Managing Transitions in the Military David Chuter.

24
Managing Transitions in the Military David Chuter

Transcript of Managing Transitions in the Military David Chuter.

Page 1: Managing Transitions in the Military David Chuter.

Managing Transitions in the

Military

David Chuter

Page 2: Managing Transitions in the Military David Chuter.

Who am I? Well …• I’ve worked in the UK Ministry of Defence since 1976.

• I’ve worked extensively with other governments around the world.

• I’m working for the French MoD in Paris at the moment.

• I’ve thought, written and lectured a lot about security sector issues.

Page 4: Managing Transitions in the Military David Chuter.

Two General Points

•I am not speaking on

behalf of any government.

•Most of what I say is

based on personal

experience.

Page 5: Managing Transitions in the Military David Chuter.

A Few General Principles

•Defence reforms take place in different ways for different reasons.

•There are no simple “before” and “after” models.

•Defence reform has to support wider political objectives.

•Let’s take these in turn.

Page 6: Managing Transitions in the Military David Chuter.

Defence Reforms

• Defence forces exist to underpin the domestic and foreign policies of a state with violence or the threat of violence.

• And they have to be managed in ways that respect the norms of a parliamentary democracy.

• Therefore …

Page 7: Managing Transitions in the Military David Chuter.

Defence Reforms ….

… are about making sure that the military are providing security, and contributing to the security policies of the government, and doing so in ways that respect democratic political norms.

Page 8: Managing Transitions in the Military David Chuter.

Three Broad Types • Adaptation - a continual

process.

• Reform – a discontinuity.

• Transformation – a complete and

total change.

Post –conflict situations can Post –conflict situations can

involve all of these. involve all of these.

Page 9: Managing Transitions in the Military David Chuter.

No Simple Models

•Circumstances can vary greatly.

•Words can mean different things in different contexts.

•Avoid elaborate lists.•Don’t try to do everything at once.

Page 10: Managing Transitions in the Military David Chuter.

Reform of the Security Sector is often thought to be a

necessary part of post-conflict

reconstruction. This isn’t always true. It depends on what the causes of the war were, and what the post-conflict situation

is.

Page 11: Managing Transitions in the Military David Chuter.

Military reform does not necessarily mean force

reductions.

•Armies do not necessarily cause wars .

•More normally, wars cause armies.

• Where security is weak, there will be conflict.

Page 12: Managing Transitions in the Military David Chuter.

Wider Objectives

•Military reform is not an end in itself.

•It must contribute to security and stability in practical terms.

•Political factors may influence how it is applied.

Page 13: Managing Transitions in the Military David Chuter.

Two Broad Types of Situation

•Simple, where the military have simply been fighting an international or civil war.

•Complex, where the military may themselves have been part of the problem.

Page 14: Managing Transitions in the Military David Chuter.

The Military After War•Return to peacetime force levels.

•Demobilisation etc.•Need for post-war planning. •Reduction in importance of defence …

•… if peace is permanent.

Page 15: Managing Transitions in the Military David Chuter.

The Military and Political Transitions. •Depends on role the military have played.

•The military can have considerable public support.

•The new political leadership may itself be corrupt, incompetent or compromised.

Page 16: Managing Transitions in the Military David Chuter.

The whole issue of political control,

subordination etc. is extremely complex and very sensitive. It’s

very easy to get wrong.

Page 17: Managing Transitions in the Military David Chuter.

The Military and Politics

•The military almost never takes power as such.

•It usually aligns itself with other forces.

•It may not be united. •It may act progressively.•Motives vary enormously.

Page 18: Managing Transitions in the Military David Chuter.

The Military in Power

• May be in a dominant position…

• Or a very weak one.

• So formulas about “political subordination” have to be handled very carefully. They could mean all the wrong things.

Page 19: Managing Transitions in the Military David Chuter.

What do we Want?

A military which willingly puts itself at the service of an elected government, as part of the resources of the state available to

implement government policies.

Page 20: Managing Transitions in the Military David Chuter.

Which Means in Practice ..

•The political leadership takes responsibility, credit, blame and therefore the final decisions.

•The military (and civilian officials) give advice and ultimate consent.

Page 21: Managing Transitions in the Military David Chuter.

How Do We Get There?

• The government must be legitimate and behave honestly.

• No politicisation of the military.

• Aim for mutual respect. • Strengthen civilian competence.• Don’t forget the Military actually have real roles.

Page 22: Managing Transitions in the Military David Chuter.

How do we handle the Military?

• Not all the same – resist clichés.• Tend to be patriotic and goal-oriented. “What’s the mission?”

• Clear roles and tasks. Lots to do. • Create a good environment.• Avoid triumphalism and revenge.

Page 23: Managing Transitions in the Military David Chuter.

How do we handle the Military? (2)

•Triage. Don’t fight unnecessary battles.

•Use ambition. •Normalisation therapy. •Take it step by step.

Page 24: Managing Transitions in the Military David Chuter.

Thank you

Questions and comments?