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...(See the figure for the TF organization.)
In partnership with the Iraqi civilian and military authorities, TF Danger's mission was "to ensure a secure, stable and self-reliant Iraq ... neutralize anti-Iraqi forces [AIF] and set the conditions for successful national elections."
While in Iraq, TF Danger conducted full-spectrum lethal and nonlethal operations, cleaning out pockets of the insurgency and increasing security for the Iraqi national elections in January 2005. The 1st Infantry Division and TF Danger began redeploying to Germany, Hawaii and other locations in the US in February.
Ed
Q What were the most significant lessons you learned in the second battle of Fallujah [November 2004]?
A One is we have great doctrine. Doctrine tells us to attack the enemy from multiple directions at once very quickly, using the best intelligence you have and the most effective weapons systems available, including close air support [CAS].
It's all about accurate, predictive intelligence, so when you attack, you can do it quickly, precisely, violently and aggressively and be done with it. And that's exactly what TF 2-2 Infantry did in Fallujah and exactly what we did in Samarra, Baqubah, Hawijah, Bayji, Balad and a number of other locations in AO [area of operations] Danger. [TF 2-2 IN was attached to the 7th Regimental Combat Team, 1st Marine Division in I Marine Expeditionary Force for the battle of Fallujah.] TF 2-2 had tanks, Bradleys, Paladins, LRAS[.sup.3] [long-range advanced scout surveillance systems], mortars, joint air--all the systems it needed. [See the article "Task Force 2-2 IN FSE AAR: Indirect Fires in the Battle of Fallujah" by Captain James T. Cobb, et al, in the March-April edition.]
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At the same time, in this kind of full-spectrum operation, you don't want to kill or injure innocent people. For every one you kill or injure, there are hundreds who are related through the complex Iraqi tribal system. So it's tough work. Precision is important.
The division structure as we know it today with its three division command posts, brigade combat teams [BCTs], Div Arty [division artillery], DIVENG [division engineers], DISCOM [division support command] and separate battalions, is very good--the 1st Infantry Division has yet to become modular. We've moved from an analog headquarters to a digital headquarters and have many collaborative tools, although we need more. The sheer elegance of this division headquarters is its flexibility, redundance and agility to task organize on-the-move--with its phenomenal Abrams tanks, Bradley fighting vehicles, Apaches and Paladins. The key is great Soldiers with solid doctrine and equipment. We have all three.
Lesson Number Two learned in Samarra: Before the first shot is fired, you must be postured to finish the stabilization and reconstruction process in the final phase. You must be postured to fix what you broke so you can change people's attitudes and give them an alternative to the insurgency. You've got to have the reconstruction money lined up, know what the projects are going to be and have empowered commanders at the company, battalion and brigade levels to make a difference quickly.
Q What were the most significant lessons you learned in Samarra [October 2004]?
A Now Samarra is a tremendous case study--we could talk about Samarra for hours. In Samarra, five US battalions and...
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