Twenty years a foot soldier in Her Majesty's army these are my my professional and sometimes idiosyncratic musings.
I have served at every level from platoon to corps in what has been a varied, undistinguished and immensely rewarding career.
View all posts by Footsoldier →
Brexit where art thou? In the most famous scene from ‘Downfall‘, Hitler is informed of the failure of Steiner to launch his counterstroke against the Russians advancing on Berlin. There is a pregnant pause at the beginning of the scene as Hitler, briefed on the Russian breakthroughs counters with “Steiner’s assault will bring it under control”, except Steiner has no manpower to launch the assault and everyone knows this except Hitler. The RUSI Land Warfare Conference felt somewhat akin to this pregnant pause, except the 250lb gorilla in the room that no-one was talking about was BREXIT and not Army Detachment Steiner. Be that as it may, the Land Warfare Conference was excellent on a number of fronts and these are my headline thoughts from the proceedings.
How Big is Big Enough? To my mind there was a degree of existential angst evident about the size of the British Army. Perhaps we have over focused on manoeuvre warfare as mitigation for our reducing numbers, and forgotten that warfare also has a very necessary attritional component? There is a sense that we recognize that we are now too small to be sustain significant casualties and therefore to take risk at the operational level; if we are too small, how useful are we? How much attrition can the British Army stand? This is important as the tenor of proceedings was of a drift to Great Power competition and existential struggle; of wars of necessity and not choice. There are ways to offset this. Rapid expansion is unlikely as we do not have the industrial base to support rapid expansion, but the points made by Professor Hugh Durrant-Whyte and Major Kitty McKendrick about the possibilities use of AI to increase autonomy were very well made. Along with talk of autonomy I enjoyed the sense that we need to broaden the aperture of national security and make it everyone’s business to a greater extant than it is at the moment. Of course ‘national security’ and ‘defence’ are not synonymous, but the broadening of the conceptual framework is welcome.
The Changing Nature? Linked to this broadening sense of who needs to be involved in the national security business, is a sense that maybe the nature of war is going to change. I am not at all convinced of this, but I did feel that despite all the references at the conference to the impact if technology on warfare, we missed a chance to reflect on how technology is changing society. If the nature of warfare is going to change, then it is because the nature of society has changed (which is why I think a change in the nature of war is unlikely), but we have yet to explore fully how changes being wrought by technology and big data on society will in turn reflect on warfare.
Data is the new Oil. I enjoyed Dr Pippa Malmgren on data: “The new oil is data” and “we are now in an era of data power.” Dr Malmgren’s point on the requirement for speedier decision making is long overdue. Quite frankly our planning and decision making processes are no longer fit for purpose, they complicate the complex and increasingly reach decision too late. This is most evident at the operational and strategic levels, but is becoming more apparent at the tactical levels as well. We need to look at how best we adapt staff processes and use AI in order to enable commanders to make effective decisions.
All in all it was an excellent conference, with a notably broader and younger audience. The salient points were captured on Twitter (#RUSILWC) and for the British military the sessions are available through the Defence Gateway.
Good science fiction is often a great window in the future. One of the best science fiction books I have recently read is Linda Nagata’s ‘The Red:First Light‘ which is set in the near future. The book concerns the exploits of a US ‘Linked Combat Squad’ and explores in part the fusion of exo-skeleton technology and advanced data communications on the battlefield. This technology is already in development and is expected to be fielded in the near future; the book is worth reading from this aspect alone.
However what I found most interesting in the novel (the first of a trilogy) is its look at the impact on society of the diffusion of information through social media, and with increased reliance on Artificial Information, just how far we can rely on what we are told:
“People are dividing into smaller and smaller groups, while the number of widely shared memes – ideas or facts known to just about everyone in a large, related group, like the population of the US – is in steep decline…”
“It’s about perspective. It’s not that what we know is necessarily wrong or incomplete. It’s that what we know and what we believe to be apparent to everyone, isn’t.”
I have previously blogged about the impact of social media on societal cohesion and its attendant impact on military operations; ‘First Light’ illustrates this dynamic beautifully. Also worth listening to are three podcasts from RAND on what they term “Truth Decay“. For those interested in the information environment in which we operate these are a must listen.
Lastly I have not done ‘First Red’ justice in this blog, it is an excellent read and I enjoyed it immensely – get the book!
A few weeks ago there was an excellent thread by Mr Leonardo Carella (@leonardocarella), an MPhil candidate at Oxford University, about the crisis of liberal democracy and the role of information technology (sic) as a major source of destabilization. His thesis is:
The internet allows:
the organisation of political fringes
the fragmentation of the public sphere
the globalisation of nationalisms
the globalisation of grievances
Mainstream parties have lost control of the public agenda;
Fringe political interests can now be organised and co-opted in coalitions that were unthinkable in spatially determined cleavage politics;
The public sphere is increasingly global:
populist forces support and learn from each other
political debate is constantly targeted by foreign forces
Counter-narratives can develop their own evidence, facts and belief systems shielded from scrutiny
Traditional parties’ advantages – territorial presence, local elite networks, penetration of civil society “mezzo” (sic) structures have become undone, making them increasingly unable to act as gatekeepers between local and national level interests.
