| Summary/Abstract |
The disillusionment with U.S.-led counter insurgent efforts to gain a deeper understanding of social dynamics in countries with extensive tribal structures has led to a rejection of programs aimed to improve cultural competency. The Islamic State movement does not share this perception, and its strategists blamed its early failures during the U.S. occupation on a flawed understanding of tribal dynamics. This paper traces the political, ideological, and structural changes the leaders of the Islamic State movement made to adapt its approach toward the Sunni tribes of Iraq and later Syria, in order to develop a deeper base of popular support for its caliphate project. The group’s study of the tribes was done by a new tribal engagement office that put into motion an ethnographic study of tribal networks in key areas. There is evidence that the inspiration for this change came from its opponents. The Islamic State movement used these new insights to win a greater level of influence in rural areas, which in turn influenced its success in 2014. This research supports the idea that insurgency and counterinsurgency success often depend on which side is best at the incorporation of cultural and societal knowledge into policy and strategy.
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