In Afghanistan, small groups of Civil Affairs forces are creating positive changes by engaging local leaders and citizens to ascertain what the locals think their needs are and then assisting them to meet them. Despite the apparent simplicity of that task, it represents a movement away from a cookie-cutter approach that has been shown to waste effort and produce frustration for the populace.

Last fall, the JFK Special Warfare Center and School created the Language and Culture Division within its existing Directorate of Special Operations Education. The new division will allow us to place additional emphasis on training in languages and culture. The new division is responsible not only for training in language and culture within SWCS but also for developing sustainment and enhancement training in those disciplines for units throughout the Army Special Operations Command.

Although Army special-operations forces excel in people-centric operations, we cannot assume that the training we are providing or that the people we are training will be suited for all situations. By teaching our Soldiers the importance of working with the people and by giving them the language and culture skills that will allow them to hear and truly understand what the people are saying, we can prepare them for success, but it is not guaranteed.

Experience has shown that because of the fluid nature of hybrid threats, it is more important to teach people how to think than to teach them what to think. We will soon have selection and assessment for candidates for Civil Affairs and Psychological Operations, similar to what we are already doing for Special Forces. We must ensure that our training will continue to emphasize the adaptability and quick thinking that are always necessary when dealing with people.


Major General Thomas R. Csrnko