One has to wonder just how much longer the American people will silently permit the categorical failure of American foreign policy, both in theory and in practice. The evidence confirming the totality of our failure is breathtaking in scope and severity. Changes are needed to preserve US national security and economic prosperity.
Recent headlines have captured the character of this failure. Fifteen years after the invasion of Afghanistan, the Special Inspector General for Afghan Reconstruction (SIGAR) released findings that “corruption substantially undermined the U.S. mission in Afghanistan from the very beginning of Operation Enduring Freedom. … We conclude that failure to effectively address the problem means U.S. reconstruction programs, at best, will continue to be subverted by systemic corruption and, at worst, will fail.”
Earlier this month, a British Parliament study found that the result of Western military intervention in Libya “was political and economic collapse, inter-militia and inter-tribal warfare, humanitarian and migrant crises, widespread human rights violations, the spread of Gaddafi regime weapons across the region and the growth of ISIL in North Africa.”
Airstrikes and drone attacks are accidentally killing thousands of civilians, aid workers, wedding parties and now even the troops of a nation against whom we are not at war. Each of these mistakes, repeated hundreds of times over the past 15 years, creates more antagonism and hatred of the United States than any other single event. Whatever tactical benefit some of the strikes do accomplish, they are consumed in the still-worsening strategic failure the misfires cause.
Bottom line: The use of military power since 2001 has
- Turned a previously whole and regionally impotent Iraq that balanced Iran into a factory of terrorism and a client of Tehran
- Turned Afghanistan from a country with a two-sided civil war – contained within its own borders – into a dysfunctional state that serves as a magnet for terrorists
- Turned a Libya that suffered internal unrest, but didn’t threaten its neighbours or harbour terrorists, into an “unmitigated failure” featuring a raging civil war, serving as an African beachhead for the Islamic State and a terrorist breeding ground
- Contributed to the expansion of al-Qaeda into a “franchise” group, spawned a new strain when the Islamic State was born out of the vacuum created by our Iraq invasion, and seen major terrorist threats explode worldwide
- Joined other nations in battles in Pakistan, Yemen, Somalia and other areas within Africa, whose only result has been the expansion of the threat and the deepening of the suffering of the civil populations
- These continued and deepening failures kill unknown numbers of innocent civilians each year, intensify and spread the hatred many have of America and incrementally weaken our national security. But these military failures have another, less obvious but more troubling cost.
- Perpetual fighting dissipates the fighting strength of the armed forces. The non-stop employment of the US Air Force in flying sorties, bombing runs and strategic airlift has been orders of magnitude higher than what it was in the 15 years prior to 9/11, dramatically cutting short the lifespan of each aircraft, increasing the maintenance requirements and depleting stocks of bombs and missiles.
- The US Army and Marine Corps have put thousands of miles of gruelling use on their tanks and other armoured vehicles and worn out countless weapons. The refurbishing and replacement costs for these vehicles have been enormous, and – like the Air Force – the Army has severely shortened the lifespan of its armoured fleet. But not only have these permanent military operations degraded the vehicles, the damage has come at the expense of conventional military training.
- This might be the most alarming cost. The Army has recognised this problem and has belatedly begun to reorient some of the training time to high-end conventional battle. But it will take many years of focused training to rebuild the strength the military had prior to Desert Storm or even the opening operations of Operation Iraqi Freedom in 2003.
- Entire generations of leaders and troops at every level have grown up training almost exclusively on small-scale counterinsurgency (COIN) warfare.
- As one who has fought in both high-end armoured warfare and small-scale COIN, I can tell you that creating effective battle units for conventional war is far, far more difficult and time-consuming.
- Likewise, the Air Force has not fought against a modern adversary with fleets of effective fighter jets, bombers and potent air defence capabilities. Such operations are orders of magnitude more difficult than attacking insurgents on the ground who pose no threat to aircraft.
- It is critical to understand that no insurgency or terror group represents an existential threat to viability of the United States. Failure in a conventional battle to a major power, however, can cripple the nation.
