special-forces-uw-tc-18-01

Capable resistance leadership willingness to

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: OPERATE WITH THE UNITED STATES 1-22. A genuine willingness to collaborate and cooperate with the United States must exist within the leadership of the indigenous force. It is unrealistic to expect a leader to relinquish control of his forces to the United States. In general, insurgent leaders expect to retain authority and control over their forces while benefiting their cause by collaborating with the United States. Tailored, persuasive messages targeting key leaders and groups may increase their willingness to accept U.S. support. COMPATIBLE OBJECTIVES AND IDEOLOGY 1-23. Successful movements must have compatible objectives and an ideology that binds their forces together. Organizations bound through some commitment other than common ideology—such as forced conscription or hired mercenaries—typically are only marginally capable over a protracted period. Armed groups may find a common bond in ethnicity, religion, or tribal ties. Elements can use persuasive techniques and messages emphasizing commonalities to unite different groups for a common cause. Once the groups unite, other messages can reinforce unity by building morale, reinforcing organizational cohesion, and emphasizing mutual goals. CAPABLE RESISTANCE LEADERSHIP 1-24. Resistance movement leaders are cautious of quickly forming new partnerships. In order to understand insurgent leaders, it is critical to understand their motivation and desires. Planners must consider what the United States is requesting and offering in return from the insurgent’s perspective. The best leader is not always the one that is the easiest to work with initially. In fact, an overly accommodating 30 November 2010 TC 18-01 1-5 Chapter 1 leader could be a desperate and incapable leader primarily interested in personal gain. Similarly, a seemingly indifferent leader could be an effective leader that is unimpressed with offers of support without an assurance of long-term commitment because of the potential risk involved. The determination of the appropriateness of U.S....
View Full Document

This document was uploaded on 01/15/2014.

Ask a homework question - tutors are online