Quote Originally Posted by Eden View Post
At first, the author of the report saw this as an example of horrible micromanagement, and tried to get the system changed - to replace it with Western-style decentralization with minimal centralized monitoring. But as he argued with the commander over this, he came to realize his Afghan counterpart was not micromanaging, he was using the fuel as patronage. The interview and admonishment were theater, intended to reinforce his dominant position over his subordinates, to remind them he was the source of their material wealth (fuel, pay, ammo, promotion, etc). The Afghan commander viewed the fuel as 'his'; it, and not the formal rank structure, gave him the right to exercise authority over his subordinates. Dispensing it reduced his power, as his subordinates were - temporarily at least - less dependent on his 'largesse' in order to function. These habits, the author believed, were holdovers from the days of the mujahideen, when a large arsenal attracted followers, and having a few Stinger missiles in hand boosted one's prestige.

This little vignette helped me to understand why we were having so much trouble getting Afghan ministries to spend the considerable funds they were accumulating. Having money gave one leverage and influence; dispensing money reduced your leverage and influence.
I have seen similar problems in both Iraq and Afghanistan. I believe there was an article in a military publications about problems with logistical systems because releasing anything required signatures from everyone in the entire food chain. While this may seem like micromanagement to us it might seem perfectly reasonable in a patronage based system.

The interesting thing is that, if it is a remnant of a Big Man mentality, it goes both up and down. None of the soldiers would feel any obligation to follow a leader "appointed" over them unless that leader provides them something. In most cases this would be pay, food, and a place to sleep, but how much would that really buy? It may not be the idea of loyalty or service that keeps them there. At least not loyalty to the commander by rank or position. If you get a better offer, you are gone.

Of course it is also a valid point Bob makes that to find a society, especially a large on, all following a Big Man value system would be unlikely and probably impossible. Still, it might provide a different way of viewing the problem.