the British Household Cavalry guards.  The below is the report from the BBC as to what happened. 

Sefton, Lifeguard Cavalry Horse

One of the survivors was the Household Cavalry horse Sefton.  See his story here

The interesting aspect of this bombing is that it is really a major tactical mistake by the IRA.  Not in the sense that it didn’t achieve their objective of bring publicity to their campaign.  That was a tactical success.  But it was  a mistake in the strategic sense.  Killing horses and bandsmen had a huge public backlash against the IRA.  Even among the Catholic community of Northern Ireland, a bastion of IRA support, few could have sanctioned killing horses and bandsmen.  Especially when many of the horses were Irish breed.  

This attack makes the point that terrorism is really about information operations.  The side that manages the message the best wins.  Attacking bandsmen and horses is a terrible message.  In the years after 1982 the British army and government became expert at turning such IRA attacks against the terrorists.  The British were able to make such actions a net loss to the terrorists among their own supporters by carefully exploiting the negative images of the attack while avoiding an overt response to the bombing which would have increased support for the terrorists. 

See this discussion to see how the British strategy against the IRA changed over time. 

Many Americans were too young or have forgotten how savage the battle between the British and IRA was.  This might be a reminder.  

For additional reading on the time of troubles see: 

 

  

For more informaton on the Sefton story see:

Intuitive Decision Making and Military History

One of the recent popular books that delves into the subject of critical and creative thinking is Malcolm Gladwell’s best selling Blink: The Power of Thinking Without Thinking. This book y is a fairly in depth discussion of intuitive decision making. What is interesting is that I was not expecting Gladwell to talk about the military, but he does. The following is an excerpt from the book:

“Of all the interviews I conducted while researching Blink, the one that made the most lasting impression on me was my interview with General Paul Van Riper –the hero (or villain) of the Pentagon’s Millennium Challenge war game…. I remember being surprised when he took me on a tour of his house by the number of books in his study. In retrospect, of course, that’s a silly thing to find surprising. Why shouldn’t a Marine Corps general have as many books as an English professor? I suppose that I had blithely assumed that generals were people who charged around and “did” things; that they were men of action, men of the moment. But one of the things that Van Riper taught me was that being able to act intelligently and instinctively in the moment is possible only after a long and rigorous course of education and experience. Van Riper beat Blue Team because of what he had learned about waging war in the jungles of Vietnam. And he also beat Blue Team because of what he had learned in that library of his. Van Riper was a student of military history.”

What Galdwell is implying is that a foundation of intuitive decision making –thinking without thinking –is study and preparation, and for the military professional a major component of that study is military history.  Now to just get the senior military leadership to buy the concept.

Organizational Culture and Creating Phase IV Competence

The below paper is a historical reflection on one of the factors I believe contributed to the success of post-conflict operations during and after World War II.  Obviously there is not a direct link to Phase IV operations in either Iraq or Afghanistan.  However, I think recognizing that a) the U.S. Army did a very good job with the post WWII occupation and military government missions, and 2) that it was no accident, but rather was largely a function of very smart army officers recognizing the requirement, understanding the scope and demensions of the task, and then putting resources, talent, and time toward mission accomplishment.  The paper doesn’t suggest how to conduct current Phase IV operations or how to ensure we address them adequently in the future.  However, by highlighting that WWII success was a function of operational expereince, professional military education, and mentoring, it suggests what preconditions might need to exist for the U.S. Army to better understand and execute Phase IV operations in the future.

Occupation Army:  Institutional Culture and Successful U.S. Occupation Operations in WWII

The successful post-World War II economic revitalization and political transformation of both Germany and Japan are virtually without precedent in the history of warfare.  However, almost no agreement exists regarding the credit for these successes.  The historiography assigns credit to a variety of factors ranging from the unique character of the German and Japanese people, to the brilliance of General MacArthur, to the magnanimous of the Marshall Plan.  This paper will argue that one of the major reasons for the success of post-conflict operations after World War II was an institutional culture within the U.S. Army that recognized and accepted the absolute criticality of effective post-combat operations to strategic success.  U.S. Army leaders understood that the measure of long-term battlefield success was the ability of the U.S. to shape a favorable post-conflict political environment, and that the army had a vital if not central role in that effort.  This understanding was the result of eighty years of institutional experience in which post-conflict operations and related tasks were an accepted mission.  The army’s history helped foster a culture wherein leaders like Marshall, MacArthur, and Eisenhower placed priority, devoted robust resources, and conducted detailed planning for the occupation of Germany and Japan.  .