Mr Carellas then goes on to say that from his perspective, changes in the internet and social media are not ancillary to changes in politics, but fundamental to it; yet not enough is being done to understand the changes and address the issues. I found Mr Carella’s thesis the most concise explanation of the issues facing us that I have seen for some time.
This changing political landscape holds challenges. At the strategic level if we take a Clausewitzean view and regard war as the continuation of politics by other means, then the fact that the (national) public sphere has fragmented while issues and identities have globalized presents a significantly different operating environment. If the Main Effort becomes remains national cohesion and will to fight, followed by coalition cohesion and will to fight, then we may have to focus more on crafting a positive narrative of what we fight for, rather than rely on focusing on a positive narrative of what we fight against. If we look at the recent campaign against ISIL, crafting a narrative of what we are fighting against was much easier than crafting a narrative to support what we are fighting for. This problem becomes more acute when we start to inhabit the gray zone of polite men bearing cats, or straightforward inter-state conflict where the issue is national interests and cannot clearly be portrayed in stark moral terms such as the fight against ISIS.
My takeaways from this are:
We need to be better at understanding our changing strategic information environment and its impacts on us. Our politics are changing, our political contextualisation of operations has not necessarily kept pace.
As a state we need to be much better at Strategic Communications, recognising the nature of the threat we face.
If we can identify opportunities to exploit (and there are many) in this new environment, we need to accept that our adversaries have already identified them and are exploiting them against us.
For most of the last three years I have been deployed on operations, or preparing to deploy on operations. It has been challenging, stressful, a deep learning curve and immensely satisfying; I am a very different person now from what I was in 2015; but adjusting to the ‘now’ as opposed to the ‘was’ comes with its own challenges.
While I have seen a campaign through almost from start to finish, being deployed is life in a bubble. I have been intensely focused on one thing and one thing only, and with that comes a battle rhythm. Meanwhile in the real world life goes on, and goes on to its own rhythm. Coming back is stressful.
Returning from deployment is much like experiencing two of the four main stressors of life (birth, bereavement, marriage and a new job) in life. After an extended period away I have to readjust to family life. The family has moved on, I have not. We all need to readjust. This can take time, one of the briefs I received on my return highlighted that most domestic issues come to a head three months after return from deployment. Adjusting takes time, and the pressures of not adjusting well take time to rise as well. A family has a balance of its own, this is a dynamic thing – it takes time to recover its equilibrium.
Recovering equilibrium needs a broader perspective as well. There’s many things that make a balanced life and that balance is different for everyone. Work, creative pursuits, emotional support, spiritual life and physical fitness all need to be balanced, and on deployment that is difficult. My fitness levels have decreased over the course of deployment, my creative pursuits dwindled to nothing and while I maintained some degree of spiritual balance I now need to regain my equilibrium while at the same time balancing reintegration with the family. My desire for a week in the mountains hiking is neither practical nor desirable from my wife’s perspective and while I would like to start writing again sooner rather than later, quite frankly I feel somewhat frazzled yet. On the plus side my attempts at baking have been met with both approval and an expanding waistline. While I have time now, I do not have limitless time, and while time is a great balancer, time and thought are better together.
In the same way that I deployed to a plan, I have to think through the return. It sounds trite, but goals and timelines are important, as well as measurements. I have to set realistic expectations for me and my family, accept that I am not going to start from where I left last year, but instead will be ahead in some areas, behind in others and different all round. The plan is nothing, but the planning is everything,
So older, wiser and with a good malt in hand, I shall contemplate the future with a certain degree of trepidation, some frustration at opportunities lost and a great deal of anticipation at what the future holds.
Operation Temperer has returned to barracks for now, but while it was deployed it brought to mind my early days soldiering on Operation Banner in Northern Ireland. The tasks were very much the same – key point defence and overt armed support to the civilian police, and to be frank the equipment did not appear to have changed all that much.
The more recent terrorist attack at London Bridge again brought to mind Operation Banner, but this time in a different guise. There were terrible comparisons to The Troubles made on social media and it highlighted the fact that to my mind Operation Banner remains more misunderstood than known, even by those who served there.
This misunderstanding was most clearly seen early on in the Iraq campaign, in the trite comparisons made between the British Army’s experience in Northern Ireland and its illusory success in Basra, and the then ongoing experiences of the mostly US forces in central Iraq. The fact is that as a campaign Operation Banner is not well understood, and certainly not by those who would reasonably be expected to know most about it – the British military.
