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Context of 'August 2006: US Military Ordered to Find and Detain Iranians in Iraq'

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A Defense Department paper for a Camp David meeting with top Bush administration officials to take place the next day (see September 15, 2001) specifies three priority targets for initial action in response to the 9/11 attacks: al-Qaeda, the Taliban, and Iraq. It argues that of the three, al-Qaeda and Iraq pose a strategic threat to the US. Iraq’s alleged long-standing involvement in terrorism is cited, along with its interest in WMDs. [9/11 Commission, 7/24/2004, pp. 335, 559]

Entity Tags: US Department of Defense

Timeline Tags: Complete 911 Timeline, Events Leading to Iraq Invasion

Retired Lieutenant General Brent Scowcroft leads a presidential panel which proposes that control of the National Security Agency, the National Reconnaissance Office, and the National Imagery and Mapping Agency be transferred from the Department of Defense to the head of the CIA, the director of central intelligence (DCI). The plan is favored by the Congressional 9/11 joint inquiry but opposed by Defense Secretary Donald Rumsfeld and Vice President Dick Cheney. For years experts have argued that the US intelligence community’s 13 disparate agencies—“85 percent of whose assets reside in the Defense Department”—should be consolidated under the head of the CIA. [US News and World Report, 8/12/2002; Washington Post, 8/19/2004]
Intelligence Community Still Focused on Cold War Needs, Scowcroft Finds - Scowcroft, the head of the Foreign Intelligence Advisory Board and a close friend and confidant of former President George H. W. Bush, actually revises a report he began before the 9/11 attacks. The report concludes that the US intelligence apparatus had been designed to meet the needs of the Cold War era and should now be overhauled. The 9/11 attacks are evidence of this, Scowcroft believes. The attacks came from rogue Islamist terrorists, not a superpower like China or the old USSR.
Opposition from Rumsfeld, Cheney - But, as Ron Suskind will write in his 2006 book The One Percent Doctrine, Rumsfeld is “strongly opposed” to Scowcroft’s idea, presumably because, by transferring control of the NSA from the Pentagon to the CIA, it would take power away from him. Scowcroft approaches Cheney with the dilemma. Scowcroft is well aware of Cheney and Rumsfeld’s long political partnership, and gives Cheney an easy out. If his proposals are overly “disruptive,” Scowcroft says, “I’ll just fold my tent and go away. I don’t want to… but I’ll be guided by you.” Cheney now has a choice. Knowing this is a battle Scowcroft will not win, he can either call Scowcroft off now and defuse a potential political conflict within the administration, or, in author Craig Unger’s words, he can “send Scowcroft off on a fool’s errand, pitting Bush 41’s close friend, as Suskind noted, against Bush 43’s cabinet secretary [Rumsfeld], who just happened to be Bush 41’s lifelong nemesis (see September 21, 1974 and After). Cheney chose the latter.” Cheney tells Scowcroft to “go ahead, submit the report to the president.” He knows President Bush will listen to Cheney and Rumsfeld’s advice and ignore the report. Unger later notes, “Scowcroft had once been Cheney’s mentor, his patron. Now the vice president was just humoring him.” [Unger, 2007, pp. 225-226]

Entity Tags: National Security Agency, National Reconnaissance Office, Ron Suskind, Richard (“Dick”) Cheney, George W. Bush, National Imagery and Mapping Agency, Issuetsdeah, Central Intelligence Agency, Brent Scowcroft, Craig Unger, Donald Rumsfeld, George Herbert Walker Bush

