The defining principle of the Pentagon's new National Defense Strategy is balance. The United States cannot expect to eliminate national security risks through higher defense budgets, to do everything and buy everything. The Department of Defense must set priorities and consider inescapable tradeoffs and opportunity costs.
The strategy strives for balance in three areas: between trying to prevail in current conflicts and preparing for other contingencies, between institutionalizing capabilities such as counterinsurgency and foreign military assistance and maintaining the United States' existing conventional and strategic technological edge against other military forces, and between retaining those cultural traits that have made the U.S. armed forces successful and shedding those that hamper their ability to do what needs to be done.
The United States' ability to deal with future threats will depend on its performance in current conflicts. To be blunt, to fail -- or to be seen to fail -- in either Iraq or Afghanistan would be a disastrous blow to U.S. credibility, both among friends and allies and among potential adversaries.
In Iraq, the number of U.S. combat units there will decline over time -- as it was going to do no matter who was elected president in November. Still, there will continue to be some kind of U.S. advisory and counterterrorism effort in Iraq for years to come.
In Afghanistan, as President George W. Bush announced last September, U.S. troop levels are rising, with the likelihood of more increases in the year ahead. Given its terrain, poverty, neighborhood, and tragic history, Afghanistan in many ways poses an even more complex and difficult long-term challenge than Iraq -- one that, despite a large international effort, will require a significant U.S. military and economic commitment for some time.
It would be irresponsible not to think about and prepare for the future, and the overwhelming majority of people in the Pentagon, the services, and the defense industry do just that. But we must not be
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