Few serving soldiers now have any experience of serving on Operation Banner, but even those that do, none will have experience of the 1970s and few will have had experience of the covert struggle. Yet understanding the ebb and flow of the campaign in the 1970s when the hard lessons were learnt, as well as being cognisant of the covert war are essential to understanding the conflict as a whole. Most who are ready with the glib comparisons served in the 1980s onwards when the campaign was relatively mature and growing in sophistication. We remember the Techniques, Tactics and Procedures, but fail to grasp the ‘why’ of the operational approach or even the theatre lay down.
The British Army’s ‘Operation Banner: An Analysis Of Military Operations in Northern Ireland‘ published in 2006 is a remarkable piece of succinctness, capturing almost 37 years in 98 pages. The publication is not designed to be a definitive history of the campaign, not can it be considering its classification that makes it unable to touch on covert operations, and its narrow focus on the military and excluding the role of the police in detail. In fact the definitive history of the campaign has yet to be written.
The British Army’s study is however a good overview of the campaign and has some hidden gems in plain sight (Republican terrorists killed 30% more Republican terrorists than the Army (page 2-12)). This together with the following should be the starting point for those wishing to place the campaign in perspective:
To me it is remarkable how quickly Operation Banner has fallen from view, especially considering the fact the Republican terrorism remains very much active, albeit diminished. Yesterday’s wars are it seems, largely a matter for the historians, no matter how pertinent they are to the professionals of today.
Internal Security is somewhat of a modern day anathema to the British Army. When we operate under the guise of Military Aid to the Civil Powers it is generally thought of as being primarily with niche capabilities.
It has not always been so and popular memories are short. Few remember much about Operation Banner in Northern Ireland, except the glib view that we mostly learnt the wrong lessons and misapplied even these to Iraq and Afghanistan. Stretching further back, prior to the establishment of a professional police force, the military was heavily involved in supporting the Civil Powers in the maintenance of order.
Much comment has been directed recently at the fragmentation of the public sphere. This is a trend which has been ongoing for some time, but which has been thrown into sharp relief by recent political events at home and overseas. One result of the fragmentation of the public sphere is that political polarisation and possibly extremism is not only more possible, but possibly likely, and with this comes the prospect of increasingly large scale public order issues and other threats to the public space. In any large scale breakdown of public order the issue of the appropriate use of military force becomes an issue, as it did in 2011.
When I consider both this fragmentation of the public sphere and what could be perceived as the militarisation of the police, in the absence of of British paramilitary police force such as the French Gendarmerie and CRS, I wonder what is the British perspective of the role of the military in Internal Security? What is the British perspective on the role of police in Internal Security? In many parts of the world the primary role of the police forces is internal security, not policing (law enforcement) as we might recognise from a British or other Western model. As the military looks to become more engaged in upstream capacity building and defence engagement, understanding the British perspective and approach towards the military role in internal security, and towards internal security generally, is going to become more important.
The British Army has ebbed and flowed with armour, but generally apart from the halcyon days of BAOR the flow has been towards the lighter end of the spectrum and this continues today. My first command however was tracked, as was my last, and most of my staff tours has been done to the rumble of tracks. With only three Armoured Infantry Brigades in the British Army now, there are not many remaining who have diesel in their veins to the same extent.
For those who have not experienced close-up armoured warfare the overwhelming first impression is of speed and scale. For unprepared commanders the shock action of armour may verge on fratricidal. This is even before we consider the logisitcal implications of working with an armoured unit (and I well remember the apocryphal mayhem occasioned by a squadron of Royal Scots Dragoon Guards being detached to 3 Commando Brigade on the Al-Faw peninsula in summer 2003). In order to alleviate some of this, here are my recommendations of the the three best books on unit and sub-unit armoured warfare.
Otto Carius served in the German Army throughout World War Two and saw action on both fronts. More than anything else with armour, this book taught me the value of conducting a thorough ground reconnaissance when working with armour. Working with armour is a matter of thinking big, heavy and fast when looking at the ground. The principles for use are the same, only the parameters are different. And while no doubt battle tanks will soon become a system of systems, with manned ‘mother, vehicles being supported by unmanned air and ground vehicles, I think that it will be some time yet before the need for a thorough recce of the route, the going and firing positions by the commanders on foot, is replaced by other means.
“The Graf interrupted me. “You’ll also get over this ridiculous ditch without a bridge!” “With all due respect, no, Herr Graf. I still know this area from the time when the Russians hadn’t yet advanced so far, and they were just getting ready to infiltrate across the Nara. Back then, of course, I studied the terrain intensely. Because even if the ditch isn’t an obstacle for infantry for tanks it is…”
And then there are the legendary German orders, that tell us a lot about tactical proficiency and auftragstaktik in the Heer; comparison of their orders with ours is illuminating.
