Book Excerpt: Devising Strategy

Editor’s note: The following is from the chapter “Introduction to Strategy” of the book Deep Green Resistance: A Strategy to Save the  Planet. This book is now available for free online.

     by Aric McBay

Despite the limitations created by their smaller numbers, resistance movements do have real strategic choices, from the loftiest overarching strategy to the most detailed tactical level. Let’s explore beyond the default palette of actions. Resisters can and must do far better than the strategy of the status quo.

There is a finite number of possible actions, and a finite amount of time, and resisters have finite resources. There are no perfect actions. Prevailing dogma puts the onus on dissenters to be “creative” enough to find a “win-win” solution that pleases those in power and those who disagree, that stops the destruction of the planet but permits the continuation of business as usual and lifestyles of conspicuous consumption. If resisters fall prey to this belief, if they accept its absurd and contradictory premises, they are engineering their own defeat before the fact. If resisters believe this, they are accepting all blame for the actions of those in power, accepting that the problems they face are theirfault for not being “innovative” enough, rather than the fault of those in power for deliberately destroying the world to enrich themselves.

At the highest strategic level, any resistance movement has several general templates from which to choose. It may choose a war of containment, in which it attempts to slow or stop the spread of the opponent. It may choose a war of disruption, in which it targets systems to undermine their power. It may choose a war of public opinion, by which to win the populace over to their side. But the main strategy of the left, and of associated movements, has been a kind of war of attrition, a war in which the strategists hope to win by slowly eroding away the personnel and supplies of the other side, thus wearing down the omnicidal power structures and public opposition to change more quickly than those forces can destroy our communities, more quickly than they can gobble up biodiversity, more quickly than they can burn the remaining fossil fuels. Of course, this strategy has been an abysmal failure.

A strategy of attrition only works when there is an indefinite amount of time to maneuver, to prolong or delay conflict. Obviously that’s not the case in the current situation, which is urgent and worsening. Furthermore, to achieve success in a war of attrition, the resistance must be able to wear down the enemy more quickly than it gets worn down; again, in the present case, those in power are not being worn down at all (except in the degree to which they are so rapidly consuming the commodities required for their own reign to continue).

Furthermore, a resistance movement fighting a war of attrition must reasonably expect that it will be in a better strategic position in the future than it is at the current time. But who genuinely believes that we—however you would define “we”—are moving toward a better strategic position? And in order to get ahead in a war of attrition, resisters would have to have more disposable resources than their opponent.

Another crucial element in a war of attrition is reliable recruitment and growth. It doesn’t matter how many enemy bridges a group takes out if the adversary can build them faster than they can be destroyed. And on every level, civilization is recruiting and growing faster than resistance forces. To keep pace, resistance fighters would have to destroy dams more quickly than they are built, get people to hate capitalism faster than children are inculcated to love it, and so on. So far, at least, that’s not happening.

Of course, we are not in a two-sided war of attrition. Those in power aren’t holding back, but have been actively attacking. And those in the resistance haven’t even been fighting a comprehensive war of attrition; it’s more like a moral war of attrition. Rather than trying to erode the material basis of power, we’ve been hoping that eventually they’ll run out of bad things to do, and perhaps then they’ll come around to our way of thinking.

A movement that wanted to win would be smarter and more strategic than that. It would abandon the strategy of moral attrition. It would identify the most vulnerable targets those in power possess. It would strike directly and decisively at their infrastructure—physical, economic, political—and do it while there is still a planet left.

Strategy and tactics form a continuum; there’s no clear dividing line between them. So the tactics available, which will be discussed in the next chapter, Tactics and Targets, guide strategy, and vice versa. But strategy forms the base. If resistance action is a tree, the tactics are spreading branches and leaves, finely divided and numerous, while the strategy is the trunk, providing stability, cohesion, and rootedness. If resisters ignore the necessity and value of strategy, as many would-be resistance groups do—they are all tactics, no strategy—then they don’t have a tree, they have loose branches, tumbleweeds blowing this way and that with changing winds.

Conceptually, strategy is simple. First understand the context: where are we, what are our problems? Then, develop the goal(s): where do we want to be? Identify the priorities. Now figure out what actions are needed to get from point A to point B. Finally, identify the resources, people, and specific operations needed to carry out those activities.

Here’s an example. Let’s say you love salmon. Here’s the context: salmon have been all but wiped out in North America, because of dams, industrial logging, industrial fishing, industrial agriculture, the murder of the oceans, and global warming. The goal is for the salmon population not only to stop declining, but to increase. The difference between a world in which salmon are being wiped out, and one in which they are thriving, comes down to those six obstacles. Overcoming them would be the priority in any successful strategy to save the salmon.

What actions must be taken to honor this priority? Remove the dams. Stop industrial forms of logging, fishing, and agriculture. Stop the massive production and dumping of plastics. Stop global warming, which means stop the burning of fossil fuels. In all these cases, existing structures and practices have to be demolished for salmon to survive, for the goal to be accomplished.4

Now it’s time to proceed to the operational and tactical side of this strategy. According to the US Army field manual, all operations fit into one of three “all encompassing” categories: decisive, sustaining, or shaping.

Decisive operations “are those that directly accomplish the task” or objective at hand. In our salmon example, a decisive operation might be taking out a dam or preventing a clear-cut above a salmon spawning stream. Decisive operations are the centerpiece of strategy.

Sustaining operations “are operations at any echelon that enable shaping and decisive operations” by offering direct support to those other operations. These supporting operations might include funding or logistical support, communications, security, or other aid and services. In the salmon example, this might mean providing transportation to people taking out a dam, bringing food to tree-sitters, or helping to research timber sale appeals. It might mean running an escape line or safehouse, or providing prisoner support.

Shaping operations “create and preserve conditions for the success of the decisive operation.” They alter the circumstances of the conflict and help bring about the conditions required for victory. Shaping operations could include carrying out a campaign on the importance of removing dams, undermining a particular logging company, or helping to develop a culture of resistance that values effective action and refuses to collaborate. However, shaping operations are not necessarily broad-based or indirect. If an allied underground cell were to attack a nearby pipeline as a distraction, allowing the main group to take out a dam, that diversionary measure would be considered a shaping operation. The lobby effort that created the Clean Water Act could even be considered a shaping operation, because it helps to preserve the conditions necessary for victory.

If you review the taxonomy of action chart, you’ll see that the actions on the left consist mostly of shaping operations, the actions along the center-right consist mostly of sustaining operations, and the right-most actions are generally decisive.

Chart: A Taxonomy of Action
Click for larger image

These categories are used for a reason. Every effective operation—and hence every effective tactic—must fall into one or more of these categories. It must do one of those things. If it doesn’t—if that operation’s or tactic’s contribution to the end goal is undefined or inexpressible—then successful resisters don’t waste time on that tactic.

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