The Sept. 11, 2001, terrorist attacks on the United States were a watershed in U.S. history. Though terrorist attacks on the American homeland and its global assets were not unique, they were neither common nor large scale.

The 9/11 attacks prompted a U.S. counterattack in fall 2001 against Afghanistan, which was the haven and training ground for the 19 Al Qaeda terrorists who had hijacked the four commercial airliners that claimed nearly 3,000 lives. Then, in spring 2003, came the invasion of Iraq for numerous reasons, most of all for allegedly developing and possessing weapons of mass destruction.

Though U.S.-led international military operations against Afghanistan and Iraq were initially successful and generally conventional in nature, occupation of both countries without full conquest of either one quickly inspired insurgency, often supported by international terrorist organizations. This shift led the American military to formulate counterinsurgency (COIN) doctrine to guide its ground forces primarily.

COIN required complex and nuanced operations directed at defeating the insurgents while rebuilding both countries as independent and secure states. TRADOC’s role in the roughly twenty years of the Global War on Terrorism involved training Soldiers for duty, principally in Southwest Asia and the Middle East, and convening the experts who produced the first formal Army doctrinal manual for conducting counterinsurgency operations since the Vietnam War.

After Vietnam and TRADOC’s establishment in July 1973, the U.S. Army largely abandoned its traditional experience with insurgency and counterinsurgency, dating all the way back to the American War of Independence. After the 1973 Arab-Israeli War, the Army focused instead on the activities and programs associated with the Europe-focused AirLand Battle and the Big 5 materiel developments.

Now faced with the need from 2003 onward to defeat robust insurgencies, the Army, with TRADOC leading and with significant contributions from the U.S. Marine Corps, began to resurrect, revise, and reissue counterinsurgency doctrine.

Along the way as a stopgap measure, the Ft. Leavenworth, Kansas-based U.S. Army Combined Arms Center published Field Manual-Interim 3-07.22, Counterinsurgency Operations, in October 2004, with a scheduled expiration two years hence.

Then-Lieutenant General William S. Wallace, later the 12th TRADOC Commanding General, commanded CAC, which oversaw most of the Army’s service schools and wrote the bulk of the service’s doctrine. The changes initiated by the new counterinsurgency manual ultimately resulted in a cascade of updated doctrinal publications, including capstone doctrine, all reflecting the experiences of recent combat operations.

In September 2005, then-Lieutenant General David H. Petraeus assumed the duties of CAC Commanding General. Petraeus possessed extensive counter-terrorism experience in Bosnia about the time of the 9/11 attacks and later while commanding the 101st Airborne Division during and after the Iraq invasion.

Right away, Petraeus engaged both his USMC GWOT colleague, then-Lieutenant General James N. Mattis, commanding the Marine Corps Combat Development Command, and his West Point classmate, retired Army Lieutenant Colonel Dr. Conrad C. Crane, then-Senior Historian at the U.S. Army War College’s Strategic Studies Institute.

Starting in mid-February 2006 in a conference at CAC, Dr. Crane led the writing team composed of experts from the military, academia, and the private sector and served as the principal author for the Army’s effort quickly to research, write, publish, and distribute the seminal December 2006 joint Army-USMC FM 3-24/Marine Corps Warfighting Publication 3-33.5, Counterinsurgency. The manual served for the next eight years as the Army’s guidepost for conducting GWOT counterinsurgencies.

Rooted in both historical study and contemporary experience, the manual drew immediate worldwide attention for many reasons, including its counterintuitive yet utilitarian “Paradoxes of Counterinsurgency Operations,” which included such strictures as “Sometimes Doing Nothing Is the Best Reaction,” “Many Important Decisions Are Not Made by Generals,” and numerous others.

In May 2014, the Army and USMC released the next and still current joint edition of FM 3-24/MCWP 3-33.5, now retitled Insurgencies and Countering Insurgencies, which builds on the 2006 version and casts counterinsurgency within the larger context of a range of military operations.

By TRADOC Military History and Heritage Office

(Photo Credit: Photo by Doug Ware, Courtesy of Stars and Stripes, all rights reserved)

WASHINGTON — On July 1, 2023, the U.S. Army and the nation celebrated the 50th Anniversary of the all-volunteer force. For half a century, the call to serve has been answered with Americans making the choice to represent the highest ideals of service and patriotism through military service.

“This year is the 50th anniversary of the all-volunteer force,” said Secretary of the Army Christine Wormuth during the Army’s Birthday Festival. “That is 50 years of selfless service, 50 years of Soldiers from all walks of life volunteering to realize their potential, 50 years of Soldiers being all they can be.”

In 1973, the Nixon administration announced the U.S. military would fill its ranks exclusively with Americans that made the choice to serve rather than with draftees. Prior to 1973’s all-volunteer force, a near-continuous conscription began with President Franklin D. Roosevelt’s activation of the nation’s first peacetime draft in support of World War II. That first draft, between November 1940 and October 1946, enlisted over 10 million Americans. The draft was again re-adopted in 1948 and continued to exist until it was officially halted on July 1, 1973.

(Photo Credit: Photo by Warren Leffler, courtesy of the Library of Congress)

The Army started working on developing the all-volunteer force well before the draft ended. According to Nicholas Torre, an Army Historian with the U.S. Army Center of Military History, in April 1971, a transitionary program called VOLAR, named for the new Volunteer Army Program, was successfully implemented at select bases. VOLAR was an experiment designed to increase retention rates and morale among Soldiers and to attract those who wanted to serve. The results were promising. For example, reforms at Fort Carson that aligned with the principles of VOLAR resulted in a 45% increase of reenlistments.

“VOLAR and accompanying initiatives sought to rectify the ills of the Vietnam-era draft-dependent Army,” said Torre. The Army wanted to find ways to increase discipline and morale as it moved towards an all-volunteer force. That included improving work environments by focusing on three areas: Army professionalism, day-to-day quality of life and addressing contextual social problems like race-related and drug abuse issues. Today, at the close of the Global War on Terror and with recruitment presenting challenges, there are parallels shared between the inception of the all-volunteer force and the present state. For instance, the U.S. Army’s continues to be a diverse force and a place for equal pay and treatment.

“Our Soldiers, from the newest E-1 to the most experienced generals come from all over the country, from many different backgrounds, from multiple demographics, races and ethnicities. And while our Soldiers are as diverse as the nation they serve, we have seen throughout our history that we are strongest when we serve together. At the end of the day, what unites us is our shared Army values. That and our collective mission to fight and win the nation’s wars,” said Wormuth.

Our diverse force continues to be united by a common mission, but the U.S. Army has also evolved over the last 50 years. Under the draft system, draftees usually served for two years. Today enlistments vary depending on each Soldier’s training and career path. Today’s Army offers more complex education and training for over 200 career paths. New innovations in training such as the Holistic Health and Fitness, new approaches towards mental readiness, sleep readiness, physical readiness and spiritual readiness are telling of how today’s Army is prioritizing setting up Soldiers for readiness and success.

“No other organization can bring out the best in people like the United States Army,” Chief of Staff of the U.S. Army Gen. James C. McConville remarked at the Army’s Birthday Festival.

Wormuth succinctly expressed what’s at the core of encouraging and celebrating Americans who choose to serve in an Army of possibilities, “The strength of our total Army has always been and will always be, our people.”

By Corinne Dionisio