“Two tanks will drive into the village at full speed and surprise Ivan. He must not be allowed to fire a shot. Lieutenant Nienstedt will bring up the remaining six tanks. Herr Nienstedt! You will remain on the reverse slope until I give you further orders. Let’s just hope that the patron saint of radios isn’t sleeping! Herr Nienstedt, this is your first operation with us. Remember one thing more than anything else: as long as you are patient, everything will work. The first two are Kerscher and me. Everything else should be obvious. What will happen later will be determined by the situation as it develops.”
‘Tank Action’ is one of those recent gems of military publishing, and I am looking forward to following it up by reading ‘An Englishman At War‘, the wartime diaries of his commanding officer in the Sherwood Rangers. ‘Tank Action’ is as much about command as it is about armoured warfare and is excellent at highlighting the close knit nature of armoured vehicle crews where more so than in the infantry, a crew is only as good as it’s weakest member. The book also clearly highlights in the opening chapters how armoured troops are specialist troops.
“Training on Churchill and Valentine tanks, I had only seen a Sherman once in the eighteen months I spent at Bovington and Sandhurst. But most tanks were similar in concept Andy design and my training had taught me the importance of checking the bore alignment of the main armament to the sighting system, prior to commencing operations in any tank. Misalignment would mean that the gun could not be fired accurately and was likely to be proved fatal in an engagement with a German panzer. I asked the nonchalant trio squatting round the fire which one of them was the gunner. A surly-looking individual stood up. My inquiry as to whether the gun had been properly tested and adjusted produced an indifferent shrug of the shoulders from the man who was responsible for ensuring that the gun was properly sighted. When I told him to get in the tank and check it, he told me to ‘piss off’ and ‘check it myself’.”
Avigdor Kahalani commanded the 77th Armoured Battalion equipped with Centurion tanks on the Golan heights during the Yom Kippur War in 1973. Kahalani’s battalion formed the backbone of the defence on the Golan Heights in the ‘Valley of Tears Battle‘then spearheaded the Israeli counter-assault down towards Damascus. With a government and often a military infatuated with special forces and ‘predator porn precision’, we lose sight to our peril just what armour en masse is capable of. Kahalani’s book clearly highlights just what armour in mass brings, devastating combat capability and shock impact as well as giving what is probably the best example of I have read of armour and infantry operating in concert.
“Each tank commander chose a position, moved into it and began to pick of Syrians. It was as if the gunners were settling all the scores since midday on the Day of Atonement. Syrian vehicles were burning, their crews scuttling back out of the field of fire. We paid no attention to them. The tanks were more important. Few Syrian guns answered us. Taken completely by surprise, the Syrian armour raced for shelter – and there was none. We had the high ground once more and they were burning in the valley.”
“The tanks were firing shells at random and pouring machine-gun bursts into communication trenches along the roadside. In this kind of advance, you keep firing even if you can’t see a target. It keeps the enemy’s head down and causes the shock – which might be vital if you only have one axis on which to move.”
Lastly an honourable mention. “Tank Tracks To Rangoon” is an excellent book on the versatility and effectiveness of armour in complex terrain, it shatters many myths.
It Happened Here is a little known masterpiece of the British Cinema that looks at the aftermath of a German invasion of Britain in World War Two. Unsurprisingly we behave in much the same way as the Europeans did. Some support the Nazis, some fight them and most just want a quiet life. We are not that different from those around us.
In the United States there is a growing scandal over the posting online of sexually explicit materiel involving service members. I would be surprised if something of that sort has not happened in the UK as well; we are not that different from those around us.
The queenofthinair philosophy blog has an excellent post on the affair which looks at it from an ethical stance. Fundamentally I am in agreement with much of what she says, where I disagree (albeit tangentially) is where she states “The first suggestion is this is indicative of the state of the larger sexual culture in our society that we cannot expect our military members and veterans to be exempt from. I see this as a variation on Socrates’ argument about the lack of morals in the youth and the general moral decay of society; this is hardly a new argument. Sexual mores change yes. Does that explain this? It may be part of the picture, but it is not sufficient.” I would agree with her absolutely on this, but where I disagree is that to my mind without addressing the issue of pornography in society I fail to see how we can effectively deal with the issue of the treatment of women in the military.
Another US Military blog also covers this in some detail. Again this blog states “And while I agree that rape culture is a growing issue nation-wide, the problem with this argument is that it 1) somehow alleviates the military of responsibility for policing itself and 2) ignores the fundamental issue here: Marines see other Marines (or service members see other service members) as “not Marines”. In short, some Marine men do not think that women Marines are Marines.” There are some fundamental problems with his argument here. Firstly in no way does accepting that there is a wider issue in society absolve or alleviate the military from policing itself. Secondly there is a flawed assumption that on becoming Marines (or any servicemember) people become asexual, they don’t. One can be a Marine and a man, or a Marine and a woman, one does not become a Marine and neither. The implications of this are that militaries will continue to have to deal with sexual behaviour patterns and issues for the forseeable future. Where this blog absolutely nails it is that this is about “training your troops to treat each other with dignity and respect.”
