Operation Anaconda: Mission to Destroy the Taliban
Operation Anaconda was an operation that took place in the Shahi-Kot Valley and Arma Mountains of Afghanistan from 2 March 2002 through 18 March 2002. It was a joint mission between U.S. military branches, six other nations, and Afghans led by Major General Franklin L. Hagenbeck. One of the purposes of the mission was to kill or capture al-Qaeda and Taliban forces that were hiding up in the Shai-Kot Valley. The other reasons for the mission was to destroy al-Qaeda foreign fighters, prevent the escape of al-Qaeda foreign fighters, and defeat Taliban forces that continue to resist. The mission was supposed to take a couple of days, but because of bad intelligence, it took almost two weeks. The al Qaeda and Taliban forces were spread over the valley and there were more of them than was originally thought. They were better equipped and had more weapons. So when the fighting started, instead of fleeing to the north like it was originally thought, they stood their ground and fought back. Which led to the operation lasting longer than originally thought. Through dedication and discipline, the U.S. Army and allies fought together and successfully accomplished their mission in driving out the Taliban and al-Qaeda. This mission was accomplished by following the six principles of mission command which are building cohesive teams through mutual trusted, creating shared understanding, providing clear commander's intent, using mission orders, exercising discipline initiative, and accepting prudent risk.
The first principle of mission command was to build a cohesive team through mutual trust. The U.S. military branches, other nations, and Afghans trusted each other to formulate a plan for the operation so that they could reach their goal. A good example of how they trusted each other to accomplish their mission and cover each other was when Afghan commander Zia Lodin had to retreat to Gardez after an ambush. U.S. troops covered the commander's area until those troops were able to come back to the fight.
The second principle of mission command was to create a shared understanding. During this joint operation, all soldiers understood what their mission and priorities where. They understood that their mission was to block in their enemies in on all four sides and capture and or kill the al-Qaeda and Taliban forces. The Afghans knew that they were to lead the attack from the west of the valley and push the enemy to the north. Having the 3rd ID follow behind them to cover their rear. They were also told to avoid civilian casualties, and the rules of engagement were explained.
The third principle of mission command was to provide a clear commander's intent. The commander's intent was to block the Taliban and al Qaeda forces on the west, south, and east and have then fled to the north. Then once they flee to the north, the air assault troops would block all individuals fleeing and capture and or kill them. Troops understood what their tasks and mission was because leaders and commanders put everything out to make sure that everyone knew what they were supposed to do.
The fourth principle of mission command was to use mission orders. Commander made sure all troops understood what role they were taking on the mission. What they were doing to succeed. The plan was to have 300 Afghans along with Special Forces advisor come in from the western side of the valley, and have troops flown in by helicopters on the eastern and southern side of the valley. Then when the enemies would start fleeing to the north of the valley, air assault troops would block their escape and either kill or capture them.
The fifth principle of mission command was to exercise disciplined initiative. Soldiers and Afghans exercised discipline by following their commander's orders. As soon as the plan of action started, it started going wrong, the Afghan forces were ambushed. They kept on fighting and retreating. Even after the second ambush and mortar attack, they did not give up and came back into the fight. Which, this was where the U.S. forces took initiative and pushed in and continued the fight, trying to help and cover for the Afghan forces that retreated.
The sixth principle of mission command was to accept prudent risk. Commanders new that during any operation or fighting, there would always be risks. That Soldier's lives, property, and equipment were at risk. With Operation Anaconda, with all the fighting, The United States only lost eight Soldiers and 50 wounded, while there was hundreds of enemy dead.
Operation Anaconda was a very successful mission that followed the six principles of mission command. Building cohesive teams through mutual trust, creating shared understanding, providing clear commander's intent, using mission orders, exercising discipline initiative, and accepting prudent risk. The joint mission was able to block in the enemy with minimal loss of life or wounded and having hundreds of the enemy killed or leaving the area, leaving it in the control of the U.S. and allied forces. Even with all the incorrect intelligence, the extra forces allying and helping out the enemy forces, the U.S. and its allies still succeeded in successfully completing its mission of driving out or killing the al-Qaeda and Taliban forces from the Valley.
Bibliography
- Fleri, H. H. (2003). Operation Anaconda Case Study.
- Geibel, A. (2002). Operation Anaconda, Shah-i-Khot Valley, Afghanistan, 2-10 March 2002. Retrieved from Army University Press: Operation Anaconda, Shah-i-Khot Valley, Afghanistan, 2-10 March 2002
- Kugler, R. (2007). Operation Anaconda in Afghanistan. Retrieved from DTIC: https://apps.dtic.mil/dtic/tr/fulltext/u2/a463075.pdf
- Naylor, S. (2003, March 2). The Lessons of Anaconda. Retrieved from nytimes: https://www.nytimes.com/2003/03/02/opinion/the-lessons-of-anaconda.html
