A classic text on interrogating enemy captives offers a counterintuitive lesson on the best way to get information
ix months before the abuses at Abu Ghraib prison broke into public view, a small and fairly obscure private association of United States Marine Corps members posted on its Web site a document on how to get enemy POWs to talk.
The document described a situation very similar to the one the United States faces in the insurgencies in Iraq and Afghanistan: a fanatical and implacable enemy, intense pressure to achieve quick results, a brutal war in which the old rules no longer seem to apply.
Marine Major Sherwood F. Moran, the report's author, noted that despite the complexities and difficulties of dealing with an enemy from such a hostile and alien culture, some American interrogators consistently managed to extract useful information from prisoners. The successful interrogators all had one thing in common in the way they approached their subjects. They were nice to them.
Moran was writing in 1943, and he was describing his own, already legendary methods of interrogating Japanese prisoners of war. More than a half century later his report remains something of a cult classic for military interrogators. The Marine Corps Interrogator Translator Teams Association (MCITTA), a group of active-duty and retired Marine intelligence personnel, calls Moran's report one of the "timeless documents" in the field and says it has long been "a standard read" for insiders. (A book about the Luftwaffe interrogator Hans Joachim Scharff, whose charm, easygoing manner, and perfect English beguiled many a captured Allied airman into revealing critical information, is another frequently cited classic in the field.) An MCITTA member says the group decided to post Moran's report online in July of 2003, because "many others wanted to read it" and because the original document, in the Marine Corps archives, was in such poor shape that the photocopies in circulation were difficult to decipher. He denies that current events had anything to do with either the decision to post the document or the increased interest in it.
But it is hard to imagine a historical lesson that would constitute a more direct reproach to recent U.S. policies on prisoner interrogation. And there is no doubt that Moran's report owes more than a little of its recent celebrity to the widespread disdain among experienced military interrogators for what took place at Abu Ghraib and Guantánamo when ill-trained personnel were ordered to "soften up" prisoners. Since the prison scandals broke, many old hands in the business have pointed out that abusing prisoners is not simply illegal and immoral; it is also remarkably ineffective.
"The torture of suspects [at Abu Ghraib] did not lead to any useful intelligence information being extracted," says James Corum, a professor at the U.S. Army Command and General Staff College and the author of a forthcoming book on counterinsurgency warfare. "The abusers couldn't even use the old 'ends justify the means' argument, because in the end there was nothing to show but a tremendous propaganda defeat for the United States."
Corum, who recently retired as a lieutenant colonel after twenty-eight years in the Army and Reserves, mostly in military intelligence, says that Moran's philosophy has repeatedly been affirmed in subsequent wars large and small. "Know their language, know their culture, and treat the captured enemy as a human being" is how Corum sums up Moran's enduring lesson.
art of why Sherwood Moran became such a legendary figure among military interrogators was his cool disregard for what he termed the standard "hard-boiled" military attitude. The brutality of the fighting in the Pacific and the suicidal fanaticism of the Japanese had created a general assumption that only the sternest measures would get Japanese prisoners to divulge anything. Moran countered that in his and others' experience, strong-arm tactics simply did not work. Stripping a prisoner of his dignity, treating him as a still-dangerous threat, forcing him to stand at attention and flanking him with guards throughout his interrogation—in other words, emphasizing that "we are his to-be-respected and august enemies and conquerors"—invariably backfired. It made the prisoner "so conscious of his present position and that he was a captured soldier vs. enemy intelligence" that it "played right into [the] hands" of those who were determined not to give away anything of military importance.
In his report (written in the form of a letter of advice to interpreters newly assigned to interrogation duty) Moran stressed that he would usually begin an interrogation by taking almost the opposite tack.
I often tell a prisoner right at the start what my attitude is! I consider a prisoner (i.e. a man who has been captured and disarmed and in a perfectly safe place) as out of the war, out of the picture, and thus, in a way, not an enemy … Notice that … I used the word "safe." That is the point: get the prisoner to a safe place, where even he knows … that it is all over. Then forget, as it were, the "enemy" stuff, and the "prisoner" stuff. I tell them to forget it, telling them I am talking as a human being to a human being.
Every soldier, Moran observed, has a "story" he desperately wants to tell. The interrogator's job is to provide the atmosphere that allows the prisoner to tell it.