My moral upbringing and education taught me that all pornography was morally wrong. Pornography objectifies the subject as a means (object) to an end (sexual gratification), it is inherently degrading. It does not matter whether the person is a willing participant in pornography or not, pornography reduces the subject to the role of an object, stripping them of their intrinsic dignity as a person in the process. Two generations ago this was the accepted moral majority position on pornography in Western society. Yet pornography now is largely regarded as amoral in Western society. Sexting is as acceptable as texting and in some quarters the argument is made that pornography is both empowering and progressive. If as a society we continue to condone pornography, then we have to accept that there are consequences of doing so (note, this is not the same as saying that we accept those consequences).
The military too objectifies people in the sense that we value our service personnel as a means to an end (military performance). We get round the degradation of an individual’s self-worth through objectification, by giving them inherent self-worth as a servicemember. We state that we will esteem all alike as members of the service community, recognising no other denominator save that you perform your duties effectively. This approach works well, and means that the military simply has to police those elements of behaviour which detract from military effectiveness.
In terms of behaviour the military has often maintained different standards from civilians, but the substantive difference has normally been one of standards, not of type. The military have largely been held to the same or higher standards of behaviour than their civilian counterparts, but not to different types of behaviour. The problem for the military will be if de facto standards in wider society continue to drift away from those required for the effective functioning of the military. If this happens then correcting such behaviour will take increasing amounts of institutional energy.
I think that we are beginning to see this already with the unfolding scandal in the US. The US military will now have to actively enforce a code of behaviour that the chain of command likely assumed was inherent within its people. This would have been a naive assumption, I know that my sexual ethics are not those of my junior soldiers. The situation is exacerbated by the nature of modern social media. The proliferation of social media forums means that different generations often inhabit parallel cyberspaces with little overlap; again to police this will require an active effort.
The solution is remarkably simple, but also remarkably difficult. One has to inculcate junior commanders with the necessary values and they need to know their troops and guide, mentor and police their behaviour. This is top down driven and bottom up implemented. The hardest part will be the first part, inculcating the necessary behaviours.
Three points to finish with:
1) Do not underestimate the severity of the crisis within the USMC. This scandal exposes a fundamental breach in core values and standards within a sizeable element of the Corps, and a similar gap between generations. The role played (or not) by junior leadership in this scandal is one that bears the most scrutiny, where were the squad and section commanders and what role did they play?
2) This scandal also presents a fundamental opportunity for the USMC to reform itself.
3) Without doubt there is similar behaviour within the British Armed Forces; It Happened Here.
Amidst all the hullabaloo about Army 2020 Refine and Multi Domain Battle, the British Army has quietly released a new iteration of its capstone doctrine – Land Operations. Doctrine is not everyone’s cup of tea, but it is important. Land Operations clearly and concisely states what the Army thinks the nature and character of conflict is, the role of the army in conflict and how it will operate; it deserves to be scrutinised and debated widely.
The experience of Afghanistan is writ large in this new doctrine, but there is a danger that in applying the wrong lessons of the last war we fail to position ourselves for the next war. This doctrine fully incorporates Integrated Action which I have posted on previously, but as well as Integrated Action, Defence Capacity Building and Cyber Warfare are incorporated to varying extents and there is a welcome new annex “Understanding Risk”. In providing extracts of this new doctrine I have focused mostly on those elements that look at what conflict is and our role in it. I have done so because these are the fundamentals around which we build our functions, structures and equipment, aspects which are much debated in this forum.
THE LAND ENVIRONMENT
The land environment has human, information and physical aspects. Most people live in towns, cities and villages, and increasingly in coastal regions. There are very few areas in which no people live; even then, most apparently unpopulated space is a resource that supports the population in some way. People exist in linguistic, cultural, social, and political groups with specific identities, usually associated with particular territories. These territories typically take the form of states, or regions within or between them.
The significance of territory is, therefore, associated with group identity and access to resources; it is often rooted in deep cultural and historical factors as well as in governments’ obligations to provide security for their people. Competition for territory and resources, and issues such as injustice and lack of representation are often at the root of conflict.
Because of its significance, the physical capture and occupation of territory, or the credible threat to do so, has often been regarded as decisive. But, the ultimate decision is political rather than physical; people have to decide whether or not to accept the facts on the ground. Land forces, by dint of their presence among and proximity to the people, provide an important and usually necessary contribution to achieving these political outcomes.
The land environment is also shaped by the way that information is exchanged between individuals, tribes, ethnic and interest groups, and countries. This communication can be verbal, directly between people, through radio, television, and online. Human interaction is expanding and accelerating as information flows in the virtual domain increase. In the new information landscape, any digitally connected person has the ability to shape public understanding of and consensus for (or against) a conflict, or be influenced by other actors who exploit these means.
