Senior U.S. officials said the Pentagon fell victim to the conceit that it could build from scratch an enormous Afghan army and police force with 350,000 personnel that was modeled on the centralized command structures and complex bureaucracy of the Defense Department. Though it was obvious from the beginning that the Afghans were struggling to make the U.S.-designed system work, the Pentagon kept throwing money at the problem and assigning new generals to find a solution.

“We kept changing guys who were in charge of training the Afghan forces, and every time a new guy came in, he changed the way that they were being trained,” Robert Gates, who served as defense secretary during the Bush and Obama administrations, said in an oral-history interview with scholars at the University of Virginia. “The one thing they all had in common was they were all trying to train a Western army instead of figuring out the strengths of the Afghans as a fighting people and then building on that.”…

Escobar said he came to realize that the whole exercise was futile because the U.S. military was pushing too fast and the Afghans were not responding to what was, in the end, a foreign experiment. “Nothing we do is going to help,” he recalled in an Army oral-history interview. “Until the Afghan government can positively affect the people there, we’re wasting our time.”

Other Army officers who trained the Afghans recounted scenes of mayhem that bode poorly for how they would perform on the battlefield. Maj. Mark Glaspell, an Army engineer with the 101st Airborne Division who served as a mentor to Afghan forces from 2010 to 2011, said even simple exercises went haywire.