Civil-Military Interaction

Name the humanitarian operation

• 278,228 flights• 2,326,406 MT supplies including wheat, cereal,

flour, sugar, salt• At its peak, 1398 flights in 24 hours, carrying

12,940 MT• Sick children evacuated• Australian, Canadian and NZ military pilots and

crew• US, UK and French military aircraft (and some

civilian aircraft involved).• 2.5 million lives saved• Lasted 462 days• Supplies flown in included 1,500,000 MT coal

Session Objectives

• Discuss perceptions of military versus humanitarian actors

• Distinguish between different kinds of armed actors

• Explore the pros and cons for the range of civ-mil interactions available

An ADF soldier on patrol

What are our perceptions?

How do these differ?

Different types of armed actors/forces

•UN Controlled Forces - (DPKO, “Blue Helmets”) – observer or peacekeeping missions

•UN Authorized (ECOWAS, AU) – Authorized by the UN but very much under National control

•Armed Forces of the host country

•National paramilitary forces

• Non-state armed forces (e.g. rebel armies, irregular militias)

•Child soldiers

Key difference between armed actors and military forces

What are their perceptions of us?

An aid worker in negotiations

Perception of force

• Force a reality of human society; sometimes the only choice

• Different assumptions can lead to divergent conclusions

• Shared analysis may help reduce differences

• Assumptions should be stated explicitly

Humanitarian culture Military culture What we can learn

• UN Charter: war is a “scourge”

• Clausewitz: war is a continuation of politics by other means”

• Shows of force incite violence

• Shows of force deter violence

• Professional distaste for force; always a last resort

Hierarchy & Structure

• High value placed on unity of effort—necessary to achieve mandated objectives

• Issues must be raised at the appropriate level; addressing them to someone who does not have decision-making authority is fruitless

• Directing matters to the wrong level can “violate the chain of command”

• Principals should meet early on, agree on principles for inter-operating thereafter

Military culture What we can learn

• Hierarchy is “a necessary evil”

• The chain of command provides order and stability

• All staff are people capable of thinking and reacting appropriately; “We treat all staff equally.”

• Each rank has different capabilities/expectations placed on it; each is given commensurate responsibility and authority. “Employ people in accordance with their capabilities.”

• High value placed on flexibility and independence— essential to achieve mandated objectives

Humanitarian culture

Styles of Communication

• Military life calls for toughness and courage (physical and moral); soldiers seek to embody these traits in the way they relate to each other

Military culture What we can learn

• Overly harsh or critical speech can convey insensitivity—this is professionally distasteful

• Not speaking your mind directly can convey a lack of moral courage—this is professionally distasteful.

• “Conflict-averse” • “Straight talk” valued

• Humanitarian work calls for humanity, respect and compassion; humanitarians seek to embody these traits in the way they relate to each other

• Both sides may need to accustom themselves to different communication styles, learning not to misinterpret cues and even adapting their own message as appropriate

Humanitarian culture

Professional & Personal Qualities

Humanitarians… Military personnel…

• Are passionate about what they do

• Are committed to their work; see it as a kind of service

• Are not “in it for the money”

• Spend much of their lives working in difficult environments

• Endure long separations from family/loved ones

• Often display great courage

• Pride themselves on being “operational”

• Have a strong sense of conscience

• Value a sense of humor in the face of adversity

Humanitarians... Military personnel…

Are passionate about what they do

Are committed to their work; see it as a kind of service

Are not “in it for the money”

Spend much of their lives working in difficult environments

Endure long separations from family/loved ones

Often display great courage

Pride themselves on being “operational”

Have a strong sense of conscience

Value a sense of humour in the face of adversity

Professional & Personal Qualities

Humanitarians... Military personnel…

Are passionate about what they do

Are committed to their work; see it as a kind of service

Are not “in it for the money”

Spend much of their lives working in difficult environments

Endure long separations from family/loved ones

Often display great courage

Pride themselves on being “operational”

Have a strong sense of conscience

Value a sense of humour in the face of adversity

• Despite their differences, humanitarian and military cultures have much in common. Use these commonalities as a point of entry.

What we can learn

Professional & Personal Qualities

What are the positive ways in which the military can support our

operations?

Civilian-Military Interaction

Understanding and communicating with the

military may be essential to the success of your program

However...

Pakistan military helicopters deliver aid in southern Pakistan

What are the potential problems of our association?

US military supervise a food distribution

What are the potential problems of our association?

Let’s take a look at a case study in

Afghanistan...

Provincial Reconstruction Teams (PRTs):

•Joint civil-military cells•Different lines of reporting•Focus on “quick impact projects” (hearts & minds)

What are the potential problems of our association?

• Can compromise neutrality & impartiality of humanitarian staff

• Can blur our role with the military – “the shrinking of humanitarian space”

What are the potential problems of our association?

“Humanitarian assistance operations are helping both the people of Afghanistan and Coalition Forces fight the global war on terror….during a recent mission, the Afghan National Army (ANA) and its coalition mentors provided relief to the Afghan people….in return for their generosity, the ANA asked the elders to provide information to help track down anti-government forces…”

-NATO/ISAF Press Release

“The ADF humanitarian taskforce commander in Pakistan said he did not believe the Taliban threat posed any dangers to Australian workers.”

Extract from The Australian, 26 Aug 2010…

What are the potential problems of our association?

What are the potential problems of our association?

• Can compromise neutrality & impartiality of humanitarian staff

• Can blur the role of the military & humanitarian actors

• Military forces may not share the same goals or priorities

• Can lead to local dependence on the military

Cooperation Coexistence Competition Conflict

Depends on the: •Objectives •Nature of the emergency•Degree of force being used•Degree of consent from the local population•Personalities involved

Range of Interactions

Conclusions

Spend time understanding the military cultures and operating styles at work in your area

Humanitarians should never be forced to work with the military – every environment will require a different solution

Be clear about respective mandates & delineation of responsibilities

In general, try to avoid using military in direct assistance roles

Be aware of the wider impact on your image

Available Guidelines

• IASC, Civ-Mil Guidelines in Complex Emergencies

• Oslo Guidelines

• UNDPKO Capstone Doctrine

• Brahimi Report

• OCHA “To Stay and Deliver”

Questions?