LAND FORCE AND LAND POWER
Land Power Definition. The ability to exert control within the land environment and to influence the behavior of actors and the course of events.
All land forces, regular or irregular, have four inherent attributes. Each attribute has advantages that can be used, but also disadvantages that have to be avoided or mitigated.
a. The primary attribute of any land force is its people. Land conflict is a human activity, between individuals and groups of individuals. Each of these participants has their own perceptions and interpretations of the environment. Land forces, therefore, are complex organisations, requiring moral as well as structural cohesion and deep hierarchies of command. They can be difficult to direct, so decentralised command systems tend to work best. Large numbers of people can also be expensive and lead to competition with other sectors of society requiring skilled personnel. Land forces are particularly reliant on high quality leadership, education and training at all levels.
b. Land forces’ presence on the ground means that they operate in close proximity to people and terrain. Soldiers are able to gain access to people and communicate directly with them. This gives them the potential to develop detailed understanding of the human, information and physical aspects of the environment. They can get close enough to distinguish between different people and groups, adjusting their approach accordingly. They present a particular kind of threat to adversaries, and are uniquely able to reassure and secure neutral and friendly people. Land forces can manoeuvre over ground, or via air or water, to take physical possession of terrain, or they can physically defend or secure it. The presence of land forces, therefore, is often essential for success which may only be achievable by fighting. The same presence, however, can also disturb local relationships, cause people to feel threatened, and become a focus for resistance
to which they are uniquely vulnerable. Sometimes this threat is mitigated by small or discreet deployments that contribute out of proportion to their size. To operate effectively, land forces must be able to understand and cooperate with local actors.
c. The attribute of persistence, the capacity of land forces to extend their presence in an area for long periods of time, gives land forces the potential to deepen their understanding of the local context, and develop engagement, control and influence. Presence and persistence can be highly significant, if matched by political commitment.
d. Land forces have inherent versatility because they consist largely of organized groups that can relatively easily conduct a very wide range of military and non-military tasks. So even when optimised for warfighting, land forces can be adapted to support, for example, stability and non-conflict activities such as humanitarian assistance and disaster relief.
THE CHARACTER OF CONFLICT
It is not possible to predict the exact character of contemporary conflict, because it is constantly changing and each conflict is unique and evolves in its own way. Nevertheless, certain trends and developments are apparent of which global connectivity and the accelerating flow of information are currently the most important. Although each conflict must be examined in its own right, three inter-related aspects of contemporary conflict are clear:
• the way in which people communicate;
• the proliferation and ever-increasing power of physical weapons;
• evolving strategies and tactics.
Rapid and broad communication of messages and ideas flow across physical boundaries through the virtual domain, energising the causes for which people fight. Adversaries can develop and exploit recruitment, manipulation, mobilization and targeting opportunities, while promoting their own narratives of events, in competition with our own. Our adversaries can share information and adapt more quickly than in the past.
Because of the proliferation of information, military activity is often immediately visible to a local and global audience. The local audience includes enemies, adversaries and a range of actors, from allies and partners to the local population. The global audience is unbounded. Each of these groups interprets our activity through their own lens, and each is influenced by others. Many actors are adept at presenting military activity to the audience, magnifying, mitigating or altering it to influence observers’ understanding of what actually happened. This is critically important to us, our allies and adversaries, because the audience judges whether military action achieves its political objectives. The impact of physical military activity can have more immediate, wide-ranging consequences than in the past, for example more quickly deterring, demoralising or stiffening the resolve of other actors.
As we and other actors become more and more reliant on sophisticated information services, so the threat of cyber attack increases. This novel threat has the potential to disrupt our information services and any systems that rely on electronic control systems.
As our military operations become more visible, and come under greater domestic and international scrutiny and criticism, there is a higher expectation of military restraint compared with the past. This often leads to legal and policy constraints on our use of force additional to the requirements of international law. Many of our actual and potential adversaries do not recognise international law, and do not have the same constraints. They are able to exploit this situation to their advantage by, for example, concealing themselves in the population, using tactics and weapons not available to us, or causing us to be restricted by our own (legitimate) rules.
The power of physical weapons continues to increase, and these weapons are often available to irregular forces. Chemical weapons are used and biological, nuclear and radiological weapons remain a threat. Fires and explosives continue to dominate and shape the tactical battlespace, whether, for example, delivered by long range rocket systems or in the form of improvised explosive devices. These are what destroy things and kill and injure people; therefore they have the greatest resonance in the eyes of the participants and observers of conflict.
