Ray McGovern, Anti-War - Not surprisingly, Establishment pundits are disconsolate that their beloved David Petraeus has been brought down in such a tawdry way.... Among those lionizing/eulogizing Petraeus on the morning after his resignation was Washington Post columnist (and longtime CIA apologist) David Ignatius, who argued that Petraeus “achieved genuinely great things.” Ignatius’s lamented Petraeus’s admission of the extramarital affair with the poignancy you might find in a novel by Leo Tolstoy or Victor Hugo about an admirable but ill-fated hero.
Ignatius, too, was a writer who was embedded with Petraeus and was dazzled by his charm. Ignatius wrote that he “spent nearly three weeks traveling with [Petraeus] during his CENTOM assignment, and saw how he fused the political and military aspects of command, as he met with sheiks and presidents and intelligence chiefs, in a way that should have been captured in a textbook for future commanders.”
But Ignatius inadvertently acknowledged the futility of Petraeus’s approach to Bush’s wars. The Post columnist wrote: “For all Petraeus’s counter-insurgency doctrine, his Afghanistan command often appeared to be the equivalent of building on quicksand. No sooner were the Afghan forces ‘stood up’ than they would begin to slip away, back into the culture that was deeply, stubbornly resistant to outside pressure. In his last month in Kabul, Petraeus had all the tools of victory in hand except one — the Afghan people and institutions.”
So much for Petraeus’s “brilliant” counter-insurgency doctrine. He had all the tools except the Afghan people and institutions, the two requisites for winning a counter-insurgency war.
Ignatius adoringly adduces the following quote from Petraeus as proof of the ex-general’s acute vision: “As I see it, strategic leadership is fundamentally about big ideas, and, in particular, about four tasks connected with big ideas. First, of course, you have to get the big ideas right — you have to determine the right overarching concepts and intellectual underpinnings to accomplish your organization’s mission.
“Second, you have to communicate the big ideas effectively through the breadth and depth of the organization. Third, you have to oversee the implementation of the big ideas. And fourth, and finally, you have to capture lessons from the implementation of the big ideas, so that you can refine the overarching concepts and repeat the overall process.”
Got that? That’s probably right out of Petraeus’s PhD dissertation at Princeton, or from a how-to book that might be called “Management Rhetoric for Dummies.”