War, Chickenhawk Style

(EXCERPT)

OFFENSE AND DEFENSE
by SEYMOUR M. HERSH

The battle between Donald Rumsfeld and the Pentagon.
Posted 2003-03-31

As the ground campaign against Saddam Hussein faltered last week, with attenuated supply lines and a lack of immediate reinforcements, there was anger in the Pentagon. Several senior war planners complained to me in interviews that Secretary of Defense Donald Rumsfeld and his inner circle of civilian advisers, who had been chiefly responsible for persuading President Bush to lead the country into war, had insisted on micromanaging the war’s operational details. Rumsfeld’s team took over crucial aspects of the day-to-day logistical planning—traditionally, an area in which the uniformed military excels—and Rumsfeld repeatedly overruled the senior Pentagon planners on the Joint Staff, the operating arm of the Joint Chiefs of Staff. “He thought he knew better,” one senior planner said. “He was the decision-maker at every turn.”

On at least six occasions, the planner told me, when Rumsfeld and his deputies were presented with operational plans—the Iraqi assault was designated Plan 1003—he insisted that the number of ground troops be sharply reduced. Rumsfeld’s faith in precision bombing and his insistence on streamlined military operations has had profound consequences for the ability of the armed forces to fight effectively overseas. “They’ve got no resources,” a former high-level intelligence official said. “He was so focussed on proving his point—that the Iraqis were going to fall apart.”

The critical moment, one planner said, came last fall, during the buildup for the war, when Rumsfeld decided that he would no longer be guided by the Pentagon’s most sophisticated war-planning document, the TPFDL—time-phased forces-deployment list—which is known to planning officers as the tip-fiddle (tip-fid, for short). A TPFDL is a voluminous document describing the inventory of forces that are to be sent into battle, the sequence of their deployment, and the deployment of logistical support. “It’s the complete applecart, with many pieces,” Roger J. Spiller, the George C. Marshall Professor of military history at the U.S. Command and General Staff College, said. “Everybody trains and plans on it. It’s constantly in motion and always adjusted at the last minute. It’s an embedded piece of the bureaucratic and operational culture.” A retired Air Force strategic planner remarked, “This is what we do best—go from A to B—and the tip-fiddle is where you start. It’s how you put together a plan for moving into the theatre.” Another former planner said, “Once you turn on the tip-fid, everything moves in an orderly fashion.” A former intelligence officer added, “When you kill the tip-fiddle, you kill centralized military planning. The military is not like a corporation that can be streamlined. It is the most inefficient machine known to man. It’s the redundancy that saves lives.”

The TPFDL for the war in Iraq ran to forty or more computer-generated spreadsheets, dealing with everything from weapons to toilet paper. When it was initially presented to Rumsfeld last year for his approval, it called for the involvement of a wide range of forces from the different armed services, including four or more Army divisions. Rumsfeld rejected the package, because it was “too big,” the Pentagon planner said. He insisted that a smaller, faster-moving attack force, combined with overwhelming air power, would suffice. Rumsfeld further stunned the Joint Staff by insisting that he would control the timing and flow of Army and Marine troops to the combat zone. Such decisions are known in the military as R.F.F.s—requests for forces. He, and not the generals, would decide which unit would go when and where.

The TPFDL called for the shipment in advance, by sea, of hundreds of tanks and other heavy vehicles—enough for three or four divisions. Rumsfeld ignored this advice. Instead, he relied on the heavy equipment that was already in Kuwait—enough for just one full combat division. The 3rd Infantry Division, from Fort Stewart, Georgia, the only mechanized Army division that was active inside Iraq last week, thus arrived in the Gulf without its own equipment. “Those guys are driving around in tanks that were pre-positioned. Their tanks are sitting in Fort Stewart,” the planner said. “To get more forces there we have to float them. We can’t fly our forces in, because there’s nothing for them to drive. Over the past six months, you could have floated everything in ninety days—enough for four or more divisions.” The planner added, “This is the mess Rumsfeld put himself in, because he didn’t want a heavy footprint on the ground.”

Plan 1003 was repeatedly updated and presented to Rumsfeld, and each time, according to the planner, Rumsfeld said, “‘You’ve got too much ground force—go back and do it again.’” In the planner’s view, Rumsfeld had two goals: to demonstrate the efficacy of precision bombing and to “do the war on the cheap.” Rumsfeld and his two main deputies for war planning, Paul Wolfowitz and Douglas Feith, “were so enamored of ‘shock and awe’ that victory seemed assured,” the planner said. “They believed that the weather would always be clear, that the enemy would expose itself, and so precision bombings would always work.” (Rumsfeld did not respond to a request for comment.)

