Leonard Casiple, Gary Harrington, and Benjamin Gilad
Introduction
The three tribes of US Army Special Operations (Special Forces, Civil Affairs, and Psychological Operations) operate in ambiguous environments that escape the predictability of a fixed architecture. Although few in numbers, “advantages [,] … are not a numerical superiority, but include intangible factors such as morale, security, speed, surprise, and level of training” (Special Forces Detachment Mission Planning Guide, 2020). “As masters of Irregular Warfare … our role in competition will be crucial to set the conditions for success” (1st Special Forces Command – Airborne, 2021, italics added).
Viewing UW as competition rather than war changes the concept of “winning.” Placing competition as a central issue, SOF competes for the minds of the civilian population against a myriad of forces, including pro-government and anti-government groups (guerrilla, terrorist, militias, etc).
This view is radically different than a conventional perspective on low-intensity conflict via military lens only. It will force SOF to think “outside the box”. Being unconventional requires first and foremost thinking unconventionally.