by Major Charlie Burbridge
Download the full article: Trust: Central to Success in Partnered Operations
Partnering is a trust-based relationship between equals which will seek to capitalise on the strengths of each partner and mitigate for weaknesses. As part of Commander International Security Assistance Force's (COMISAF) dual mission principle, it is a tool for developing the ANSF whilst concurrently countering the insurgency by protecting the population. The central requirement of trust requires further examination. ISAF troops require a homogenous and consistent understanding of how trust can be developed and maintained between partners.
The aim of this short paper is to examine why the importance of trust is at the heart of partnering, define the concept of trust within the context of Partnering in Afghanistan and recommend methods for generating and maintaining it over successive iterations of Op HERRICK.
COMISAF directed that the Afghan National Security Forces (ANSF) will be partnered to form a combined force, which will serve a dual mission of developing ANSF capability and defeating the insurgency.
'ISAF will partner with the ANSF at all levels -- from the ministries down to squad level. An embedded partnership does not change ISAF's mission; instead, ISAF executes it better by establishing a trust based relationship between ANSF and ISAF units. This relationship is between equals, with ISAF as the supporting organisation.'
ISAF forces will be required to continue to conduct high intensity counter insurgency operations but will do so in partnership with a force with which it has not trained, does not necessarily understand, and with whom there is a language barrier. Furthermore, ISAF forces will roll in and out of theatre; in the UK case, every six months, whilst the ANSF will remain in location permanently. The requirement for trust to be established swiftly and to endure through successive deployments of ISAF units is central to the success of Partnering. A breach of trust may have serious implications for the cohesion of the force.
Download the full article: Trust: Central to Success in Partnered Operations
Charlie Burbridge is a serving British Army Major. He has served in Bosnia, Northern Ireland, Oman, Sierra Leone, Pakistan, Iraq and Afghanistan in a variety of staff and command appointments. Most recently he commanded his squadron during Operation Panther's Claw in Helmand. He currently works on the staff of the British Counter Insurgency Centre.
About the Author(s)
Comments
Thanks for your feedback. Jim Morris's experience with the Montagnards throws up some interesting comparisons with Gen McChrystal's plan for military capacity building in Afghanistan. However, the long term strategy for the ANSF will be to leave a capable enough security force, able to provide rudimentary security and create the conditions for economic growth. The military capacity building process has moved beyond the stage experienced by Morris, who trained and mentored his Montagnard fighters. Elsewhere in Vietnam US forces were operating independantly of the indigenous force. In Afghanistan we have moved beyond that to a stage where Western Forces are partnering at a 1:1 ratio the indigenous forces. This 1:1 partnership must be sealed by the same glue that seals any military relationship from buddy-buddy to coalitions. We must learn to trust, which will build the confidence in the ANSF needed to maintain the fight - a significant force multiplier.
Only an effective enough ANSF delivering rudimentary security to create the conditions for economic growth will lead to a reduction in western forces in Afghanistan.
On a separate note, I agree completely with you, Chris Isgrig, we may need to learn to trust each other (preceding and successive commanders at every level and within coalitions) before we can demonstrate that the ANSF should trust us.
Here's the quote, it is Jim Morris from an interview:
"My number one rule in Vietnam was to only trust someone who had saved my life within the preceding two weeks,' said Morris. 'Once, when Phillipe picked me up in a jeep, and it was just me and him driving through the jungle, I was ready just in case."
http://www.historynet.com/us-army-special-forces-major-jim-morris-proud…
Wow, two weeks...old Hakka guys would consider that generous. But not me, I have faith in humanity.
Great article -But- The trust required is not just between the advisor and the local Afghan unit he is advising, its also trust with the US and Coalition units that are supporting the advisor and the Afghan unit.
Don't wait until your in a TIC to use the communication and coordination with those supporting units.
Don't expect instant and unconditional trust from the US and coalition forces. Trust must be built and maintained with all of the players.
This essay offers some good insights, but I would offer caution in the approach. Trust can be elusive particularly when one is working with another host nation's military.
One must walk the fine line between empathy and sympathy remembering that we are there in support of our own nation's military objectives. In one case, I had to arrest a counterpart for leading his own attacks targeting Sunni Iraqis over personal vendettas. On a personal level, I liked the IA Commander, but his actions crossed the line.
On the other hand, I've had IA CDR's that are still my brothers in arms.
Bottom line, tread carefully knowing that you may have to one day cut slingload.