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One of Japan's most effective leaders, Prime Minister Ryutaro Hashimoto has guided some of the most important developments in modern Japanese history, from improving trade and security relations with the United States to implementing crucial deregulation policies and administrative reforms. The regulatory reforms enacted during his term as prime minister - in the areas of administration, fiscal and economic structure, social security, and education - remain the most important items on the current Japanese political agenda.

In his first-ever Stanford address, Prime Minister Hashimoto will consider the changes under way in Japan with the candor and insight that only a former head of state can offer. The return to prominence of Hashimoto's Liberal Democratic Party (LDP) - after a September 2005 landslide victory - only increases the timeliness of his perspective.

Ryutaro Hashimoto is an experienced policy expert. He served two years as prime minister of Japan and thirteen terms in the House of Representatives. He has held a number of important cabinet posts, including minister of finance and minister of international trade and industry. As prime minister, Hashimoto tackled such pressing domestic issues as administrative reform and deregulation. He also made significant gains on the diplomatic front, and through summit meetings with U.S. President Bill Clinton, reinforced the bilateral security arrangements on which the post-Cold War Japan-U.S. alliance is founded. Since leaving office in 1998, Prime Minister Hashimoto has served as senior adviser to Prime Minister Koizumi, senior advisor for Administrative Reform Promotion at the LDP headquarters, and Minister of State for Administrative Reform.

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Ryutaro Hashimoto Former Prime Minister of Japan Speaker
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Pre-emption used to be the watchword of Bush foreign policy. The world's sole superpower would not hesitate to wield force against an imminent threat to its security. The old doctrines of the Cold War era -- of containment and deterrence of a potential enemy -- were disdained as weakness.

Now, facing the most serious national security challenge since the end of the Cold War -- the nuclear weapons programs of Iran and North Korea -- the administration is reaching back to those oldies but goodies.

The determination of Iran and North Korea to develop nuclear weapons has so far been largely unchecked by this administration. The North Koreans, since breaking out of the freeze agreed to during the Clinton administration, have been steadily producing plutonium, and presumably warheads. The Iranians, after the election of hard-line President Mahmoud Ahmadinejad, reversed their deal to suspend uranium-enrichment activities, the crucial step toward nuclear weapons.

Diplomatic negotiations in both cases have produced little movement. But a military strike on their nuclear facilities is almost inconceivable. The danger of potentially horrendous retaliation and the sapping of American will and resources in Iraq have almost killed that option.

"As shaky as a policy of containment is, it is certainly preferable to confrontation, 'rollback,' or 'regime change' through military force,'' wrote conservative national security expert Thomas Donnelly in a recent analysis. "Containment is, in fact, regime change by tolerable means, and the solution to the problems of Iran and North Korea lie in an indirect approach.''

While we try to contain a nuclear Iran and North Korea, suggested Donnelly, we should surround Iran with movements for democratic change in Iraq and Afghanistan. North Korea, he believes, will be changed through Chinese influence.

Donnelly cautions that there may be circumstances when containment proves even more risky than intervention -- say if Iran tries to slip nuclear materials to Islamist terrorists. Iran is less stable than the Soviet Union, though it is worth remembering that the first 15 years of the Cold War brought us to the brink of nuclear war once and close to it several times.

For the administration, this is a stealth policy shift. That is no surprise. It flows directly from the mess in Iraq, a mistake the administration can never really acknowledge.

For those who once touted American global domination, it is still hard to face the reality that containment is impossible without allies and partners. By ourselves, we cannot press those regimes by cutting off their access to investment and advanced technology.

The administration is rightly moving to take Iran to the United Nations Security Council to seek a mandate to enforce the demands of the International Atomic Energy Agency. North Korea is undoubtedly watching this carefully.

China and Russia, who have veto power in the Security Council, are reluctantly going along. But they still resist any move to impose economic sanctions against Iran. Nor are the Europeans, Japanese and others who depend on oil and gas from Iran eager to halt their investment and trade.

