The Washington Independent
The Washington Independent

McChrystal Intelligence Adviser Strongly Criticizes U.S. Intelligence Community

Last updated: July 31, 2020 | January 04, 2010 | Kaleem Kirkpatrick

This is the beginning of an assessment written by Maj. Gen. Michael Flynn, the senior-most intelligence adviser to Gen. Stanley McChrystal, for the Center for a New American Security about intelligence and the Afghanistan war:

Eight years into the war in Afghanistan, the U.S. intelligence community is only marginally relevant to the overall strategy. having focused the overwhelming majority of its collection efforts and analytical brainpower on insurgent groups, the vast intelligence apparatus is unable to answer fundamental questions about the environment in which U.S. and allied forces operate and the people they seek to persuade. Ignorant of local economics and landowners, hazy about who the powerbrokers are and how they might be influenced, incurious about the cor- relations between various development projects and the levels of cooperation among villagers, and disengaged from people in the best position to find answers — whether aid workers or Afghan soldiers — U.S. intelligence officers and analysts can do little but shrug in response to high level decision-makers seeking the knowledge, analysis, and information they need to wage a successful counterinsurgency.

It actually gets more scathing from there. “Every level of the U.S. intelligence hierarchy” comes in for criticism. Flynn says that U.S. intelligence in Afghanistan “overemphasize[s] detailed information about the enemy at the expense of the political, economic, and cultural environment that supports it.” In other words, intelligence in Afghanistan is enemy-centric, when it needs to be population-centric, much like the military operations it supports. Flynn wants intelligence reports on “census data and patrol debriefs; minutes from shuras with local farmers and tribal leaders; after-action reports from civil affairs officers and Provincial Reconstruction Teams (PRTs); polling data and atmospherics reports from psychological operations and female engagement teams; and translated summaries of radio broadcasts that influence local farmers, not to mention the field observations of Afghan soldiers, United Nations officials, and non-governmental organizations (NGOs).” Instead, U.S. intelligence “seems much too mesmerized by the red of the Taliban’s cape.”

Flynn, joined by co-authors Capt. Matt Pottinger and the Defense Intelligence Agency’s Paul D. Batchelor, writes:

The intelligence community’s standard mode of operation is surprisingly passive about aggregating information that is not enemy-related and relaying it to decision-makers or fellow analysts further up the chain. It is a culture that is strangely oblivious of how little its analytical products, as they now exist, actually influence commanders.

Flynn never specifically calls out the CIA. His paper says it’s talking about “the thousands of uniformed and civilian intelligence personnel serving with the Department of Defense and with joint inter-agency elements in Afghanistan,” and it focuses heavily on practical military intelligence issues. His key recommendations center on creating intelligence fusion centers around the regional commands run by NATO in Afghanistan. So, just to be totally clear: This is *mostly *about military intelligence.

But this applies far beyond intelligence officers on a battalion’s staff:

In a recent project ordered by the White House, analysts could barely scrape together enough information to formulate rudimentary assessments of pivotal Afghan districts. It is little wonder, then, that many decision-makers rely more upon newspapers than military intelligence to obtain “ground truth.”

Whether or not Flynn and his co-authors make a strong argument, the paper comes just days after the CIA in Afghanistan suffered one of the greatest losses of life in the agency’s history.

Kaleem Kirkpatrick | Kaleem weaves song and story together with experience from his 12 year career in business and sales to deliver a mesmerizing tale of wealth and anger – the ups and downs of disruption – using his expertise in music and entertainment. His background in philosophy and psychology allows him to simplify the science of why we construct trends, where they come from, and how to alter them to improve outcomes.

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