Officially, IJC was founded in late 2009 to coordinate operations among all the regional commands in Afghanistan. More likely it was founded to provide some general a three-star command. Starting with a small group of dedicated and intelligent officers, IJC has successfully grown into a stove-piped and bloated organization, top-heavy in rank. Around here you can't swing a dead cat without hitting a colonel.
For headquarters staff, war consists largely of the endless tinkering with PowerPoint slides to conform with the idiosyncrasies of cognitively challenged generals in order to spoon-feed them information. Even one tiny flaw in a slide can halt a general's thought processes as abruptly as a computer system's blue screen of death.
The ability to brief well is, therefore, a critical skill. It is important to note that skill in briefing resides in how you say it. It doesn't matter so much what you say or even if you are speaking Klingon.
Random motion, ad hoc processes and an in-depth knowledge of Army minutia and acronyms are also key characteristics of a successful staff officer. Harried movement together with furrowed brows and appropriate expressions of concern a la Clint Eastwood will please the generals. Progress in the war is optional.
Each day is guided by the "battle rhythm," which is a series of PowerPoint briefings and meetings with PowerPoint presentations. It doesn't matter how inane or useless the briefing or meeting might be. Once it is part of the battle rhythm, it has the persistence of carbon 14.
And you can't skip these events because they take roll -- just like gym class.
The start and culmination of each day is the commander's update assessment. Please ignore the fact that "update assessment" is redundant. Simply saying commander's update doesn't provide the possibility of creating a three-letter acronym. It also doesn't matter that the commander never attends the CUA.
The CUA consists of a series of PowerPoint slides describing the events of the previous 12 hours. Briefers explain each slide by reading from a written statement in a tone not unlike that of a congressman caught in a tryst with an escort. The CUA slides only change when a new commander arrives or the war ends.
The commander's immediate subordinates, usually one- and two-star generals, listen to the CUA in a semi-comatose state. Each briefer has approximately 1 or 2 minutes to impart either information or misinformation. Usually they don't do either. Fortunately, none of the information provided makes an indelible impact on any of the generals.
Believe it or not, this excerpted version of the article doesn't even cover half of the hammering that IJC takes. And trust us, it's not just the IJC that acts like this.
By: Brant
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