Similarly in the case of North Korea, the Chinese and South Koreans are not prepared to cut the flow of economic aid and investment into the otherwise isolated North Korean state. This is less a case of economic interests than a fear that sanctions will escalate to greater confrontation, even war.

"The strategic challenge the Bush administration faced was to convince the rest of the world that Iran is more dangerous than the United States,'' says nuclear proliferation expert George Perkovich. "They finally did it -- and it took Ahmadinejad to do it,'' referring to the inflammatory rhetoric, including threats to "wipe Israel off the map,'' issued by the Iranian leader.

The administration made some headway down the same path with North Korea by engaging in direct talks with that regime this past fall, dispelling the image that the United States was unwilling to negotiate. But that progress has been undermined recently because hard-liners inside the Bush administration pulled the plug on such talks.

Managing an effective containment partnership will be a huge challenge. And there is still tremendous resistance inside the administration to engaging and negotiating -- and compromising -- with the enemy. But that was always a part of making containment succeed, even at the height of the Cold War.

Containment is no silver bullet. It is merely, as Donnelly puts it, "the least bad alternative, but not by a lot, and not under all circumstances.'' And right now, it is the only game in town.

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Ten years ago, in the summer of 1995, it was fashionable in Washington and Seoul to predict the imminent collapse of North Korea's political and economic systems, and even the state itself. While clearly an errant forecast, it is easy to see why pundits and analysts thought as they did. Kim Il-Sung had died. Kim's son and successor, Kim Jong-Il, was failing to lead just as the country suffered a massive agricultural failure. A nuclear-weapons dispute with the United States had forced a costly full-scale mobilization of the country's million-man army. It was likewise clear that North Korea's industry had shut down; night imagery of the peninsula showed, quite literally, that the lights were out in North Korea.

Ten years on, this volume aims to rectify misconceptions and increase collective understanding about North Korea. It is intended to present a snapshot of what is happening in North Korea now -- economically, politically, and socially. To be sure, much of the country remains in shadow, and there is much we still do not know. Moreover, issues of North Korean nonproliferation are so often binary that compromise becomes difficult, if not impossible.

The distinguished contributors -- specialists in politics, economics, human rights, and security -- advocate a subtler, more multidimensional approach to the North Korea problem. Offering cautionary perspective on this poorly understood place, they highlight recent positive developments and suggest solutions to seemingly intractable problems. Most attest that economics, commerce, and integration -- all arenas in which slow progress is being made -- may be the most powerful forces for change on the Korean peninsula. This timely book encourages thoughtful, pragmatic discussion about North Korea and seeks to light the road ahead, for the Korean Peninsula and beyond.

(This book is now out of print. You may download the full text here.)

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Gi-Wook Shin
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One of the few ways to get a taste of North Korea, short of leaping through numerous hoops to get a visa to visit the country, is to eat cold noodles (naengmyen). Most South Korean cities and even a few American ones offer several types of North Korean-style noodle restaurants. The version often prepared in Pyongyang, North Korea's capital, is mul naengmyen, or cold noodles in broth. It is served in a large metal bowl and looks like a flowering mountain rising up from the sea. Artfully balanced atop the mound of noodles made from buckwheat flour are julienned cucumbers, several slices of beef, half a hardboiled egg, and a few pieces of crisp Korean pear. When prepared Hamhung-style -- named after the industrial city on North Korea's east coast -- noodles are made from sweet potato flour and often topped with raw skate, which has a slightly ammoniac flavor.

The signs in the South advertising Northern-style cold noodles are a reminder of the Korean War and the division of the peninsula. After the Korean War, refugees from the conflict set up stalls in the markets of Seoul to sell the "taste of the north" to those who could no longer travel there. The recipes they brought with them to the south were sometimes the only valuables they carried. In the 1990s, a new wave of North Koreans came to the South and established naengmyen restaurants. Hailing from the North lends a certain authenticity to the preparation of the dish. Whether prepared by the refugees of the 1950s and their descendents, the defectors of the 1990s, or North Koreans themselves in Pyongyang or Hamhung, cold noodles are something that North Koreans are widely credited with doing better than South Koreans.