The recent period has seen the emergence of the concept of ‘hybrid warfare’. This describes strategies that are not new, but which are increasingly employed by state and non-state actors. Potential adversaries are demonstrating the will and capability to undermine Western operational capability, resolve and legitimacy by blending conventional and unconventional forms of conflict, using both attributable and nonattributable methods. These include posturing, provocation and persuasion in the physical and virtual domains, subversion, and economic and cyber warfare, with or without the employment of conventional military forces. This ‘hybrid’ threat to the international rules-based order can be applied in a way that remains below formal Western military response thresholds.
IMPLICATIONS OF THE NATURE AND CHARACTER OF CONFLICT
Land forces have four functions: fight, engage, secure and support. These functions of land power can be exercised independently or in combinations.
a. The fundamental capability of land forces is to fight in the most demanding circumstances. This capability underpins the other three functions; gives credibility to deterrence, coercion and containment and other strategies; and is essential for interventions and territorial defence.
b. Land forces can engage with a range of actors and audiences, directly and indirectly, contributing to understanding, influence and conflict prevention.
c. Land forces are particularly able to secure and protect people and places persistently in the land environment. This includes providing security in support of inter-agency stabilisation and reconstruction.
d. Land forces can support and assist state and non-state institutions. They can provide mass and presence as well as specialist capabilities.
As the audience’s judgement is an increasingly significant factor in contemporary conflict, operations must be designed and conducted accordingly. No conflict has a purely military solution, and overall success requires favourable consensus among a diverse audience. What we say, how we are seen and what we do must be consistent and appropriate. At the margin, a neutral or nearly neutral outcome of military action can be turned into a success or a failure by how it is perceived.
Because military force is used to achieve political outcomes, it should be consciously aimed at altering people’s behaviour. The application and threat of force, and the gaining and retention of physical objectives should be used to affect people’s decision making in ways consistent with our goals. For this reason, in combat, physical destruction and damage is used to achieve two things: an immediate local reduction in enemy capability; and more importantly, wider damage to the enemy’s will and cohesion. The most efficient and often most effective way to achieve this is by creating and attacking weaknesses to demoralise and disintegrate the enemy, rather than attacking strength head-on to destroy as much equipment, manpower and materiel as possible.
As well as fighting and providing security, land forces are in a position to communicate directly with individuals and groups involved in a conflict. To change or maintain the behaviour of these actors, land forces should integrate the use of force with communications in a mutually reinforcing way. In turn, to achieve political outcomes, they must integrate their activity with that of the diplomatic and economic instruments of power.
The relative ease with which our activities can be observed, commented on and interpreted by multiple audiences makes previous operational and nonoperational distinctions less valid. Even relatively minor armed conflicts have potentially global consequences, for example through diaspora of people with common identities or transnational economic dependencies.
Since the effects of even distant conflicts have consequences domestically and for the international rules-based order, there is a strategic imperative for land forces to contribute to improved security in relevant parts of the world. Military power, complementary to other instruments of state power, can contribute through early and persistent engagement overseas, capacity building of local security forces, and by deterrence. In doing so, land forces can develop the understanding, relationships and outlook necessary should conflict occur.
Integrated Action is the application of the full range of lethal and non-lethal capabilities to change and maintain the understanding and behaviour of audiences to achieve a successful outcome.
Integrated Action describes how land forces orchestrate and execute operations in an interconnected world, where the consequences of military action are judged by an audience that extends from immediate participants to distant observers. Integrated Action requires commanders and staff to be clear about the outcome that they are seeking and to analyse the audience relevant to the attainment of their objectives. They then identify the effects that they wish to impart on that audience to achieve the outcome, and what capabilities and actions are available. These lethal and non-lethal capabilities may belong to the land force itself, or to joint, intergovernmental, inter-agency, non-governmental, private sector and multinational actors involved in the operation. What is important is for commanders and staff to work out how to synchronise and orchestrate all the relevant levers to impart effects onto the audience to achieve the outcome.
Integrated Action, with the audience as its major consideration, requires sophisticated understanding, integration of all capabilities available, and is outcome-focused. These are the four fundamentals of the doctrine.
a. People are at the heart of conflict; it is their decisions and behaviours that determine how conflict is conducted and resolved. Integrated Action requires consideration of the diverse audience that is relevant to the attainment of our objectives, globally, nationally and within theatres of operations.
b. Integrated Action is founded on the land force’s understanding of its task and environment. A dynamic approach to understanding, built on a learning culture, allows the force to adapt and innovate in response to evolving situations.
c. Land forces create desired effects by the integration of lethal and non-lethal capabilities. Effective integration relies on the cooperation and interoperability of the land force, multinational, host nation, inter-governmental, non-governmental and inter-agency partners, as well as of tactical combined arms formations and units.
d. Integrated Action needs commanders to think about how their actions contribute to the desired outcomes, in a broad and evolving context. This approach encourages a wider and longer-term view of a situation, relative to the task and role of the land force.