The U.S. Army that entered World War II had a distinct culture, which the regular army officer corps most dramatically represented.  The army’s organizational culture evolved from several factors.  The army’s history was a strong influence on the culture.  Also, the interpersonal relationships between army officers and their mentors, friends, and family which ensured that the history was passed from generation to generation was a critical factor. Another factor that effected the culture was the professional education and operational experiences of army officers, particularly in the interwar years.  Examining the careers of three key figures in World War II military occupation operations, George Marshall, Dwight Eisenhower,  and Douglas MacArthur, demonstrates how the components of institutional culture combined to contribute to the success of Army occupation operations in Germany and Japan during and after World War II.

Read the Rest of the Paper Here.

Book review of two pretty good general works on the important general officers of the occupation era: “Not the President’s Men.”

Book Review: Moroland

Moroland, 1899-1906.  America’s First Attempt to Transform an Islamic Society, by Robert A. Fulton (Bend, OR:  Tumalo Creek Press, 2007), 417.

Moroland by Robert A. Fulton is a comprehensive examination of American policy toward and military operations against the Moros of the southern Philippine Islands from 1899 to 1906.  Fulton very effectively covers policies, politics, and military operations.  What emerges from his work is a fascinating tale of brilliance and opportunities lost.  It is a must read volume for anyone interested in a host of contemporary issues including counterinsurgency, clash of cultures, Islamic warrior societies, and nation-building.

Read Complete Review Here.

Visit the Author’s Website Here.

Book Review: Benevolent Assimilation

Benevolent Assimilation:  The American Conquest of the Philippines, 1899-1903,Stuart Creighton Miller, Yale University Press, 1982.

Benevolent Assimilation is one of the most referenced and consulted works on the American – Philippine war.  The book is a well-written general military and political history that falls into the group of new-left histories written during or shortly after the U.S. Vietnam war.  As such, it consciously evaluates the American experience in the Philippines within the context of the perceived American tragedy of Vietnam. Miller’s view is that American success in the Philippines represents the triumph of a world military power over the nationalistic aspirations of an oppressed indigenous population.

Miller’s is an important work to read and understand.  To many, the book continues to represent how the U.S. military repeatied mistakes made in earlier wars in Vietnam.  Currently,  it is also used to illustrate the flawed U.S. policy in Iraq.    For these reasons it is important that military professionals engage with Miller’s history, and are able to compare and contrast his history with the more nuanced, pragmatic, and realistic analysis of John Gates and Brian Linn.

Read Complete Review Here.

What Counts in Foreign and National Security Policy

As I recently have been watching the release of CIA memos and who said what when briefed by the CIA, I’d just like the make the point that the quality of  the analysis and recommendations of regional and global foreign policy experts; the professionalism of  generals; and the bravery of  soldiers matter little  in comparison to the ebb and flow of domestic politics.  I illustrate this in my paper on the American experience occupying the former Confederate states after the American Civil War.  The momentum of domestic politics, dominated by domestic economic and social issues, really are the main influence on the general thrust  of American foreign policy.  Domestic policy trumps national security most of the time –especially after the emotion of combat has past and the country is faced with the tough and thankless business of post-conflict operations.  Soooo… that begs the question: what is the current direction of  American domestic policy and how does that effect American foreign policy? Specifically, how does the current economic fiasco and other issues effect our military operations in Iraq and Afghansitan?

Book Review: Schoolbooks and Krags

Schoolbooks and Krags: The United States Army in the Philippines, 1898-1902. John M. Gates. Westport, CT: Greenwood Press, 1973.

Gates is at his best discussing the American strategy. He effectively describes how the two aspects of the dual strategy of attraction and chastisement complimented each other. The book begins with the efforts of General Otis, the first commander, who did not have the military strength to accomplish his mission, vague guidance from the President, and few intelligence sources. Otis did not understand the strategy of the Philippine revolutionaries led by Emilio Aguinaldo. None-the-less, the American army quickly defeated the Filipinos in the conventional phase of combat in 1899. Gates then details how General Arthur MacArthur wrestled with the challenge of devising and executing a strategy aimed at defeating the Filipinos who had reverted to a deliberate stratagem of guerrilla warfare. MacArthur aimed at separating the insurgents from the civil population and then defeating them. This strategy required close cooperation with William Howard Taft, the U.S. civil administrator in the islands, and pro-American Filipinos. The book concludes with an analysis of how the entire strategy was almost undone by MacArthur’s replacement, General Adna Chaffee, as the Army, according to Gates, over-reacted to the Balangiga massacre. This reaction included the brutal Samar pacification campaign under General Jacob H. Smith.

