Chapters (25)
- Title Page
- Dedication
- Introduction
- I - Into the Wild Blue
- Chapter 1 - Every Man a Tiger
- Chapter 2 - The Big Lie
- Chapter 3 - The Vision of Bill Creech
- II - Shield in the Sky
- Chapter 4 - Mission to Jeddah
- Chapter 5 - CENTCOM Forward
- Chapter 6 - Planning the Storm
- Chapter 7 - Band of Brothers and Sisters
- III - The Thousand-Hour War
- Chapter 8 - Storm!
- Chapter 9 - Hits and Misses
- Chapter 10 - Lost and Found
- Chapter 11 - Punch and Counterpunch
- Chapter 12 - A Day in the War
- Chapter 13 - The Ten Percent War
- Chapter 14 - Shock and Awe
- Chapter 15 - Building Coalitions
- Chapter 16 - Beyond Iraqi Freedom
- Acknowledgements
- BIBLIOGRAPHY
- INDEX
In addition to providing insight into the enemy, these meetings expanded our collective thinking. For that reason, discussions always followed Chris Christon’s predictions, and these wandered wherever the various leaders wanted. Obviously, there were cultural differences that dictated how and when a particular commander spoke. The Europeans, for instance, were comfortable speaking openly, and they all felt free to take any position on any issue. The Arabs, on the other hand, were more reticent and circumspect. Nonetheless, if they thought we were missing anything important—especially if it concerned the Arab mentality of our enemy—they spoke up.
Inevitably, issues came up that we discussed at length yet never really got a handle on. Some of these, like Scuds, came up frequently.
Finally, these meetings made us a team. Our U.S. Air Force people were already working hard for harmony, side by side, throughout the TACC and at the various bases, on the ground and in the air. I wanted all the national air force leaders to have the same feelings of trust, respect, and unity of effort. That is why it was important for me not to act in charge; and that is why it was important for me to listen to them and actively seek their views. It also didn’t hurt to learn something new, and gain their perceptions, experience, and insights.
We were fortunate in this conflict in that if we failed to accurately gauge the enemy, our strength was so overwhelming that we would still prevail. Nonetheless, our mistakes could cost the lives of aircrew, or later, the lives of airmen and soldiers on the ground. That is why so many people worked so hard at thinking about the enemy, our plan to fight, and our actual minute-by-minute engagement with him.
“It all starts and ends with intelligence,” I like to say. In war, your intelligence has to be the departure point for your thinking or planning. And then, after you execute your actions, your intelligence estimates the results and the effects on the enemy, so you can plan the next move.
War is not unlike chess. But in war, you do not have a clear view of the other side of the board.