But the way naengmyen is "consumed" in the South reveals the great disparity between the two countries. There are many jokes in South Korea about the number of North Korean defectors who have only this one marketable skill. Since cooking in Korea is largely a woman's job, the close association of North Koreans with the production and sale of cold noodles subtly feminizes and, according to patriarchal Korean values, devalues them. North Koreans are thus second-class citizens, both those who are unemployed (the majority) and those who are employed only to provide service to the real "breadwinners" of the country. Anthropologist Roy Richard Grinker relates how South Korean textbooks and popular culture often depict North Korea as the younger brother of the more advanced South Korean older brother. Given the cultural associations of naengmyen, wife to husband might be the more appropriate analogy. A recent Joongang Ilbo Photoshop cartoon reinforces this sexist gloss on inter-Korean relations by depicting South Korean President Roh Moo Hyun dressed as a Choson-era husband with North Korean leader Kim Jong Il as his bride.

In a divided country, cold noodles serve as an important reminder of a common culture. They also represent a unique contribution that the economically weaker North Korea can bring to the reunification process. But however tasty Pyongyang-style mul naengmyen may be, cold noodles ensure neither a sustainable livelihood for every North Korean defector nor an equal place at the reunification table for North Korea.

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This fellowship program has been established, with the generous support of the POSCO TJ Park Foundation, to enable key personnel of Korean NGOs to spend time at leading North American universities gaining knowledge and experience that will further the development of NGOs in Korea.

The fellowship program will be supported by a consortium comprising Columbia University, George Washington University, Indiana University, Stanford University and the University of British Columbia. Each university will host two fellows each year for five years, starting in September 2006.

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A delegation from the China Semiconductor Industry Association (CSIA) headed by its president, Mr. Zhongyu Yu, visited Stanford University on November 5, 2005. As part of its visit on campus, the delegation was invited to speak at SPRIE's seminar series on the rise of China's innovation competence. Mr. Yu and his colleagues shared with the audience the latest developments in China's integrated circuit (IC) industry as well as their understanding of the underlying driving forces, the level of competency, the role of the government and China's integration into the global innovation system.

Phenomenal growth of China's IC industry

Mr. Yu first shared with the audience some striking data that clearly illustrated the growth of China's IC industry since 2000. In 2000-2004, the industry grew with a CAGR of 31% from $2.2 billion to $6.7 billion. In 2004, there were 670 IC companies employing a workforce of 130,000, of which 40,000 were engineers. The growth is pronounced throughout the value chain from IC design to IC manufacturing and IC packaging and assembly. In 2004, there were 476 IC design companies and their revenue reached $1 billion, an 81.5% increase from 2003. Domestic companies have made impressive inroads into the development and commercialization of a few specific IC products such as second generation ID cards, audio decode chips, third generation cell phone base band chips and MP3 chips. In IC manufacturing, there were a total of 39 fabrication plants by the end of 2004: one 12-inch plant, nine 8-inch plants and 29 4-inch to 6-inch plants. These plants generated a revenue of $2.24 billion in 2004, a 90% increase from 2003. Meanwhile, three more 12-inch plants are under consideration by SMIC, HHNEC and Hynix. IC packaging and assembly reached $3.49 billion in revenue in 2004.

Multiple forces drive the growth

What has been behind such phenomenal growth? Mr. Yu identified three major driving forces. First is the continuing growth of the domestic market that has provided new demand for outputs from the industry. China has become the largest manufacturing base for most consumer electronics products such as televisions, DVDs, personal computers and mobile phones. For example, in the year of 2004, China manufactured 74 million television sets and 230 million mobile phones. These consumer electronics products are fueling the growth of the China's domestic IC market. In 2004, the market reached $40 billion, making China the second largest IC market in the world with a global share of 22%. The second driving force has resulted from the reform of the financial system, which has substantially improved the investment environment--especially for foreign investment. Foreign investment now accounts for 80% of total investment in the IC industry, even when domestic bank loans are taken into account. Venture capital has become a considerable source of capital. $424 million was invested in 2004. The third driving force is the global recession of the IC industry after 2000. The recession exerted tremendous economic pressure for multinational corporations to relocate their manufacturing and R&D activities to China to take advantage of China's cost advantage.

