H/T Jeff Anderson.
H/T Jeff Anderson.
A $10 million parts contract in one congressional district builds one representative’s support. Two $5 million contracts in two districts are twice as good, and better all around would be three contracts at $3 million apiece. Every participant in the military-contracting process understands this logic: the prime contractors who parcel out supply deals around the country, the military’s procurement officers who divide work among contractors, the politicians who vote up or down on the results. In the late 1980s, a coalition of so-called cheap hawks in Congress tried to cut funding for the B-2 bomber. They got nowhere after it became clear that work for the project was being carried out in 46 states and no fewer than 383 congressional districts (of 435 total). The difference between then and now is that in 1989, Northrop, the main contractor for the plane, had to release previously classified data to demonstrate how broadly the dollars were being spread.
It looks like leaders of global terrorist organizations like al-Qaeda could benefit from lessons in organizational theory and on the theory of the firm. As William McCants argues in Foreign Affairs, it looks like al-Qaeda may have expanded too fast under its current leader Ayman al-Zawahiri, thereby resulting in the HQ’s loss of control over its subsidiaries, franchises and affiliates in the Middle East, Somalia and the Maghreb.
As the political scientist Jacob Shapiro observes in his new book, The Terrorist’s Dilemma, all terrorist groups suffer from infighting for one basic reason. If they want to achieve their goals and to avoid being captured or killed, leaders of secretive violent organizations have to give their commanders in the field some measure of autonomy. When the field commanders become too independent, the leadership attempts to rein them in through various bureaucratic measures.
Without a doubt, Zawahiri is trying to rein in his unruly affiliates. What is striking is that Zawahiri created much of the problem himself by trying to expand al Qaeda too broadly. The one affiliate that Zawahiri did not push into a new arena of jihad, the Yemen-based al Qaeda in the Arabian Peninsula, has, unsurprisingly, avoided infighting. Zawahiri has now allegedly appointed AQAP’s leader, Nasser al-Wuhayshi, as al Qaeda’s ”general manager” and thus his eventual successor. Zawahiri had little choice but to promote from the ranks of AQAP, given the current disarray across the rest of al Qaeda.
But the organizational woes of al-Qaeda and affiliates should not give comfort to the global community. As McCants reminds us in his conclusion, dealing with a centralized terror group with an address (or quasi address) is better than trying to fend off lots of competing franchises [see here]:
Zawahiri’s knack for creating factions and his unwillingness to part with them when they misbehave could help al Qaeda’s opponents blame the entire organization for the atrocities committed in its name. Over time, perhaps the bloody collage will dampen enthusiasm for joining al Qaeda and even horrify its members. But in the near term, Zawahiri’s poor management is not necessarily a boon to the United States and its allies. The various factions of a once-unified al Qaeda could compete with one another over which group can mount the biggest attack on the West. Whatever the case may be, Zawahiri’s inability to manage al Qaeda’s sprawling organization offers a preview of the infighting to come after his inevitable death.
Anyone know a good paper with a principal-agent analysis of terror organizations?
In light of the ongoing civil war in South Sudan, Chris Blattman posed the question of whether the West should have governed South Sudan. My simple answer is that neotrusteeship would not have helped much with regard to long-term institutional stability in South Sudan, for the following reasons:
In my view the talk about neotrusteeship as the solution to weak state institutions is an attempt to avoid the ugly face of the state-building process. No one likes paying taxes to another dude who uses it to buy a private jet. Throughout human history states have been imposed on people against their will, most of the time with force. The challenge in South Sudan is not that the leaders had not learned how to govern efficiently, and therefore all we need to do is train them for a few years, but rather that Kir did not have the capacity and full control over the army to credibly deter Machar and his allies from attempting to take power by force.
Put differently, state-building is not value-neutral because it requires the threat or actual use of force, which implies the taking of sides. The logics of local insatiability and time inconsistent preferences dictate that chaps will always want to reorganize existing institutional arrangements. The only thing that prevents them from doing so – from Denmark to CAR – is the difference in the costs of doing so. Even in democracies, people are restricted on how often they can throw out their elected leaders, with a credible threat of the use of force in place to make sure that people obey and accept the outcome of elections [PLEASE read Terry Moe on power and political institutions]. Democratic state-building (the means most preferred on account of our 21st century sensibilities) in the context of weak or severely truncated coercive capacity is very hard.
Seen this way, neotrusteeship can only be useful in the short-term to prevent mass atrocities, the creation of safe heavens for transnational terror networks, and provide an environment for a less violent process of institutional development. But it certainly cannot generate the state institutions required for long-term political stability.
I definitely appreciate the need for international assistance in the process of building institutions in young states. But with regard to strategies of long-term state-building I tend to lean more toward Jeremy Weinstein’s idea of “autonomous recovery” which stresses the need to identity and understand
“internal processes of change that give rise to successful state-building, the conditions under which these internal mechanisms are likely to work, and the lessons international actors can draw from autonomous recovery for efforts to bring conflict to an end. Although it may be difficult to accept, one of the key lessons is that sometimes it makes sense not to intervene, or to intervene actively on behalf of one side.
To echo Weinstein:
……….. The durable resolution of the world’s civil wars will depend to a large degree on how quickly international actors incorporate the lessons of history into current strategies. To reconstitute states with governments capable of projecting power, the international community must be prepared to identify and recognize legitimate and effective governance (in whatever form it takes). And if the political change that war produces is to survive the end of the fighting, international actors must develop new approaches to both support and constrain the winners as they consolidate power in the aftermath of conflict.