(P4): Blunting the Insurgency

A slide entitled

  • Brittle systems experience rapid performance collapses, or failures, when events challenge boundaries- David D. Woods
  • “Even if the world were perfect, it wouldn’t be.” –Yogi Berra
  • No plan survives contact with a disaster-in-the-making.- General Law
  • “Everyone has a plan ’til they get punched in the mouth”. -Mike Tyson

The first response of a community to an insurgency is to resist. This resistance has the effect of blunting the insurgency.  In this context, blunting means stuff like the following:

  • Forcing the insurgent to alter their plan in small ways.
  • Making them expend resources and energy correcting their mistakes.
  • Wearing out the people who actually conduct the insurgency.
  • Forcing them to reveal their plans prematurely.
  • Forcing large-scale changes in plans that no longer are consistent with available resources or skills.
  • Forcing them to use equipment and approaches that are generally maladaptive.

Successful resistance has the same effect as all chronic stress. As the stress continues, it provokes a chronic maladaptive response pattern from the insurgent. The longer the stress continues, the more maladaptive the response.

But this doesn’t mean much if blunting is all that happens. It is an illusion that resistance can actually restore what was before if the original insurgency was significant.

Part 4: What Is a Strategy?

A famous, large, incoherent systems diagram of Afghanistan Stability and Counter-Insurgency Dynamics. Impossible to understand.

The slide image is NOT a Strategy!

A strategy is not an operational plan, like the one you might put together for a grant using a logic model. Instead, a strategy is a way to deal with two unavoidable realities:

  • The inherent unpredictability of the future
  • The universal scarcity of resources for what we wish to do

The further we attempt to see into the future, the more uncertainty we face, and the more our decisions to commit resources will be wrong. We try in various ways to work around this reality.

One way is to reduce the scope of the changes we try to make, using such tools as logic models.

When we create an outcome that is easy to measure, we are contracting the possibilities of change, and undermining our ability to create change that is truly strategic, that won’t be washed out by changes and trends in the larger system.

Another way is to describe in some detail the changes we want to seek over the short term while using delusional thinking to describe the ones we hope for further into the future.

A third way is to ignore some or all the larger forces we already know are out there, but which we can’t quantify or parse effectively, or that we believe we can’t change.

And there are many more non-strategic assumptions we make to help us get through our day-to-day life.