- It is discouraging to see the administration, Congress and the Department of Defence fully tethered to the perpetual application of military power against small-scale threats. Terrorism definitely represents a threat to US interests, and we must defend against it. But the obsession with using major military assets on these relatively small-scale threats has not only failed to stem the threat, it has in part been responsible for expanding it. Meanwhile, the unhealthy focus on the small-scale has weakened – and continues to weaken – our ability to respond to the truly existential threats.
If the incoming administration does not recognise this deterioration of the military power and take steps to reverse it, the weakness may one day be exposed in the form of losing a major military engagement that we should have won easily. The stakes couldn’t be higher. A change in foreign policy is critically needed. Either change by choice or the change in the smouldering aftermath of catastrophic military failure.
Written By – Daniel L. Davis is a foreign-policy fellow and military expert at Defense Priorities. He retired from the U.S. Army as a lieutenant colonel after 21 years of active service. He was deployed into combat zones four times in his career, beginning with Operation Desert Storm in 1991, and also to Iraq in 2009 and Afghanistan twice (2005, 2011).
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[wptelegram-join-channel link=”https://t.me/s/upsctree” text=”Join @upsctree on Telegram”]2021 WEF Global Gender Gap report, which confirmed its 2016 finding of a decline in worldwide progress towards gender parity.
Over 2.8 billion women are legally restricted from having the same choice of jobs as men. As many as 104 countries still have laws preventing women from working in specific jobs, 59 countries have no laws on sexual harassment in the workplace, and it is astonishing that a handful of countries still allow husbands to legally stop their wives from working.
Globally, women’s participation in the labour force is estimated at 63% (as against 94% of men who participate), but India’s is at a dismal 25% or so currently. Most women are in informal and vulnerable employment—domestic help, agriculture, etc—and are always paid less than men.
Recent reports from Assam suggest that women workers in plantations are paid much less than men and never promoted to supervisory roles. The gender wage gap is about 24% globally, and women have lost far more jobs than men during lockdowns.
The problem of gender disparity is compounded by hurdles put up by governments, society and businesses: unequal access to social security schemes, banking services, education, digital services and so on, even as a glass ceiling has kept leadership roles out of women’s reach.
Yes, many governments and businesses had been working on parity before the pandemic struck. But the global gender gap, defined by differences reflected in the social, political, intellectual, cultural and economic attainments or attitudes of men and women, will not narrow in the near future without all major stakeholders working together on a clear agenda—that of economic growth by inclusion.
The WEF report estimates 135 years to close the gap at our current rate of progress based on four pillars: educational attainment, health, economic participation and political empowerment.
India has slipped from rank 112 to 140 in a single year, confirming how hard women were hit by the pandemic. Pakistan and Afghanistan are the only two Asian countries that fared worse.
Here are a few things we must do:
One, frame policies for equal-opportunity employment. Use technology and artificial intelligence to eliminate biases of gender, caste, etc, and select candidates at all levels on merit. Numerous surveys indicate that women in general have a better chance of landing jobs if their gender is not known to recruiters.
Two, foster a culture of gender sensitivity. Take a review of current policies and move from gender-neutral to gender-sensitive. Encourage and insist on diversity and inclusion at all levels, and promote more women internally to leadership roles. Demolish silos to let women grab potential opportunities in hitherto male-dominant roles. Work-from-home has taught us how efficiently women can manage flex-timings and productivity.
Three, deploy corporate social responsibility (CSR) funds for the education and skilling of women and girls at the bottom of the pyramid. CSR allocations to toilet building, the PM-Cares fund and firms’ own trusts could be re-channelled for this.
Four, get more women into research and development (R&D) roles. A study of over 4,000 companies found that more women in R&D jobs resulted in radical innovation. It appears women score far higher than men in championing change. If you seek growth from affordable products and services for low-income groups, women often have the best ideas.
Five, break barriers to allow progress. Cultural and structural issues must be fixed. Unconscious biases and discrimination are rampant even in highly-esteemed organizations. Establish fair and transparent human resource policies.
Six, get involved in local communities to engage them. As Michael Porter said, it is not possible for businesses to sustain long-term shareholder value without ensuring the welfare of the communities they exist in. It is in the best interest of enterprises to engage with local communities to understand and work towards lowering cultural and other barriers in society. It will also help connect with potential customers, employees and special interest groups driving the gender-equity agenda and achieve better diversity.