Read complete review here.

FM 3-07 and History

The new army stability manual, FM 3-07, Stability Operations, proposes using lines of effort to visualize the execution of stability operations tasks.  Specifically the manual states, “A line of effort links multiple tasks and missions to focus efforts toward establishing the conditions that define the desired end state. Lines of effort are essential in stability operations, where physical, positional references to an enemy or adversary are less relevant. In these operations, where the human dimension typically becomes the focus of the force, lines of effort often work best to link tasks, effects, conditions, and the end state. Lines of effort are essential to helping commanders visualize how military capabilities can support the other instruments of national power.”  The history of U.S. stability operations validates the concept as expressed in current doctrine.  It also offers some insights into the issues and importance of lines of efforts and stability operations in general.

For a presentation at the National Defense University entitled “Lessons of History:  U.S. Transitions in Cuba and the Philippines,” I took the history of two U.S. stability operations and superimposed that history on the LOOs as outlined in FM 3-07.  The results confirmed that, though they did not have a formal doctrine, the leaders of previous intensive stability operations, identified and executed critical tasks that align very closely with current doctrine.

Studying the history a little more closely revealed several important insights into stability operations:

1. The major influence on stability operations policy is domestic politics.  Congressional control of budgets and the ability of the Congress to enact legislation that constrains or sets policy is a major influence on operations.  Most importantly, the popular opinion of the American people, as expressed through their votes, has a strong influence on both the Congress and the Administration.

2. The American experience with stability operations includes both Civil and Military led operations.  There was no obvious difference between the two.  However, historically, the War Department (now DOD) was the lead agency and the civil administrator reported directly to the Secretary of War.  One clear aspect of the historical experience is that there was no ambiguity regarding who was in charge.

3. Insurgent resistance to the stability operation has an important effect.  This effect is not direct.  Historically, the U.S. military has demonstrated a capability to eliminate insurgency.  The important effect is on domestic public opinion.  Insurgency’s most important capability is to influence U.S. domestic politics (see 1. above).

4.  Economics and the economic LOO are extremely important.  It is the key to long-term stability and is more important and difficult to achieve than building the institutions of governance.  The latter are relatively simple to create but will fall apart if they are not supported by a sound economy.  Often, because of U.S. domestic politics, the focus of stability operations is on economic matters that relate to the U.S. economy and diminish the importance of economic issues that relate to the indigenous population.

5.  Cultural understanding is a key to assisting the indigenous population to achieve stability.  U.S. institutions will never be a perfect fit to another culture.  A deep understanding of culture is essential to making the critical decisions required for successful stability operations.  Governance, security, and economic issues all depend on identifying policies and techniques that will work within the context of the unique operational environment.  Leaders have to decide when to leave the culturally accepted method in place; when and how to adapt a unique foreign concept to the culture; and when and how to impose a completely foreign concept on the culture.  Making the right decision is the key to success along the LOOs and cultural understanding is the key to the right decision.

6.  Finally, stability operations are inherently difficult and complex.  Each of the LOOs is related to and dependant on the others for success.  They complement each other and set the conditions for each other’s success.  The amount of time forces are engaged in stability operations permits the tasks within the LOOs to develop.  As the individual tasks are accomplished, time permits their effects to mature and reinforce other tasks.  Rushing stability operations incurs the risk that systems and institutions built as part of the stability operations will erode for lack of support in an immature environment that lacks a cultural history that supports those institutions and systems.

Military versus Civilian Occupation Governors

Historically speaking, who is more successful at post-conflict operations –a military governor or a civilian governor?  Lets look at the record:

Philip Sheridan (Louisiana, Texas, Florida, 1865-1868 ) :/

Leonard Wood (Cuba 1899-1902) :)George

William Howard Taft (Philippine Islands 1901-1905) 🙂

 Charles MaGoon (Cuba 1906-1908 ) :/

Frederick Funston (Vera Cruz 1916) 🙂

Henry Allen (Germany 1919-1923) 🙂

Lucius Clay (Germany 1945-1949) 🙂

Douglas MacArthur (Japan 1945-1950) 🙂

Paul Brenner (Iraq 2003-2005) 😦

Published in: on February 18, 2009 at 2:03 am  Leave a Comment  
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