I followed and thought about this thread a lot this summer, and I kept coming back to a fundamental problem with "hearts and minds" - not the pejorative use of the term, but what Uboat earlier described as convincing the population (1) our victory - and thus them helping us - is in their best interests, and (2) we are going to win. This sentiment, first articulated as I heard it by David Kilcullen, is underwritten essentially by rational man theory. People choose from different sets of choices on the basis of what will maximize their utility (serve their interests). Straightforward enough, and it underpins most of classical microeconomics.
Now, as far as sociologists or anthropologists are concerned, I have no idea what the current state of theory is in that realm, but a lot of economics has moved beyond rational man theory, or at least moved into explaining why it fails. Behavioral economics, one of the more recent developments in economics, is in large part devoted to explaining the disparity (albeit still mathematically) between the choices actors make and the choices they SHOULD make. I'm sure MarcT could better explain heuristics and anomalies but these disparities pervade every level of human decision-making, whether it is a person spending his money wisely or the Joint Chiefs assessing U.S. strategy. Obviously, not all choices made by actors are going to actually maximize their utility.
Moreover, our calculations of preferred outcome, especially when viewing this across cultures, are often wrong. Heuristics - experienced based learning - really plays into this. At a micro level, one can see plenty of instances of people refusing the prescribed treatments for the "accidental guerrilla" syndrome, in terms of winning hearts and minds, whether for religious reasons, pashtunwali, or something even less tangible.
Even if we correctly gauge the outcome the people will support, we may make the wrong choice on how to get there. Many commentators have suggested that it was not the staunch commitment of the Bush administration to continuing the mission in Iraq that drove Sunni reversal; but the 2006 elections and the realization that the U.S. may not long stay in Iraq, and that if that withdrawal occurred, the Sunnis were going to be crushed by the Shiite blocs. This unintentional hint of a pending change swayed the perception of interest and optimal outcome.
Of course, "hearts and minds" and rational man theory doesn't have to hold true for everyone, but the implication is that it does have to apply to a majority to work. And I've heard more than a couple economists chuckle about COIN theory banking on what is an in-part discarded model of how people act. . .
Matt
"Give a good leader very little and he will succeed. Give a mediocrity a great deal and he will fail." - General George C. Marshall
The purpose of a well-devised planning process is to identify and consider the major consequences (including unintentional ones).
When we end up being the great decider with little input, our decisions, not surprisingly, tend to miss the mark, or spawn significant unconsidered unintended consequences. That's how you get all the waste.
Actually, at MND-North in 2008, the Div Eng (and the whole div staff) had, in effect, stood up the last Diyala govt, and brought with them a lot of built-in knowledge from multiple tours. This cut down on a lot of waste, and led them to ask the right questions, including of local folks.
But it often put them in conflict with the brigade battlespace owner who was trying to build, build, build.
The new SSI guide really gets to the point of how to do it by using the early Basrah example where the military did, in fact, do a pretty good job.
Some really good lessons to learn.
Steve
Last edited by davidbfpo; 10-13-2009 at 06:45 PM.
Bookmarks