Timeline Tags: US Military

Former Defense Intelligence Agency analyst Patrick Lang writes that, in his opinion, a “small group of people who think they are the ‘bearers’ of a uniquely correct view of the world… sought to dominate the foreign policy of the United States in the Bush 43 administration, and succeeded in doing so through a practice of excluding all who disagreed with them. Those they could not drive from government they bullied and undermined until they, too, had drunk from the vat.” (Lang correlates the phrase “drunk from the vat” with the common metaphor of “drinking the Kool-Aid,” a particularly nasty turn of phrase sourced from the 1978 Jonestown massacre in Guyana. The phrase now means, Lang explains, “that the person in question has given up personal integrity and has succumbed to the prevailing group-think that typifies policymaking today.”) The result is the war in Iraq, Lang argues, with steadily rising body counts and no clear end in sight.
'Walking Dead' Waiting for Retirement - Lang notes that senior military officers have said that the war’s senior strategist, General Tommy Franks, “had drunk the Kool-Aid,” and many intelligence officers have told Lang that “they too drank the Kool-Aid and as a result consider themselves to be among the ‘walking dead,’ waiting only for retirement and praying for an early release that will allow them to go away and try to forget their dishonor and the damage they have done to the intelligence services and therefore to the republic.” Lang writes that the US intelligence community has been deeply corrupted, bent on serving “specific group goals, ends, and beliefs held to the point of religious faith” and no longer fulfilling its core mission of “describing reality. The policy staffs and politicals in the government have the task of creating a new reality, more to their taste.… Without objective facts, decisions are based on subjective drivel. Wars result from such drivel. We are in the midst of one at present.”
Shutting out Regional Experts - There is little place in Bush administration policy discussions for real experts on the Middle East, Lang writes: “The Pentagon civilian bureaucracy of the Bush administration, dominated by an inner circle of think-tankers, lawyers, and former Senate staffers, virtually hung out a sign, ‘Arabic Speakers Need Not Apply.’ They effectively purged the process of Americans who might have inadvertently developed sympathies for the people of the region. Instead of including such veterans in the planning process, the Bush team opted for amateurs brought in from outside the executive branch who tended to share the views of many of President Bush’s earliest foreign policy advisors and mentors. Because of this hiring bias, the American people got a Middle East planning process dominated by ‘insider’ discourse among longtime colleagues and old friends who ate, drank, talked, worked, and planned only with each other. Most of these people already shared attitudes and concepts of how the Middle East should be handled. Their continued association only reinforced their common beliefs.” The Bush administration does not countenance dissent or open exchange and discussion of opposing beliefs. The Bush policymakers behave, Lang writes, as if they have seized power in a ‘silent coup,’ treating outsiders as political enemies and refusing to hear anything except discussion of their own narrow, mutually shared beliefs.
Using INC Information - Beginning in January 2001, the Bush administration began relying heavily on dubious intelligence provided by Ahmed Chalabi and his Iraqi National Congress (INC—see January 30, 2001). The INC began receiving State Department funds in what some White House officials called the “Information Collection Program.” While the US intelligence community had little use for Chalabi, considering him an unreliable fabricator (see 1992-1996), he had close ties with many in the administration, particularly in the office of the vice president and in the senior civilian leadership of the Pentagon (see 1960s, 1985, and 1990-1991). Lang writes that while the INC excelled in providing Iraqi defectors with lurid, usually false tales, “what the program really did was to provide a steady stream of raw information useful in challenging the collective wisdom of the intelligence community where the ‘War with Iraq’ enthusiasts disagreed with the intelligence agencies.” The office of the vice president created what Lang calls “its own intelligence office, buried in the recesses of the Pentagon, to ‘stovepipe’ raw data to the White House, to make the case for war on the basis of the testimony of self-interested emigres and exiles” (see August 2002). From working as the DIA’s senior officer for the Middle East during the 1991 Gulf War and after, Lang knows from personal experience that many neoconservative White House officials believe, as does Vice President Cheney, that it was a mistake for the US to have refrained from occupying Baghdad and toppling Saddam Hussein in 1991 (see August 1992). Lang calls some of these officials “deeply embittered” and ready to rectify what they perceive as a grave error. [Middle East Policy Council, 6/2004]

Entity Tags: Richard (“Dick”) Cheney, Defense Intelligence Agency, Bush administration (43), Ahmed Chalabi, Iraqi National Congress, Thomas Franks, Office of the Vice President, US Department of State, Patrick Lang

Timeline Tags: US International Relations

The White House orders the military to capture and detain as many Iranians as possible in Iraq. The Bush administration wants to build a case that Iran is fueling the violence. According to a former senior intelligence official interviewed by reporter Seymour Hersh, US forces have had as many as “five hundred locked up at one time.” But many of these included Iranian humanitarian and aid workers who “get scooped up and released in a short time.” [New Yorker, 3/5/2007]

Entity Tags: US Department of Defense, Bush administration (43)

Timeline Tags: US confrontation with Iran, Iraq under US Occupation

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