Begin by asking him things about himself. Make him and his troubles the center of the stage, not you and your questions of war problems. If he is not wounded or tired out, you can ask him if he has been getting enough to eat; if he likes Western-style food … You can ask if he has had cigarettes, if he is being treated all right, etc. If he is wounded you have a rare chance. Begin to talk about his wounds. Ask if the doctor or corpsman has attended to him. Have him show you his wounds or burns. (They will like to do this!) …
On [one] occasion a soldier was brought in. A considerable chunk of his shinbone had been shot away. In such bad shape was he that we broke off in the middle of the interview to have his leg redressed. We were all interested in the redressing, in his leg, it was almost a social affair! And the point to note is that we really were interested, and not pretending to be interested in order to get information out of him. This was the prisoner who called out to me when I was leaving after that first interview, "Won't you please come and talk to me every day." (And yet people are continually asking us, "Are the Japanese prisoners really willing to talk?")
Moran spoke fluent Japanese, but more important, he was thoroughly familiar with Japanese culture, having spent forty years in Japan as a missionary. He used this knowledge for one of his standard gambits: making a prisoner homesick. "This line has infinite possibilities," he explained. "If you know anything about Japanese history, art, politics, athletics, famous places, department stores, eating places, etc. etc. a conversation may be relatively interminable." Moran emphasized that a detailed knowledge of technical military terms and the like was less important than a command of idiomatic phrases and cultural references that allow the interviewer to achieve "the first and most important victory"—getting "into the mind and into the heart" of the prisoner and achieving an "intellectual and spiritual" rapport with him.
Moran's whole approach—and Hans Joachim Scharff's, too—was built on the assumption that few if any prisoners are likely to possess decisive information about imminent plans. (And as one former Marine interrogator says, even if a prisoner does have information of the "ticking bomb" variety—where the nuke is going to go off an hour from now, in the classic if overworked example—under duress or torture he is most likely to try to run out the clock by making something up rather than reveal the truth.) Rather, it is the small and seemingly inconsequential bits of evidence that prisoners may give away once they start talking—about training, weapons, commanders, tactics—that, when assembled into a larger mosaic, build up the most complete and valuable picture of the enemy's organization, intentions, and methods.
oran's report had an immediate impact. The Navy and the Marines recruited second-generation Japanese-Americans to teach an intensive one-year language course for interrogators that included a strong emphasis on Japanese culture. James Corum notes that the graduates of this course were among the most effective interrogators in the Pacific Island campaigns of 1944 and 1945: Marine interrogators deployed to the Marianas in June of 1944 were able to supply their commanders with the complete Japanese order of battle within forty-eight hours of landing on Saipan and Tinian.
In contrast, in late 2002 the military's Southern Command had so few interrogators and interpreters that it was forced to employ inexperienced and untrained civilian contractors to perform these jobs at Guantánamo. The officer in charge of the Joint Interrogation and Debriefing Center at Abu Ghraib had no interrogation experience himself and no skilled interrogators or interpreters working underneath him. He, too, turned to civilian contractors. Government auditors criticized these deficiencies in early 2004 and noted that several of the firms that supplied civilian contractors had no experience in such work. Yet the shortage of military interrogators continues, and the Department of Defense continues to employ people outside the military for some of this work. "They let a bunch of out-of-control contractors, CIA freelancers, untrained military-intelligence people, et cetera get turned loose under the promise and pressure of getting quick results," Corum told me.
One of the most striking points Moran made was that those interrogators who tried the hardest to break down the morale of POWs were actually revealing their own fear—"fear that the prisoner will take advantage of you and your friendship." This, he noted, was "the same idea that a foreman must swear at his construction gang in order to get work out of them."
Of course there always is the danger that some types will take advantage of your friendliness. This is true of any phase of life, whether you are a teacher, a judge, an athletic trainer, a parent. But there is some risk in any method. But this is where the interpreter's character comes in … You can't fool with a man of real character …
Moran was saying that an interrogator who is genuinely tough has the confidence to know that he will always keep the upper hand, even while being nice. "Enlightened hard-boiled-ness," he called this attitude. And he concluded that "strange as it may seem to say so," the most important characteristic of a successful interrogator is not his experience or even his linguistic knowledge; it is "his own temperament" and "his own character."