Iraq: Learning the Lessons of Vietnam
During Richard Nixon's first term, when I served as secretary of defense, we withdrew most U.S. forces from Vietnam while building up the South's ability to defend itself. The result was a success -- until Congress snatched defeat from the jaws of victory by cutting off funding for our ally in 1975. Washington should follow a similar strategy now, but this time finish the job properly.
MELVIN R. LAIRD was Secretary of Defense
from 1969 to 1973, Counselor to the President for Domestic Affairs from 1973 to 1974,
and a member of the House of Representatives from 1952 to 1969. He currently serves
as Senior Counselor for National and International Affairs at the Reader's
Digest Association.
SETTING THE RECORD STRAIGHT
Richard Nixon was elected in 1968 on the assumption that he had a plan to end the Vietnam War. He didn't have any such plan, and my job as his first secretary of defense was to remedy that -- quickly. The only stated plan was wording I had suggested for the 1968 Republican platform, saying it was time to de-Americanize the war. Today, nearly 37 years after Nixon took office as president and I left Congress to join his cabinet, getting out of a war is still dicier than getting into one, as President George W. Bush can attest.
There were two things in my office that first day that gave my mission clarity. The first was a multivolume set of binders in my closet safe that contained a top-secret history of the creeping U.S. entry into the war that had occurred on the watch of my predecessor, Robert McNamara. The report didn't remain a secret for long: it was soon leaked to The New York Times, which nicknamed it "the Pentagon Papers." I always referred to the study as "the McNamara Papers," to give credit where credit belonged. I didn't read the full report when I moved into the office. I had already spent seven years on the Defense Subcommittee of the House Appropriations Committee listening to McNamara justify the escalation of the war. How we got into Vietnam was no longer my concern. (Although, in retrospect, those papers offered a textbook example of how not to commit American military might.)
The second item was another secret document, this one shorter and infinitely more troubling. It was a one-year-old request from General William Westmoreland to raise the U.S. troop commitment in Vietnam from 500,000 to 700,000. At the time he had made the request, Westmoreland was the commander of U.S. forces there. As soon as the idea had reached the ears of President Lyndon Johnson, Westmoreland's days in Saigon were numbered. Johnson bumped him upstairs to be army chief of staff, so that the Pentagon bureaucracy could dilute his more-is-better philosophy during the coming presidential campaign.
The memo had remained in limbo in the defense secretary's desk, neither approved nor rejected. As my symbolic first act in office, it gave me great satisfaction to turn down that request formally. It was the beginning of a four-year withdrawal from Vietnam that, in retrospect, became the textbook description of how the U.S. military should decamp...
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Public support for the war in Iraq has followed the same course as it did for the wars in Korea and Vietnam: broad enthusiasm at the outset with erosion of support as casualties mount. The experience of those past wars suggests that there is nothing President Bush can do to reverse this deterioration -- or to stave off an "Iraq syndrome" that could inhibit U.S. foreign policy for decades to come.
The Bush administration's new national security strategy gets much right but may turn out to be myopic. The world has changed in ways that make it impossible for the most dominant power since Rome to go it alone. U.S. policymakers must realize that power today lies not only in the might of one's sword but in the appeal of one's ideas.
Can anything -- international mediation, regional collaboration, decentralization, or constitutional negotiations -- save Iraq from a full-fledged civil war and the Bush administration from a foreign policy fiasco?
