Multi-National Corps Iraq Public Affairs

Story by Staff Sgt. Luke Koladish

When Lt. Gen. Charles Jacoby, Multi-National Corps-Iraq commanding general, asked Dr. David Matsuda to come to Iraq, he asked him what he thought would be the greatest challenge.

"Sir, in every deployment you have to know your enemy, this time it's going to be more important to know your ally," the San Francisco native replied.

The professor of anthropology and developmental psychology was selected by the three-star commander as his personal cultural advisor because of his knowledge and experience with Iraqi culture and tribal relations.

Matsuda was deployed to Sadr City and Sunni Triangle region in 2006 and 2007, assisting in more than 100 key leader engagements. He was part of the Human Terrain Team program, which embedded anthropologist with combat brigades in Iraq to help tactical commanders in the field understand local cultures.

His familiarity with the Iraqi manner of resolving conflicts and their sense of honor and shame helped the 2nd Brigade Combat Team, 82nd Airborne Division communicate to Iraqis in a way they could understand and appreciate.

"In Iraqi culture, if you pitch it, you own it," Matsuda explained.

Early on U.S. advisors would make suggestions to their Iraqi counterparts to improve their capabilities. What they didn't realize until now was that Iraqis took that as a promise from U.S. forces to improve it for them. This resulted in the perception of U.S. forces making false promises.

"What is better to do is say 'Sir, if you could do three things to do to solve your problem what would they be,'" suggested Matsuda. "And at the end you say, 'Great, how can I support you?'"

During his first deployment Matsuda said he perceived a general mistrust among Iraqi security forces, but because of consistent leadership from Jacoby and his predecessors there has been a profound change toward mutual trust and cooperation.

"The Iraqis are willing to listen to what we say, maybe more importantly we are going to listen to what they have to say, not always trying to bend them to the way we think an army should run," he said. "There is a tremendous amount of trust at the command level."

Cultural differences have also led to a difference in the structuring of the Iraqi army compared to the U.S. military. Understanding the difference, and applying this knowledge is important for U.S. commanders interacting with Iraqi officers, he stressed.

In the U.S. military officers are empowered to make decisions on the battlefield; however the Iraqi army is driven by officers at the top. This caused problems when company commanders tried to plan operations with their counterparts following the Security Agreement. Sometimes the result was a severe reprimand for the Iraqi commander and a security agreement violation for the U.S. commander, Matsuda added.

"At the lower levels, that's something that's being worked out now with trilateral checkpoints and the senior working group going to Mosul, Diyala and Kirkuk and working it from that angle, top down," he said.

Recognizing Iraq is a rank-conscious society driven by honor and shame is imperative for Soldiers when dealing with their Iraqi counterparts, he stressed.

Matsuda said he had attended a meeting between an Iraqi general and American colonel. The general's aide was full of good ideas. When the colonel told the general he should listen to his aide, he offended the general. While the general acknowledged the ideas were good, he refused to implement them.

"On the other hand we see our folks negotiate quite adeptly with the Iraqis, really listening to what they have to say, and really saying 'How can we, as your loyal seconds who want an enduring country, how can we help?'" Matsuda added.

Matsuda spoke about partnership not as an option, but a duty. He suggested Soldiers remember Iraq is our strongest ally in the region. Even if a service members interaction with Iraqis is limited, they can be effective by listening to the Iraqis.

"We now realize you may not have to speak the language, but if you can behave customarily toward them, in ways that give them honor, that give them respect, you can go a long way," he said.

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