China still weak in innovation in IC

While the growth of China's IC industry has been impressive, Mr. Yu also pointed out some noticeable weaknesses of the industry. The industry is dominated by low value-added IC packaging and assembly, which accounts for half of the industry's revenue. High value-added IC design work only generated 15% of the total revenue in 2004. Most of the 476 IC design companies are very small. In 2004, only 17 companies had revenues over 100 million RMB (which was about 12 million USD). Among them, only two had revenues over 500 million RMB (about 60 million USD). The technical competence of IC design companies is still very weak. Except for the few aforementioned emerging niches, IC design is very much lagging behind the cutting edge. Most domestic demand for IC is still met by import. As Mr. Yu pointed out, "all the micro components and memory [of domestically manufactured consumer electronics products] are imported."

Government policy

The government is well aware of these shortfalls and policies have been put in place to support the next-phase growth of the industry. Factor inputs need to be boosted. In terms of capital, Mr. Yu estimated that a total of $30 billion investment will be needed in the coming five years to fuel the growth of the industry. Yet, the government will cede its role as a director investor in any IC programs while promoting investments from other sources, being it bank loans, domestic private investment, foreign direct investment or venture capital investment. Human resource is another prime area for improvement since there is a serious shortage of experienced IC engineers. The government has put in plans to "cultivate 40,000 IC designers and 10,000 IC processing technologists" over the coming 6-8 years. More importantly, however, indigenous competence needs to be built. "Independent innovation" has been identified as a priority for public policy in China's 11th five-year development plan. Mr. Yu declared, "our goal is not to copy others' chips but instead to have our own."

China's integration into the global innovation system

Looking into the future, as China's IC industry and market continue to grow, Mr. Yu articulated for the audience the importance of China being integrated into the global innovation system. In the coming five years, there will be plenty of opportunities for Chinese companies and universities to collaborate with innovators from abroad, whether it is to shape next-generation technologies and technical standards, for multinational corporations to set up research and development centers in China, or for universities to collaborate on cutting-edge research. As Mr. Yu declared, "China welcomes mutually beneficial cooperation with American industry and academia in the area of [IC] manufacturing and the innovative work of R&D."

Biography of Zhongyu Yu

Mr. Yu Zhongyu has been engaged in semiconductor research and management for many years and is one of the leaders of China's integrated circuit industry. He has engaged in research and design of IC products and was honored with the National Science and Technology Award. Having joined the government in 1988, he was responsible for organizing and leading the IC project during "7th five-year plan" and "8th five-year plan"; he acted as a member of the leading group for the National "908" project and headed the construction leading group of the Huahong factory in the "909" project. These projects made important contributions to China's IC industry development. Mr. Yu has been the President of the China Semiconductor Industry Association since 2001.

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On November 1, 2005, SPRIE invited Jimmy Lee, Vice President and General Manager, Timing Solutions, Integrated Device Technology (IDT) to speak at SPRIE's seminar series on the rise of China in innovation. Lee shared his experience in running a full-blown integrated circuit (IC) product development center in China together with an informative account of China's rise in the IC industry.

The globalization of the IC industry and the rise of China

The commoditization of semiconductor technology is marked by the encapsulation of previously proprietary technologies into commercially available equipment and software design tools. This has substantially lowered the entry barrier for IC design. It has enabled the emergence of a new generation of companies in the Far East in backend assembly and testing as well as IC design. The process is further helped by advances in communication technology that eases access to and sharing of information across geographies. Meanwhile, the IC industry is shifting from being technology-driven to application/market driven. The integration of product development and market has become an important differentiator in global competition. These industry changes are coupled with changes in the worldwide market, mostly noticeably the rise of Asia as a significant market.

