Introduction to CBW Terrorism

Organizational Structure

Photo taken from video purportedly showing training of Al-Qaida fighters; source: BBC--http://news.bbc.co.uk/1/hi/world/south_asia/1758422.stm

Photo taken from a video believed to be showing the training of Al-Qaida fighters (source: BBC)

ost terrorist groups in the past had a clearly defined leadership and a rigid organizational structure, making them vulnerable to penetration by law enforcement agents, defections by key members, and the arrest or killing of group leaders. In recent years, however, terrorists have modified their organizational structures in several ways to make them more resistant to penetration and defection.

Decentralized "Cellular" Structures
A growing number of terrorist groups have adopted a decentralized structure in which small "cells" independently plan and carry out attacks. Such cells are more difficult for law enforcement officials to detect and penetrate. Moreover, the dynamics of small groups may make them more prone to violence.

For example, the right-wing "Patriot" movement was heavily penetrated by the FBI during the 1970s and 1980s, resulting in the arrest and prosecution of many of its leaders. In response, the movement developed a new organizational strategy known as "leaderless resistance," in which local chapters receive their marching orders from websites and other anonymous means and carry out terrorist attacks on their own initiative.

Ad Hoc Groups
Unaffiliated terrorists have sometimes come together on a temporary basis to form an ad hoc group for the purpose of carrying out one or two attacks. The terrorists who attempted to blow up the World Trade Center in New York in 1993 had not worked together until Ramzi Yousef recruited them for that particular mission. Because ad hoc terrorist groups lack a long-term history, it is more difficult for law enforcement authorities to identify them in advance and prevent them from acting.

Internal Control Mechanisms
Terrorist groups have increasingly sought to prevent internal defections by means of indoctrination, intimidation, and other means of social control. Aum Shinrikyo, for example, used a number of behavioral control tactics (e.g., sleep and food deprivation, drugs) and meted out severe punishment—including death—to dissidents and would-be defectors.

Transnational Networks
Terrorism is no longer confined to particular countries or regions. A growing number of terrorist organizations today have bases, operatives, and targets in several countries. Aum Shinrikyo had operations in Russia and Australia as well as Japan, whereas
Al Qa'ida consists of a loosely coordinated network of cells that are based in some 40 countries of the Middle East, Africa, Asia, Europe, and North America.

  • Al Qa'ida operatives have a "virtual" headquarters and make use of advanced communications technologies, such as encrypted email messages and websites, to coordinate their activities.
  • Individual Al Qa'ida cells have a high degree of operational autonomy. Because of its decentralized network structure, Al Qa'ida has no real "center of gravity" whose destruction would cause the organization to collapse.
  • Procedures exist to reconstitute the leadership in the event key individuals, such as Osama bin Laden, are killed or captured.
  • Thus, although the organization has been disrupted by the U.S.-led "war on terrorism," it has managed to survive and carry out a series of damaging attacks, including conventional bombings in Bali, Morocco, Saudi Arabia, and Iraq.

These loose transnational networks can pose challenges for law enforcement, since investigations into activities by transnational terrorist groups require seamless collaboration and coordination between nations, law enforcement administrative districts, and legal systems.

 

   
Chapter 1, page 7 of 9

This material is produced independently for NTI by the Center for Nonproliferation Studies at the Monterey Institute of International Studies and does not necessarily reflect the opinions of and has not been independently verified by NTI or its directors, officers, employees, agents.
Copyright © 2008 by MIIS.