In an effort to get discussion off of on the ground details because we all know the soldier will always do what they are trained and asked to do. Here are 25 points that put the questions to the leadership to ask what coordinated efforts are they doing?

What is their total throughput or are they just Sub Optimising strategies at the expense of the overall vision?

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1 TO 10 OF 25 STRATEGIC DIRECTIONS FOR IRAQ.

Your country has decided to get intricately involved with another country’s domestic policy. Your country is going to send thousands of security forces to that country. These security forces are in the form of your military so military terms and objects are going to dominate the landscape unless strategy is correct and communicated to all participants in both countries.

How to do it?

1. Identify the differences between the countries. Advisers not part of your culture are essential to assist you identify the characteristics of your own country.
2. Identify which of these differences in your Home Country that could cause greatest conflict in Country B. If the greatest differences are ideological or religious then you must make efforts to ensure all your strategic decisions are washed clean from unacceptable ideology and religion.
3. Look at the differences as assets to your effort. If the greatest differences are ideological or religious then you must make efforts to ensure all your strategic decisions are washed clean from unacceptable ideology and religion.
4. Use these differences to influence all future strategic policy. Diverse cultures are a big asset because it will be more easily accepted by Country B that you do things differently and they will expect this. They will accept this only if you are culturally sensitive. The first differences you demonstrate will set the scene for the remainder of your involvement. For example – bombing when you do not know who exactly will be killed or unnecessarily destroying infrastructure clearly shows that your different way of doing things includes a low opinion of the people in Country B.

Home Culture:

5. Political requirements state that the people in your home country must receive an explanation as to why you are sending security forces in to another country. This is the point where you start to show respect for the people of country B by simply changing the words you use. You should not alienate or demonise people in country B with your language. Your language must be of leadership quality that speaks to all people in country B. You can not condemn segments of people in Country B with your language when they have behaved in a manner you find unacceptable. Your words must be inclusive and acknowledge that given more opportunities human nature most often chooses a healthy path. The overall message must make sense to Leaders and followers in country B no matter if they be evil or good at that point in time. IF YOU START OPERATIONS JUDGEMENTALLY THEN EXPECT CONSTANT JUDGEMENT IN RETURN.

6. Security Forces:
Must be informed of the aspects of their culture that conflicts in Iraq. Symbols, ceremonies, stories and all other brands of your unacceptable culture must be removed. Your security forces must highly value professionalism and strive to be as professional as possible; this includes removing cultural values unacceptable in Country B.

7. Professionalism not only comes from removing aspects that would be unprofessional in Iraq but also come from assisting the forces accept new ideas. Forces must be informed of the psychological human stages that all people go through when living in a foreign culture. Forces as individuals must be assisted through each stage. Those individuals that are unable to get through all stages must be removed from direct interaction with the people of Country B. High Professionalism awards should be given to the individuals that are able to adapt. Providing forces with much of what is at home is not helping them to be professional.

8. Forces must be rotated in and out. The more professional a unit becomes the more sensitive an area they are given to operate within. Every individual sees their place within this system of rotation and understands the responsibility given them based on the professionalism they have achieved. Forces are rotated out of the sensitive areas as the first steps of assimilating them back to their own culture. More effort must be put on home culture reunion because the forces attained such a high level of professionalism as a unit but they will be reunited eventually as individuals back home.

9. Accountability:
Every Bomb and Missile and Bullet must be accounted for. There must be a register to record where each weapon has been expended and what it achieved and what consequences will come of it. The culture of throwing a bomb at a problem has to end. It is counter productive to establishing professionalism in both countries. If the situation requires killing then do it with professionalism and not with immunity.

10. Do not prosecute soldiers for actions that can be attributed to poor leadership. Identify how leadership can be improved and improve it. Prosecute severely only when necessary but ensure the soldier clearly understand the Rules for Engagement. Prosecute more severely when leaders have not made improvements to leadership.