China is rising quickly as a significant player in IC. It has a huge pool of talent and many "returnees" - those who grew up in China, were educated in the West and have returned to China to work; they are essential in transferring competence from the West to China. China also enjoys substantial cost advantage while having fairly decent productivity. Starting from the 1990s, the government has invested heavily, and issued extensive regulatory incentives, to promote the semiconductor industry. As a result, according to Lee, in 2004, there were 102 IC test and assembly companies, 50 foundries and 457 IC design companies operating in China. They generated a total revenue of $4.4 billion.

IDT's product development venture in China

IDT is a major IC design company. Its workforce of 3,700 (1,500 in U.S.) has designed 1,300 IC products in 15,000 configurations. In fiscal year 2005, the company garnered a revenue of $645 million, 25% of which went into R&D. In the late-1990s, frustrated by the high turnover and the shortage of talent in Silicon Valley, it opened up an operation in

China. China's abundant and low-cost talent pool provided an opportunity. The company was also attracted to its budding telecommunication market, an area IDT had wanted to get into.

Luckily for IDT, "it just so happened that Newave Technology Corporation was available." Newave was the first IC design start-up in China. Founded by several Chinese returnees in 1996, the company had 100 some engineers developing telecommunication IC for the China market. In 2001, IDT acquired Newave for $85 million. At the time of acquisition, Newave was working on two products but its revenue was very small. Since then, Lee built it into a successful product development center.

Challenges for setting up a product development center in China

Setting up and operating a product development center in China is full of challenges. Lee grouped them into two areas.

The first is organizational challenges, from defining the mission of the organization to every aspect of human resource management: recruiting, training, retention, etc. From the beginning, the mission was to be a self-sufficient, whole product development center. "They basically have the responsibility to develop the entire product from the specification to the manufacturing transfer and they also have the entire infrastructure such as HR, finance and legal to be self-sufficient to support the local needs." Such positioning is crucial in China because the competition for talent is extremely intense and this generation of young engineers is very ambitious, many wanting to start their own business sometime in their life. They are often impatient with long-term strategy. Therefore, "if you want to have top-notch talent working for you, you have to challenge them constantly in technical areas." Picking the right leader is also a key. IDT decided that this person had to be born in China, grew up in China, be western trained and have worked in western companies. Such a combination is ideal because there are a lot of subtleties that are culture specific and one has to be born and grow up in China to get it. In the technical area, IDT hired a few long-term expatriates from headquarters. They are the real masters in their respective fields in IC design. This is where the leverage comes from: "You use one super high power master technical guy to leverage the intellectual labors of the local engineers," said Lee.

The second challenge stems from social-cultural differences. A few examples: communications is a big issue, not so much because of language barriers but because of differences in culture and the level of professionalism. As Lee stated, "...it's more of the mindset. It's very difficult at the beginning to teach them how to communicate, when to communicate and what to communicate." Secondly, social-culture norms shape a different level of standard in decision-making and judgment call. Lee needs to put a lot of effort into teaching the local engineers how to think from the customer's perspective. Thirdly, employees are loyal to individuals rather than the corporation. These social-cultural differences are an area where there is no shortcut. They have to be overcome with training. Training means taking every opportunity to educate the local workforce: formal training programs, informal one-on-one coaching, ongoing training-by-doing, training over hundreds of conference calls over the past 4-5 years, you name it. "To some extent, this is sort of the brainwashing process," commented Lee. "There is no shortcut. You just have to put in a lot of TLC - tender, loving care. This is very challenging."

IDT's positive experience in China

While IDT "did run into many, many of those challenges," its overall effort in China has been extremely positive. The local team now manages a dozen of products, which involves some original work. The headquarter team is using some of the intellectual property generated by the folks in China. The local team even presented a paper in this year's IEEE ISSC Conference. It is the first paper coming out of China presented at such a prestigious conference. Productivity and cost advantage are also evident. Lee estimated that "for the team here in the United States to develop the same number of products will probably take them twice as long in time and probably cost 4-5 times more. This is really a good deal for the company."

