Our senior officers knew the war was going badly. Yet they bowed to groupthink pressure and kept up pretenses. ...Many of my generation, the career captains, majors, and lieutenant colonels seasoned in that war, vowed that when our turn came to call the shots, we would not quietly acquiesce in halfhearted warfare for half-baked reasons that the American people could not understand.

Baghdad fell on April 9, 2003, Hussein and his regime were brought down, we declared "Mission Accomplished" and celebrated victory . . . and chaos erupted. We did not assert control and authority over the country, especially Baghdad. We did not bring with us the capacity to impose our will. We did not take charge. And Iraq did not in a few weeks magically transform itself into a stable nation with democratic leaders. Instead a raging insurgency engulfed the country.

Politics is different, because the mission is always to get the necessary votes. A good politician goes through everything in terms of mission and vision, and resourcing, but at the end of the day politicians have to make compromises in order to achieve consensus.

That's why the army sends all its future generals to what we call "charm school." As soon as you are a general, people think that you know everything. You think yourself that you have become omniscient and omnipotent. Be careful, because people want to do everything they can to please the general, and you need to guard against this.

There is no suggestion of regime change; quite the contrary, this is an initiative to help people and to help governments who are inclined toward change.

You can be sure that the American spirit will prevail over this tragedy.

Give me the right people and I don’t much care what organization you give me. Good things will happen. Give me the wrong people and it doesn’t matter what you do with the organization. Bad things will happen.