The Iraq War's Known Unknowns

There is a lot more than meets the eye in the newly revealed Joint Chiefs of Staff intelligence briefing of Sept. 5, 2002, which showed there was a lack of evidence that Iraq had weapons of mass destruction (WMD) -- just as President George W. Bush's administration was launching its sales job for the Iraq War.

The briefing report and its quick demise amount to an indictment not only of Defense Secretary Donald Rumsfeld but also of Chairman of the Joint Chiefs Richard Myers, who is exposed once again as a Rumsfeld patsy who put politics ahead of his responsibility to American soldiers and to the nation as a whole.

The JCS briefing noted, for example: "Our knowledge of the Iraqi (nuclear) weapons program is based largely -- perhaps 90% -- on analysis of imprecise intelligence."

Small wonder that the briefing report was dead on arrival in Rumsfeld's in-box. After all, it proved that the intelligence evidence justifying war was, in Rumsfeldian terms, a "known unknown." When he received it on Sept. 5 or 6, the Defense Secretary deep-sixed it -- but not before sending it on Sept. 9 to Gen. Richard Myers (who he already knew had a copy) with a transparently disingenuous CYA note: "Please take a look at this material as to what we don't know about WMD. It is big. Thanks."

Absent was any notation such as "I guess we should tell the White House to call off its pro-war sales campaign based on Iraq possessing WMD since we don't got the goods." Without such a direct instruction, Rumsfeld could be sure that Gen. Myers would not take the matter further.

Myers had already proven his "company man" mettle by scotching a legal inquiry that he had just authorized to provide the armed forces with guidance on permitted interrogation techniques. All that it took to ensure a hasty Myers retreat was a verbal slap-down from Rumsfeld's general counsel, William James Haynes II, as soon as Haynes got wind of the inquiry in November 2002. (More on that below.)

The more interesting story, in my view, is not that Rumsfeld was corrupt (yawn, yawn), but that so was his patsy, Air Force Gen. Richard Myers, the country's top uniformed military officer at the time. Myers has sported a well-worn coat of blue Teflon up until now.

Even John Walcott, a member of the Knight-Ridder team that did the most responsible pre-Iraq-War reporting, lets the hapless Myers too easily off the hook in writing: "Myers, who knew as well as anyone the significance of the report, did not distribute it beyond his immediate military colleagues and civilian boss, which a former aide said was consistent with the role of the chairman of the Joint Chiefs."

Principal Military Adviser to the President

That "former aide" is dead wrong on the last point, and this is key. The Chairman of the Joint Chiefs works directly for two bosses: the President of the United States, whom he serves as the principal military adviser, and the Secretary of Defense. The JCS Chairman has the statutory authority -- indeed, the duty -- to seek direct access to the President to advise him in such circumstances, bearing on war or peace.

Indeed, in his 2009 memoir, Eyes on the Horizon, Gen. Myers himself writes, "I was legally obligated to provide the President my best military advice -- not the best advice as approved by the Secretary of Defense."

But in reality, Myers wouldn't and he didn't. And that -- quite simply -- is why Rumsfeld picked him and others like him for leading supporting roles in the Pentagon. And so the Iraq War came -- and, with it, catastrophe for the Middle East (with related disorder now spreading into Europe).

Could Gen. Myers have headed off the war had he had the courage to assert his prerogative to go directly to President Bush and tell him the truth? Sad to say, with Bush onboard as an eager "war president" and with Vice President Dick Cheney and Rumsfeld intimidating the timid Secretary of State Colin Powell and with National Security Advisor Condoleezza Rice and CIA Director George Tenet fully compliant, it is not likely that Myers could have put the brakes on the rush to invade Iraq simply by appealing to the President.

After all, the JCS briefing coincided with the start of the big sales pitch for the Iraq War based on alarming claims about Iraq possessing WMD and possibly developing a nuclear bomb. As White House chief of staff Andrew Card explained the September timing of the ad campaign, "From a marketing point of view, you don't introduce new products in August."

Just three days after the date of the JCS intelligence report depicting the shallowness of the intelligence on the issue of WMD in Iraq, the White House, with the help of The New York Times and other "mainstream media," launched a major propaganda offensive.