Future outlook

Looking ahead, Lee highlighted a few issues that will shape China's IC industry. Overall, it will be a fertile ground for IC product development because of the talent pool. The job market will remain red hot with rapid increase of wages and high turnover rates. There will be hundreds of start-ups because of the low entry barrier. However, many will lack management experience and business acumen. Duplication of investment and engineering effort for the same market will result in the industry consolidating into dozens of medium size companies. In ten years time, these survivors will become significant suppliers to domestic IC demand in emerging applications such as wireless communication and digital TV. All in all, as Lee pointed out, "one needs to marry the best of the East and the West to create a world-class company."

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The arrogance of the Bush administration would be barely tolerable if it were not paired with a stunning incompetence, on display from Kabul to Katrina. That deadly combination has weakened American strength in the world, argues Pantech fellow and San Jose Mercury News foreign affairs columnist Daniel Sneider.

Despite its attempt to soften criticism of the war, there is no evidence the Bush administration is capable of self-correction.

That came home to me the other day while listening to a senior administration official deliver an off-the-record tour d'horizon of American foreign policy. He is among the best minds in this administration, counted among the ranks of the realists, rather than the neoconservatives.

The United States stands alone as the most powerful nation in the world, the official began. In no previous moment of human history has a single state enjoyed such a dominant position.

When it comes to managing its relations with other would-be powers -- Europe, China, Japan and India -- the United States has done "extraordinarily well,'' he said.

The tensions generated by the war in Iraq have eased, the senior foreign policy official confidently asserted. The Europeans are content to gaze intently inward, he observed, while America strides the globe.

Japan is embracing the United States in a very close relationship that shows no sign of unraveling. Meanwhile the Bush administration has forged a growing partnership with India.

When it comes to China, the administration has chosen the path of accommodation and integration rather than containment of the rising power. He expressed confidence that American power and the prospect of democracy in China will secure the peace.

The only remaining challenge for the United States is to combat the threat of a radical Islamist movement that seeks to acquire weapons of mass destruction. For that, there is the promotion of democracy and American values around the world. After all, the official said with not even a nod to humility, "the U.S. is the most successful country that has ever existed.''

A year or two ago, the American people embraced this vision of a confident colossus, a Gulliver among the Lilliputians. That was before they watched the giant tied down in its attempt to export those American values by force of arms in Iraq.

The arrogance of this administration would be barely tolerable if it were not paired with a stunning incompetence, on display from Kabul to Katrina. That deadly combination has weakened American strength in the world. It has emboldened far more serious challengers in Iran and North Korea, who see the United States as too bogged down in Iraq to credibly threaten them with the use of force.

The war rated barely a mention in the sweeping view offered by the senior administration official, except indirectly. He offered a realist defense of the administration's democracy crusade.

World War II was fought with democratic goals, the official pointed out. And the Cold War -- the model for the current struggle against Islamic extremism -- was not just about balancing the power of the Soviet Union. The wars in Korea and Vietnam were really about determining which system those countries chose, he argued.

Those are curious examples to cite as a defense of the decision to go to war in Iraq. The United States shored up authoritarian regimes in Korea and Vietnam to counter the communist threat. Vietnam was a strategic mistake that took decades to overcome. And democracy came to Korea more than 35 years later, after a long period of economic development.

President Bush cited the democratic transformation of Korea -- along with Taiwan and Japan -- in a recent speech during his trip to Asia. But these are examples of the "conventional story in which you become rich and then you become democrats,'' as the senior official put it so well.

The administration proposes however to skip this long, but necessary, path to democratic capitalism when it comes to the Middle East. The policies of security and stability have failed there and a quicker route to democratic change is called for. But there is no historical evidence to suggest that this is any more than another manifestation of a blind belief in American power.

Democratic values have always been essential to American foreign policy. In practice, however, American administrations have often made painful choices between stability and the promotion of democracy. We saw that too often during the Cold War -- in Budapest in 1956, Prague in 1968 or Tibet in 1959.

The administration might do well to recall the words of candidate Bush, uttered Oct. 11, 2000.

"It really depends on how our nation conducts itself in foreign policy. If we're an arrogant nation they'll resent us,'' Bush said. "But if we are a humble nation, they'll respect us.''

