Learning from Afghanistan: Towards a compass for civil–military coordination

Abstract

Uruzgan Province is widely seen as one of the few areas where positive developments occurred in Afghanistan's south. A major reason for this success is believed to be the comprehensive approach that was adopted to address the complex and multifaceted nature of problems. This article analyses the coordination between the Dutch military and the wide variety of civil actors that took place during the period 2006–2010 in Uruzgan as this was a key element within the comprehensive approach. Making use of inter-organizational network theory, the article identifies and analyses three dimensions of civil–military coordination: interdependence, (in)coherence of logics and conditions for coordination. Based on these dimensions the article develops a strategic compass that guides military forces in establishing and managing their relationships with civil actors.

Keywords:

• civil–military coordination
• Afghanistan
• comprehensive approach

Notes

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 2. Rietjens and Bollen, Managing Civil-Military Cooperation.

 3. Rietjens and Bollen, Managing Civil-Military Cooperation; de Coning and Friis. ‘Coherence and Coordination’.

 4. Noordergraaf and Abma. ‘Management by Measurement?’

 5. For an overview of the Dutch COIN approach during 2006–2009, see Dimitriu and de Graaf. ‘The Dutch COIN Approach’.

 6. Task Force Uruzgan. 1 (NLD/AUS) Task Force URUZGAN MASTER PLAN, 2006; Beeres et al., Mission Uruzgan.

 7. Beeres et al., Mission Uruzgan, 327ff.

 8. During the International Conference on Afghanistan: A Comprehensive Strategy in a Regional Context in The Hague on 31 March 2009, Secretary of State Hillary Clinton expressed her appreciation for the Dutch approach and efforts in Uruzgan. See http://www.state.gov/secretary/trvl/2009/120790.htm, http://www.parlement.com/id/vicxczwrt5h4/kabinetscrisis_2010_de_uruzgan_crisis?layout = pri%20flnk%201%20flnk%201.

 9. Van Bijlert, ‘Unruly Commanders’.

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13. Royal Netherlands Embassy in Kabul, Context Analysis Uruzgan Province.

14. Smeenk et al. ‘Effect gebaseerde aanpak in Uruzgan’; Kitzen et al., ‘Soft Power, the Hard Way’.

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16. Kitzen, ‘Close Encounters’.

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19. Grandia et al., ‘Enhancing Uruzgani Governance’.

20. Rietdijk. ‘De comprehensive approach in Uruzgan’.

21. Rietjens. ‘Between Expectations and Reality’.

22. ZOA Projects, available at: http://www.zoa.nl/home/projecten/afghanistan

23. Van der Lijn, ‘3D the Next Generation’.

24. Van der Lijn, ‘3D the Next Generation’

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26. See http://www.vn.nl/Archief/Buitenland/Artikel-Buitenland/Willem-van-de-Put-Kamp-Holland-moet-dicht.htm.

27. Verstappen. Integrated Approach to Peace, Security and Development.

28. Van der Lijn, ‘3D the Next Generation’.

29. Rietjens, ‘Between Expectations and Reality’.

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32. Kitzen, ‘Close Encounters’.

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34. Kitzen, ‘Close Encounters’.

35. Kitzen, ‘Close Encounters’

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37. Chayes, The Punishment of Virtue.

38. Bollen and Soeters. ‘Partnering with “Strangers”’.

39. Soeters et al., ‘Trust thy Ally’.

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45. See also Soeters and Johnson. ‘Informerphobia’.

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47. Soeters and Tresch, ‘Towards Cultural Integration’.

48. Gulati et al., ‘Two Facets of Collaboration’.

49. Bacharach et al., ‘Boundary Management Tactics’.

50. Lingo et al., ‘Negotiation Processes’.

51. Canary and McPhee, Communication and Organizational Knowledge.

52. Voorhoeve, From War to the Rule of Law.

53. De Coning, Clarity, Coherence and Context.

54. Kaplan and Norton, ‘Using the Balanced Scorecard’.

55. Scott, Seeing Like a State.

56. Rietjens et al., ‘Enhancing the Local Footprint’.

57. Morgan, Images of Organization.

58. Rietjens, ‘Between Expectations and Reality’; Beeres et al., Mission Uruzgan, 327–34.