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Rumsfeld’s personal contempt for many of the senior generals and admirals who were promoted to top jobs during the Clinton Administration is widely known. He was especially critical of the Army, with its insistence on maintaining costly mechanized divisions. In his off-the-cuff memoranda, or “snowflakes,” as they’re called in the Pentagon, he chafed about generals having “the slows”—a reference to Lincoln’s characterization of General George McClellan. “In those conditions—an atmosphere of derision and challenge—the senior officers do not offer their best advice,” a high-ranking general who served for more than a year under Rumsfeld said. One witness to a meeting recalled Rumsfeld confronting General Eric Shinseki, the Army Chief of Staff, in front of many junior officers. “He was looking at the Chief and waving his hand,” the witness said, “saying, ‘Are you getting this yet? Are you getting this yet?’”

Gradually, Rumsfeld succeeded in replacing those officers in senior Joint Staff positions who challenged his view. “All the Joint Staff people now are handpicked, and churn out products to make the Secretary of Defense happy,” the planner said. “They don’t make military judgments—they just respond to his snowflakes.”

In the months leading up to the war, a split developed inside the military, with the planners and their immediate superiors warning that the war plan was dangerously thin on troops and matériel, and the top generals—including General Tommy Franks, the head of the U.S. Central Command, and Air Force General Richard Myers, the chairman of the Joint Chiefs of Staff—supporting Rumsfeld. After Turkey’s parliament astonished the war planners in early March by denying the United States permission to land the 4th Infantry Division in Turkey, Franks initially argued that the war ought to be delayed until the troops could be brought in by another route, a former intelligence official said. “Rummy overruled him.”

Many of the present and former officials I spoke to were critical of Franks for his perceived failure to stand up to his civilian superiors. A former senator told me that Franks was widely seen as a commander who “will do what he’s told.” A former intelligence official asked, “Why didn’t he go to the President?” A Pentagon official recalled that one senior general used to prepare his deputies for meetings with Rumsfeld by saying, “When you go in to talk to him, you’ve got to be prepared to lay your stars on the table and walk out. Otherwise, he’ll walk over you.”

In early February, according to a senior Pentagon official, Rumsfeld appeared at the Army Commanders’ Conference, a biannual business and social gathering of all the four-star generals. Rumsfeld was invited to join the generals for dinner and make a speech. All went well, the official told me, until Rumsfeld, during a question-and-answer session, was asked about his personal involvement in the deployment of combat units, in some cases with only five or six days’ notice. To the astonishment and anger of the generals, Rumsfeld denied responsibility. “He said, ‘I wasn’t involved,’” the official said. “‘It was the Joint Staff.’”

“We thought it would be fence-mending, but it was a disaster,” the official said of the dinner. “Everybody knew he was looking at these deployment orders. And for him to blame it on the Joint Staff—” The official hesitated a moment, and then said, “It’s all about Rummy and the truth.”

According to a dozen or so military men I spoke to, Rumsfeld simply failed to anticipate the consequences of protracted warfare. He put Army and Marine units in the field with few reserves and an insufficient number of tanks and other armored vehicles. (The military men say that the vehicles that they do have have been pushed too far and are malfunctioning.) Supply lines—inevitably, they say—have become overextended and vulnerable to attack, creating shortages of fuel, water, and ammunition. Pentagon officers spoke contemptuously of the Administration’s optimistic press briefings. “It’s a stalemate now,” the former intelligence official told me. “It’s going to remain one only if we can maintain our supply lines. The carriers are going to run out of jdams”—the satellite-guided bombs that have been striking targets in Baghdad and elsewhere with extraordinary accuracy. Much of the supply of Tomahawk guided missiles has been expended. “The Marines are worried as hell,” the former intelligence official went on. “They’re all committed, with no reserves, and they’ve never run the lavs”—light armored vehicles—“as long and as hard” as they have in Iraq. There are serious maintenance problems as well. “The only hope is that they can hold out until reinforcements come.”
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“This is tragic,” one senior planner said bitterly. “American lives are being lost.” The former intelligence official told me, “They all said, ‘We can do it with air power.’ They believed their own propaganda.” The high-ranking former general described Rumsfeld’s approach to the Joint Staff war planning as “McNamara-like intimidation by intervention of a small cell”—a reference to Secretary of Defense Robert S. McNamara and his aides, who were known for their challenges to the Joint Chiefs of Staff during the Vietnam War. The former high-ranking general compared the Joint Chiefs of Staff to the Stepford wives. “They’ve abrogated their responsibility.”

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http://www.newyorker.com/fact/content/?030407fa_fact1

 

Rumsfeld on the Draft:

"If you think back to when we had the draft, people were brought in; they were paid some fraction of what they could make in the civilian manpower market because they were without choices. Big categories were exempted - people that were in college, people that were teaching, people that were married. It varied from time to time, but there were all kinds of exemptions. And what was left was sucked into the intake, trained for a period of months, and then went out, adding no value, no advantage, really, to the United States armed services over any sustained period of time, because the churning that took place, it took enormous amount of effort in terms of training, and then they were gone."