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William Breer, Japan Chair of CSIS and former senior State Department official dealing with Japan, will look at current strengths and tensions in the U.S.-Japan alliance. Breer will discuss what role, if any, the United States should play in the controversy over Japan's wartime past.

William Breer joined CSIS in October 1996 after a 35-year career in the foreign service. Prior to joining CSIS, he was a senior adviser at the Policy Planning Staff of the Department of State (1993-1996). Breer devoted the major portion of his career to the management of U.S.-Japan relations. He spent 18 years in Japan, serving at the U.S. embassy as political officer, political counselor, and deputy chief of mission with Ambassadors Michael Armacost and Walter Mondale. In Washington, Breer served as country director for Japan, the most senior position dealing exclusively with U.S.-Japan relations, and as director for Northeast Asia in the Bureau of Intelligence and Research. Breer is a graduate of Dartmouth College. He also attended the East Asia Institute at Columbia University and the National War College. He is fluent in Japanese.

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Willam Breer Japan Chair Speaker The Center for Strategic and International Studies
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Even in the absence of a sudden and dramatic shift on the battlefield toward a definitive victory, there may still be a slight opening, as narrow as the eye of a needle, for the United States to slip through and leave Iraq in the near future in a way that will not be remembered as a national embarrassment. Henry S. Rowen comments in the New York Times.

In the old popular song about the rout by Americans at New Orleans during the War of 1812, the British "ran so fast the hounds couldn't catch 'em." Even allowing for patriotic hyperbole, it can hardly be argued that the British extricated themselves with a great deal of dignity, particularly given that another battle in the same war inspired the American national anthem.

The impact of that defeat on the British national psyche is now obscure, but nearly two centuries later, as the Americans and their British allies seek to extricate themselves from Iraq, the story of how a superpower looks for a dignified way out of a messy and often unpopular foreign conflict has become a historical genre of sorts. As the pressure to leave Iraq increases, that genre is receiving new and urgent attention.

And in the shadow of the bleak and often horrific news emerging from Iraq nearly every day, historians and political experts are finding at least a wan hope in those imperfect historical analogies. Even in the absence of a sudden and dramatic shift on the battlefield toward a definitive victory, there may still be a slight opening, as narrow as the eye of a needle, for the United States to slip through and leave Iraq in the near future in a way that will not be remembered as a national embarrassment.

Most of the recent parallels do not seem to offer much encouragement for a confounded superpower that wants to save face as it cuts its losses and returns home. Among them are the wrenching French pullout from Algeria, the ill-fated French and American adventures in Vietnam, the Soviet humiliation in Afghanistan and the disastrous American interventions in Beirut and Somalia.

Still, there are a few stories of inconclusive wars that left the United States in a more dignified position, including the continuing American presence in South Korea and the NATO peacekeeping mission in Bosnia. But even those stand in stark contrast to the happier legacy of total victory during World War II.

The highly qualified optimism of these experts about what may still happen in Iraq - let's call it something just this side of hopelessness - has been born of many factors, including greatly reduced expectations of what might constitute not-defeat there. The United States already appears willing to settle - as if it were in a relationship that had gone sour but cannot quite be resolved by a walk out the door, punctuated with a satisfying slam.

Alongside the dampening of hopes, there has also been a fair amount of historical revisionism regarding the darker tales of conflicts past: a considered sense that if the superpowers had made different decisions, things could have turned out more palatably, and that they still might in Iraq.

Maybe not surprisingly, Vietnam is the focus of some of the most interesting revisionism, including some of it immediately relevant to Iraq, where the intensive effort to train Iraqi security forces to defend their own country closely mirrors the "Vietnamization" program in South Vietnam. If Congress had not voted to kill the financing for South Vietnam and its armed forces in 1975, argues Melvin R. Laird in a heavily read article in the current issue of Foreign Affairs, Saigon might never have fallen.

"Congress snatched defeat from the jaws of victory by cutting off funding for our ally in 1975," wrote Mr. Laird, who was President Nixon's defense secretary from 1969 to 1973, when the United States pulled its hundreds of thousands of troops out of Vietnam.