The doctrine of Integrated Action applies at all levels to land forces, from the land component of the joint operation, to tactical formations, units and sub-units. There is, however, an important delineation between responsibilities for its orchestration and execution.
It is only at the higher tactical or operational level (usually the division or corps) that Integrated Action can be orchestrated and fully aligned with joint, interagency and multinational operations. In certain circumstances, brigades or units may be the highest level of UK land command in a particular theatre and so may be required to operate at the operational level. Examples include conducting capacity building or non-combatant evacuation operations. In such cases, they must be resourced appropriately.
Integrated Action blends lethal and non-lethal actions to have effects on the understanding, physical capability, will and cohesion of the audience. Organised into attainable objectives, these effects are ultimately realised in people’s minds, influencing their decision making, to achieve the desired outcomes. Although not all tactical activities are directed against people, the ultimate targets of land power are the audience and actors. Integrated Action is planned from desired outcome back to actions, through objectives and effects, and adjusted in execution in response to what has been learned and the changing situation.
Within the land force, the tactical functions are the primary levers of influence, representing the full breadth of the force’s activities that are integrated when orchestrating and executing operations. These are, however, rarely sufficient. Commanders and staff must also seek to integrate a range of different levers not under their direct control; they must, therefore, cooperate with joint, intergovernmental, inter-agency, non-governmental, private sector and multinational actors involved in the operation.
Those tactical functions mainly directed towards actors are: manoeuvre, fires, information activities and capacity building. Their successful application depends on command and intelligence which set the operation’s direction, and protection and sustainment which enable the mission. These tactical functions can also have direct and indirect effects on the audience as well as on the mission itself. For example, how a force collects intelligence, protects or sustains itself may directly affect the audience’s perceptions of the force.
The tactical functions represent the full breadth of a land force’s activities when conducting operations. They are:
• Information activities
• Capacity building
The tactical functions are a device that helps to organise activities into intelligible groups; they have no effects, whereas the activities do. As a rule of thumb, corps and divisions are designed to conduct all the tactical functions simultaneously. Subordinate force elements may be able to apply all the functions to lesser degrees or specific ones to great effect. The tactical functions also provide a useful checklist for commanders when assessing a plan, and a common vocabulary for describing a force’s overall capabilities.
British Army doctrine follows the NATO codification of operations themes, types of operation and tactical activities. This enhances interoperability with allies and aids understanding of the mosaic of conflict. Operations may be assigned or described in terms of particular contextual themes. These operations themes allow the general conditions of the operating environment to be understood, informing the intellectual approach, resources available (including force levels, rules of engagement and force protection measures), likely activities required and levels of political appetite and risk. There are four themes, aligned to the functions of land power: warfighting, security, peace support and defence engagement. These themes provide a framework for understanding in general terms the context and dynamics of a conflict and are often concurrent with other types of operation within the mosaic of conflict. These aid analysis and articulation of complex missions and provide the essential gearing required to sequence a series of tactical activities to achieve operational objectives. Within all types of operation, land forces conduct all or some of a range of tactical activities, often concurrently.
This is an evolution of British Army doctrine. It represents thinking borne of experience of recent conflicts, and in many of the terms and taxonomies it nests comfortably with NATO and US doctrine. Fundamentally this doctrine states what we think conflict is now and in the future, our role in it and how we do what we do. As we look at the experience of Iraq, Afghanistan, Syria and Ukraine, of the Russian role in the US elections and waning Western hegemony, have we got it right? My personal sense is that this new iteration is a good update and improvement. It is written in plain English, is concise (some 200 pages) and does largely reflect what I see in the changing character of operations. I do query whether if, by focusing our role as primarily about changing behavior, our doctrine may have become too obtuse for what is an army that will operate almost exclusively at the tactical level. I also query how often we need to update our capstone doctrine (previous iterations were issued in 2005 and 2010, and whether we are doing enough to educate and inform the wider UK defence community in our thinking. Read, think, question and debate!
I have spent years in Iraq working alongside the Iraqi Army or trying to reform the Iraqi Security Forces. Despite the popular perception we (the West) has not a bad track record in improving the combat effectiveness of our partnered militaries. Unfortunately our track record of reforming the systems within which they operate is appalling at best. If you cannot reform the system then any improvements to the institution are likely to be both unsupported and unsustainable. Turning out the best junior officers may give you a tactical edge in the short term, but unless you reform the middle and upper management they will still have to conform eventually to the very system that lead to failure in the first place.
The Karrada Bombing in Baghdad (pictured above) was a terrible tragedy that may well turn out to have had a strategic impact on the course of politics and the war in Iraq. It was enabled in part by a system that has corruption at its core and still retains use of the so called “magic wands” that were sold as bomb detectors, revealed as worthless and still remain in use. When a system is as corrupt and as ineffective as this, winning the fight is one thing, winning the war another entirely.