Quote Originally Posted by marct View Post
So, I have to ask, how were those relationships established and maintained? I'm asking because if you enjoyed good relationships with the tribal leaders, then you were doing something right that needs to be communicated both with other people going into the field and in the international mediaspace.
Marc
I'm in the beginnings of a COIN handbook written as little AARs for direct actions, CMO operations, IO, and partnership with local leaders and security forces. Hopefully some of what we did can be highlighted and shared with the force.

In reply to your question, we didn't do anything that we felt was out of the ordinary. Having said that, in retrospect, we did a lot of things that others evidently aren't doing:

  • We placed one platoon within a restive town and they lived with both the Iraqi Army and Iraqi Police.
  • Everything we did was combined with Iraqi Security Forces.
  • We met with town councils on average of about once a week.
  • We met with tribal leaders at least once a week, oftentimes more.
  • We'd stop by the houses of key leaders as a matter of routine to check in on them, much like you might do with a good friend who lives down the block from you.
  • We never made promises we couldn't keep
  • In working everything combined, we put an Iraqi face on operations, not an American face. In hanging out in the shadows and only appearing when we had to it also gave the impression (rightly so) that the Iraqis were in charge of their own area, not just being paraded around by us as puppets
  • We took council of their concerns and worked together to correct them. After we would produce they would tell their tribesmembers what had taken place.
  • When our leading advocate, a tribal sheik, died suddenly, we attended the wake without body armor or protective gear to pay respects. We left our rifles in our vehicles (we kept our pistols). This may have been ballsy, but it showed the people we were there to mourn with them and were not afraid of what could happen to us. (This was planned for, however, like an operation, with the rest of my troop pulling an observation cordon out of sight and mind, but with the ability to act as a QRF if things got bad).


In essence, we treated them as equals, not as people who didn't know what they were doing. We ate their food, drank their tea, exchanged gifts, and stories. By the end of it, the aforementioned tribe adopted us.

My measuring stick for success was this; when we talked to these people for the last times before we left theater the second time, tears were shed on both sides. I have gifts from them in my office. They have pictures of as all like a family photo on their wall. I worry about them constantly, like I'd worry about a part of my family. I think once you get to that level of understanding then you can stamp the entire experience with the success label.

This may be a stretch, but if you look at Kevin Costner's character in "Dances with Wolves," maybe we need to start looking at that as a model for bilateral engagement progression. In simple terms, that's essentially what we did.