In an interview, Mr. Laird conceded that the American departure from Vietnam was not a pretty sight. "Hell, the pictures of them getting in those helicopters were not good pictures," he said, referring to the chaotic evacuation of the American embassy two years after Vietnamization was complete, and a year after Nixon resigned. But on the basis of his what-if about Vietnam, Mr. Laird does not believe that all is lost in Iraq.

"There is a dignified way out, and I think that's the Iraqization of the forces over there," Mr. Laird said, "and I think we're on the right track on that."

Many analysts have disputed the core of that contention, saying that large swaths of the Iraqi security forces are so inept they may never be capable of defending their country against the insurgents without the American military backing them up. But Mr. Laird is not alone in his revisionist take and its potential application to Iraq.

William Stueck, a history professor at the University of Georgia who has written several books on Korea, calls himself a liberal but says he buys Mr. Laird's basic analysis of what went wrong with Vietnamization.

Korea reveals how easy it is to dismiss the effectiveness of local security forces prematurely, Mr. Stueck said. In 1951, Gen. Matthew Ridgeway felt deep frustration when Chinese offensives broke through parts of the line defended by poorly led South Korean troops.

But by the summer of 1952, with intensive training, the South Koreans were fighting more effectively, Mr. Stueck said. "Now, they needed backup" by Americans, he said. By 1972, he said, South Korean troops were responsible for 70 percent of the front line.

Of course, there are enormous differences between Iraq and Korea. Korean society was not riven by troublesome factions, as Iraq's is, and the United States was defending an existing government rather than trying to create one from scratch.

Another intriguing if imperfect lesson can be found in Algeria, said Matthew Connelly, a Columbia University historian. There, by March 1962, the French had pulled out after 130 years of occupation.

That long colonial occupation, and the million European settlers who lived there before the bloody exodus, are major differences with Iraq, Mr. Connelly noted. But there were also striking parallels: the insurgency, which styled its cause as an international jihad, broke down in civil war once the French pulled out; the French, for their part, said theirs was a fight to protect Western civilization against radical Islam.

Like President Bush in Iraq, President Charles de Gaulle probably thought he could settle Algeria in his favor by military means, Dr. Connelly said. In the short run, that turned out to be a grave miscalculation, as the occupation crumbled under the insurgency's viciousness.

Over the long run, though, history treated de Gaulle kindly for reversing course and agreeing to withdraw, Mr. Connelly said. "De Gaulle loses the war but he wins in the realm of history: he gave Algeria its independence," he said. "How you frame defeat, that can sometimes give you a victory."

The Americans in Beirut and the Soviets in Afghanistan are seen, even in the long view, as cases of superpowers paying the price of blundering into a political and social morass they did not understand.

For the Soviets, that mistake was compounded when America outfitted Afghan rebels with Stinger missiles capable of taking down helicopters, nullifying a key Soviet military superiority. "I don't think they had a fig leaf of any kind," said Henry Rowen, a fellow at the Institute for International Studies at Stanford who was assistant secretary of defense for international security affairs from 1989 to 1991. "They just left."

In Beirut, the Americans entered to protect what they considered a legitimate Christian-led government and ended up, much as in Iraq, in the middle of a multipronged civil conflict. In October 1983, a suicide attack killed 241 American servicemen at a Marines barracks, and four months after that, with Muslim militias advancing, President Ronald Reagan ordered the remaining marines withdrawn to ships off the coast, simply saying their mission had changed. The episode has been cited by Vice President Dick Cheney as an example of a withdrawal that encouraged Arab militants to think the United States is weak.

Today, even as expectations for Iraq keep slipping, some measure of victory can still be declared even in a less-than-perfect outcome, said Richard Betts, director of the Saltzman Institute of War and Peace Studies at Columbia. For example, he said, an Iraqi government that is authoritarian but not totalitarian might have to do.

The key point, he said, is that under those circumstances, the outcome "doesn't look like a disaster even if it doesn't look good."

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