Thomas E. Ricks documents the war in Iraq

Excerpted from "The Gamble: General Petaeus and the American Military Adventure in Iraq, 2006-2008" by Thomas Ricks. Reprinted by arrangement with The Penguin Press, a member of Penguin Group (USA), Inc. Copyright (c) February, 2009.

The Hardest Step
The surge really began even before the first of the surge brigades arrived. That may sound paradoxical but isn’t, because the surge was more about how to use troops than it was about the number of them. The first new brigade wouldn’t fully arrive until February, but as the bombings increased in January, the 1st Cavalry Division, which already was in the country, escalated its efforts to protect the population, seeking new ways to protect markets, neighborhoods, main roads, and bridges, said Col. Tobin Green, the division’s chief of operations, and a friend and former student of Eliot Cohen. “I believe that was a turning point,” Green said, “a visible sign of commitment to protecting the Iraqi people.”

Moving American soldiers from big isolated bases and into new posts of 35 men (if platoon- sized) to around 100 (if manned by a company) located in vacant schoolhouses, factories, and apartment buildings in Baghdad’s neighborhoods was the hardest step. Essentially, U.S. forces were sallying out to launch a counteroffensive to retake the city.

Seeking to translate the strategy into operational and tactical sense, Odierno was looking downward, monitoring the adjustments of subordinates from division commanders to platoon leaders. “That’s especially difficult with units that were already there,” recalled Keane, his mentor. “He was transitioning those forces from a very defensive strategy to an offensive strategy.” On top of that, having only the minimum amount of troops that he and Keane thought he needed, Odierno began to move them around in order to maximize their effectiveness. “He took risks,” Keane said. “The easy thing would have been to put all the surge brigades into the city.” Instead, following the “What would Saddam do?” approach, Odierno put much of his combat power outside the capital. This was the biggest difference between Odierno’s plan and the one Keane and Kagan had pulled together at the American Enterprise Institute. Eventually, he would split his total available combat power evenly between the city and its surroundings, with six brigades in each.

In February, the 2nd Brigade of the 82nd Airborne Division, the first official surge brigade, was sent into eastern Baghdad. Over the next several weeks, 19 new outposts were established across Baghdad. “Get out of your Humvees, get out of your tanks, your Brads, and walk around,” Army Maj. Joseph Halloran, an artillery officer, later summarized. “Stop commuting to war. . . . The concept of a super FOB [forward operating base] is more damaging to the war effort than any Abu Ghraib or Haditha incident could ever be.”

The first days were surprisingly violent, with an average of almost 180 attacks a day on U.S. forces. “That was the battle of Baghdad,” Petraeus said looking back 18 months later. “It was just very very difficult, very very hard.” During February 2007, Baghdad suffered an average of more than one car bomb attack a day. Between late January and late February, at least eight U.S. helicopters were shot down.

In March, the second surge unit, the 4th Brigade of the 1st Infantry Division, began operations in western Baghdad. One skeptical soldier from the Big Red One told a reporter that he didn’t expect the new approach to work. “It’s getting worse and worse,” he explained to the Washington Post’s Joshua Partlow. “They don’t even respect us anymore. They spit at us, they throw rocks at us. It wasn’t like that before.” In some Shiite neighborhoods, units were greeted by stacked loudspeakers blaring the chants of the Jaysh al- Mahdi, Moqtada al- Sadr’s militia. In Sunni neighborhoods that had been ethnically cleansed, patrolling soldiers often found piles of executed bodies and vacant houses with blood smeared on the walls.

This is how the operations officer for a battalion operating in southwest Baghdad recalled that time to a researcher for the official Center for Army Lessons Learned:

When we first moved into the AO [area of operations], it was house- to- house clearing, and fighting most of the way. It took months before we could drive more than halfway north through the mulhullas without hitting multiple IEDs and taking fire. It got so bad that we twice had to turn over part of our battlespace to Strykers [wheeled armored vehicles]. We focused on establishing a foothold by clearing house by house and holding with a 24x7 presence. Then we began establishing our HUMINT [human intelligence] sources, pulling out bad guys, and building relationships with the people. We also focused on splitting the insurgency. It was composed of two main groups. First were the local mujahadin, who were truly concerned about protecting the neighborhood from the Shiite Militias, particularly Jaysh al- Mahdi (JAM). They were generally actually concerned with the people. The second element was Al- Qaeda in Iraq (AQI). The people were getting tired of all the violence in the neighborhoods, of things blowing up and getting innocents killed. Every time something happened, we’d say “AQI did this too you. Why do you allow it?” When we lost people, we’d stay restrained and not seek engeance.

The first task was simply surviving. “Our first two weeks were tough,” Lt. Jacob Carlisle, a platoon leader, later said. “We had to clear every day, and we got hit every day.” Indeed, in June, he would be shot in the thigh and hit by shrapnel in the face and arm.

Not all soldiers liked the shift into the population. “My platoon sergeant came to Iraq with the idea that we were going to hide for fifteen months and all come back alive,” recalled Lt. Schuyler Williamson of the 1st Cavalry Division. “When I told him that we were not going to do that, he said I was going to get my soldiers killed.” The balky sergeant eventually was reassigned, Williamson added.

Lt. Col. Crider led his cavalry squadron into the Doura neighborhood in southern Baghdad and lost three soldiers in one week. “We did not know who was responsible for these attacks, and no one would tell us anything,” he recalled. “Our partnered National Police unit was no help as the residents of Doura, our predominantly Sunni neighborhood, hated them.” In fact, he remembered, the locals referred to the police as “the militia.” Bringing them into the neighborhood was seen as a hostile act.

“Doura was a meatgrinder,” recalled Command Sgt. Maj. Marvin Hill. When Baker Company, a unit in the 2nd Infantry Division, moved into there, it was greeted with “constant enemy small- arms fire, IED, RPG, and grenade attacks, often surprisingly coordinated,” recalled Lt. Tim Gross, a platoon leader. Baker began by spending three nights using shovels, screwdrivers, and tire irons to remove 18 “ deep- buried” bombs in its area. The soldiers lied to the locals that they knew where all the bombs were because they had so many local sources of information. “We don’t need any more information because we had hundreds of people cooperating,” was the bluff, as Capt. Jim Keirsey, Baker’s commander, recalled it. In fact, they began with almost no information from the people of the area, who had felt abused by Iraqi police operating in the area. Indeed, Baker later would ban the most abusive of the police, the militia- infested National Police, from entering the neighborhood.

Despite being attacked constantly, Baker Company, with roughly 125 men, began conducting patrols around the clock. It tried to be precise in the use of force. “Shooting the right guy teaches the enemy and population that evil has consequences,” Keirsey wrote. “The corollary is that a poor shot—one that hits an innocent person or leads to collateral damage—is worse than not shooting at all.”

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