This book examines the complex practice of counter-insurgency warfare through the prism of the British experiences of irregular war in the post-war era, from Malaya up to the current Iraq war.

Controversial new history of counterinsurgency which challenges its claims as an effective strategy of waging war.

"Conflict of Myths is an in-depth devastating critique of how the U.S. government and its military services approached and misconceived the problems of guerilla warfare and counterinsurgency conflict in general, and in Vietnam in particular. It is also a first-rate overview built on original sources of how military institutions make and revise strategic doctrine. Finally, it is a concise treatment of the nature of pre-Vietnam, twentieth-century low-intensity military conflict which will be a useful starting point for both scholars and practitioners interested in the subject." —David A. Rosenberg,Department of Strategy,Naval War College "This brilliant new book offers a plausible explanation for American military strategy in Vietnam, particularly the bombing efforts along the Ho Chi Minh Trail, the Rolling Thunder Campaign in North Vietnam and explains why we trained, structured, and equipped the South Vietnamese Army in the American image. Cable offers not only solid research, but also considerable insight and a marvelous writing style. It is most encouraging to find a scholar concerned with national security affairs who is willing to do solid research on a difficult subject. Cable has tackled a difficult, emotion-laden subject crucial to the most likely future conflicts that may draw American involvement. Must reading!" —Colonel Dennis Drew,Director, Airpower Research Institute,Air University

The first book of its kind, Hearts and Minds is a scathing response to the grand narrative of U.S. counterinsurgency, in which warfare is defined not by military might alone but by winning the "hearts and minds" of civilians. Dormant as a tactic since the days of the Vietnam War, in 2006 the U.S. Army drafted a new field manual heralding the resurrection of counterinsurgency as a primary military engagement strategy; counterinsurgency campaigns followed in Iraq and Afghanistan, despite the fact that counterinsurgency had utterly failed to account for the actual lived experiences of the people whose hearts and minds America had sought to win. Drawing on leading thinkers in the field and using key examples from Malaya, the Philippines, Vietnam, El Salvador, Iraq, and Afghanistan, Hearts and Minds brings a long-overdue focus on the many civilians caught up in these conflicts. Both urgent and timely, this important book challenges the idea of a neat divide between insurgents and the populations from which they emerge—and should be required reading for anyone engaged in the most important contemporary debates over U.S. military policy.

A searing indictment of US strategy in Afghanistan from a distinguished military leader and West Point military historian—“A remarkable book” (National Review). In 2008, Col. Gian Gentile exposed a growing rift among military intellectuals with an article titled “Misreading the Surge Threatens U.S. Army’s Conventional Capabilities,” that appeared in World Politics Review. While the years of US strategy in Afghanistan had been dominated by the doctrine of counterinsurgency (COIN), Gentile and a small group of dissident officers and defense analysts began to question the necessity and efficacy of COIN—essentially armed nation-building—in achieving the United States’ limited core policy objective in Afghanistan: the destruction of Al Qaeda. Drawing both on the author’s experiences as a combat battalion commander in the Iraq War and his research into the application of counterinsurgency in a variety of historical contexts, Wrong Turn is a brilliant summation of Gentile’s views of the failures of COIN, as well as a trenchant reevaluation of US operations in Afghanistan. “Gentile is convinced that Obama’s ‘surge’ in Afghanistan can’t work. . . . And, if Afghanistan doesn’t turn around soon, the Democrats . . . who have come to embrace the Petraeus-Nagl view of modern warfare . . . may find themselves wondering whether it’s time to go back to the drawing board.” —The New Republic

Armies are invariably accused of preparing to fight the last war. Nagl examines how armies learn during the course of conflicts for which they are initially unprepared in organization, training, and mindset. He compares the development of counterinsurgency doctrine and practice in the Malayan Emergency from 1948-1960 with that developed in the Vietnam Conflict from 1950-1975, through use of archival sources and interviews with participants in both conflicts. In examining these two events, he argues that organizational culture is the key variable in determining the success or failure of attempts to adapt to changing circumstances. Differences in organizational culture is the primary reason why the British Army learned to conduct counterinsurgency in Malaya while the American Army failed to learn in Vietnam. The American Army resisted any true attempt to learn how to fight an insurgency during the course of the Vietnam Conflict, preferring to treat the war as a conventional conflict in the tradition of the Korean War or World War II. The British Army, because of its traditional role as a colonial police force and the organizational characteristics that its history and the national culture created, was better able to quickly learn and apply the lessons of counterinsurgency during the course of the Malayan Emergency. This is the first study to apply organizational learning theory to cases in which armies were engaged in actual combat.

This monograph holds that an aura of mythology has surrounded conventional academic and military perceptions of British performance in the realm of irregular warfare. It identifies 10 myths regarding British counterinsurgency performance and seeks to puncture them by critically assessing the efficacy of the British way of counterinsurgency from the much-vaunted, yet over-hyped, Malayan Emergency to the withdrawal of combat troops from Iraq in 2009. It challenges perceptions of the British military as an effective learning institution when it comes to irregular warfare and critically assesses traditional British counterinsurgency strategic maxims regarding hearts and minds and minimum force.